Title: Time management, Quality Assurance and Record keeping
1Time management, Quality Assurance and Record
keeping
Er Tulasi P Sitaula Ministry of PP, Works,and
Transport Management
2Structure of Presentation
3- THREE Questions
- An essay by Leo Tolstoy
- The most important person is the person with whom
you are talking now, The most important thing is
what you are doing now and , - The most important time is NOW, i.e the Present
time - Past is gone, future is uncertain,
- So we need to manage our present time in the best
possible way for a better future
4- Background
- Time is valuable element in life of everything
- Time and Tide waits for no man a Proverb
- Nepali Time accepted delay/time waste
- Better late than never/ Safety view point
- More Haste, More Waste xtktsf sfd ntkt
- TIME is the basic element of any PLAN
5- Background
- Time is money
- Time is powerful/ do anafg 5
- infra-structure is not sustainable
- Due to poor construction quality/ faulty design
- There is TIME overrun/COST overrun/Buck Shifting
and Dispute - Quality management is a prerequisite for
sustainable construction
6- Basics of Time
- There's never enough time to do it
- right first time but there's always enough
- time to go back and do it again
- Time is the essence of many jobs
- All these sayings tell about preciousness of time
in one way or the other - Time lost by a mass of size N,
- Time lost by each X N
- It will work out a fantastic figure,
- For a delay of 1 hr for 10000 ppl
- It is 1250 manday working 8 hrs
- That is more than THREE years of work for a
person!!
7Time as Felt by a child
- Even though he could not tell time, my
three-year-old grandson was wearing a watch when
I visited - Later, when I was putting on my coat to leave, I
asked him what time it was ? - He looked at his watch blankly, then
- brightened "It's time for you to go,"
- he answered triumphantly
- Birds go back to nests once its dark!
- Everybody has some feeling of time !!
- Although in its own way
8- Time management
- Time management is a tricky business
- It is both ART and Science
- It is difficult for us to manage the time of
single person ME - Imagine how a project manager manages the time of
many persons, WE and ultimately the PROJECT
9- PROJECT
- A Project is a series of activities aimed at
bringing about clearly specified objectives
within a defined time period and with a defined
budget - A project is an organized commitment of effort to
produce a defined outcome within defined
constraints of scope, time, budget, and quality - Project Management is the art and science of
working within defined constraints of scope,
time, cost, and quality - Project manager is a person responsible for the
project, who may use project management to
deliver it
10- PROGRAM
- A Program is a group of related projects managed
in a coordinated way to obtain benefits and
control not available from managing them
individually - Program may include elements of related work
outside scope of the discrete projects in the
program - program management is a method to manage related
group of projects - Programs have larger scope than projects and run
typically at higher levels in the organization - Strategic initiatives are linked to programs
11- Life Cycle Cost approach
- A simple example
- Total Cost
- Cost
- OM cost
- Construction cost
- Time
12- Time management Versus Delay
- Never put off until tomorrow what you can leave
until the day after - The first 90 of a project takes 90 of the time
the last 10 takes the other 90 - If it happens once it's ignorance, if it happens
twice it's neglect, if it happens three times
it's policy - Some things that don't count are counted, many
things that count aren't counted - It's not the hours that count, it's what you do
in those hours - People under pressure do not think fast
13- Quality Versus timescale
- A minute saved at the start is just as effective
as one saved at the end - The more ridiculous the deadline the more money
will be wasted trying to meet it - The project would not have been started if the
truth had been told about the cost and timescale - Warning dates in the calendar are closer than
you think - If you have time to do it over again, you'll
never get away with doing it right the first time - The bitterness of poor quality lingers long after
the sweetness of meeting the date is forgotten
14- What is said and felt about Project Manager
- Good project management is not so much knowing
what to do and when, as knowing what excuses to
give and when. - Everyone asks for a strong project manager - when
they get him they don't want him - For a project manager overruns are as certain as
death and taxes - Good project managers admit mistakes that's why
you so rarely meet a good project manager - The most successful project managers have
perfected the skill of being comfortable being
uncomfortable - Good project managers know when not to manage a
project - Too few people on a project can't solve the
problems - too many create more problems than
they solve
15- About project communication
- Effective Communication is essential for project
success - Of several possible interpretations of a
communication, the least convenient is the
correct one - What is not on paper has not been said
- So the communication must be in writing so as to
implement it - A verbal contract isn't worth the paper it's
written on - The conditions attached to a promise are
forgotten, only the promise is remembered
16Why to reduce Project time
- Finish the project in a predefined deadline date
- Recover early delays to avoid liquidated damages
- Free key resources early for other projects
- Avoid adverse weather conditions that might
affect productivity - Receive an early completion-bonus
- Improve project cash flows
- Bring the project for early use
- Manage a free time for a vacation abroad!!
17How to reduce Project time
- What is the way to reduce activity duration?
- Working extended hours (Over time)
- Offering incentive payments to increase the
productivity ( Hanging 500 Rs Note in between 2
groups of concreting workers) - Using additional resources
- Using materials with faster installation methods
- Using alternate construction methods or sequence
18- Project Time Control
- Work Schedule
- Revised work schedule
- Fine for not submission/updating
- Milestone/intermediate milestones
- Mobilization advance and recovery schedule
- Advance payment against material
- Timely payment of bills/Interests
- Basis for idle resource/price adjustment
- Certification by project official required
19- Resource Allocation
- Assigning the available Resources in an economic
way - In Project management resource allocation is the
scheduling of activities and the resources
required by those activities while taking into
consideration both resource availability and
project time - In Strategic planning, resource allocation is a
plan for using available resources in near term,
to achieve the goal for future - It is the process of allocating resources to
various activities/projects/business units - Is time a resource?
- Does time play role in Resource Allocation??
20- Project management Laws
- Work expands to fill the time available for its
completion - Parkinson's law - "Nothing will ever be attempted if all possible
objections must first be overcome." Samuel
Johnson, 1759 -
21- Project management Laws
- Cohn's Law
- The more time you spend in reporting on what you
are doing, the less time you have to do anything.
Stability is achieved when you spend all your
time doing nothing but reporting on the nothing
you are doing - Project Managers will not get the staff they
need so long as they muddle through with
overtime, ulcers and super-human effort. Only
when deadlines are missed will senior management
approve the staff who, had they been available at
the outset, would have prevented the missed
deadlines
22Basic Provisions in PPA and PPR
- Public Procurement Act 2063 and Public
Procurement Regulation 2064 are in use - Out of a total of 76 clauses about 40 relate time
directly and many others mention indirectly - Procurement plan mandatory for
- procurement gt 10 lakhs
- Master Procurement Plan required if
- Procurement valuegt 10 crore in a year
- If the project runs for more than a year ( cl 6)
- Master Procurement Plan needs to be updated
every year - Procurement Plan to be approved by chief of
procurement unit - Master PPlan to be approved by Secretary
- Responsible Procurement unit to be established
-
23Basic Provisions in PPA and PPR
- Clarification on bids ( cl 16)
- To be given if asked by prospective bidder in
written and within time - More time is to be given for bid preparation if
the document is modified - Withdrawal of submitted bid is possible on
written request within time - Modification of submitted bid on time allowed
24Basic Provisions in PPA and PPR
- Review/appeal on procurement decision ( cl 47)
- First appeal to Chief of procurement
- Review Committee if cost is more than 3 crore
- Deposit _at_ .5 of bid amount essential
- Deposit forfeited if claim is not true
- Decision to be given in 30 days
- Compensation if work is already awarded
- Committee is there
- No review request so far ??
25Critical Path Method, CPM as a powerful time
control tool
- The CPM is one of several related techniques for
project planning. - CPM helps us identify a complex project's
critical paths - We can find how long a project will take and
which activities must be finished on time to
maintain completion date - If we also have information about costs and crash
costs and times, CPM helps us determine how long
the project should take, and which activities
should be sped up ("crashed") - CPM is for projects that are made up of a number
of individual "activities." If some of the
activities require other activities to finish
before they can start, then the project becomes a
complex web of activities.
26Critical Path Method, CPM as a time control tool
- CPM can help us figure out
- how long your complex project will take
to complete - which activities are "critical," meaning
that they have to be done on time or else the
whole project will take longer - If we put in information about the cost of each
activity, and how much it costs to speed up each
activity, CPM can help you figure out - whether you should try to speed up the
project, and, if so, - what is the least costly way to speed up
the project.
27Project Time Management
- Work schedule
- Mile stones and Intermediate mile stones
defined/ followed - Prompt revision of work schedule
- Proper record of work/ progress
- Proper evaluation for time extension
- Fine imposed if negligence is found
- Termination if timely progress is not there
- Termination if timely payment is not there
28- Project management timings
- Estimate of time is necessary along with quantity
- Time estimates are critical since it serves as a
baseline for future comparison of the activities
and efforts - There is bonus for early completion and
penalty/liquidated damage for delay - Time is specified for most activities in Public
Procurement Act 2063 and Public Procurement
Regulation 2064 as below - Time for tender notice
- Time for Letter of Intent, LOI
- Time for Request for Proposal, RFP
- Time for Defect Liability Period, DLP
-
29- Project management timings
- Time for completion
- Time for submitting schedule/revised schedule
- Time for payment of mobilization
- Time for payment of Interim Bills
- Time for site possession
- Time for complaint lodging
- Time for adjudication/arbitration
- Time for dispute resolution
- Extension of time for project
- Adjustment of price and time related coefficients
- Termination of contracts
- Frustration and termination for mutual
convenience
30- Project management timings
- Project pay back timing
- Project cycle timing
- Timing for cyclic works
- Timing for periodic works
- Timing of 125 days for emergency works in roads
- Timing for release of authority to spend
- Timing for program submission
- Timing for program revision
- Best timing for doing certain activities
- Fine for not obeying timing
- As built drawing submission
- Project accounts settling time of 3 months
31- Project Risks and sharing it
- Projects are usually subject to certain Risks
- Project Planners need to identify, quantify and
make contingency plans to deal with project risks - Project Risks can be judiciously shared between
Public and Private partners between Employer,
Engineer and the Contractor and between various
stakeholders
32- Project management Risks
- Projects without mechanism to handle risks are
bound to fail to attain its specified objectives - If you fail to plan properly you are planning to
fail - If you don't attack the risks, the risks will
attack you - A little risk management saves a lot of fan
cleaning - The sooner you get behind schedule, the more time
you have to make it up.
33How to manage time and activities
- 1 urgent important - DO NOW
- 2 Important - PLAN TO DO
- 3 not important - REJECT AND EXPLAIN
- 4 not urgent not important - RESIST AND CEASE'
34A simple Bar Chart/ Gantt Chart
35Work hours for workers
36Time Line a tool for time control
37PERT/CPM chart
38Earned Value Analysis a project control tool
39Project Triangle You can have only
twoFastTimeGoodQuality Cheap Cost
40Time Cost Quality triangle
We can change the triangle by at least changing
two sides
41- Where are you wasting time?
- If you ask people about the pressures of time,
many will say that "they can't get enough done in
the day" or they are "constantly busy and
stressed". - You may look to make a change, but you don't know
how? - The first step in learning time management
skills is to get objective data about your time
usage - We are prey to some time-wasters - activities
that steal time when we could be spending time
more productively - Too much time on email, long winded phone calls,
surfing the net - all fine to do unless you are
stressed about a lack of time and these
activities aren't your objectives
42- Developing a time management plan
- One of the top tips on time management is to plan
- If you fail to plan then you plan to fail
- With the pressure of clients, your boss breathing
down your neck, and the looming deadline - you
might be asking "how can I find time to plan! - But planning is crucial for your success -
whether it is long term planning such as personal
goal setting, or daily planning in your to do
list
43- Developing a time management plan
- By having a plan you ensure that you have your
top priorities written down. Even if you deviate
from your plan (which you surely will) at least
you can come back to it - While planning occurs at many levels, yearly,
monthly, or daily - the simplest and most
effective time management tools is the daily
planner - By keeping a prioritized to do list in your time
management planner, you identify your priorities
and ensure that you don't overlook things - TIP. writing your daily plan try to be as
specific as you can
44- Be ruthless with your priorities
- With hundreds of emails clogging your Inbox, with
news to read and phone calls to take - it can be
difficult to stay ahead of the curve and focus on
your priorities - One of the top tips on time management is to stay
focused on your priorities, ensuring that you do
the most important tasks for you or your job.
This is a defining characteristic of successful
people - Effective people schedule their priorities to
ensure they get done what is important to them -
rather than responding to lower priority tasks. - But how to do this when we live in a world in
which priorities appear to change on an hourly
basis?
45- Focus on your priorities and delegate tasks
- Probably one of the most underutilized yet most
talked about time management tools is delegation - Whether you are a small one-person business or a
major business - delegation can free up your time
to focus on your top priorities and be used as a
training opportunity for colleagues - One good way to think about delegation is to know
how much your time is worth with this time
management exercise - If you earn Rs200,000 a year your time is worth
about Rs 120/hour and at Rs500,000 a year your
time is worth about Rs 300/hour - These thoughts can help you to prioritize your
tasks, determine whether to outsource, and
determine whom to delegate tasks to
46Progress Monitoring
- The 3 key Progress Monitoring Questions
- What is the actual status?
- If theres a variance, what is cause?
- What to do about it?
- Possible responses
- 1. Ignore
- 2. Take corrective action
- 3. Review the plan
47Progress Monitoring
- Monitoring rates
- Daily, weekly, monthly
- If problems occur then adjust
- You may have to monitor problem areas more
closely - For some period of time
- Almost always theres one or more areas under
closer scrutiny - Status Reporting
- Part of the communications management plan
48- Tips for time management
- 1Know what is important.
- 2 Prioritize and make "To Do" lists.
- This does not include items you like to get done
today, but only the item(s) that have to be
completed today - 3. Avoid the "feel like its."
- Poor time managers base their actions on their
feelings and moods. You know the type, "Yeah, I
know the garbage can is overflowing, but I don't
feel like taking it out right now - 4 Learn to delegate
- A person who refuses to delegate will likely be a
very busy, frustrated and heading for burnout - It is not necessary for a manager to personally
handle every item
49- Tips for time management
- 5 Toss it or file it
- Follow the rule to touch paper only once. Know
what is important and throw away every piece of
paper you don't think you will need - 6 Use folders to prioritize your work sub-divide
files - 7 Be realistic and stay flexible.
- 8 Schedule time for you
- 9 Answer E-mail immediately
- 10. Make sure your electronic planner does not
cost you time - Time is valuable, and time management can help us
to be more productive, successful and less
stressed out to have more time to enjoy the life
more
50- Some more Tips for time management
- Start early and on time, end on time and most
importantly respect other peoples time - Divide your tasks into four essential categories,
and define them as - Urgent and Important, Not Urgent but
Important, Urgent but not Important, and Not
Urgent and Not Important, - add to it a set of Goals in your mind and
youre on your way to a better time management - Time Management is not a rocket science, all you
need to learn is how to prioritize, delegate and
say no
51Definitions of Quality
- The word Quality is derived from the Latin word
'qualita' which means 'what some thing is really
like.' - ISO 9402 defines quality operationally as "the
totality of the features and characteristics of a
product or service that bear on its ability to
satisfy stated or implied needs"
52Definitions
- Quality Does it perform its intended function?
- In technical usage, quality can have two
meanings - 1 the characteristics of a product or service
that bear on its ability to satisfy stated or
implied needs. - 2. A product or service free of deficiencies.
53Definitions
- Total quality management (TQM) a management
approach to long-term success through customer
satisfaction. TQM is based on the participation
of all members of an organization in improving
processes, products, services and the culture in
which they work - "assurance" can mean the act of giving
confidence, the state of being certain or the act
of making certain "control" can mean an
evaluation to indicate needed corrective
responses, the act of guiding or the state of a
process
54Definitions
- Quality assurance
- All those planned and systematic activities
necessary to provide confidence that a particular
product will satisfy given end product
requirement for quality - Quality Control
- The operational techniques and activities that
are used to check that the requirement for
quality has been met
55Definitions
- Quality control process is a team work. It is
some thing like health. If one of the components
is deficient the system will also suffer
accordingly. - It is said that there is no royal road or a short
cut to quality. - Its a tough task which a dedicated team of
people equipped with skills and equipment can
only accomplish
56Responsibility of quality output
- As per the latest contract documents the overall
responsibility of quality assurance lies on the
contractor. - It is equally the concern of the client that an
output consistent with the price paid for results
- The Engineer has to play a vital role
- Contractor proposes and implements while basic
responsibility of checking, refining and
approving the quality assurance system goes to
the Engineer. - Moreover its a team work of client, consultant
and contractor.
57Contractor responsible for the quality of the
works
- "All materials incorporated and all workmanship
performed shall be strictly in conformity with
the requirements of the specifications and the
contractor shall be responsible for the quality
of the works in the entire construction within
the contract. - The contractor shall provide, use and maintain on
the site, a laboratory with adequate laboratory
equipment operated by competent staff for
carrying out tests required for the selection and
control of the quality of the materials and for
the control of workmanship in accordance with the
specifications
58Contractor responsible for the quality of the
works
- The list of the laboratory equipment to be
procured and laboratory facilities to be provided
shall be got approved by the Engineer - The contractor shall assume that test shall be
required on all materials to be used in the works
and all finished works or parts of works"
59Quality control system
- The quality control system comprises the
methods, procedures and organisation for the
quality control of the works. The Contractor
shall implement the quality control system in the
following sequence - Compliant testing for materials including
laboratory trials, - Compliant testing for methods and equipment prior
to the commencement of the work, including site
trials of trial sections, - Control testing during construction
- Acceptance testing on completed works or parts
60Quality control system
- The contractor shall carry out all necessary
tests and shall report to the engineer the
results of such tests - In certain circumstances, tests may be carried
out at the place of manufacture - For satisfying himself about the quality of the
works, quality control tests shall be conducted
by the Engineer or by any other agencies deemed
fit by the Engineer - Additional tests may also be conducted where in
the opinion of the engineer such tests are needed.
61Quality control system
- Before commencement of the work, the Contractor
shall demonstrate a trial run of the construction
equipment for establishing their capability to
achieve the laid down specifications and the
tolerances to the satisfaction of the Engineer. - The supply, testing and monitoring shall be in
compliance with a Quality Assurance Plan
62Quality Assurance Plan
- The Contractor submits to the Engineer for his
approval, the Quality Assurance Plan (QAP) which
shall be based on the approved detailed program
of the works. - The Quality Assurance Plan shall include the
following - The Quality Control Schedule comprising of
- The recapitulative test schedule and testing
programs detailing the list of tests for
compliance, laboratory trials, site trials and
trial sections, construction control tests and
their frequencies, tests for the acceptance of
the completed works with their dates
63Quality Assurance Plan
- Recapitulative list of "critical" acceptance
testing procedures, for equipment or part of the
works which corresponds to the tasks on the
Critical Path according to the construction
program - Estimate of the number of tests to be carried
out, list and number of appropriate equipment to
conduct them, lists of the tests to be conducted
outside the laboratory, if any, identification of
the outside laboratory where the tests will be
carried out - List of staffs assigned to the laboratory, their
position and responsibilities in the quality
control procedures, their qualification and
experience, general description and detailed
organisation of the laboratory activities
64Quality Assurance Plan
- The Contractor implements the Quality Control in
compliance with the approved Quality Assurance
Plan (QAP). - The Engineers approval of the QAP does not
relieve the contractor from his responsibility of
the quality - Engineers approval of the QAP doesn't exempt the
contractor of any procedure to inform the
Engineer in writing or request for the Engineers
approval - The Contractor is required to monitor and update
the QAP on the basis of the decisions taken at
the periodic review meetings or as directed by
the Engineer and in accordance with the work
schedule
65Testing procedures and set of Tests
- For ensuring the quality of the work, the
materials and the workmanship shall be subjected
to testing. ( example section 600 of Standard
specifications for Roads and Bridges) - The specified testing frequencies are not
restrictive. The Engineer shall direct for the
tests to be carried out as frequently as deemed
necessary that the materials and workmanship
comply with their specifications
66Testing schedule
- Site Trials
- The contractor will provide for the site trials
of the work - For example, site trials for Concrete requires
mixing, laying, compaction and testing to ensure
the suitability of equipment, procedures and
compliance to strength requirements. - Control tests during construction
- The Contractor shall arrange extensive control
testing during construction. The list of tests
and their frequency shall be as per the approved
Quality Assurance Plan. The quality control
procedures shall be as detailed in the relevant
sections of the specifications
67Testing schedule
- Acceptance tests for the completed works or the
parts of the works - Contractor shall arrange for the test and
approval for completed works. In case of the
works that is buried or covered, acceptance tests
will be conducted before covering them.
68Laboratory
- A laboratory to be established by the Contractor
within 60 days of work order - The cost of the Laboratory is to be borne by the
Contractor - The ownership of the Laboratory and equipment
lies on the Contractor - The Contractor needs to keep the lab in clean,
well maintainable and habitable condition - The cost of laboratory staff is also contractor's
responsibility - Measurement and Payment for laboratory set up is
usually in Number on lump sum basis - Payment for equipment is usually Lump sum for a
lot and that for staffs is based on man months
69Inspection and acceptance of materials
- Final inspection and acceptance of materials
shall be made only at the site of the work. The
Engineer to sample, inspect and test the
materials throughout the duration of the works
and reject any materials which are found
unsatisfactory. - A preliminary inspection of materials may be made
at the source - the Engineer shall have free entry at all times
to those parts of any plant - All materials not confirming to the requirements
of the contract is to be rejected - no separate measurement and payment shall be made
for sampling, samples and testing of materials,
trials and construction control / process control
testing
70Examples of Typical specifications for materials
- Standard Specification for Road and Bridge works
, MOPPW, DOR, July 2001 - 624 MORTAR
- Mortar shall comply with IS 2250 - 1981
- 625 REINFORCED CONCRETE PIPES
- Reinforced concrete pipes shall comply with the
requirements of NS80-2042 / IS 458-1988 - 626 HIGH DENSITY POLYTHENE PIPES
- High density Polythene pipes shall comply with
the requirements of NS 40 20403105(5) - GI Pipes
- GI Pipes shall comply with NS 199/2046
71Cost of quality
- You get at the most, what you pay for. There is
less than 100 possibility that you get what you
pay for. But there is 100 guarantee that you
don't get what you don't pay for. So the
investment in quality is worth doing. - On an average in USA, the contractor pays 15 of
his field labour cost on correcting mistakes. - James Shilstone, an American expert of quality
estimates that a minimum of 7 of the total
construction costs are wasted due to poor
quality. - If 1 to 1.5 of project cost is set aside for
quality, the experience is that up to 20 saving
results from it
72Cost of Quality
- Cost of quality
- There is obviously a cost for quality. The cost
has different components - Quality costs are the total of the cost incurred
by - Investing in the prevention of non-conformance
to requirements - Appraising a product or service for conformance
to requirements - Failing to meet requirements
73Cost of Quality
- Prevention Costs The costs of all activities
specifically designed to prevent poor quality in
products or services. Such as - Quality planning
- Quality improvement team meetings
- Quality improvement projects
- Quality education and training
- Appraisal Costs Costs for measuring, evaluating
or auditing products or services to assure
conformance to quality standards / performance
requirements.Includes the costs of - inspection/test of material
- In-process and final inspection/test
- Product, process or service audits
- Calibration of equipment
74Cost of Quality
- Failure Costs The costs resulting from products
or services not conforming to requirements or
customer/user needs.Internal Failure Costs
Failure costs occurring prior to delivery or
shipment of the product, or the furnishing of a
service, to the customer. Includes cost of - Scrap
- Rework
- Re-inspection
- Re-testing
- Material review
- Downgrading
- External Failure Costs Failure costs occurring
after delivery or shipment of the product -- and
during or after furnishing of a service -- to the
customer. Includes - Processing customer complaints
- Customer returns
- Warranty claims
- Product recalls
- Total Quality CostsThe sum of the above costs.
This represents the difference between the actual
cost of a product or service and what the reduced
cost would be if there were no possibility of
substandard service, failure of products or
defects in their manufacture.
75- Guideline 1 Responsibility for Records
- Designated official generally have responsibility
for the maintenance and retention of the records - Guideline 2 Content of Records
- The official needs to maintain accurate, current,
and pertinent records of professional services as
appropriate to the circumstances and as may be
required by the jurisdiction. Records include
information such as the nature, delivery,
progress, and results of professional services,
and related fees/time.
76Record Keeping
- Records of works done and Payments made are to be
kept in systematic manner - Some of the records are optional while the rest
are mandatory - Government system is said to be poor whereas
private party have multiple records for various
purposes - Technical, financial as well as socio-economic
records are vital for present and future use - Proper records collection/keeping/ maintenance is
requirement of the day
77- Key Issues
- Time and cost have delicate relationships
- There is significant effects of risks on time
- Site possession date is emerging issue
- Timely Mobilisation, Timely payment and Timely
decisions are critical for project success - Project audit, technical and financial have
started - Benefit monitoring/Outcome mapping started
- Time is an important factor in any project and
Time is the essence of some projects
3/3/2021
77
78- Guideline 3 Con?dentiality of records
- The official takes reasonable steps to establish
and maintain the confidentiality of information - Guideline 4 Disclosure of Record Keeping
Procedures - When appropriate, official inform clients of the
nature and extent of record keeping procedures
including a statement on the limitations of
confidentiality - Guideline 5Maintenance of Records
- The record keeper organizes and maintains records
to ensure their accuracy and to facilitate their
use by the officials and others with legitimate
access to them. - .
79Guideline 6Security
- The record keeper takes appropriate steps to
protect records from unauthorized access, damage,
and destruction - Guideline 7Retention of Records
- The record keeper needs to be aware of applicable
laws and regulations and to retain records for
the period required by legal, ethical,
regulatory, and institutional requirements - Guideline 8preserving the Context of Records
- The record keeper needs to be attentive to the
situational context in which records are created
and how that context may influence the content of
those records
80- Guideline 9Electronic Records
- Electronic records, like paper records, should be
created and maintained in a way that is designed
to protect their security, integrity,
confidentiality, and appropriate access, as well
as their compliance with applicable legal and
ethical requirements - Guideline 10Record Keeping in Organizational
Settings - Officials working in organizational settings
require to follow the record keeping policies and
procedures of the organization as well as the
Ethics and Code relevant to the profession
81- Guideline 11Multiple Client Records
- The record keeper carefully considers
documentation procedures when conducting couple,
family, or group in order to respect the privacy
and confidentiality of all parties - Guideline 12Financial Records
- The record keeper needs to ensure accuracy of
financial records/Field measurement records - Guideline 13Disposition of Records
- The record keeper plans for transfer of records
to ensure continuity of availability and
appropriate access to records when the official
is no longer in direct control, and in planning
for record disposal, the official endeavors to
employ methods that preserve confidentiality and
prevent recovery.
82Effect of poor record keeping
- Unavailability of required data and records
- Poor quality of available data
- More time to search the records
- Unauthorized access to records and loss of
confidentiality - Difficulty in Checking/ monitoring/ Evaluation
- Poor feed back for future planning
- Audit objection
- Contractors record verification
- Loss of data
- Unavailability of records in proper format
- Lack of reliability
- Disputes and Litigation
- Violation of Right to Information Punishable
Act - Punishment by Court for not obeying its order
83Some Issues in Project management
- Misuse of Joint venture/ the Lead is absent
- Donor pre conditions/ Loan conditions
- Replacement of key manpower
- Age of experts?
- Lack of Record/document of work/ progress
- Poor quality/Quality assurance plan
- Time and cost over runs
- Sustainability questioned
- Lack of Control, monitoring and Evaluation
- Lack of record keeping
84Some pertinent Issues
- Community participation and quality
- In the programs like irrigation and water supply
their involvement at different levels and stages
of projects has already started. - Does it really improve quality? Is there proper
representation in users' committee? Is their
performance up to the expectation? Is this
another excuse to poor quality? Is a system of
hidden contract growing on in the name of
community participation and users committee?
Example Hile Bjojpur road construction, Baglung
Burtibang rural road construction - There is however a strong result demonstrated in
the field of community forests. It has been
successful in Nepal and is exemplary - Education and awareness is vital for the success
of community participation from the view point of
quality construction
85Some pertinent Issues
- WTO membership and quality
- Nepal has taken the full fledged membership of
World Trade Organisation., WTO. It will ask for
stringent quality control in order to compete in
the global market. Therefore it will require
serious commitment towards quality - Sustainability and quality
- Direct and very strong relationship exists
- Public faith and quality
- Loose public faith due to poor quality
86Some pertinent Issues
- Is safety a quality issue?
- Safety of work and workforce including equipment
and materials affect the quality of works - So safety could very much be a quality issue
- How much to fear from oversight agency?
- No need to get afraid unless you make deliberate
mistakes - Unless you try some personal gains
87- Conclusion/Way forward
- Time management is a basic skill for project
managers or rather any person - If you can't manage your own time, how can you
expect to manage your teams? - Ask each day what you did to move the project
forward. Plan your next day, what will you do to
ensure your project continues along the straight
and defined path - Plan your time, manage your resources with a
light touch and communicate effectively. - With a little time management, project success
should come easier - We need to improve our record keeping skills
88- Conclusion/Way forward
- Role of Engineers in development is obvious
- The nation would see enormous development
including mega projects in all sectors in very
near future for which we need to get prepared - Management of TIME, COST and QUALITY are
critical aspects for these development
initiatives to be successful and for us to be
competetive - We need to enhance our planning, RISK recognition
and mitigation skill for project success - Money is not a problem for GENTLEMEN
- It is us and only us who develop our nation
rising above the myth of so called Nepali Time
and recurring project failures!!
3/3/2021
88
89- A quote from George Bernad Shaw
- To be in hell is to DRIFT,
- To be in heaven is to STEER
- Hence some leading innovation /creation and
Leadership is required on the part of engineers - You need to prove that you are the Architects of
the nation building process, - We possess the quality to lead the CHANGE , and
- Status quo is not at all enough
90Any Questions/ Discussions is welcome
.. . 2009
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