Project Quality Control in Various Stages

The most general definition of a project that this book has been written around describes a project as "a set of activities with a beginning and an end." This book has frequently used construc­tion of industrial projects as a source of most of its key examples because the complexity and scale of such projects stand mutually in direct proportion to one, and this state of affairs also happens nicely to simplify the author’s instructional task at the same time that it lightens the reader’s learning burden. There are cultural proj­ects or social projects, such as building opera, theater, and library or other. The housing project as constructing residential or office buildings. The civil construction projects such as roads, bridges and railway. There are also irrigation projects, but in this book is focus­ing on construction industrial projects and specifically for oil and gas projects.

This is once again the case with the present chapter’s focus on QA, QC and TQM. The precise manner in which these concepts might apply to software design projects or literacy training proj­ects, for example, may not be as well-defined as ISO standards for large capital projects involving some construction component, but the arguments to be mustered in favor of the most conscious approach possible to setting quality expectations for such projects and monitoring how they are to be fulfilled would involve the same matters of fundamental principle.

As just mentioned, construction industrial projects will vary from one project to another depending on the size and value of the project. One key point not to be lost sight of here, however, is that the degree of quality control must necessarily also vary depending on the size of the project. This is starkly evident today in the case of construction projects undertaken in many devel­oping countries. Quality control may be sufficient in small busi­nesses, but the contracting companies or small engineering offices that operate amid international competition are also increasing the quality of the projects. This of course necessarily also increases the total cost of these projects.

Where, and what, is the key to getting a handle on this? The secret is to break quality issues down to the level of the phase or stage of a project’s life cycle, and to control the project during all those stages. The discussion will now zero in on the quality control issues that arise within the various the project lifecycle stages first discussed back in Chapter 2.