A quality management plan is essential in a project in order to keep check on the quality of the outcomes gathered from the project. In most of the projects, the quality of outcomes is extremely important as they define the success of the project. During the planning phase of the project, certain quality standards are to be set that must be followed throughout the course of the project. In this particular project of St. Dismas hospital, the quality standards should be set for construction materials, building structure, design, interior development and others. Quality management plan can be considered as a mini project within the main project and similar to the project, the quality management plan also requires appointment of various stakeholders who will monitor, supervise and control the quality of the project specifically. Some of the main aspects of the quality management plan for this project are as follows.
The project manager has the duty of project monitoring and control but he will also appoint a quality analyst in order to monitor the quality of the project. The quality analyst will review the quality of the project in terms of construction materials, building design and quality, quality of interior development like plumbing and electrical wirings and others.
The quality will also be determined using performance measures as follows.
d
|
Schedule Performance Index (SPI) |
0.62 |
|
Cost Performance Index (CPI) |
0.79 |
The control thresholds for the St. Dismas project are between 0.9 to 0.8. However, it is seen that the cost performance index is almost 0.8 and hence requires minor attention. On the other hand, the schedule performance index is very low (0.62) and hence, it requires immediate attention for better usage of schedule.
The earned value metrics and other cost details are entered below.
|
WBS |
Activity |
1-Aug-99 |
15-Aug |
29/10/1999 |
4/11/1999 |
9/11/1999 |
14/11/1999 |
21/11/1999 |
28/11/1999 |
5/12/1999 |
13/12/1999 |
22/12/1999 |
PV |
% Complete |
EV |
|
1 |
Planning of Project Quality |
$ 10,000 |
$ 15,000 |
$ 25,000 |
100% |
$ 25,000 |
|||||||||
|
1.1 |
Analyzing Project Quality Requirements |
$ 5,000 |
100% |
$ – |
|||||||||||
|
1.2 |
Setting Quality Standards |
$ 20,000 |
100% |
$ – |
|||||||||||
|
1.3 |
Risk Management Plan |
$ 30,000 |
100% |
$ – |
|||||||||||
|
2 |
Construction Work |
$ 75,000 |
$ 65,000 |
$ 140,000 |
100% |
$ 140,000 |
|||||||||
|
3 |
Demolition and Foundation of Base |
$ 35,000 |
$ 20,000 |
$ 10,000 |
$ 65,000 |
100% |
$ 65,000 |
||||||||
|
4 |
Building Infrastructure |
$ 35,000 |
$ 45,000 |
$ 50,000 |
$ 55,000 |
$ 35,000 |
$ 220,000 |
58% |
$ 40,000 |
||||||
|
4.1 |
Quality Check on Construction Materials |
$ 2,500 |
$ 3,000 |
100% |
$ – |
||||||||||
|
4.2 |
Quality Check on Construction Quality |
$ 15,000 |
$ 15,000 |
$ 10,000 |
25% |
$ – |
|||||||||
|
5 |
Monitoring Workers and Other Stakeholders |
$ 15,000 |
$ 7,500 |
$ 22,500 |
0% |
||||||||||
|
6 |
Reporting on Worker Activities |
$ 5,000 |
$ 5,000 |
0% |
$ – |
||||||||||
|
7 |
Control Measures |
$ 60,000 |
$ 60,000 |
0% |
$ – |
||||||||||
|
8 |
Final Quality Check |
$ 15,000 |
$ 15,000 |
0% |
$ – |
||||||||||
|
Monthly Planned Value (PV) |
$ 25,000 |
$ 75,000 |
$ 110,000 |
$ 55,000 |
$ 35,000 |
$ 15,000 |
$ 10,000 |
$ 60,000 |
$ 12,500 |
$ 60,000 |
$ 15,000 |
$ 552,500 |
$ 270,000 |
||
|
Cumulative Planned Value (PV) |
$ 25,000 |
$ 100,000 |
$ 210,000 |
$ 265,000 |
$ 300,000 |
$ 315,000 |
$ 325,000 |
$ 385,000 |
$ 397,500 |
$ 457,500 |
$ 472,500 |
||||
|
Monthly Actual Cost (AC) |
$ 25,000 |
$ 75,000 |
$ 40,000 |
$ 65,000 |
$ 40,000 |
20,000 |
20,000 |
20,000 |
|||||||
|
Cumulative Actual Cost (AC) |
$ 25,000 |
$ 100,000 |
$ 140,000 |
$ 205,000 |
$ 245,000 |
$ 265,000 |
$ 285,000 |
$ 305,000 |
|||||||
|
Monthly Earned Value (EV) |
$ 25,000 |
$ 75,000 |
$ 40,000 |
$ 55,000 |
$ 35,000 |
10,000 |
0 |
0 |
|||||||
|
Cumulative Earned Value (EV) |
$ 25,000 |
$ 100,000 |
$ 140,000 |
$ 195,000 |
$ 230,000 |
$ 240,000 |
$ 240,000 |
$ 240,000 |
|||||||
|
Project EV |
$ 240,000 |
||||||||||||||
|
Project PV |
385,000 |
||||||||||||||
|
Project AC |
305,000 |
||||||||||||||
|
CV=EV-AC |
-$ 65,000 |
||||||||||||||
|
SV=EV-PV |
-$ 145,000 |
||||||||||||||
|
CPI=EV/AC |
79% |
||||||||||||||
|
SPI=EV/PV |
62% |
||||||||||||||
|
Estimate at Completion (EAC) $ |
702,135.42 |
(original plan of 4,55,000 divided by CPI of 79%) |
|||||||||||||
|
Estimate time to complete |
17.65 |
(origninal of 11 plan divided by SPI of 62%) |
|||||||||||||
References
Boud, D., Cohen, R., & Sampson, J. (Eds.). (2014). Peer learning in higher education: Learning from and with each other. Routledge.
Fleming, Q.W. and Koppelman, J.M. (2016). Earned value project management. Project Management Institute.
Harrison, F. and Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt Assn.
Kerzner, H. and Kerzner, H.R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Verzuh, E. (2015). The fast forward MBA in project management. John Wiley & Sons.
Walker, A. (2015). Project management in construction. John Wiley & Sons.
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