Using the quality criteria grid from Figure 12. 6, brainstorm key dimensions of quality that are applicable to a project you are currently managing. In doing so, remember to focus on clarifying 'perceptions' of quality (i.e. 'fit for purpose' to tangible criteria of quality).

Data from Figure 12. 6

Transcribed Image Text:

Table 12.6 QA/QC planning grid, with examples Quality assurance planning What standards, technical specifications and policies are to be applied to the management of the project and to the end-product/service being created? Quality control planning How are the defined quality assurance attributes to be controlled? What are the processes, measures, tolerances and responsibilities? Project management of the project Project management office (PMO), project governance requirements and project management framework. PMO gateway reviews process. Harmonised with relevant workplace health and safety legislation. Carry out project health checks at scheduled intervals within each stage of the project life cycle. Project documents presented at each gateway in the project management life cycle for approval, prior to proceeding to the next stage of the project. Health and safety audits carried out at random intervals by the internal audit department. Results and recommendations presented to the project steering committee for actioning. ISO/NZS/AS 31000:2009 Risk Management Framework. The corporate risk department spot checks the project to ensure good risk management practices are being applied. Results and recommendations are presented to the project steering committee for actioning. Construction example: Product/service (or result) delivered by the project Compliance with AS 2870-2011 Australian Standard Residential Slabs and Footings (https://infostore. saiglobal.com/preview/as/as2000/2800/2870-2011. pdf?sku=1445846) Service example: Compliance with the Freedom of Information Act 1982 (FOI Act) (Cwith) (https://www.oaic.gov.au/ freedom-of-information/rights-and-responsibilities) External independent surveyor to check at the recommended stages in the laying of waffle foundations. Issues to be escalated to the project manager for immediate attention. Risk identified due to recent press reports of issues in the use of such slabs (e.g. https://www.cornellengineers.com.au/beware-waffle-slabs/) Random check student records post data migration to ensure compliance with the FOI Act. Discrepancies to be brought to the attention of the project manager immediately for root-cause investigation. Continuous Improvement approach The project operates under a continuous improvement approach as outlined in the ISO 9001 Guidelines for the organisation. All project team members are reminded to apply the PDCA cycle to the project's internal process to seek and make improvements in processes. The manager will need to approve all suggestions, prior to a project team member making any changes to the projects processes.