Time management, Quality Assurance and Record keeping

1
Time management, Quality Assurance and Record
keeping
Er Tulasi P Sitaula Ministry of PP, Works,and
Transport Management
2
Structure of Presentation
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• 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!!

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Time 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

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• 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

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• 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

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• Life Cycle Cost approach
• A simple example
• Total Cost
• Cost
• OM cost
• Construction cost
• Time

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• 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

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• 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

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• 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

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Why 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!!

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How 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

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• 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

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• 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??

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• 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 

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• 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

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Basic 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

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Basic 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

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Basic 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 ??

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Critical 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.

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Critical 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.

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Project 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

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• 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

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• 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

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• 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

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• 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

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• 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.

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How 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'

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A simple Bar Chart/ Gantt Chart
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Work hours for workers
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Time Line a tool for time control
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PERT/CPM chart
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Earned Value Analysis a project control tool
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Project Triangle You can have only
twoFastTimeGoodQuality Cheap Cost
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Time Cost Quality triangle
We can change the triangle by at least changing
two sides
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• 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

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• 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

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• 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

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• 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?

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• 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

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Progress 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

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Progress 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

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• 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

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• 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

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• 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

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Definitions 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"

52
Definitions

• 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.

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Definitions

• 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

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Definitions

• 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

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Definitions

• 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

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Responsibility 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.

57
Contractor 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

58
Contractor 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"

59
Quality 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

60
Quality 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.

61
Quality 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

62
Quality 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

63
Quality 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

64
Quality 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

65
Testing 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

66
Testing 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

67
Testing 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.

68
Laboratory

• 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

69
Inspection 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

70
Examples 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

71
Cost 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

72
Cost 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

73
Cost 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

74
Cost 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.

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• 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.

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Record 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

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• 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

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• 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.
• .

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Guideline 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

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• 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

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• 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.

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Effect 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

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Some 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

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Some 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

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Some 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

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Some 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

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• 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

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• 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!!

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• 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

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Any Questions/ Discussions is welcome
.. . 2009
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• Thank you very much!