Saturday, April 21, 2012

Quality Control and Safety Concerns in Construction

Quality control and Construction Safety represent increasingly important concerns for project managers.

Weak quality control leads to defects or failures in constructed facilities, thus result in very large costs. Even with minor defects, re-construction may be required and facility operations impaired. Increased costs and delays are the result. In the worst case, failures may cause personal injuries or fatalities. Accidents during the construction process can similarly result in personal injuries and large costs. Indirect costs of insurance, inspection and regulation are increasing rapidly due to these increased direct costs. Good project managers try to ensure that the job is done right the first time and that no major accidents occur on the project.

As with cost control, the most important decisions regarding the quality of a completed facility are made during the design and planning stages rather than during construction. It is during these preliminary stages that component configurations, material specifications and functional performance are decided. Quality control during construction consists largely of insuring conformance to these original design and planning decisions.

While conformance to existing design decisions is the primary focus of quality control, there are exceptions to this rule. First, unforeseen circumstances, incorrect design decisions or changes desired by an owner in the facility function may require re-evaluation of design decisions during the course of construction. While these changes may be motivated by the concern for quality, they represent occasions for re-design with all the attendant objectives and constraints. As a second case, some designs rely upon informed and appropriate decision making during the construction process itself. For example, some tunneling methods make decisions about the amount of shoring required at different locations based upon observation of soil conditions during the tunneling process. Since such decisions are based on better information concerning actual site conditions, the facility design may be more cost effective as a result.

With the attention to conformance as the measure of quality during the construction process, the specification of quality requirements in the design and contract documentation becomes extremely important. Quality requirements should be clear and verifiable, so that all parties in the project can understand the requirements for conformance. Much of the discussion in this chapter relates to the development and the implications of different quality requirements for construction as well as the issues associated with insuring conformance.

Safety during the construction project is also influenced in large part by decisions made during the planning and design process. Some designs or construction plans are inherently difficult and dangerous to implement, whereas other, comparable plans may considerably reduce the possibility of accidents. For example, clear separation of traffic from construction zones during roadway rehabilitation can greatly reduce the possibility of accidental collisions. Beyond these design decisions, safety largely depends upon education, vigilance and cooperation during the construction process. Workers should be constantly alert to the possibilities of accidents and avoid taken unnecessary risks.

How To Deal With Poor Workers In The Workplace

In order to keep the relevant people informed, you must have regular and complete access to all information about the project: customer needs, objectives, plan, constraints, changes/risks and progress.

PRINCE2TM, the government-standard Project Management methodology, suggests that a system of ‘management products’ (documents used to make management more efficient) is set up.

For example, a Project Quality Plan relies on information about quality expectations provided by the Customer. The Quality Log is a record of quality checks performed by project staff. Both documents are necessary for effective management of product quality.

The PRINCE2TM method also recommends that Project Managers establish regular dates for Checkpoint Reports (detailing the progress of individual teams and team members) and Highlight Reports (documents prepared by the Project Manager, for the Project Board, describing overall project progress).

With disciplined adherence to a system of regular and focused communication, you will avoid the misunderstandings and delays that so frequently lead to project failure and ensure that all your project staff and stakeholders are secure in their knowledge of what has to be done, and who is doing it.

If Situation #2 appears, then you may have to take additional actions, such as:

Tell the worker that if their performance does not improve within a given time period, you will work with the line manager and take whatever disciplinary actions are necessary. You are giving them a chance for recovery.
If the performance does not improve within the given time period, then provide the worker with an on-the-spot performance review and see to it that the functional manager receives a copy.
Remove the worker from the project team. If you do not have the authority to do so by yourself, then it may be necessary to ask your sponsor for help.

Obviously, there are other issues that can cause poor work performance and there are other ways to handle the situation; this is just one option.

The Importance of Communication in Project Management

Communication is key to successful Project Management.

If project staff do not know what their tasks are, or how to accomplish them, then the entire project will grind to a halt. If you do not know what the project staff are (not) doing then you will be unable to monitor project progress. And if you are uncertain of what the customer expects of you, then the project will not even get off the ground.

Maintaining open, regular and accurate channels of communication with all levels of project staff and stakeholders is vital to ensuring the smooth flow of instructions from customer to factory floor and sufficient warning of risks and changes to enable early assessment and preparation.

• The Information that You Need to Give

As Project Manager, it is your job to keep a number of people well-informed. It is essential that your project staff know what is expected of them: what they have to do, when they have to do it, and what budget and time constraints and quality specification they are working towards.

It is also your job to keep the Project Board informed of project progress. The Project Board usually includes the Executive (person ultimately responsible for the project), and representatives from the User and the Supplier.

It is important that the Project Manager updates the Project Board regularly on the status of the project, so that any changes or risks can be assessed, project progress can be measured against the original Business Case and a project that is not fulfilling its purpose or matching the value of its investment can be called to a halt.

• The Information that You Need to Receive

In order to keep the relevant people informed, you must have regular and complete access to all information about the project: customer needs, objectives, plan, constraints, changes/risks and progress.

PRINCE2TM, the government-standard Project Management methodology, suggests that a system of ‘management products’ (documents used to make management more efficient) is set up.

For example, a Project Quality Plan relies on information about quality expectations provided by the Customer. The Quality Log is a record of quality checks performed by project staff. Both documents are necessary for effective management of product quality.

The PRINCE2TM method also recommends that Project Managers establish regular dates for Checkpoint Reports (detailing the progress of individual teams and team members) and Highlight Reports (documents prepared by the Project Manager, for the Project Board, describing overall project progress).

With disciplined adherence to a system of regular and focused communication, you will avoid the misunderstandings and delays that so frequently lead to project failure and ensure that all your project staff and stakeholders are secure in their knowledge of what has to be done, and who is doing it.

Quality control in construction field

Quality control in construction typically involves insuring compliance with minimum standards of material and workmanship in order to insure the performance of the facility according to the design. These minimum standards are contained in the specifications described in the previous section. For the purpose of insuring compliance, random samples and statistical methods are commonly used as the basis for accepting or rejecting work completed and batches of materials. Rejection of a batch is based on non-conformance or violation of the relevant design specifications. Procedures for this quality control practice are described in the following sections.

An implicit assumption in these traditional quality control practices is the notion of an acceptable quality level which is a allowable fraction of defective items. Materials obtained from suppliers or work performed by an organization is inspected and passed as acceptable if the estimated defective percentage is within the acceptable quality level. Problems with materials or goods are corrected after delivery of the product.

In contrast to this traditional approach of quality control is the goal of total quality control. In this system, no defective items are allowed anywhere in the construction process. While the zero defects goal can never be permanently obtained, it provides a goal so that an organization is never satisfied with its quality control program even if defects are reduced by substantial amounts year after year. This concept and approach to quality control was first developed in manufacturing firms in Japan and Europe, but has since spread to many construction companies. The best known formal certification for quality improvement is the International Organization for Standardization’s ISO 9000 standard. ISO 9000 emphasizes good documentation, quality goals and a series of cycles of planning, implementation and review.

Total quality control is a commitment to quality expressed in all parts of an organization and typically involves many elements. Design reviews to insure safe and effective construction procedures are a major element. Other elements include extensive training for personnel, shifting the responsibility for detecting defects from quality control inspectors to workers, and continually maintaining equipment. Worker involvement in improved quality control is often formalized in quality circles in which groups of workers meet regularly to make suggestions for quality improvement. Material suppliers are also required to insure zero defects in delivered goods. Initally, all materials from a supplier are inspected and batches of goods with any defective items are returned. Suppliers with good records can be certified and not subject to complete inspection subsequently.

The traditional microeconomic view of quality control is that there is an “optimum” proportion of defective items. Trying to achieve greater quality than this optimum would substantially increase costs of inspection and reduce worker productivity. However, many companies have found that commitment to total quality control has substantial economic benefits that had been unappreciated in traditional approaches. Expenses associated with inventory, rework, scrap and warranties were reduced. Worker enthusiasm and commitment improved. Customers often appreciated higher quality work and would pay a premium for good quality. As a result, improved quality control became a competitive advantage.

Of course, total quality control is difficult to apply, particular in construction. The unique nature of each facility, the variability in the workforce, the multitude of subcontractors and the cost of making necessary investments in education and procedures make programs of total quality control in construction difficult. Nevertheless, a commitment to improved quality even without endorsing the goal of zero defects can pay real dividends to organizations.

Friday, April 13, 2012

A Sample of Home Construction Contract

This contract sample is for home construction, repair, or remodeling. It was drafted by the Consumer Protection Division of the Maine Attorney General in an attempt to meet the requirements of 10 M.R.S.A.§§ 1486-90, Home Construction Contracts. This contract is required to be used for home construction or repair projects costing more than $3,000. You are free to copy this contract and use it for your home construction project.

The Maine Attorney General does not guarantee that this model contract satisfies all legal requirements.
Contract No. _________________________

1. Parties to This Contract:
A. Contractor

Name:

Phone :
Address:
B. Homeowner or Lessee:

Name:

Phone:
Address:

2. Location of Work:

3. Completion Dates:
A. Estimated date of commencement:

B. Estimated date of completion:

4. Contract Price (if a “cost-plus” formula the cost of labor and materials must be estimated):

5. Method of Payment (initial down payment is limited to no more than 1/3 of the total contract price):

6. Description of the Work:

7. Warranties: The contractor provides the following express warranty:

In addition to any additional express warranties agreed to by the parties, the contractor warrants that the work will be free from faulty materials; constructed according to the standards of the building code applicable for this location; constructed in a skillful manner and fit for habitation. The warranty rights and remedies set forth in the Maine Uniform Commercial Code apply to this contract.

8. Resolution of Disputes: If a dispute arises concerning the provisions of this contract or the performance by the parties, then the parties agree to settle this dispute by jointly paying for one of the following (check only one):
1. Binding arbitration as regulated by the Maine Uniform Arbitration Act, with the parties agreeing to accept as final the arbitrator’s decision (______);
2. Nonbinding arbitration, with the parties free to not accept the arbitrator’s decision and to seek satisfaction through other means, including a lawsuit (______);
3. Mediation, with the parties agreeing to enter into good faith negotiations through a neutral mediator in order to attempt to resolve their differences (______). The parties are not required to select one of these dispute resolution methods. They are optional. If the parties do not select one of these dispute resolution options, check here: ______.

9. Change Orders: Any alteration or deviation from the above contractual specifications that involve extra cost will be executed only upon the parties entering into a written change order.

10. Additional Provisions:

Please note: if this contract is being used by contractors who sell door-to-door it must meet any applicable requirements of the Consumer Solicitation Sales Act, 32 M.R.S.A. §§ 4661-4671, the Door-to-Door Home Repair Transient Sellers Act, 32 M.R.S.A. §§ 14501-14512, and The Credit Home Solicitation Sales Act, 9-A M.R.S.A. §§ 3-501-3-507, including a description of the consumer’s 3 day right to cancel the contract. If this contract includes installation of insulation in an existing residence it must contain a detailed description of the insulation as required by 10 M.R.S.A. § 1482. If this contract includes construction of a new residential building or a new addition to an existing residence, it must contain a statement that 10 M.R.S.A. §§ 1411 -1420 establishes minimum energy efficient building standards for new residential construction, and whether this building or addition will meet or exceed those standards.

11. Contract Acceptance:
Signature:

Date: _____________
(Homeowner or Lessee)
Signature:

Date: _____________
(Contractor)

Each party must receive a copy of this signed contract before work can be started.

Construction Contract

Definition of a construction contract

The term Contract used in the Construction management can be defined as: “An agreement entered into by two parties under the terms of which one party agrees to perform a specific job for which the other party agrees to pay. Contract documents attached to and/or stated in the agreement form integral parts of the contract”.

Essentials of Contract validity

* The parties to the contract must be competent, and legally capable of playing their intended part. The law can not enforce the agreement on someone who has not the legal capacity to enter into an agreement. This could be due to infancy, lunacy, drunkenness, or being restricted from entering into such agreement by a prior in date agreement or scope of authority.
* The subject matter of the contract must be lawful and definite in respect of requirements and duties of each party. For example a contract violating municipal regulation is not binding and is void in courts. Also uncertainty in respect of the what is wanted may result in the contract being not enforceable by law.
* Proposal and acceptance: There must be a proper proposal by one party and its absolute and unqualified acceptance by the other party. The proposal is not binding without a clear acceptance and is not binding beyond its date of validity.
* Free consent of parties to the contract: Consent is said to be free when it is not caused by force, or undue influence or fraud or misrepresentation.

Breach of Contract

Breach of Contract is the failure to perform it. However, not every failure to perform an obligation amounts to a true breach, as there are a number of excuses for non performance. When a contract has been broken without sufficient excuse or justification, the party who suffers by such breach is entitled to receive from the party in default, a compensation for any loss or damage caused by such breach.

Data Required for Preparing an Estimate:

A Contract may be terminated or brought to an end in either of the following ways:

* Full and satisfactory performance by both parties to their obligations under the contract.
* Breach of contract, when the default of one party releases the other party from the contractual obligations.
* Mutual agreement of the parties to terminate the contract.
* Unforeseen circumstances beyond the control of either party render it impossible to perform his duties or obligations stated in the contract.
* Operation of law to terminate a void contract.

Types of contracts commonly used in construction

* Lump sum contract
* Item rate or unit price contract
* Percentage rate contract
* Cost plus percentage rate contract
* Cost plus fixed fee contract
* Cost plus fluctuating fee contract
* Target cost contract.

A Business Coach Can Assist You To Build Your Business

If you give thought to what a coach does, especially for sports teams, it is to prepare a team for a game, then to motivate them, and make changes when they are required. A business coach could show you the things you have to do in launching a business, but it is up to you to do the work. Your coach could point out things that you might be doing wrong and give advice. A great coach will offer you several options but it is up to you if you want to execute or not. It is a great idea to get a coach that matches your style so that you can trust in their guidance.

Many of you could be thinking about whether you should find a business coach to help you put your business on the right track. If you find the right business coach, they can certainly take your personal life and business to a higher level. A coach could help you identify your objectives, so that your life has some direction, and purpose. If you decide that you would like to start a business, then you must figure out what you need and whether you have what it takes.

The objective of the coach is to help their clients find the right way to work things out by helping them find their own answers. Chances are you’ll realize that finding the answer can come from another person asking the right question to a problem. A great coach will keep you motivated and help you remain focused in addition to hold you accountable for your targets. When you start out, you’re going to be making several mistakes but your coach is going to help you get through them. You may find that in order to improve your business, you may need to make adjustments to your personal life. It is not easy to be two different people at the same time where one is for personal and the other for business.

If you’re wanting to become successful on your own without any help, then getting a business coach is a waste of money. A coach is there to offer you assistance, and help you make adjustments that will make things work a lot easier. If you are obstinate and tend not to take advice from other individuals, then you will not need a coach. If you determine that having a business coach is a great idea, you must do some research and look for a coach that can lead you to success.

If you work with your business coach, then they will be able to help you achieve your targets. You ought to make the time and effort to find the one that is right for you.