INTRODUCTION

This chapter sets forth requirements and procedures for establishing the construction phase portion of a Project Quality Management Program. (See FM1:7 for information on establishing a Project Quality Management Program.)

Quality requirements for construction projects are established first by The Regents, next by the President, and then by the Facilities. Quality is measured by conformance to requirements established by facilities management personnel. Project quality is ultimately appraised by the Facility client.

7.1 PROGRAM GOALS

The goal of the construction phase of the Project Quality Management Program is to ensure that the construction of a project meet the quality requirements established by a Facility. To accomplish this goal, facilities management personnel must perform the following functions for the project team to ensure the desired quality of the constructed project:

1. Establish requirements (see [I]:7.3)
2. Build teamwork (see [I]:7.4)
3. Supply resources (see [I]:7.5)
4. Evaluate performance (see [I]:7.6)

7.1.1 Project Team Members

During the construction phase the project team may consist of the following principal parties and their associates:

1. University
   • Client
   • University's Representative
   • Planning staff
   • Budgeting staff
   • Facilities management staff
   • Facility Fire Marshal
   • Facility police
   • Facility environmental, health, & safety staff
   • Project Manager (University employee)
   • Project Manager (outside professional)
   • Construction Manager (outside professional or University employee)
2. Design Professional
   • Executive design professional
   • Design professional's consultants
   • University design consultants
3. Constructors
   • Construction contractor
   • Subcontractors
   • Project representatives
   • Construction Manager (acting as contractor)

7.2 PROGRAM SCOPE

During the construction phase a Project Quality Management Program includes the following:

• Quality management planning and implementing policies, procedures, and requirements.
• Quality control ensuring that work is being performed and that work is being checked prior to its acceptance.
• Quality assurance verifying that quality control tasks are being performed.
• Continuous quality improvement continually pursuing improvement in the quality of the construction process.
• Quality costs redoing a construction item even when this increases the item's cost.

7.3 PROGRAM REQUIREMENTS AND PROCEDURES

The first and most basic step in establishing the construction phase portion of the Project Quality Management Program is to formulate written requirements that specify the roles and responsibilities of project participants. The Facilities Manual establishes basic University requirements; additional requirements should be established by the respective Facility or by the project team through a "partnering" effort (see [I]:7.4.1).

7.4 TEAMWORK

A Project Quality Management Program should not only address technical issues, but should also address people-related issues and encourage teamwork. Construction technical issues include checklists, inspections, interdisciplinary plan checks, other reviews, and possibly value engineering. People-related issues include encouraging commitment to the project, building teamwork, defining expectations, and "partnering" (see [I]:7.4.1). Cooperation within the project team should have started early in the project process.

7.4.1 Partnering

In the context of the construction phase portion of a Project Quality Management Program, "partnering" means:

• Defining expectations—of the University, the design professional, and the Contractor's project manager or construction manager.
• Reviewing procedures—ensuring that procedures reflect each project team member's expectations.
• Resolving conflicts—reviewing and modifying mechanisms set up early in the project for resolving conflicts and for periodic progress reviews.

7.5 PROGRAM RESOURCES

At minimum, the Facility should provide the budget, personnel, and time necessary to meet quality requirements for each project phase (see [I]:7.3). This task is accomplished through decisions made by facilities management staff.

7.6 EVALUATION BY THE PROJECT TEAM

Periodically during active construction and upon completion of the construction phase, members of the project team should evaluate the team's performance as a whole. In evaluating a project for quality, the project team should:

• Define expectations.
• Define problems.
• Determine what is needed to rectify problems.
• Estimate needed resources.
• Determine if the project cost or program needs refining.

Team evaluation will assess team performance in accomplishing project quality goals by considering the team's:

• Effectiveness in relation to established quality requirements.
• Efficiency (staying within budget).
• Timeliness (remaining on schedule).
• Compliance with imposed constraints as stated in policies, procedures, and programs.
• Teamwork.

Evaluations can be made by completing evaluation forms predesigned with questions and data entry requests developed on an objective basis.

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