Time management, Quality Assurance and Record keeping Er Tulasi p sitaula



Download 58,72 Kb.
Date conversion20.11.2016
Size58,72 Kb.
  • Time management, Quality Assurance and Record keeping
  • Er Tulasi P Sitaula
  • Ministry of PP, Works,and Transport Management
  • 11/19/16
  • Conclusion
  • Key Issues
  • The way forward
  • Key Issues
  • Time and Cost over run
  • Project timings
  • Some tools
  • Quality non compliance
  • Poor records and
  • Poor data
  • Introduction
  • Background
  • Time as a Resource
  • Project time
  • Management
  • Quality Assurance
  • Structure of Presentation

THREE Questions

  • THREE Questions
  • An essay by Leo Tolstoy
  • The most important person is the person with whom you are talking now, The most important thing is what you are doing now and ,
  • The most important time is NOW, i.e the Present time
  • Past is gone, future is uncertain,
  • So we need to manage our present time in the best possible way for a better future
  • 11/19/16

Background

  • Background
  • Time is valuable element in life of everything
  • ‘Time and Tide waits for no man’ – a Proverb
  • Nepali Time : accepted delay/time waste
  • Better late than never/ Safety view point
  • More Haste, More Waste xtktsf] sfd ntkt
  • TIME is the basic element of any PLAN
  • 11/19/16

Background

  • Background
  • Time is money
  • Time is powerful/ ;do anafg 5
  • infra-structure is not sustainable
  • Due to: poor construction quality/ faulty design
  • There is TIME overrun/COST overrun/Buck Shifting and Dispute
  • Quality management is a prerequisite for sustainable construction
  • 11/19/16

Basics of Time

  • Basics of Time
  • There's never enough time to do it
  • right first time but there's always enough
  • time to go back and do it again
  • Time is the essence of many jobs
  • All these sayings tell about preciousness of time in one way or the other
  • Time lost by a mass of size N,
  • =Time lost by each X N
  • It will work out a fantastic figure,
  • For a delay of 1 hr for 10000 ppl
  • It is 1250 manday working 8 hrs
  • That is more than THREE years of work for a person!!
  • 11/19/16

Even though he could not tell time, my three-year-old grandson was wearing a watch when I visited

  • Even though he could not tell time, my three-year-old grandson was wearing a watch when I visited
  • Later, when I was putting on my coat to leave, I asked him what time it was ?
  • He looked at his watch blankly, then
  • brightened "It's time for you to go,"
  • he answered triumphantly
  • Birds go back to nests once its dark!
  • Everybody has some feeling of time !!
  • Although in its own way
  • 11/19/16

Time management

    • Time management
    • Time management is a tricky business
    • It is both ART and Science
    • It is difficult for us to manage the time of single person “ME”
    • Imagine how a project manager manages the time of many persons, “WE”: and ultimately the PROJECT
  • 11/19/16

PROJECT

    • PROJECT
    • A Project is a series of activities aimed at bringing about clearly specified objectives within a defined time period and with a defined budget
    • project is an organized commitment of effort to produce a defined outcome within defined constraints of scope, time, budget, and quality
    • Project Management is the art and science of working within defined constraints of scope, time, cost, and quality
    • Project manager is a person responsible for the project, who may use project management to deliver it
  • 11/19/16

PROGRAM

    • PROGRAM
    • A Program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually
    • Program may include elements of related work outside scope of the discrete projects in the program
    • program management is a method to manage related group of projects
    • Programs have larger scope than projects and run typically at higher levels in the organization
    • Strategic initiatives are linked to programs
  • 11/19/16

Life Cycle Cost approach

  • Life Cycle Cost approach
  • A simple example
  • Total Cost
  • Cost
  • O&M cost
          • Construction cost
  • Time
  • 11/19/16

Time management Versus Delay

  • Time management Versus Delay
  • Never put off until tomorrow what you can leave until the day after
  • The first 90% of a project takes 90% of the time the last 10% takes the other 90%
  • If it happens once it's ignorance, if it happens twice it's neglect, if it happens three times it's policy
  • Some things that don't count are counted, many things that count aren't counted
  • It's not the hours that count, it's what you do in those hours
  • People under pressure do not think fast
  • 11/19/16

Quality Versus timescale

  • Quality Versus timescale
  • A minute saved at the start is just as effective as one saved at the end
  • The more ridiculous the deadline the more money will be wasted trying to meet it
  • The project would not have been started if the truth had been told about the cost and timescale
  • Warning: dates in the calendar are closer than you think
  • If you have time to do it over again, you'll never get away with doing it right the first time
  • The bitterness of poor quality lingers long after the sweetness of meeting the date is forgotten
  • 11/19/16

What is said and felt about Project Manager

  • What is said and felt about Project Manager
  • Good project management is not so much knowing what to do and when, as knowing what excuses to give and when.
  • Everyone asks for a strong project manager - when they get him they don't want him
  • For a project manager overruns are as certain as death and taxes
  • Good project managers admit mistakes: that's why you so rarely meet a good project manager
  • The most successful project managers have perfected the skill of being comfortable being uncomfortable
  • Good project managers know when not to manage a project
  • Too few people on a project can't solve the problems - too many create more problems than they solve
  • 11/19/16

About project communication

  • About project communication
  • Effective Communication is essential for project success
  • Of several possible interpretations of a communication, the least convenient is the correct one
  • What is not on paper has not been said
  • So the communication must be in writing so as to implement it
  • A verbal contract isn't worth the paper it's written on
  • The conditions attached to a promise are forgotten, only the promise is remembered
  • 11/19/16
  • Finish the project in a predefined deadline date
  • Recover early delays to avoid liquidated damages
  • Free key resources early for other projects
  • Avoid adverse weather conditions that might affect productivity
  • Receive an early completion-bonus
  • Improve project cash flows
  • Bring the project for early use
  • Manage a free time for a vacation abroad!!
  • What is the way to reduce activity duration?
  • Working extended hours (Over time)
  • Offering incentive payments to increase the productivity ( Hanging 500 Rs Note in between 2 groups of concreting workers)
  • Using additional resources
  • Using materials with faster installation methods
  • Using alternate construction methods or sequence

Project Time Control

  • Project Time Control
  • Work Schedule
  • Revised work schedule
  • Fine for not submission/updating
  • Milestone/intermediate milestones
  • Mobilization advance and recovery schedule
  • Advance payment against material
  • Timely payment of bills/Interests
  • Basis for idle resource/price adjustment
  • Certification by project official required
  • 11/19/16

Resource Allocation

  • Resource Allocation
  • Assigning the available Resources in an economic way
  • In Project management resource allocation is the scheduling of activities and the resources required by those activities while taking into consideration both resource availability and project time
  • In Strategic planning, resource allocation is a plan for using available resources in near term, to achieve the goal for future
  • It is the process of allocating resources to various activities/projects/business units
  • Is time a resource?
  • Does time play role in Resource Allocation??
  • 11/19/16

Project management Laws

  • Project management Laws
  • Work expands to fill the time available for its completion - Parkinson's law
  • "Nothing will ever be attempted if all possible objections must first be overcome."  Samuel Johnson, 1759 
  • 11/19/16

Project management Laws

  • Project management Laws
  • Cohn's Law
  • The more time you spend in reporting on what you are doing, the less time you have to do anything. Stability is achieved when you spend all your time doing nothing but reporting on the nothing you are doing
  • Project Managers will not get the staff they need so long as they muddle through with overtime, ulcers and super-human effort. Only when deadlines are missed will senior management approve the staff who, had they been available at the outset, would have prevented the missed deadlines
  • 11/19/16
  • Public Procurement Act 2063 and Public Procurement Regulation 2064 are in use
  • Out of a total of 76 clauses about 40 relate time directly and many others mention indirectly
  • Procurement plan mandatory for
  • procurement > 10 lakhs
  • Master Procurement Plan required if
  • Procurement value> 10 crore in a year
  • If the project runs for more than a year ( cl 6)
  • Master Procurement Plan needs to be updated every year
  • Procurement Plan to be approved by chief of procurement unit
  • Master PPlan to be approved by Secretary
  • Responsible Procurement unit to be established
  • Clarification on bids : ( cl 16)
  • To be given if asked by prospective bidder in written and within time
  • More time is to be given for bid preparation if the document is modified
  • Withdrawal of submitted bid is possible on written request within time
  • Modification of submitted bid on time allowed
  • Review/appeal on procurement decision ( cl 47)
  • First appeal to Chief of procurement
  • Review Committee if cost is more than 3 crore
  • Deposit @ .5% of bid amount essential
  • Deposit forfeited if claim is not true
  • Decision to be given in 30 days
  • Compensation if work is already awarded
  • Committee is there
  • No review request so far ??
  • The CPM is one of several related techniques for project planning.
  • CPM helps us identify a complex project's critical paths
  • We can find how long a project will take and which activities must be finished on time to maintain completion date
  • If we also have information about costs and crash costs and times, CPM helps us determine how long the project should take, and which activities should be sped up ("crashed")
  • CPM is for projects that are made up of a number of individual "activities." If some of the activities require other activities to finish before they can start, then the project becomes a complex web of activities.
  • CPM can help us figure out:
  • how long your complex project will take to complete
  • which activities are "critical," meaning that they have to be done on time or else the whole project will take longer
  • If we put in information about the cost of each activity, and how much it costs to speed up each activity, CPM can help you figure out:
  • whether you should try to speed up the project, and, if so,
  • what is the least costly way to speed up the project.
  • Work schedule
  • Mile stones and Intermediate mile stones defined/ followed
  • Prompt revision of work schedule
  • Proper record of work/ progress
  • Proper evaluation for time extension
  • Fine imposed if negligence is found
  • Termination if timely progress is not there
  • Termination if timely payment is not there

Project management timings

  • Project management timings
  • Estimate of time is necessary along with quantity
  • Time estimates are critical since it serves as a baseline for future comparison of the activities and efforts
  • There is bonus for early completion and penalty/liquidated damage for delay
  • Time is specified for most activities in Public Procurement Act 2063 and Public Procurement Regulation 2064 as below
  • Time for tender notice
  • Time for Letter of Intent, LOI
  • Time for Request for Proposal, RFP
  • Time for Defect Liability Period, DLP
  • 11/19/16

Project management timings

  • Project management timings
  • Time for completion
  • Time for submitting schedule/revised schedule
  • Time for payment of mobilization
  • Time for payment of Interim Bills
  • Time for site possession
  • Time for complaint lodging
  • Time for adjudication/arbitration
  • Time for dispute resolution
  • Extension of time for project
  • Adjustment of price and time related coefficients
  • Termination of contracts
  • Frustration and termination for mutual convenience
  • 11/19/16

Project management timings

  • Project management timings
  • Project pay back timing
  • Project cycle timing
  • Timing for cyclic works
  • Timing for periodic works
  • Timing of 125 days for emergency works in roads
  • Timing for release of authority to spend
  • Timing for program submission
  • Timing for program revision
  • Best timing for doing certain activities
  • Fine for not obeying timing
  • As built drawing submission
  • Project accounts settling time of 3 months
  • 11/19/16

Project Risks and sharing it

  • Project Risks and sharing it
  • Projects are usually subject to certain Risks
  • Project Planners need to identify, quantify and make contingency plans to deal with project risks
  • Project Risks can be judiciously shared between Public and Private partners: between Employer, Engineer and the Contractor: and between various stakeholders
  • 11/19/16

Project management Risks

  • Project management Risks
  • Projects without mechanism to handle risks are bound to fail to attain its specified objectives
  • If you fail to plan properly you are planning to fail
  • If you don't attack the risks, the risks will attack you
  • A little risk management saves a lot of fan cleaning
  • The sooner you get behind schedule, the more time you have to make it up.
  • 11/19/16

1 urgent important - DO NOW

  • 1 urgent important - DO NOW
  • 2 Important - PLAN TO DO
  • 3 not important - REJECT AND EXPLAIN
  • 4 not urgent not important - RESIST AND CEASE'
  • 11/19/16
  • 11/19/16
  • 11/19/16
  • 11/19/16
  • Q7503, Fall 2002
  • 11/19/16
  • 11/19/16
  • We can change the triangle by at least changing two sides

Where are you wasting time?

  • Where are you wasting time?
  • If you ask people about the pressures of time, many will say that "they can't get enough done in the day" or they are "constantly busy and stressed".
  • You may look to make a change, but you don't know how?
  • The first step in learning time management skills is to get objective data about your time usage
  • We are prey to some time-wasters - activities that steal time when we could be spending time more productively
  • Too much time on email, long winded phone calls, surfing the net - all fine to do unless you are stressed about a lack of time and these activities aren't your objectives
  • 11/19/16

Developing a time management plan

  • Developing a time management plan
  • One of the top tips on time management is to plan
  • If you fail to plan then you plan to fail
  • With the pressure of clients, your boss breathing down your neck, and the looming deadline - you might be asking "how can I find time to plan!“
  • But planning is crucial for your success - whether it is long term planning such as personal goal setting, or daily planning in your to do list
  • 11/19/16

Developing a time management plan

  • Developing a time management plan
  • By having a plan you ensure that you have your top priorities written down. Even if you deviate from your plan (which you surely will) at least you can come back to it
  • While planning occurs at many levels, yearly, monthly, or daily - the simplest and most effective  time management tools is the daily planner
  • By keeping a prioritized to do list in your time management planner, you identify your priorities and ensure that you don't overlook things
  • TIP. writing your daily plan try to be as specific as you can
  • 11/19/16

Be ruthless with your priorities

  • Be ruthless with your priorities
  • With hundreds of emails clogging your Inbox, with news to read and phone calls to take - it can be difficult to stay ahead of the curve and focus on your priorities
  • One of the top tips on time management is to stay focused on your priorities, ensuring that you do the most important tasks for you or your job. This is a defining characteristic of successful people
  • Effective people schedule their priorities to ensure they get done what is important to them - rather than responding to lower priority tasks.
  • But how to do this when we live in a world in which priorities appear to change on an hourly basis?
  • 11/19/16

Focus on your priorities and delegate tasks

  • Focus on your priorities and delegate tasks
  • Probably one of the most underutilized yet most talked about time management tools is delegation
  • Whether you are a small one-person business or a major business - delegation can free up your time to focus on your top priorities and be used as a training opportunity for colleagues
  • One good way to think about delegation is to know how much your time is worth with this time management exercise
  • If you earn Rs200,000 a year your time is worth about Rs 120/hour and at Rs500,000 a year your time is worth about Rs 300/hour
  • These thoughts can help you to prioritize your tasks, determine whether to outsource, and determine whom to delegate tasks to
  • 11/19/16

The 3 key Progress Monitoring Questions

  • Q7503, Fall 2002
  • The 3 key Progress Monitoring Questions
    • What is the actual status?
    • If there’s a variance, what is cause?
    • What to do about it?
  • Possible responses
      • 1. Ignore
      • 2. Take corrective action
      • 3. Review the plan

Monitoring rates

  • Q7503, Fall 2002
  • Monitoring rates
    • Daily, weekly, monthly
    • If problems occur – then adjust
      • You may have to monitor problem areas more closely
      • For some period of time
      • Almost always there’s one or more areas under closer scrutiny
  • Status Reporting
    • Part of the communications management plan

Tips for time management

  • Tips for time management
  • 1Know what is important. 
  • 2 Prioritize and make "To Do" lists. 
  • This does not include items you like to get done today, but only the item(s) that have to be completed today
  • 3. Avoid the "feel like its." 
  • Poor time managers base their actions on their feelings and moods. You know the type, "Yeah, I know the garbage can is overflowing, but I don't feel like taking it out right now
  • 4 Learn to delegate
  • A person who refuses to delegate will likely be a very busy, frustrated and heading for burnout
  • It is not necessary for a manager to personally handle every item
  • 11/19/16

Tips for time management

  • Tips for time management
  • 5 Toss it or file it
  • Follow the rule to touch paper only once. Know what is important and throw away every piece of paper you don't think you will need
  • 6 Use folders to prioritize your work; sub-divide files
  • 7 Be realistic and stay flexible. 
  • 8 Schedule time for you
  • 9 Answer E-mail immediately
  • 10. Make sure your electronic planner does not cost you time
  • Time is valuable, and time management can help us to be more productive, successful and less stressed out to have more time to enjoy the life more
  • 11/19/16

Some more Tips for time management

  • Some more Tips for time management
  • Start early and on time, end on time and most importantly respect other people’s time
  • Divide your tasks into four essential categories, and define them as
  • Urgent and Important, Not Urgent but Important, Urgent but not Important, and Not Urgent and Not Important,
  • add to it a “set of Goals in your mind” and you’re on your way to a better time management
  • Time Management is not a rocket science, all you need to learn is how to prioritize, delegate and say “no”
  • 11/19/16

The word Quality is derived from the Latin word 'qualita' which means 'what some thing is really like.'

  • The word Quality is derived from the Latin word 'qualita' which means 'what some thing is really like.'
  • ISO 9402 defines quality operationally as "the totality of the features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs"

Quality = Does it perform its intended function?

  • Quality = Does it perform its intended function?
  • In technical usage, quality can have two meanings:
  • 1 the characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
  • 2. A product or service free of deficiencies.

Total quality management (TQM): a management approach to long-term success through customer satisfaction. TQM is based on the participation of all members of an organization in improving processes, products, services and the culture in which they work

  • Total quality management (TQM): a management approach to long-term success through customer satisfaction. TQM is based on the participation of all members of an organization in improving processes, products, services and the culture in which they work
  • "assurance" can mean the act of giving confidence, the state of being certain or the act of making certain "control" can mean an evaluation to indicate needed corrective responses, the act of guiding or the state of a process

Quality assurance:

  • Quality assurance:
  • All those planned and systematic activities necessary to provide confidence that a particular product will satisfy given end product requirement for quality
  • Quality Control:
  • The operational techniques and activities that are used to check that the requirement for quality has been met

Quality control process is a team work. It is some thing like health. If one of the components is deficient the system will also suffer accordingly.

  • Quality control process is a team work. It is some thing like health. If one of the components is deficient the system will also suffer accordingly.
  • It is said that there is no royal road or a short cut to quality.
  • It’s a tough task which a dedicated team of people equipped with skills and equipment can only accomplish

As per the latest contract documents the overall responsibility of quality assurance lies on the contractor.

  • As per the latest contract documents the overall responsibility of quality assurance lies on the contractor.
  • It is equally the concern of the client that an output consistent with the price paid for results
  • The Engineer has to play a vital role
  • Contractor proposes and implements while basic responsibility of checking, refining and approving the quality assurance system goes to the Engineer.
  • Moreover it’s a team work of client, consultant and contractor.

"All materials incorporated and all workmanship performed shall be strictly in conformity with the requirements of the specifications and the contractor shall be responsible for the quality of the works in the entire construction within the contract.”

  • "All materials incorporated and all workmanship performed shall be strictly in conformity with the requirements of the specifications and the contractor shall be responsible for the quality of the works in the entire construction within the contract.”
  • The contractor shall provide, use and maintain on the site, a laboratory with adequate laboratory equipment operated by competent staff for carrying out tests required for the selection and control of the quality of the materials and for the control of workmanship in accordance with the specifications

The list of the laboratory equipment to be procured and laboratory facilities to be provided shall be got approved by the Engineer

  • The list of the laboratory equipment to be procured and laboratory facilities to be provided shall be got approved by the Engineer
  • The contractor shall assume that test shall be required on all materials to be used in the works and all finished works or parts of works"

The quality control system comprises the methods, procedures and organisation for the quality control of the works. The Contractor shall implement the quality control system in the following sequence:

  • The quality control system comprises the methods, procedures and organisation for the quality control of the works. The Contractor shall implement the quality control system in the following sequence:
      • Compliant testing for materials including laboratory trials,
      • Compliant testing for methods and equipment prior to the commencement of the work, including site trials of trial sections,
      • Control testing during construction
      • Acceptance testing on completed works or parts

The contractor shall carry out all necessary tests and shall report to the engineer the results of such tests

  • The contractor shall carry out all necessary tests and shall report to the engineer the results of such tests
  • In certain circumstances, tests may be carried out at the place of manufacture
  • For satisfying himself about the quality of the works, quality control tests shall be conducted by the Engineer or by any other agencies deemed fit by the Engineer
  • Additional tests may also be conducted where in the opinion of the engineer such tests are needed.

Before commencement of the work, the Contractor shall demonstrate a trial run of the construction equipment for establishing their capability to achieve the laid down specifications and the tolerances to the satisfaction of the Engineer.

  • Before commencement of the work, the Contractor shall demonstrate a trial run of the construction equipment for establishing their capability to achieve the laid down specifications and the tolerances to the satisfaction of the Engineer.
    • The supply, testing and monitoring shall be in compliance with a Quality Assurance Plan

The Contractor submits to the Engineer for his approval, the Quality Assurance Plan (QAP) which shall be based on the approved detailed program of the works.

  • The Contractor submits to the Engineer for his approval, the Quality Assurance Plan (QAP) which shall be based on the approved detailed program of the works.
  • The Quality Assurance Plan shall include the following
  • The Quality Control Schedule comprising of :
  • The recapitulative test schedule and testing programs detailing the list of tests for compliance, laboratory trials, site trials and trial sections, construction control tests and their frequencies, tests for the acceptance of the completed works with their dates

Recapitulative list of "critical" acceptance testing procedures, for equipment or part of the works which corresponds to the tasks on the Critical Path according to the construction program

  • Recapitulative list of "critical" acceptance testing procedures, for equipment or part of the works which corresponds to the tasks on the Critical Path according to the construction program
      • Estimate of the number of tests to be carried out, list and number of appropriate equipment to conduct them, lists of the tests to be conducted outside the laboratory, if any, identification of the outside laboratory where the tests will be carried out
      • List of staffs assigned to the laboratory, their position and responsibilities in the quality control procedures, their qualification and experience, general description and detailed organisation of the laboratory activities

The Contractor implements the Quality Control in compliance with the approved Quality Assurance Plan (QAP).

  • The Contractor implements the Quality Control in compliance with the approved Quality Assurance Plan (QAP).
  • The Engineers approval of the QAP does not relieve the contractor from his responsibility of the quality
  • Engineers approval of the QAP doesn't exempt the contractor of any procedure to inform the Engineer in writing or request for the Engineers approval
  • The Contractor is required to monitor and update the QAP on the basis of the decisions taken at the periodic review meetings or as directed by the Engineer and in accordance with the work schedule

For ensuring the quality of the work, the materials and the workmanship shall be subjected to testing. ( example section 600 of Standard specifications for Roads and Bridges)

  • For ensuring the quality of the work, the materials and the workmanship shall be subjected to testing. ( example section 600 of Standard specifications for Roads and Bridges)
  • The specified testing frequencies are not restrictive. The Engineer shall direct for the tests to be carried out as frequently as deemed necessary that the materials and workmanship comply with their specifications

Site Trials

  • Site Trials
  • The contractor will provide for the site trials of the work
  • For example, site trials for Concrete requires mixing, laying, compaction and testing to ensure the suitability of equipment, procedures and compliance to strength requirements.
  • Control tests during construction
  • The Contractor shall arrange extensive control testing during construction. The list of tests and their frequency shall be as per the approved Quality Assurance Plan. The quality control procedures shall be as detailed in the relevant sections of the specifications

Acceptance tests for the completed works or the parts of the works

  • Acceptance tests for the completed works or the parts of the works
  • Contractor shall arrange for the test and approval for completed works. In case of the works that is buried or covered, acceptance tests will be conducted before covering them.

A laboratory to be established by the Contractor within 60 days of work order

  • A laboratory to be established by the Contractor within 60 days of work order
  • The cost of the Laboratory is to be borne by the Contractor
  • The ownership of the Laboratory and equipment lies on the Contractor
  • The Contractor needs to keep the lab in clean, well maintainable and habitable condition
  • The cost of laboratory staff is also contractor's responsibility
  • Measurement and Payment for laboratory set up is usually in Number on lump sum basis
  • Payment for equipment is usually Lump sum for a lot and that for staffs is based on man months

Final inspection and acceptance of materials shall be made only at the site of the work. The Engineer to sample, inspect and test the materials throughout the duration of the works and reject any materials which are found unsatisfactory.

  • Final inspection and acceptance of materials shall be made only at the site of the work. The Engineer to sample, inspect and test the materials throughout the duration of the works and reject any materials which are found unsatisfactory.
  • A preliminary inspection of materials may be made at the source
  • the Engineer shall have free entry at all times to those parts of any plant
  • All materials not confirming to the requirements of the contract is to be rejected
  • no separate measurement and payment shall be made for sampling, samples and testing of materials, trials and construction control / process control testing

Standard Specification for Road and Bridge works , MOPPW, DOR, July 2001

  • Standard Specification for Road and Bridge works , MOPPW, DOR, July 2001
  • 624 MORTAR
  • Mortar shall comply with IS 2250 - 1981
  • 625 REINFORCED CONCRETE PIPES
  • Reinforced concrete pipes shall comply with the requirements of NS80-2042 / IS 458-1988
  • 626 HIGH DENSITY POLYTHENE PIPES
  • High density Polythene pipes shall comply with the requirements of NS 40 – 20403105(5)
  • GI Pipes
  • GI Pipes shall comply with NS : 199/2046

You get at the most, what you pay for. There is less than 100% possibility that you get what you pay for. But there is 100% guarantee that you don't get what you don't pay for. So the investment in quality is worth doing.

  • You get at the most, what you pay for. There is less than 100% possibility that you get what you pay for. But there is 100% guarantee that you don't get what you don't pay for. So the investment in quality is worth doing.
  • On an average in USA, the contractor pays 15% of his field labour cost on correcting mistakes.
  • James Shilstone, an American expert of quality estimates that a minimum of 7% of the total construction costs are wasted due to poor quality.
  • If 1 to 1.5% of project cost is set aside for quality, the experience is that up to 20% saving results from it

Cost of quality

  • Cost of quality
  • There is obviously a cost for quality. The cost has different components
  • Quality costs are the total of the cost incurred by:
  • Investing in the prevention of non-conformance to requirements
  • Appraising a product or service for conformance to requirements
  • Failing to meet requirements

Prevention Costs The costs of all activities specifically designed to prevent poor quality in products or services. Such as:

  • Prevention Costs The costs of all activities specifically designed to prevent poor quality in products or services. Such as:
  • Quality planning
  • Quality improvement team meetings
  • Quality improvement projects
  • Quality education and training
  • Appraisal Costs Costs for measuring, evaluating or auditing products or services to assure conformance to quality standards / performance requirements.Includes the costs of:
  • inspection/test of material
  • In-process and final inspection/test
  • Product, process or service audits
  • Calibration of equipment

Failure Costs The costs resulting from products or services not conforming to requirements or customer/user needs.Internal Failure Costs Failure costs occurring prior to delivery or shipment of the product, or the furnishing of a service, to the customer. Includes cost of

  • Failure Costs The costs resulting from products or services not conforming to requirements or customer/user needs.Internal Failure Costs Failure costs occurring prior to delivery or shipment of the product, or the furnishing of a service, to the customer. Includes cost of
  • Scrap
  • Rework
  • Re-inspection
  • Re-testing
  • Material review
  • Downgrading
  • External Failure Costs Failure costs occurring after delivery or shipment of the product -- and during or after furnishing of a service -- to the customer. Includes
  • Processing customer complaints
  • Customer returns
  • Warranty claims
  • Product recalls
  • Total Quality Costs:The sum of the above costs. This represents the difference between the actual cost of a product or service and what the reduced cost would be if there were no possibility of substandard service, failure of products or defects in their manufacture.
  • Guideline 1 : —Responsibility for Records:
  • Designated official generally have responsibility for the maintenance and retention of the records
  • Guideline 2 Content of Records:
  • The official needs to maintain accurate, current, and pertinent records of professional services as appropriate to the circumstances and as may be required by the jurisdiction. Records include information such as the nature, delivery, progress, and results of professional services, and related fees/time.
  • 11/19/16

Records of works done and Payments made are to be kept in systematic manner

  • Records of works done and Payments made are to be kept in systematic manner
  • Some of the records are optional while the rest are mandatory
  • Government system is said to be poor whereas private party have multiple records for various purposes
  • Technical, financial as well as socio-economic records are vital for present and future use
  • Proper records collection/keeping/ maintenance is requirement of the day
  • 11/19/16

Key Issues

  • Key Issues
  • Time and cost have delicate relationships
  • There is significant effects of risks on time
  • Site possession date is emerging issue
  • Timely Mobilisation, Timely payment and Timely decisions are critical for project success
  • Project audit, technical and financial have started
  • Benefit monitoring/Outcome mapping started
  • Time is an important factor in any project and Time is the essence of some projects
  • 11/19/16
  • Guideline 3 Confidentiality of records:
  • The official takes reasonable steps to establish and maintain the confidentiality of information
  • Guideline 4: Disclosure of Record Keeping Procedures:
  • When appropriate, official inform clients of the nature and extent of record keeping procedures including a statement on the limitations of confidentiality
  • Guideline 5—Maintenance of Records:
  • The record keeper organizes and maintains records to ensure their accuracy and to facilitate their use by the officials and others with legitimate access to them.
  • .
  • 11/19/16

The record keeper takes appropriate steps to protect records from unauthorized access, damage, and destruction

  • The record keeper takes appropriate steps to protect records from unauthorized access, damage, and destruction
  • Guideline 7—Retention of Records:
  • The record keeper needs to be aware of applicable laws and regulations and to retain records for the period required by legal, ethical, regulatory, and institutional requirements
  • Guideline 8—preserving the Context of Records:
  • The record keeper needs to be attentive to the situational context in which records are created and how that context may influence the content of those records
  • 11/19/16
  • Guideline 9—Electronic Records:
  • Electronic records, like paper records, should be created and maintained in a way that is designed to protect their security, integrity, confidentiality, and appropriate access, as well as their compliance with applicable legal and ethical requirements
  • Guideline 10—Record Keeping in Organizational Settings:
  • Officials working in organizational settings require to follow the record keeping policies and procedures of the organization as well as the Ethics and Code relevant to the profession
  • 11/19/16
  • Guideline 11—Multiple Client Records:
  • The record keeper carefully considers documentation procedures when conducting couple, family, or group in order to respect the privacy and confidentiality of all parties
  • Guideline 12—Financial Records:
  • The record keeper needs to ensure accuracy of financial records/Field measurement records
  • Guideline 13—Disposition of Records:
  • The record keeper plans for transfer of records to ensure continuity of availability and appropriate access to records when the official is no longer in direct control, and in planning for record disposal, the official endeavors to employ methods that preserve confidentiality and prevent recovery.
  • 11/19/16

Unavailability of required data and records

  • Unavailability of required data and records
  • Poor quality of available data
  • More time to search the records
  • Unauthorized access to records and loss of confidentiality
  • Difficulty in Checking/ monitoring/ Evaluation
  • Poor feed back for future planning
  • Audit objection
  • Contractors record verification
  • Loss of data
  • Unavailability of records in proper format
  • Lack of reliability
  • Disputes and Litigation
  • Violation of ‘ Right to Information” – Punishable Act
  • Punishment by Court for not obeying its order
  • Misuse of Joint venture/ the Lead is absent
  • Donor pre conditions/ Loan conditions
  • Replacement of key manpower
  • Age of experts?
  • Lack of Record/document of work/ progress
  • Poor quality/Quality assurance plan
  • Time and cost over runs
  • Sustainability questioned
  • Lack of Control, monitoring and Evaluation
  • Lack of record keeping

Community participation and quality

  • Community participation and quality
  • In the programs like irrigation and water supply their involvement at different levels and stages of projects has already started.
  • Does it really improve quality? Is there proper representation in users' committee? Is their performance up to the expectation? Is this another excuse to poor quality? Is a system of hidden contract growing on in the name of community participation and users committee? Example: Hile Bjojpur road construction, Baglung Burtibang rural road construction
  • There is however a strong result demonstrated in the field of community forests. It has been successful in Nepal and is exemplary
  • Education and awareness is vital for the success of community participation from the view point of quality construction

WTO membership and quality

  • WTO membership and quality
  • Nepal has taken the full fledged membership of World Trade Organisation., WTO. It will ask for stringent quality control in order to compete in the global market. Therefore it will require serious commitment towards quality
  • Sustainability and quality
  • Direct and very strong relationship exists
  • Public faith and quality
  • Loose public faith due to poor quality

Is safety a quality issue?

  • Is safety a quality issue?
  • Safety of work and workforce including equipment and materials affect the quality of works
  • So safety could very much be a quality issue
  • How much to fear from oversight agency?
  • No need to get afraid unless you make deliberate mistakes
  • Unless you try some personal gains

Conclusion/Way forward

  • Conclusion/Way forward
  • Time management is a basic skill for project managers or rather any person
  • If you can't manage your own time, how can you expect to manage your teams?
  • Ask each day what you did to move the project forward. Plan your next day, what will you do to ensure your project continues along the straight and defined path
  • Plan your time, manage your resources with a light touch and communicate effectively.
  • With a little time management, project success should come easier
  • We need to improve our record keeping skills
  • 11/19/16

Conclusion/Way forward

  • Conclusion/Way forward
  • Role of Engineers in development is obvious
  • The nation would see enormous development including mega projects in all sectors in very near future for which we need to get prepared
  • Management of TIME, COST and QUALITY are critical aspects for these development initiatives to be successful and for us to be competetive
  • We need to enhance our planning, RISK recognition and mitigation skill for project success
  • Money is not a problem for GENTLEMEN
  • It is us and only us who develop our nation rising above the myth of so called Nepali Time and recurring project failures!!
  • 11/19/16

  • A quote from George Bernad Shaw
  • To be in hell is to DRIFT,
    • To be in heaven is to STEER
    • Hence some leading innovation /creation and Leadership is required on the part of engineers
    • You need to prove that you are the Architects of the nation building process,
    • We possess the quality to lead the CHANGE , and
    • Status quo is not at all enough
  • 11/19/16
  • Any Questions/ Discussions is welcome
  • .. …. 2009

Thank you very much!

  • Thank you very much!


The database is protected by copyright ©sckool.org 2016
send message

    Main page