Quality assurance methods in project management

Abstract

Quality assurance is key when dealing with project management. The concept is to ensure that quality specifications will be fulfilled and lives up to expectations of clients and contractors. This is important for a variety of reasons, such as client satisfaction, safety, and environment. Obtaining a quality product which satisfies all stakeholders expectations is tricky, and can for the most part only be evaluated after construction has commenced. This is where quality assurance enters the picture. By implementing procedures thoroughly explaining which inspections should be done when and using which quality control measures, an assurance of sufficiently high quality can be made, which minimizes disputes between stakeholders. In this report, quality assurance is outlined with a short introduction of the three main types of quality assurance, then it is used as a tool for aligning expectations thereby minimizing disputes and raising the overall quality of the project, ensuring quality conformance. The precise specification of when quality is in conformance are not within quality assurance, instead different methods describing quality assurance will be outlined together with main factors influencing quality of projects including; Quality reward systems, ISO-standards, and empowerment of employees. Within these topics, an outline of different quality control methods is given including; cause and effect diagrams, inspection, and project improvement projects (PIP’s). Limitations of quality assurance are analyzed together with advantages, finally a conclusion of main points in the analysis is presented.

Quality Assurance management

Quality assurance, (QA), management is the part of general quality management systems, (QMS), which revolves around guaranteeing quality requirements are met. The reason for QA, is to develop procedures and routines which manages quality control methods ensuring quality of the project.

Why is quality assurance important?

In modern society quality products are becoming more available to the public. This increases the customer expectations with regards to quality and performance. Requirements for performance can have a variety of characteristics, such as environmental, resource or safety related. The capability of organizations to fulfill these requirements, is challenged. When failure to conform to quality requirements is present, organizations reputations and trust is decreased. These two factors, customer trust, and organizational reputation plays an increasingly important role for organizations. To give an example, consider the Volkswagen emission scandal in 2015.

Volkswagen case

Volkswagen is a Germen car brand which produces cars, and was in a period of years awarded multiple environmental awards for their low CO2 emission diesel cars. When the Environmental Protection Agency ran experiments on diesel cars from Volkswagen, they couldn’t replicate the emission rates Volkswagen was informing, leading to investigators demanding an explanation. This lead to the discovery of software implemented in the cars, designed to report lower false emission rates of the cars, such that they seem more environmentally friendly. When the EPA released their results documenting the systematic cheat to the public, a drop 20 % the first day, and 17 % the day after in Volkswagen shares was observed (cite Volkswagen article), showing just how important customer trust, reputation and quality conformance is for the company. Customer complaints are therefore critical to take care of and organizations often hire people just to answer customer complaints. This practice of continually evaluating quality management systems, through customer satisfaction, is one of the aspects identified in ISO-9001:2015 as a mandatory procedure for assessing performance and detecting faults or risks inherent in the company. Suggestions of performance evaluation models are given In section XX. The previous example of Volkswagen shows how important quality conformance is for companies, and why effective quality assurance methods are necessary to ensure customer requirements and legislative requirements to quality are fulfilled by organizations.

Three main types of systems

Quality assurance systems can be characterized into three main categories.

1. First-party system
2. Second-party system
3. Third-party system

Which are outlined in the following.

First-party system

First party systems, are systems where company themselves are responsible for quality conformance alone. This way only the company itself regulates and optimizes the quality of produced services and products, without intervention of external organizations.

Second-party system

Second-party systems, where suppliers follow the strongest marketplace standard which hasn’t been accepted through an independent organization such as ISO. An example of a second party system is the advent of software such as windows, which becomes a de-facto standard for other companies to follow, even though this service’s quality hasn’t been approved by an independent organization.

Third-party system

Third-party systems are when quality of services or products are controlled by independent organizations, thereby ensuring no conflict of interest. This approach of conformance with quality requirements, is determined best practice. . An example of a third-party system is the ISO system, which certifies companies which fulfill criteria regarding quality.

Abbreviations

• QMS - Quality Management Systems
• QA – Quality Assurance
• QC – Quality Control
• TQM – Total Quality Management
• EFQM - European

Annotated Bibliography

Winch, Graham M. 2010, “MANAGING CONSTRUCTION PROJECTS”, 2’th edition, WILEY-BLACKWELL, ISBN 978-1-4051-8457-1.

DS/EN ISO 9000:2015, “Quality management systems – Fundamentals and vocabulary (ISO 9000:2015)”, Technical Committee ISO/TC 176, approved by CEN, Göteborg plads 1 DK-2150 Nordhavn.

DS/EN ISO 9001:2015, “Quality management systems – Requirements (ISO 9001:2015)”, Technical Committee ISO/TC 176, approved by CEN, Göteborg plads 1 DK-2150 Nordhavn.

“Volkswagen the scandal explained” 10. December 2015, BBC News, Russel Hotten, http://www.bbc.com/news/business-34324772 seen 08/06/2017.