Ecpmi Ecpmms: 2019: Ethiopian Construction Project Management Manuals Series

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MAY,2019
WM - 03
ECPMI ECPMMS : 2019

ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT
MANUALS SERIES:
CONSTRUCTION PROJECT QUALITY MANAGEMENT
WORKING MANUAL
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Ethiopian Construction Project Management Institute
ECPMI ECPMMS:2019
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ECPMI ECPMMS:2019
Construction Project Management Manuals Preparation Working Groups

on
" Construction Project Quality Management"
Working Groups Chair

Asmerom Tadesse
Working Groups Coordinator

Abera Awgichew
Original Version Prepared By:

Getaneh Gezahegne
Manual Quality Assurance and Validation Working Group Members
Wubishet Jekale Steering Committee Chair
Muluken Tilahun Project Coordinator
Denamo Addissie Technical Committee

Members
Asregidew Kassa
Tadesse Ayalew
Bekele Jebessa
Geremew Tarekegn
Release Version Prepared By:
Teklebrhan Kidanu

ECPMI ECPMMS:2019

ECPMI ECPMMS:2019
TABLE OF CONTENTS
TABLE OF CONTENTS............................................................................................................................... i
LIST OF FIGURES ....................................................................................................................................... ii
LIST OF ANNEXES.................................................................................................................................... iii
ABBREVIATIONS AND ACRONYMS .................................................................................................... iii
NATIONAL FOREWORD........................................................................................................................ vii
PREAMBLE ................................................................................................................................................ xi
SECTION 1: GENERAL ............................................................................................................................ 1
1.1 . Introduction ........................................................................................................................................ 1
1.2 Document information ........................................................................................................................ 2
1.3 Scope and Application ......................................................................................................................... 3
1.4 Normative References.......................................................................................................................... 4
1.5 Purpose and / or Objectives ............................................................................................................... 5
1.6 Terms and Definitions ......................................................................................................................... 6
1.7 Overview of Construction Project Quality Management ................................................................. 7
SECTION 2: CONSTRUCTION PROJECT QUALITY MANAGEMENT PROCESS ......................12
2.1. Plan Construction Project Quality Management ..............................................................................15
2.1.1. Plan Quality Management: Inputs ...............................................................................................16
2.1.2. Plan Quality Management: Mechanisms .....................................................................................18
2.1.3. Constraint.......................................................................................................................................22
2.1.4. Plan Construction Project Quality Management: Outputs.........................................................24
2.2. Perform Quality Assurance ................................................................................................................30
2.2.1. Quality Assurance: Inputs ............................................................................................................31
2.2.2. Perform Quality Assurance: Mechanisms ...................................................................................33
2.2.3. Constraints .....................................................................................................................................37
2.2.4. Perform Quality Assurance: Outputs ..........................................................................................38
2.3. Control Quality ...................................................................................................................................41
2.3.1. Control Quality: Inputs .................................................................................................................42
2.3.2. Control Quality: Mechanisms .......................................................................................................43
2.3.3. Constraint.......................................................................................................................................47
2.3.4. Control Quality: Outputs ..............................................................................................................48
2.4. Perform Continuous Quality Improvement .....................................................................................50
2.4.1. Perform Continuous Quality Improvement: Inputs ......................................................................51
2.4.2. Perform Continuous Quality Improvement: Mechanisms ............................................................51
2.4.3. Perform Continuous Quality Improvement: Constraints .............................................................53
2.4.4. Perform Continuous Quality Improvement: Outputs ...................................................................53
2.5. Construction Project Quality Management Manual Templates ......................................................54
SECTION 3. MANUAL ADJUSTMENT, AMENDMENT AND REVISION ....................................55
3.1. Manual Adjustment ............................................................................................................................55
3.2. Manual Amendment...........................................................................................................................55
3.3. Manual Revision .................................................................................................................................55
Bibliography ...............................................................................................................................................56
ECPMI ECPMMS:2019
LIST OF FIGURES
Figure 2.2 : IMCO Global Model for Project Quality Management ....................................................... 13
Figure 2. 3: IMCO Detailed Model for Project Quality Management .................................................... 14
Figure 2.4 : IMCO Model for Plan Quality Management........................................................................ 15
Figure 2.5 : Cost of Quality (COQ) for the Construction Process ........................................................... 21
Figure 2.6 : IMCO Model for Perform Quality Assurance ...................................................................... 31
Figure 2. 7: Cause-and-effect diagram (PMBOK 2017, Page 294) ........................................................... 35
Figure 2.8: Cause-and-effect diagram for bad concrete Problem Solving ............................................ 36
Figure 2. 9 : IMCO Model for Control Quality ........................................................................................ 41
Figure 2. 10: IMCO Model for Perform Continuous Quality Improvement Process ............................ 50
Figure 3.1: Major process flow chart in DBB delivery method ................................................................58
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LIST OF ANNEXES
ANNEX 1: QP FOR REVIEW OF CONSTRUCTION PROJECT QUALITY MANAGEMENT............ 74

ANNEX 2: QF FOR INSPECTION AND TESTING PLAN..................................................................... 74
ANNEX 3: QP FOR CONTROL OF DOCUMENTS FOR CONSTRUCTION PROJECT ...................... 76
ANNEX 4: QF FOR DISTRIBUTION OF PROJECT DOCUMENTS/DRAWINGS .............................. 77
ANNEX 5: QF FOR REGISTER OF PROJECT DOCUMENTS/DRAWINGS ....................................... 77
ANNEX 6: QP FOR PROCESS CONTROL .............................................................................................. 78
ANNEX 7: QF FOR WEEKLY SCHEDULE ............................................................................................. 80
ANNEX 8: QP FOR CONTROL OF MEASURING AND TEST EQUIPMENT ..................................... 81
ANNEX 9: QF FOR RECORD OF EQUIPMENT CALIBRATION ......................................................... 82
ANNEX 10: QP FOR CONTROL OF NONCONFORMING SUPPLY ................................................... 83
ANNEX 11: QF FOR NOTICE OF NONCONFORMING SUPPLY ....................................................... 84
ANNEX 12: QF FOR LIST OF NON-CONFORMING (NC) SUPPLY ................................................... 84
ANNEX 13: QP FOR CONTROL OF NONCONFORMING WORK ..................................................... 85
ANNEX 14: QF FOR NOTICE OF NONCONFORMING WORK.......................................................... 86
ANNEX 15: QF FOR RECORDING OF NON-CONFIRMING (NC) WORK ........................................ 86
ANNEX 16: QP FOR CORRECTIVE ACTION ........................................................................................ 87
ANNEX 17: QF FOR CORRECTIVE/PREVENTIVE ACTION REQUEST ........................................... 89
ANNEX 18: QF FOR NON-CONFORMANCE REPORTS ..................................................................... 90
ANNEX 19: QP FOR PREVENTIVE ACTION ......................................................................................... 91
ANNEX 20: QF FOR CORRECTIVE/PREVENTIVE ACTION REQUEST ........................................... 92
ANNEX 21: QP FOR INTERNAL QUALITY AUDITS ........................................................................... 93
ANNEX 22: QF FOR SCHEDULE OF INTERNAL QUALITY AUDIT.................................................. 95
ANNEX 23: QF FOR REPORT OF INTERNAL QUALITY AUDIT ....................................................... 96
ANNEX 24: QF FOR FOLLOW UP AUDIT ............................................................................................. 97
ANNEX 25: QF FOR NONCONFORMANCE RECTIFICATION INSTRUCTION ............................. 98
ANNEX 26: QF FOR PRE-CLOSURE/PRE-COVER-UP INSPECTION FORM.................................... 99
ANNEX 27: QF FOR DAILY CHECKLIST ............................................................................................. 100
ANNEX 28: QF FOR QUALITY CONTROL OF FORMWORK ........................................................... 101
ANNEX 29: QF FOR QUALITY CONTROL OF CONCRETING ......................................................... 103
ANNEX 30: QF FOR CONCRETE QUALITY CONTROL FORM........................................................ 105
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ABBREVIATIONS AND ACRONYMS
A/E : Architect/Engineer
ASCE : American Society of Civil Engineers
APM : Association for Project Management
ASQ : American Society for Quality
CII : Construction Industry Institute
CPQM : Construction Project Quality Management
DB : Design-Build
DBB : Design-Bid-Build
DQP : Design Quality Plan
ECAE : Ethiopian Conformity Assessment Enterprise
ECPMM : Ethiopian Construction Project Management Manual
ESA : Ethiopian Standards Agency
FDRE : Federal Democratic Republic of Ethiopia
IMCO : Input, Mechanism, Constraint, , Output
IPMA : International Project Management Association
ISO : International Organization for Standardization
PMAJ : Project Management Association of Japan
PMI : Project Management Institute
PQMM : Project Quality Management Manual
PQMP : Project Quality Management Plan
PQP : Project Quality Plan
QA : Quality Assurance
QC : Quality Control
QAP : Quality Assurance Plan
QCP : Quality Control Plan
QSAE : Quality and Standards Authority of Ethiopia
RA : Regulatory authority
SC : Sub-contractor
USDOT : US Department of Transportation
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NATIONAL FOREWORD
The proclamation to define the powers and duties of the executive organs of the Federal Democratic
Republic of Ethiopia Proclamation No 1097/2018 empowers the Ministry of Urban Development
and Construction (MUDC) to prepare and issue Standards for design and construction works, and
follow up and supervise their implementation.
This document forms a part of the CPMM Package that enlists Nineteen Manuals of which Sixteen
of them are Construction Project Management Manuals, two of them are general guides (CPMM
Organization and Setup and User Guide), and one of them is operational (Construction Project
Design Services) Manual. The CPMM package was developed with a clear view of the integration of
both the Project Management processes and knowledge areas so as to manage the project as a
holistic single entity. It is thus believed that the package will be instrumental in creating modern and
unified construction project management system in Ethiopian Construction Industry.
The Ethiopian Construction Project Management Institute (ECPMI) has initiated and led the overall
development of the CPMM Package. The Ministry of Urban Development and Construction would
like to extend its appreciation to Construction Solutions PLC (Consol), and Ethiopian Institute of
Architecture, Building Construction and City Development (EiABC) who contractually worked with
ECPMI in the preparation of the original version of CPMM Package, while the latter has validated
and assured the quality of the original ones and produced the released version the CPMM Package.
As the CPMM Package constitutes working manuals that are technical documents which, by their
nature, require periodic updating; revised editions will be issued by the Ministry from time to time
as appropriate. MUDC will establish Manuals Preparation and Revision Standing Committee which
collects feedbacks during the manual's three years operation period and makes the required
amendments and revisions accordingly.
The Ministry of Urban Development and Construction as mandated acknowledges this document as
a national resource tool and can serve as an acceptable working manual which comprises a front
cover, an inside front cover, a title page, National Foreword, Preamble, Table of contents, pages 1 to
105 and a back cover.
Eng. Aisha Mohammed

Minister, MUDC
June 2019, Addis Ababa - Ethiopia
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PREAMBLE
Whereas; Ethiopia Construction Project Management Institute (ECPMI), to partially cater for the
deficiencies of Project Management practices in the Construction Industry; has envisioned the
development of Construction Project Management Manuals (CPMMs) which are Critically Adapted,
Practice Oriented, User Friendly and Responsive to Continuous Improvement that:
1. describe Specific, Supplemental and Standardized Knowledge and Practices that are
generally accepted as "good industry practices" on most construction projects most of the
time,
2. define the Conceptual, Applicable and Technological contents, processes and their What and
How elements sufficiently,
3. reflect the peculiar features of the Construction Industry in Ethiopia and can be implemented
by the resources in practice currently,
4. lay down the policies, principles, processes and procedures in order to effectively discharge
duties and responsibilities, and
5. can be applied in any project nationwide with minor and moderate modifications.
Whereas; ECPMI identifies and enlist Nineteen Manuals of which Sixteen of them are Construction
Project Management Manuals, two of them are general guides (Organization and Setup and User
Guide CPMMs), and one of them is operational (Construction Project Design Services) Manual.
Whereas; ECPMI as the mandated body, to foster the development of Proactive and System based
CPMMs policies and principles and application of modern Construction Project Management in
Ethiopia governed by fundamental and best practices, envisions to cause the applications of these
CPMMs in order to improve the performances of Construction Projects;
Whereas; CPMMs are one among the critical bases for Initiating, Planning, Implementation
including Changes Administration, Monitoring & Evaluation, and Closing of Construction Projects
along the Business ↔ Project ↔ Product Management linkages with respect to their (1) General
Requirements, (2) Process Groups, (3) High Level Process Map (4) Detail Processes, (5) Procedures
or Instructions, and / or (6) Auxiliary or Annex Documents;
ECPMI has therefore caused the development of one of these CPPMs; namely: “Construction
Project Quality Management Manual (CPQMM)” as a framework to guide and govern
Construction Projects Implementation or Operations in line with the expected level of Construction
Projects Performances Worldwide with respect to defining, authorizing, validating and controlling
the Scope of Works and / or Services to ensure or attain the100% Rule, Zero Scope Creep and
Degree of Changes within defined Thresholds through CPSM to make choices with respect to
Resources Allocations, Balancing or Prioritizing Competing Demands, Tailoring for specific
situations, and Managing the relationships and interdependencies.
ETHIOPIAN CONSTRUCTION PROJECT MANGEMENT INSTITUTE
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1. SECTION 1: GENERAL
1.1 . Introduction
The CPMMs are one among the focus areas and the cause for deficiencies in the expected
contributions of the Construction Industry in Ethiopia. ECPMI in collaboration with Construction
Solutions Plc. and the Construction Technology and Management Competence Unit of the EIABC /
AAU identified and developed the following nineteen CPM manuals under three categories:
A. Construction Project Management Manuals

1. CP Integration Management Manual (CPIMM);
2. CP Scope Management Manual (CPSMM);
3. CP Quality Management Manual (CPQMM);
4. CP Stakeholders Management Manual (CPSkMM);
5. CP Risk Management Manual (CPRMM);
6. CP Procurement Management Manual (CPPMM),
7. CP Communication Management Manual (CPC mMM);
8. CP Time Management Manual (CPTMM);
9. CP HRs Management Manual (CPHRMM);
10. CP Materials Management Manual (CPMMM);
11. CP Heavy Equipment Management Manual (CPHEMM);
12. CP Cost Management Manual (CPCMM);
13. CP Financial Management Manual (CPFMM);
14. CP Safety Management Manual (CPSfMM);
15. CP Environment Management Manual (CPEnMM); and
16. CP Claim Management Manual (CPClMM).
B. General Guiding Manuals
17. CP Organization and Setup Manual (CPOSM); and
18. CPMM User Guide.
C. Operation or Implementation based CPMMs
19. Construction Project Design Management Manual (CPDMM).

This manual is prepared in order to develop standardized CPQM manual that guides the project
quality planning and implementation framework for one among the necessary CPMMs.
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1.2 Document information
Document name : Construction project quality management manual
Document number : ECPMMS: WM - 03
Document availability : The hard copy of the document is available at the Ethiopian
Construction Project Management Institute (ECPMI) and the
electronic copy / form is located on the following websites
www.ecpmi.gov.et
Document owner : Ethiopian Construction Project Management Institute

(ECPMI)
Document sponsor : Ethiopian Construction Project Management Institute

(ECPMI)

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1.3 Scope and Application

This manual is intended to serve mainly for the main parties namely clients, contractors and
consultants. The parties can use this manual for construction project quality planning, assurance and
control. Profession wise, this manual is intended to be used by construction practitioners such as
project managers, senior managers, planning engineers (schedulers), Resident Engineers, office
engineers and other project management professionals working in construction project
management. Academicians may also use this manual as a reference material and can work for its
future improvement.
This manual is prepared for a construction project manager to enable him successfully plan, assure
and control quality of a construction project. Construction sector wise, the manual is mainly
applicable to Building project, Road Projects and other civil works delivered under design-bid-build
delivery system and it can be adapted with little modifications to design build delivery system.

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1.4 Normative References
Document Number Document Title
ISO 21500 Guidance on project management
PMBOK Construction Extension to the PMBoK® Guide Third edition, 2017
PMBOK A guide to PMBOK Sixth Edition, 2016

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1.5 Purpose and / or Objectives

The purpose of Construction project Quality Management manual is to help construction firms plan,
perform, control and complete construction projects fulfilling the quality requirement of clients. This
manual describes CPQM processes and how to undertake them enabling practitioners to adhere to
the project management process groups and quality procedures or instructions. As a result, by
proper implementation of this manual, clients and builders can be confident that the quality of the
materials, equipments and workmanship incorporated into the real construction projects conforms
to their requirements described in plans, specifications and other implied requirements.
Particularly, the main target of this manual, is to achieve a quality motto commonly called 'do it
right 1st time'. By doing it right 1st time, defects rate reduces, rework is minimized or avoided and
contributes to increased company's profit and on time completion.
The main objectives of this CPQM Manual are, therefore to:

 increase construction project quality management process effectiveness and efficiency
 increase quality awareness levels
 enable practitioners prevent quality problem/non-conformity
 do it right 1st time
 reduce costs of quality
 improve product conformity/reduction in defect rates
 enable practitioners take corrective action when non-conformance happens
 Enable the Project Manager and other Practitioners to perform construction activities as per
plan and approved change and continuously improve to ensure successful completion of
construction projects.
 satisfy customers

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1.6 Terms and Definitions
Project quality management: incorporates policies and procedures to implement, within the
project’s context, the organization’s quality management system and, as appropriate, it supports
continuous process improvement activities as undertaken on behalf of the performing organization.
Quality: the delivery of products and services in a manner that meets the reasonable requirements
and expectations of the owner, and design professional including conformance with contract
requirements, prevailing industry standards, and applicable codes, laws, and requirements.
Quality Management: the application of quality management system in managing a process to
achieve maximum customer satisfaction at the lowest overall cost to the organization while
continuing to improve the process.
Quality Assurance: a process of establishing performance standards, measuring and evaluating
performance to those standards, reporting performance, and taking action when performance
deviates from standards to provide evidence and establish confidence among all concerned that
quality-related activities are being performed effectively.
Quality Audit: a structured independent review to ensure compliance of project activities with
organizational and project policies, processes, and procedures; and identify best practices and
lessons learned for use on current or future projects.
Quality Control: an activity that encompass observations, calculations, inspections, tests,
measurement and documentation to verify deliverables (construction process, services, products
etc.) conform to specification, fit for purpose, and meet stakeholder expectations.
Quality Management Plan: a component of the project or program management plan that describes
how applicable policies, procedures, and guidelines will be implemented to achieve the quality
objectives.
Quality Management System: the organizational framework whose structure provides the policies,
processes, procedures, and resources required to implement the quality management plan. The
typical project quality management plan should be compatible to the organization’s quality
management system.
Quality Planning: a process of identifying quality requirements and/or standards for the project
and its deliverables, and documenting how the project will demonstrate compliance with relevant
quality requirements.
Quality Policy: a policy specific to the Project Quality Management Knowledge Area, it establishes
the basic principles that should govern the organization’s actions as it implements its system for
quality management.

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1.7 Overview of Construction Project Quality Management

In the technical terms, quality can have two meanings: (i) the characteristics of a product or service
that bear on its ability to satisfy stated or implied needs; and (ii) a product or service free of
deficiencies. Along this line, the International Organization for Standardization (ISO 2015) defines
quality as “the totality of characteristics of an entity that bears on its ability to satisfy stated or
implied needs.”
The Federal Democratic Republic of Ethiopia (FDRE) Council of Ministers Reg. No. 193/2010
defines quality as “the general characteristics of services which describes the level of fulfilment of
those direct and indirect requirements” while FDRE Proc. No. 102/1998 defines quality exactly as
defined by ISO (2015) above.
Implementation of quality standards is usually done by regulatory bodies and the respective
industry sectors i.e. construction, manufacturing, service etc. For instance, quality and standards are
enforced in Ethiopia by the Ethiopian Standards Authority (ESA). ESA is a member of ISO
representing Ethiopia.
ESA focuses on enforcing standards of products and services while conformity assessment is carried
out by Ethiopian Conformity Assessment Enterprise (ECAE) providing inspection, laboratory
testing and certification (i.e. certify product, personnel and system) services to the public and
industry. As a result, ECAE perform verification of quality through laboratory testing and other
inspection mechanisms.
With the coming on of globalization and the competitive market, the emphasis on quality
management has increased. Quality has become the most important single factor for the survival
and success of today’s companies. It became important that construction projects be more
qualitative, competitive and economical to meet owner’s expectations.
Construction projects have the involvement of many participants including the owner, designer,
contractor, and many other professionals from construction-related industries. Each of these
participants is involved in implementing quality in construction projects. These participants are both
influenced by and depend on each other in addition to “other players” involved in the construction
process. Now a days, the construction projects are becoming more complex, demanding extensive
efforts to reduce rework and costs associated with time, materials and engineering.
i.) Quality Management
The American Society for Quality (ASQ 2015) glossary defines quality management as “the
application of quality management system in managing a process to achieve maximum customer
satisfaction at the lowest overall cost to the organization while continuing to improve the process.”
On the other hand, the Association for Project Management (APM 2012) stresses that quality

ECPMI ECPMMS:2019
management is a discipline for ensuring that outputs, benefits, and the process by which they are
delivered, meet stakeholder requirements and are fit for purpose.
According to ISO (2015) quality management includes all activities that organizations use to direct,
control, and coordinate quality that encompasses formulating a quality policy and setting quality
objectives. According to the Project Management Association of Japan (PMAJ 2005) quality
management is a series of process designed to economically create products and services of the
quality that meets customer requirements.
The above definitions viewed quality management from three perspectives: Total Quality
Management (ASQ 2015), process management (APM 2012), and overall strategic management (ISO
2015). In general, quality management is a systematic way of guaranteeing that organized processes
and activities that determine quality policies, objectives, and responsibilities happen the way they
are planned so that the project will satisfy the needs for which it was undertaken (Dinsmore and
Cabanis-Brewin 2011, PMI 2013, Low and Ong 2014).
ii.) Project Quality Management
Project quality management addresses the management of the project and the deliverables of the
project. It applies to all projects, regardless of the nature of their deliverables. Quality measures and
techniques are specific to the type of deliverables being produced by the project (PMI 2013).
Project quality management incorporates policies and procedures to implement, within the project’s
context, the organization’s quality management system and, as appropriate, it supports continuous
process improvement activities as undertaken on behalf of the performing organization (PMI 2013).
The various quality management systems used in construction projects include, but not limited to:
ISO quality management system, US-DOT quality management system, USACE (U.S. Army Corps
of Engineers) quality management system, and CONQUAS (construction quality assessment
system). Therefore, project quality management works to ensure that the project requirements,
including product requirements, are met and validated (PMI 2013).
According to Low and Ong (2014) many construction firms have been implementing several quality
management systems to provide assurance that they can meet client’s requirements, sustain their
competitive advantage and, most importantly, manage quality problems. To this end, PMI (2013)
suggests every project should have a quality management plan. Project teams should follow the
quality management plan and should have data to demonstrate compliance with the plan.
iii.) Quality in Construction Projects
ESA issues Ethiopian standards catalogue on a yearly basis identifying a list of compulsory
Ethiopian standards. These standards are classified by subjects such as construction materials and

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building, civil engineering, military engineering etc. When a product fails to meet Ethiopian
standards, ESA can prohibit import or export of the product and/or prohibiting the product and
service from the market. The product or service be re-introduced to the market after the necessary
corrective measure and its conformity is verified. Besides, ESA carry out control measures to ensure
the conformity of products and services with the relevant standard requirements (Reg. No.
193/2010).
Quality in construction is achieved through proper control at every stage of execution and
installation of works. As a result, safe and reliable construction should be the objective of all the
participants of the project (Rumane 2011). According to International Project Management
Association (IPMA 2015) quality has two key drivers: quality of process, and quality of project
output (end product). The quality of process is about the way in which projects are organized. It
encompasses developing, implementing and reviewing standards for the way quality is addressed
in component sub-projects and tasks. On the other hand, the second driver is all about managing,
assuring and controlling the quality of the output and outcome of the project. Therefore, quality
encompasses the entire project from initiation throughout the whole life cycle.
iv.) ISO Quality Management system
ISO quality management system is well established internationally where ISO 9000 certification is
widely adopted in the construction industry of many countries worldwide. The ISO 9000 family is
primarily concerned with “quality management” with the following objectives within the
organization to fulfill:
 Customer’s quality requirements;

 Applicable regulatory requirements, while aiming to enhance customer satisfaction; and
 Achieve continual improvement of its performance in pursuit of the objectives.
ISO 9000 quality system standards are framework for taking a systematic approach to managing the
business process so that organizations turn out products or services conforming to customer’s
satisfaction. The typical ISO quality management system is structured on four levels, usually
portrayed as a pyramid. On top of the pyramid is the quality policy, which sets out what
management requires its staff to do in order to ensure quality management system. Underneath the
policy is the quality manual, which details the work to be done. Beneath the quality manual are
work instructions or procedures. The number of manuals containing work instructions or
procedures is determined by the size and complexity of the organization.
ISO introduced a new quality management system recently i.e. ISO 9001:2015 that consists seven
basic clauses common to all management system standards in addition to the usual three
introductory clauses that include: context of the organization, leadership, planning, support,
operation, performance evaluation and improvement. These basic clauses replaced ISO 9001:2008

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clauses 4, 5, 6, 7 and 8. It follows the well-known PDCA (plan-do-check-act) cycle and the process
approach from section 4 to 10, in an order that is consistent with organizational planning and
process management.
Accordingly, clause 4 and 5 i.e. context of the organization and leadership encompass the overall
planning and management process of the organization quality management systems. The remaining
clauses follow the PDCA cycle: Plan (planning), Do (operation and support), Check (performance
evaluation), and finally Act (improvement).
v.) USDOT Quality Management system
According to the U.S. Department of Transport (USDOT 2012) Quality Management System
Guidelines, there are fifteen quality elements which are the basis for guidance regarding Quality
involving design, procurement, manufacturing, and construction. The fifteen quality elements that
should be considered in the development of a Quality Management Plan and detailed quality
procedures include: Management Responsibility; Documented Quality Management System; Design
Control; Document Control; Purchasing; Product Identification and Traceability; Process Control;
Inspection and Testing; Inspection, Measuring and Test Equipment; Inspection and Test Status;
Non-conformance; Corrective Action; Quality Records; Quality Audits; and Training.
These quality elements are seen as good management practice to ensure quality of design,
manufacturing, and construction services, as well as other functions such as operations and
maintenance. In fact, many consultants and construction contractors have developed their Quality
Plans based on the fifteen quality elements. Each of the fifteen elements may refer to Quality
Assurance (QA) or Quality Control (QC) activities.
The elements sometimes refer to generic organizational entities that could be the consultant, or the
contractor. The manual provides some guidance in determining which elements are appropriate for
different projects. Note that each project is unique in scope and size and not all elements are
applicable to all projects. Therefore, the template manual in appendix 1 is outline structure in
USDOT format attributed to its ease of reference and tracking with a quality process activity
packages, given that the low project management maturity level of the Ethiopian Construction
Industry.
vi.) USACE Quality Management System
The U.S. Army Corps of Engineers (USACE) has been effectively managing military and civil works
construction projects for many years. Though it encompasses ten sections, the USACE quality
management system stresses on the three phases of quality control policies and procedures i.e.
preparatory, initial and follow-up phases.
The USACE quality management system includes: general requirements, quality control plan
(contractor quality control plan or design quality control plan), coordination meeting (before start of

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design or construction works), quality control organization (stipulates personnel requirements and
their qualification for quality management and quality organogram in line with the organizational
structure both at the project and company level), submittal and deliverables, control (preparatory,
initial and follow-up), tests (including procedures, testing laboratories capability check, onsite
laboratory), completion inspection, documentation and notification of non-conformance.

ECPMI ECPMMS:2019
2. SECTION 2: CONSTRUCTION PROJECT QUALITY MANAGEMENT PROCESS

APM (2012) and ISO (2015) argue quality management encompasses four components: quality
planning, QA, QC, and quality/continual improvement. These include procedures, tools and
techniques used to ensure that the processes, outputs and benefits of outcomes meet customer
requirements. This manual adopts the above four project quality management process: quality
planning, QA, QC and quality improvement.
Table 1.1: The four construction project quality management processes
Knowledge Project Management Generic Process groups

areas
Initiating Planning Implementing Controlling Closing
Quality Requirement  Quality  Quality  Quality Testing and

Management briefing Planning Assurance Controlling commissioning
(initiation  Quality (Quality
for Quality Improvement Controlling
Planning) closing)
These processes interact with each other and with the processes in other knowledge areas. The
relationship between each process is mapped, employing IMCO diagram technique, in Figure 2.1.
Modelling project quality management processes helps organizations to view the process involved
in performing in such a way to identify the inputs required, the mechanisms and
constrains/controls that lead to the outputs desired to be achieved. Therefore, IMCO process
modelling technique is used to capture the multitude attributes in performing project quality
management tasks. A business process is the logical organization of people, materials, energy,
equipment, and information into work activities designed to produce a required result (product or
service) (Juran 1999).
IMCO modelling technique is applied from construction organizational view of firms involved in
the construction industry i.e. Client, Consultant and Contractor. Therefore, global level project
quality management process modelling is shown in Figure 2.1 followed by its detailed presentation
in Figure 2.2 showing the interrelationship among the inputs, mechanisms, controls and outputs of
the four process i.e. plan quality management, perform QA, control quality, and perform continuous
quality improvement. The detailed description of each processes are presented in the following
sections.

ECPMI ECPMMS:2019
Project Specifications
Statutory Regulations
Environment Factors
Codes and Standards
Organizational
( ) ( )
Project Management Plan
)
Delivered Quality Constructed Asset/Product
) (
Risk Register Perform Project
Project Quality Requirements Quality Management
(
Project Quality Management Lessons Learned
Organizational Process Assets )
(
A0
( )
Project Management
Quality Management
Tools and Techniques
Project Stakeholders
Team Competence
Figure 2.1 : IMCO Global Model for Project Quality Management

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Project Specifications
Organizational Environment Factors
Quality Management Plan
)
Plan Quality Quality Metrics
)(
Management Quality Checklist
)(
)(
A1 Project Documents Updates
(
Delivered Quality
Constructed Asset/Product
Perform Quality Change Requests
( ) ( ) ( )
Assurance Project Management Plan Updates
Organizational Process Assets Update
A2
Validated Changes
( )( )( ) ( )
Control Quality
Verified Deliverables
Work Performance Information
A3 Quality Control Measurements
Delivered Quality
Constructed Asset/
Perform Product
Continuous
Quality
Improvement Project Quality
A4 Management
Project Quality Requirement
Lessons Learned
Process Improvement Plan
Tools and Techniques

Quality Management
Project Management
Higher Education/
Training Institutes
Team Competence
Third Party QA or
Statutory Bodies
Testing Labs
Commercial
( ) ( ) ( ) ( )
Figure 2. 2: IMCO Detailed Model for Project Quality Management

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2.1. Plan Construction Project Quality Management

Quality planning is the process of identifying quality requirements and/or standards for the
project and its deliverables, and documenting how the project will demonstrate compliance with
relevant quality requirements (PMI 2013, PMAJ 2005). Quality planning process provides
guidance and direction on how quality is managed and validated throughout the project (Juran
1999, APM 2012, PMI 2013).
Quality planning is vital to set the most appropriate quality level concerning the quality
characteristics of products or services of a project, based on its contract basic requirements, and
to determine the way to satisfy it (Juran 1999, APM 2012). The quality system of a project
involves description of organization, responsibility, performance procedure, work process and
the required resources to implement quality management, and is included in quality planning
(Refer Appendices 2 through 5). The inputs, mechanisms, controls and output elements of the
plan quality management process are presented in Figure 2.3 and discussed subsequently.
Constraints
 Statutory Regulation,
 Organizational Environmental Factors,
 Codes and standards, Standard
 specification,
 Experience on quality Planning etc
Inputs Outputs
Plan CP Quality
 Quality management plan
 Project Charter Management
 Quality metrics
 Project Management Plan
 Project documents  Quality Checklists
 Project document Updates
Organizational process assets
Mechanisms
Tools, Techniques &

Competencies
Competencies
Figure 2.3 : IMCO Model for Plan Quality Management
It is important that quality planning shall be performed in parallel with other planning
processes. For example, proposed changes in deliverables to meet identified quality standards
may require cost or schedule adjustments and a detailed risk analysis of the impact to plans.

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2.1.1. Plan Quality Management: Inputs
2.1.1.1. Project Charter
The project charter is the document issued by the project initiator or sponsor that formally
authorizes the existence of a project and provides the project manager with the authority to
apply organizational resources to project activities. The project charter provides High-level
project description boundaries, key deliverables and product characteristics. It also contains the
project approval requirements, measurable project objectives, and related success criteria that
will influence the quality management of the project. It also describes overall project risk,
Summary milestone schedule, Key stakeholder list etc.
2.1.1.2. Project Management Plan
The project management plan includes all plans to execute and manage a project. It is an
integrated document of all components of project management which forms a basis to develop
quality management plan. It should be noted that quality management plan by itself is part of
'Project management plan'. When project management plan is prepared some of the knowledge
areas including quality management plan are planned in parallel and in iteration process.
The information from the project management plan used for the development of quality
management plan includes, but not limited to are requirements management plan, risk
management plan, Stakeholder engagement plan and Scope baseline. scope, schedule and cost
baseline together with other management plans related to the project’s quality. For detail
understanding, one can refer to the planning sections of project scope management, project time
management and project cost management manuals. However, some brief descriptions are
presented below:
 Requirements management plan: is a component of the project management plan that

describes how project and product requirements will be analyzed, documented, and
managed. It can include how requirements activities will be planned, tracked, and
reported. It also includes configuration management activities such as: how changes will
be initiated; how impacts will be analyzed; how they will be traced, tracked, and
reported; as well as the authorization levels required to approve these changes. The
requirements management plan provides the approach for identifying, analyzing, and
managing the requirements that the quality management plan and quality metrics will
reference. Project quality requirements need to be unambiguous (measurable and
testable), traceable, complete, consistent, and acceptable to key stakeholders.
 Risk management plan: provides the approach for identifying, analyzing, and
monitoring risks. The risk management plan is a component of the project management
plan that describes how risk management activities will be structured and performed.
The risk management plan may include some or all of the following elements: risk
strategy, methodology, roles and responsibilities, timing, risk categories etc.
 Stakeholder engagement plan: provides the method for documenting the stakeholders’
needs and expectations that provide the foundation for quality management. Plan
Stakeholder Engagement is the process of developing approaches to involve project

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stakeholders based on their needs, expectations, interests, and potential impact on the
project. The key benefits stakeholder engagement plan is to provide an actionable plan to
interact effectively with stakeholders. This process is performed periodically throughout
the project as needed.
 Scope baseline: is the approved version of a scope statement, WBS, and its associated
WBS dictionary, which can be changed only through formal change control procedures
and is used as a basis for comparison. It is a component of the project management plan.
The project scope statement are considered while determining which quality standards
and objectives are suitable for the project, and which project deliverables and processes
will be subjected to quality review. The scope statement includes the acceptance criteria
for the deliverables. The definition of acceptance criteria may significantly increase or
decrease quality costs and, therefore, project costs. Satisfying all acceptance criteria
implies the needs of the stakeholders have been met. In construction projects, the final
project specification and final design (drawing) forms scope baseline.
2.1.1.3. Project Documents
Project documents that can be considered as inputs for plan quality management plan process
include but are not limited to:
 Assumption log: contains all the assumptions and constraints regarding quality
requirements and standard compliance.
 Requirements documentation: captures the requirements that the project and product
should attain to meet stakeholder expectations. Requirements may start out at a high
level and become progressively more detailed as more information about the
requirements is known. Before being baseline, requirements need to be unambiguous
(measurable and testable), traceable, complete, consistent, and acceptable to key
stakeholders. The format of the requirements document may range from a simple
document listing all the requirements categorized by stakeholder and priority, to more
elaborate forms containing an executive summary, detailed descriptions, and
attachments. The quality requirements documentation includes levels of service,
performance, safety, compliance and acceptance criteria etc. Examples include tests,
certifications, validations, etc. These requirements guide the project team to help plan
how QC is implemented on the project.
 Requirements traceability matrix: links product requirements to deliverables and helps
to ensure each requirement in the requirements documentation is tested. The matrix
provides an overview of the tests required to verify the requirements.
 Risk register: contains information on threats and opportunities that may impact quality
requirements. Refer to CPRMM 5 (Project risk management Manual).
 Stakeholder register: helps to identify stakeholders who have a particular interest in or
impact on quality, with the emphasis on the customer and project sponsor needs and
expectations.
2.1.1.4. Organizational Process Assets

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Organizational process assets are the plans, processes, policies, procedures, and knowledge
bases specific to and used by the organization that include both tangible and intangible
resources. It includes any artifact, practice, or knowledge from any or all of the organizations
involved in the project that can be used to perform or govern the project. These process assets
include formal and informal plans, processes, policies, procedures, and knowledge bases,
specific to and used by the construction organization. The organizational process assets vital for
planning quality management include:
 organizational quality management system including:

o policies,
o procedures, and
o guidelines
 organization’s knowledge bases such as:
o lessons learned from previous projects and
o historical data bases (such as risk data, and earned value data).
In general, organizational process assets are inputs to most planning processes.
2.1.1.5. Enterprise Environmental Factors

The enterprise environmental factors that can influence the Plan Quality Management process
 Governmental agency regulations

 Rules, standards, and guidelines specific to the construction area
 Geographic distribution
 Organizational structure
 Marketplace conditions
 Working or operating conditions of the project or its deliverables and
 Cultural perceptions
2.1.2. Plan Quality Management: Mechanisms
2.1.2.1. Project Stakeholders
The number and type of stakeholders in construction projects depends on the delivery system
and contract type. In general, clients, consultants, contractors, public permitting agencies,
financiers, the general public and end users etc. are considered as project stakeholders. In
construction projects under traditional design-bid-build (DBB) project delivery, the project team
usually consists of three principal participants: the client/owner, design
professional/consultant, and constructor. Under alternate forms of contracting i.e. design-build
(DB), the team may include a design-build contractor (performing the roles of both the design
professional and constructor), a construction manager, a private developer, and/or other
participants.

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Participation of the major parties at different levels during construction is required to develop a
quality system and apply quality tools and techniques. With the application of various quality
principles, tools, and methods by all the participants at different stages of construction, rework
can be reduced, resulting in savings in the project cost and making the project better quality and
economical.
2.1.2.2. Quality Planning Tools and Techniques
The following Quality Planning Tools and Techniques can be used to different construction
project quality planning as appropriate.
a) Cost-Benefit Analysis
The cost-benefit analysis defines the trade-off between cost of quality and its returns. A
cost-benefit analysis is a financial analysis tool used to estimate the strengths and
weaknesses of alternatives in order to determine the best alternative in terms of benefits
provided. A cost benefit analysis will help the project manager determine if the planned
quality activities are cost effective. The primary benefit of meeting quality requirements
include less rework, higher productivity, lower costs, increased stakeholder satisfaction,
and increased profitability. A cost-benefit analysis for each quality activity compares the
cost of the quality step to the expected benefit.
b) Cost of Quality
Cost of quality includes the cost to ensure conformance to requirements as well as the
cost of non-conformance, and finding the right balance. Costs of quality includes:
 Prevention costs (Build a quality product): costs incurred to prevent or avoid
quality problems (removing defective and sub-standards away from the project).
They are planned and incurred before actual operation and could include:
o Quality planning (Establishment of specifications for incoming materials,
processes, finished products and services)
o Cost of preparing work procedures
o Method statement
o Training: development preparation and maintenance of programs
o Providing enough time to do it right
o Calibration of instruments/equipment
o Selecting appropriate equipment
 Appraisal costs (asses the quality): are associated with measuring and monitoring
activities related to quality. It is the way of checking i.e. inspection, testing and.
evaluation of purchased materials, processes, products and services to ensure that
they conform to specifications. They could include:
• Verification: checking conformance of incoming material, process, setup and
products against specifications by inspection and/or testing including Field
testing. Verification cost may also include cost of destructive testing loss. It also
includes cost of design review/preparation of shop drawings.
• Quality audits: conformation that the quality system is functioning correctly

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• Supplier rating: assessment and approval of suppliers of products and services

• Internal Failure costs: are incurred to remedy defects discovered before the
product or service is delivered to the customer. They could include waste, scrap,
rework or rectification and failure analysis (activity required to establish the
causes of internal product or service failure), Re-inspection or retest Downgrading.
 External Failure costs: are incurred to remedy defects discovered by customers. It
could include repair and servicing, warranty work costs, processing of customer
complaints, Processing of returned materials, warranty and lost business.
Quality costs during the design phases are different from those of the construction phase. Costs
of quality during design phases are mainly to ensure development of project design and
documents to ensure conformance to the client’s requirements/TOR include:
Internal Failure Costs
 Redesign/redraw to meet requirements of other trades
 Redesign/redraw to meet fully coordinated design
 Rewrite specifications/documents to meet requirements of all other trades
External Failure Costs
 Incorporate design review comments by client/project manager
 Incorporate specifications/documents review comments by client/project
manager
 Incorporate comments by regulatory authority(ies)
 Resolve RFI (Request for Information) during construction
Appraisal Costs
 Review of design drawings
 Review of specifications
 Review of contract documents to ensure meeting owner’s needs, quality
standards, constructability, and functionality
 Review for regulatory requirements, codes
Prevention Costs
 Conduct technical meetings for proper coordination
 Follow quality system
 Meeting submission schedule
 Training of project team members
 Update of software used for design
Modern quality management philosophy emphasizes preventing mistakes rather than detecting
them later because the cost of non-conformance is very high as can be seen in the figure below.

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Figure 2.4 : Cost of Quality (COQ) for the Construction Process

c) Meetings
Project teams may hold planning meetings to develop the quality management plan.
Attendees can include the project manager, the project sponsor, selected project team
members, selected stakeholders, anyone with responsibility for project quality
management activities, and others as needed.
d) Expert Judgment
For quality planning purpose, expertise can be considered from individuals or groups
with specialized knowledge or training in the topics including quality assurance, quality
control, quality measurements, quality improvements, and quality systems.
e) Benchmarking
Benchmarking involves comparing actual or planned project practices or the project’s

quality standards to those of comparable projects to identify best practices, generate
ideas for improvement, and provide a basis for measuring performance. Benchmarked
projects may exist within the performing organization or outside of it, or can be within
the same application area or other application area.
2.1.2.3. Project Management Team Competence
The client is the originator and provider of funds for the project, and is therefore responsible for
selecting the other team members and leading the effort. Therefore, the client is the central
figure; hence, must take a leadership role in promoting initiatives and activities to achieve
project quality. It is the client who makes a value decision on quality and what is an acceptable
level of investment to achieve it. Project management professionals shall have appropriate
competence commensurate with the project requirements. The requisite competence
encompasses technical competence (how a professional execute tasks and/or an organization
operates and functions i.e. knowledge, skills and abilities) and behavioral competence
(attributed to individuals such as motives, traits, attitudes and values).

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a) Technical Competence
Project management professionals in general and quality management team members in

particular shall have the necessary qualification and experience in similar projects. Those
professionals in the project management team participating in planning project quality
management need to have the following technical competence: policies implementation;
analyzing the impact of quality management on projects and people; developing and executing
quality plans; organizational quality analysis tools; attention to detail; planning and organizing;
and technical knowledge (construction/project management knowledge areas, design concepts
and philosophies, construction methods, process, material quality, new technology, planning
techniques, tools and software).
b) Behavioural Competence
The behavioural competence required of professionals for planning project quality management
include: critical and analytical ability, strategic thinking, communication skill, initiative,
innovation, ethics, negotiation, teamwork, leadership, and judgment.
2.1.3. Constraint
2.1.3.1. Organizational environment factors
Organizational environment factors constrain the project quality management in general and
plan quality management process. The organizational environment includes both micro
(internal) and macro (external) environment within which the organization operates. The micro
environment factors considered as constraints in quality planning process that encompass size
of firm, organizational culture and values, company reputation, employee satisfaction, salary
and benefit packages, and corporate strategic policy. On the other hand, the macro environment
factors include construction sector type the company operates, competitiveness of the industry,
and economic factors. Some of organizational environment factors that constrain plan quality
management process include:
 Project management maturity level of the organization;

 Resource availability (qualified and experienced professionals, computers and
project management software);
 Organization type (public or private);
 Organizational setup and capability;
 Size of firm (license grade for consultants and contractors); and
 Construction sector type (license category i.e. general, road, building, speciality).
2.1.3.2. Statutory Regulations
Statutory regulations include government rules and regulations pertaining to construction

project quality. These statutory regulations include conformance requirements (fire protection),
building laws (land uses, height regulations, and other town planning requirements), safety
regulations, environmental protection regulations that affect the quality of the construction

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project. These include the Ethiopian Building Proclamation (Proc. No. 624/2009), the Ethiopian
federal government procurement and property and administration proclamation (Proc. No.
649/2009), and other relevant statutory proclamations and regulations related to products,
services and systems for construction projects.
The Standard Bidding Document (SBD) prepared by Public Property Procurement and
Administration Agency (PPPAA, 2011) outlines processes and procedures to adhere to in
procurement of Works (construction projects). Clauses 80 to 82 of Section 7 (General Conditions
of Contract) of the SBD stipulate quality related provisions. Besides, Clauses 84 through 89
provide processes and procedures related to acceptance and defects liability.
2.1.3.3. Construction Codes and Standards
Standards are a reference base required to judge the adequacy of a quality system. Standards
can be local (Ethiopian Standards) and international (i.e. ISO, British standard, BS etc.). These
documents are major reference sources, which establish minimum standard for products,
services, and process within the construction industry. For instance, ESA publishes Ethiopian
standards catalogue and Ethiopian compulsory standards and updates them annually. These
standards are referred in the contract documents by the designers to specify products or systems
or services to be used in a project. They are also used to specify the installation method to be
followed or the fabrication works to be performed during the construction process.
Codes and standards include codes of practices that set out QC functions. For instance, Chapter
9 of the Ethiopian Building Code Standard, (EBCS2 1995) exclusively outlines concrete QC that
comprises a combination of actions and decisions taken in compliance with specifications and
checks to ensure that the quality of concrete works is satisfied. Codes can be local (EBCS 1995) or
international (e.g. ACI, DIN, AACE etc.) depending on the contract provisions for a particular
project.
2.1.3.4. Project Specifications
Specification is the designation or statement by which written instructions are given

distinguishing and/or limiting and describing the particular trade of work (i.e. construction
activity work items or work packages) to be executed. In a construction project, a specification
contains a detailed written description of the quality (type and characteristics) of materials and
workmanship necessary to complete the work.
There are four types of specifications namely manufacturer’s specification, Guide Specification,
Standard Specification and Contract (Project) Specification. Out of which standard Specifications
are nationwide or international specifications approved by concerned authority to be used as a
reference standard for construction projects. Project specification is a toiler made from standard
specification and prepared for a particular construction project to go with the drawings and
other contract documents.
Construction project specifications are written based on the prepared design, drawings, general
and scientific trends of workmanship, quality expected, equipment involved, and materials to be

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used for the particular trade/item of work. It helps to define clearly the level and quality of
workmanship and method of carrying out the works. Finally, the prepared construction project
specification is used to estimate the project and its component cost. The method of testing
completed works/materials is also described in the specification where a proper follow-up to
ensure that specified materials are incorporated in the works. Construction Project specifications
are the major part of construction contracts and are usually referred to standard specification
(such as BaTCoDA 1991, and ERA 2002) in same. Therefore, the standard specifications makes
the basis to plan project quality management as well as QA and QC.
The current practice in Ethiopia, even it needs detail research, is preparing BoQ consisting of
brief summary of specifications in the BoQ description column and referring to the standard
specification for details instead of preparing a separate project (contract) specification. However,
there are some few practices of preparing separate project specification for large and complex
projects in Ethiopia in addition to the BoQ.
Design and specifications are the core documents that defines the scope of any construction
project and the approved final documents of the two serves as a scope baseline of the project.
Most commonly, before preparing specification or in parallel, construction project design
(drawing) is prepared based on the client requirements and taking into consideration design
standards, regulations etc.
2.1.4. Plan Construction Project Quality Management: Outputs
2.1.4.1. Construction Project Quality Management Plan
The quality management plan is a component of the project management plan that describes
how applicable policies, procedures, guidelines, and standards will be implemented to achieve
the quality objectives. The quality Plan includes determined quality requirements and standards
that will be applicable to the project, the deliverables of the project and shows how the
requirements and standards will be met based on the project objectives. The style and detail of
the quality management plan are determined by the requirements of the project. In construction
projects, the quality management plan is formal and detailed but sometimes it may be broadly
framed and referenced for its details to documents such as standard specification. The quality
management plan should be reviewed early in the project life cycle by an independent peer
group to ensure that initial decisions, designs and tests are verified and based on accurate
information. The quality management plan may include (by mentioning in detail or with
referring to the documents), but is not limited to, the following components:
o Brief description of project
o List of contract documents and drawings
o Quality objectives of the project;
o Quality standards (e.g. standard/project specification, specific product specification, etc)
that will be used by the project;
o Project organization chart, with named personnel if known
o Quality roles and responsibilities;
o Planning or Design review processes

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o Project deliverables and processes subject to quality review;

o Quality control and quality management activities planned for the project;
o Quality tools that will be used for the project; and
o List of major procedures relevant for the project, such as dealing with non-conformance,
corrective actions procedures, and continuous improvement procedures.
o Verification requirements of materials
o Inspection and test plans, or list thereof
o List of quality records to be retained
o Internal quality audit process and Frequency (or provisional dates) of internal quality
audit, including audit of subcontractors if necessary
The quality management plan can include material prequalification plan for construction
material quality assurance and workmanship within the project specification or in separate
attachments. In addition, to the workmanship included in the referred standard specification or
project specification, a separate additional workmanship plan can be attached in the quality
management plan for special works if needed. Similarly, material prequalification plan can be
included. As an example the following material prequalification plan can be described as
appropriate to the proposed construction project if not included in the project specification.
a) Material prequalification Plan

i. Authorized Materials List
Put list of materials which are believed to be pre-qualified by concerned authority or
repeatedly tested in past projects and are found, fit for purpose. The listed materials are
pre-qualified and authorized for use on a construction project. These materials are
required to pass through prior extensive prequalification testing which involves the
manufacturer submitting prequalification samples to authorized or an
accredited/certified laboratory testing institution to ensure specification requirements
are met prior to entry of the material authorized materials list of a nation or client
company/consultant. Periodic testing and field performance evaluations of the materials
are performed at a prescribed frequency to ensure continued specified quality. Example
materials include cementitious (E.G. cement) materials for use in concrete, concrete
anchorage devices, etc.
ii. Authorized Material Source
List some material sources which are pre-qualified and authorized for use for
construction projects. But this list should not restrict any source material that can fulfil
specification and can be qualified by authorized lab. The strategy developed to ensure
quality for these sources involves the source submitting prequalification samples to the
client or an accredited/certified laboratory testing to ensure specification requirements
are met prior to entry of the source onto authorized materials source list. Continuing pre-
qualified periodic testing and field performance evaluations of the material from the
source are performed at a prescribed frequency to ensure specified quality material.
Example sand materials for use in concrete and mortar can be mentioned with supply
source lists such as Langano sand, Meki sand, Metahara sand etc.
iii. Proprietary Product or Process

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Specifications that identify the desired products or processes by manufacturer name,

brand name, model number, or other unique characteristic are considered proprietary.
Trade names are usually the key to identifying patented or proprietary materials.
Generally, products identified by their brand or trade name are not to be specified
without an “or equal” phrase, and, if trade names are used, a minimum of three
acceptable “equal” materials or products should be listed. Use of specific brand or trade
name items should be limited to applications in which the consequence of failure is low.
iv. Products Manufactured to National Quality Standard
These products are manufactured to meet the specifications of such as Ethiopian
standards or industry-wide organizations like AASHTO, ASTM, British standards etc.
These industry-standard specifications typically include end-result requirements,
criteria, and tests to meet national or international quality standards. It means that they
have been proven over time to provide desired quality, and can be readily incorporated
into the project specifications by referencing the number, title, or other industry-assigned
designation for the product specification.
v. Commercial Quality Products
Commercial quality products are products defined in the Standard Specifications as
having “quality meeting the best general practices.” These items are available for
purchase at local supply houses and are typically referred to as “off-the-shelf items.” Use
of commercial quality items should be limited to materials in which the consequence of
failure is low.
b) Certificate of Compliance
Certificates of compliance are used for acceptance of products for which the industry has
demonstrated a high degree of reliability in meeting contract specifications. The certificate of
compliance is submitted before the material is incorporated into the work, for each batch or lot
of the material (batch or lot must be identified on the certificate), and signed by the producer of
the material stating that the material complies with the contract. The certificate of compliance
informs that the contractor has accepted the material and is confident that the material complies
with the contract specifications. The certificate of compliance can be two types:
o Certificate of Compliance from Producer: This written statement submitted by a
producer affirms a product meets specification requirements.
o Certificate of Compliance from Producer with Test Results: This written statement,
accompanied by field or laboratory test data from a producer, affirms a product meets
specification requirements.
c) Warranty Provisions
Warranty is a guarantee of the integrity of a product and the maker’s responsibility for the
repair or replacement of the deficiencies. A warranty specifies the desired performance
characteristics of a particular product over a specified period and defines who is responsible for
the product. The use of warranties allows Clients to shift some of the post-construction
performance risk of the warranted product to the contractor. The types can be:

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o Material and Workmanship Warranty: holds the contractor responsible for correcting
defects in work elements within the contractor’s control during the warranty period. The
contractor or manufacturer warrants that material complies with specifications, and
agrees to repair or replace if, during the period of the warranty, the material fails and
tests prove it does not comply with the specifications.
o Performance Warranty: holds the contractor fully responsible for product performance
during the warranty period. The contractor or manufacturer warrants that material will
perform to pre-defined standards or will be repaired or replaced if, during the period of
the warranty, the material’s performance falls below the standard. Contract language
should specify the warranty period and the enforcement process, including a detailed
description of the measures that will be used to determine warranty compliance.
o Guarantee: the contractor must guarantee that work remains free from substantial
defects, for example, for 1 year after contract acceptance. The guarantee excludes damage
or displacement caused by an event outside the contractor’s control, including normal
wear and tear and improper operation.
2.1.4.2. Quality Metrics
A quality metric specifically describes a project or product attribute and how the Control
Quality process will verify compliance to it. Quality metrics are used as input in the perform QA
and as a control/constraint elements in the control quality processes. Some examples of quality
metrics include percentage of tasks completed on time, cost performance measured by CPI,
failure rate, number of defects identified per day (defect frequency), total downtime per month,
errors found per line of code, customer satisfaction scores, and percentage of requirements
covered by the test plan as a measure of test coverage etc.
2.1.4.3. Quality Checklist
A checklist is a structured tool, usually component-specific, used to verify that a set of required
steps has been performed. Based on the project’s requirements and practices, checklists may be
simple or complex. Many organizations have standardized checklists available to ensure
consistency in frequently performed tasks. In some application areas, checklists are also
available from professional associations or commercial service providers. Quality checklists
should incorporate the acceptance criteria included in the scope baseline. It also helps to
perform a quality audit for all the quality management documents as well as processes.
2.1.4.4. Inspection and Test Plan (ITP)
An inspection and test plan of a construction or installation process is a document which shows
the verification measures (inspection and/or test) to be taken during the process and the criteria
for acceptance of each inspection/test. It is normally presented in a table or flowchart, following
the sequence of activities of the process in question. During the planning phase, the project
manager and the project team determine how to test or inspect the product, deliverable, or
service to meet the stakeholders’ needs and expectations, as well as how to meet the goal for the
product’s performance and reliability. For example, strength tests in construction projects, and
field tests and nondestructive tests in engineering. Commonly, inspection and testing

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requirements are included in the project specification. ITP may already be available from
previous projects and may be adopted with or without modification. Sample inspection and test
plan is attached in annex 2.
ITPs include, but are not limited to, the following:

 excavation and earthwork
 piling and caisson work
 precasting
 concrete work, including falsework, formwork and prestressing
 Asphalt work
 structural steel work
 cladding, facade and curtain walling
 waterproofing
 plumbing and drainage
 mechanical services
 electrical services
 fire-fighting facilities etc
2.1.4.5. Project Document Updates
Project documents that may be updated as a result of carrying out project quality planning
process include, but are not limited to: Stakeholder register; Responsibility assignment matrix;
and work breakdown structure (WBS), Lessons learned register updated, Requirements
traceability matrix, Risk register etc.
a) Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This contains
all details related to the identified stakeholders including, but not limited to (PMI 2013):
• Identification information: - Name, organizational position, location, role in the project,

contact information;
• Assessment information: - Major requirements, main expectations, potential influence in
the project, phase in the life cycle with the most interest; and
• Stakeholder classification: - Internal/external, supporter/neutral/resistor, etc.
The stakeholder register should be consulted and updated on a regular basis, as stakeholders
may change - or new ones identified - throughout the life of the construction project.
b) Responsibility Assignment Matrix
Various formats exist to document team member roles and responsibilities. Most of the formats
fall into one of three types: hierarchical, matrix, and text-oriented. Additionally, some project
assignments are listed in subsidiary plans, such as the risk, quality, or communications
management plans. Regardless of the method utilized, the objective is to ensure that each work
package has an unambiguous owner and that all team members have a clear understanding of

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their roles and responsibilities. For example, a hierarchical format may be used to represent
high-level roles, while a text-based format may be better suited to document the detailed
responsibilities at the operational level for individual work items/trades.
2.1.4.6. Project management plan updates
Any change to the project management plan goes through the organization’s change control
process via a change request. Components that may require a change request for the project
management plan include but are not limited to:
o Risk management plan. Decisions on the quality management approach may require
changes to the agreed-upon approach to managing risk on the project, and these will be
recorded in the risk management plan.
o Scope baseline. The scope baseline may change as a result of this process if specific quality
management activities need to be added. The WBS dictionary also records quality
requirements, which may need updating.

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2.2. Perform Quality Assurance
The quality management plan describes how quality assurance is applied and performed on the
project. In construction projects, executing quality management involves the use of metrics and
processes defined in the quality management plan to assure quality is being executed as
planned. The project quality management plan provides inputs to the Perform Quality
Assurance process.
In project management, the focus of quality assurance is on the processes used in the project.
Quality assurance is about using project processes effectively. It involves following and meeting
standards to assure stakeholders that the final product will meet their needs, expectations, and
requirements.
Quality assurance measurements generate feedback on quality assurance activity performance

and are fed back into the Plan Quality Management process for use in reevaluating and
analyzing the process and performing continuous improvement. The primary function of
quality assurance is to obtain completed construction that meets all contract requirements.
Assurance is defined as a degree of certainty.
Performing Quality Assurance involves the following:
• Executing the quality plan when the project progresses i.e. applying the planned,
systematic quality activities to ensure that the project employs all processes needed to
meet quality requirements;
• Ensuring the target objectives and relevant standards and manuals are communicated,
understood, accepted and adhered to by the appropriate project organization members;
• Ensuring that the established tools, procedures, techniques and resources are being used.
• Determining whether these processes (and their integration) are effective in ensuring the
project management system and will fulfill the quality requirements of the project and the
product of the project; and
• Evaluating the results of project quality management on a regular basis to provide
confidence that the project will satisfy the relevant quality standards
Quality Assurance (QA) as the collective term for the formal activities and managerial processes
ensures that the planned and undertaken products and services are delivered at the required
quality level. It is a process of establishing performance standards, measuring and evaluating
performance to those standards, reporting performance, and taking action when performance
deviates from standards. QA is the activity of providing evidence to establish confidence among
all concerned that quality-related activities are being performed effectively. All these planned or
systematic actions are necessary to provide adequate confidence that a product or service will
satisfy given requirements for quality. The inputs, mechanisms, controls and output elements of
the perform QA process are presented in Figure 2.5 and dealt with in the following sections.

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Constraints
 specification,
 Quality metrics and Quality Checklists
Inputs Outputs
Perform CP Quality  Quality constructed Asset/Product

 Project Management Plan Assurance  Organizational Process asset Updates
 Project documents  Change requests
 Organizational process assets
 Quality management plan updates
 Work Performance Information
 Project document updates
Mechanisms
Tools, Techniques &

Competencies
Competencies
Figure 2.5 : IMCO Model for Perform Quality Assurance
QA covers all activities from design, development, production/construction, installation, and

servicing to documentation, and also includes regulations of the quality of raw materials,
assemblies, products, and components; services related to production; and management,
production, and inspection processes.
2.2.1. Quality Assurance: Inputs
The outputs of plan quality management (i.e. quality management plan and project document
updates) as well as work performance information and quality control measurements (output
from control quality process) are inputs to QA.
2.2.1.1. Quality Management Plan
The quality management plan describes how QA is performed within the project. The quality
management plan defines the acceptable level of project and product quality and describes how
to ensure this level of quality in its deliverables and processes. The quality management plan
also describes what to do with nonconforming products and what corrective action to
implement. Adaptations for delivery strategies and major parties of the construction project are
discussed in Section 2.1.4.1.1.

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2.2.1.2. Project Document
Project documents that can be considered as inputs for this process include but are not limited
to:
 Lessons learned register: Lessons learned earlier in the project with regard to managing
quality can be applied to later phases in the project to improve the efficiency and
effectiveness of managing quality.
 Quality control measurements: are used to analyze and evaluate the quality of the
processes and deliverables of the project against the standards of the performing
organization or the requirements specified.
 Quality metrics: uses as a basis for the development of test scenarios for the project and
its deliverables and as a basis for improvement initiatives.
 Risk report: is used to identify sources of overall project risk and the most important
drivers of overall risk exposure that can impact the quality objectives of the project.
In addition, project documents that may be updated as a result of both QA and QC process that
will be used as an input for QA and QC process as a result of reviews, scope changes and
related factors as the project progresses are:
a) Approved Change Requests
All approved changes are documented and analyzed for effects on other plans (budget,
schedule, scope etc.) of the project. They are used in audits, quality reviews and process
analysis.
b) Implemented Corrective Actions
All implemented corrective actions are analyzed for their various effects on individual
plans and projects and their appropriateness/conformity in eliminating non-conformity.
c) Implemented Preventive Actions
All approved implemented preventive actions are analyzed for plan and project effects.
The appropriateness/conformity of implemented preventive actions are checked for
their ability of minimizing or avoiding potential risks or non-conformities.
2.2.1.3. Work Performance Information
Project performance information, project deliverables status, required corrective actions, and
performance reports are important inputs to ongoing QA and can be used in areas such as
audits, quality reviews, and process analysis. QC is part of QA that shows quality performance.
If there is quality problem/non-conformity found by QC, corrective action shall be taken and
assured not to happen again.
2.2.1.4. Organizational Process Assets
The organizational process assets vital for assuring quality include:
 organizational quality management system including:

o policies,
o procedures, and
o guidelines
 organization’s knowledge bases such as:
o lessons learned from previous projects quality assurance activities and
o historical data bases (such as risk data, and earned value data).

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2.2.2. Perform Quality Assurance: Mechanisms
Third party QA or commercial testing laboratories are also included as a stakeholder in QA

mechanism as described below.
In addition to stakeholders stated as a mechanism for plan quality management (refer to Section
2.1.2.1), third party QA or commercial testing laboratories are also vital for QA process. The
third party QA or commercial testing laboratories can be considered as an entity or individuals
employed by the Client/Owner to perform QA functions independently who have no any sort
of connection with the project to verify and validate the required construction activity meets the
required quality standard. These testing laboratories may include, but are not limited to:
statutory testing laboratories of ECAE, public consulting firm "Ethiopian Construction Design &
Supervision Works Corporation" former "Construction Design Sc., and Transport Construction
Design Sc.", Addis Ababa University material testing labs (i.e. AAiT and EiABC construction
materials testing labs) and other authorized labs.
2.2.2.2. Quality Assurance Tools and Techniques
The QA tools and techniques are used to create an idea, engender planning, audit, analyze the
cause, analyze the process, foster evaluation, and create a wide variety of situations for
continuous quality improvement. These tools can also be used during various stages of a
construction project.
a) Quality Audits
A quality audit is structured, independent review to ensure project activities comply with
organizational and project policies, processes, and procedures. Audits of the project product(s)
and/or its component parts are sometimes termed “quality technical audits” or “quality
compliance audits” and include an evaluation of results or output of work activities compared
to the performance and acceptance criteria defined in the quality management plan, project
scope, regulatory requirements, and construction specifications.
Quality audits can confirm the implementation of approved change requests including updates,
corrective actions, defect repairs, and preventive actions.
Internal auditing should be performed by the company’s internal auditor to ensure that
specified quality procedures are followed by the site quality personnel. Quality audits can be
performed on the project management system as a whole or on its individual component parts,
such as the procurement management system, design management system, commissioning
management system, etc. Audits are also carried out when compliance with quality
management systems standards are required; for example, the ISO 10011 series on quality
auditing establishes criteria, practices, and guidelines for conducting quality audits.
The quality audit identifies inefficient and ineffective policies, processes, and procedures in use
on the project. Quality audits may be scheduled or be random and may be carried out by
properly trained in-house auditors or by third parties, external to the client, consultant or
constructor organization. Quality audits confirm the implementation of approved change
requests, corrective actions, defect repairs, and preventive actions are correct. In this regard, the
periodic review of the project quality management activities and measurements assures
stakeholders that the measures taken are appropriate and that quality processes are followed. If

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the measurements result in variances beyond the defined tolerance, corrective actions can be
identified.
Audits ensure that the product is fit for use and that applicable laws are followed or safety
standards met. The information learned as a result of the quality audit should lead to
improvements in the quality processes, which is the result of QA.
The PMBOK, 2017, Guide lists the following as quality objectives of a quality audit:
 Identifying all good and best practices being implemented

 Identifying all nonconformity, gaps, and shortcomings;
 Sharing good practices introduced or implemented in similar projects in the organization
and/or industry;
 Proactively offering assistance in a positive manner to improve the implementation of
processes to help raise team productivity; and
 Highlighting contributions of each audit in the lessons learned repository of the
organization.
b) Process Analysis
Process analysis involves applying the procedures that are defined in the process improvement
plan to identify necessary areas of continuous improvement in technical and organizational
aspects. Process analysis includes root cause analysis to identify the cause, effect and provide
solution to a problem. Furthermore, a root cause analysis focuses on determining what
happened, why it happened, and how to reduce/avoid the possibility of having it happen again.
c) Construction Project Quality Management Reviews
Quality management reviews, which are executed by the performing organization, provide an
assessment and evaluation of the effectiveness and suitability of the project management system
as a whole or in part. Results of quality management reviews are used to effect changes and
improvements to those elements of the project management system that are not performing
satisfactorily. Audit results can be used as input to Quality management reviews.
d) Document Reviews and Control
As one part of quality assurance, different documents should be reviewed at different

times/stages and controlled. Commonly, documents are reviewed when developed, when
entered into contract and before start of execution of work. Contract review is a preventive
measure to avoid any misunderstanding between the parties (client with consultant or client
with construction contractor) to a contract. The first review normally takes place at the tender
stage. Before submitting the tender, the construction contractor should ensure that the
requirements of the client are well defined in the drawings, specifications, bills of quantities and
other documents, and should clear up any ambiguities and omissions with the
architect/engineer, in DBB delivery method. After conclusion of contract, review of
specifications, design/plans, working drawings of construction and fabrication is required prior
to the start of excavation, construction or fabrication. Required drawings and plans submittals
from the contractor that provide details on proposed methods of construction or fabrication are
reviewed by project designers to assure conformance with design requirements.

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e) Cause and Effect
Cause and effect diagrams are also known as fishbone diagrams, why-why diagrams, or
Ishikawa diagrams. This type of diagram breaks down the causes of the problem statement
identified into discrete branches, helping to identify the main or root cause of the problem.
Figure 2.6 and 2.7 are examples of a cause-and-effect diagram. It is a visual display of the cause-
and-effect relationships between multiple variables, complex problems, or desired outcomes.
The PMBOK, 2017, Guide shows the following diagram (figure 2.6) as an example.
Figure 2. 6: Cause-and-effect diagram (PMBOK 2017, Page 294)
Additional example of cause-and-effect diagram which is more specific is given in the figure
below. The diagram shows the causes of bad concrete that it can be manpower, machine,
method and material together or individually.

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Figure 2.7: Cause-and-effect diagram for bad concrete Problem Solving
Problem solving entails finding solutions for issues or challenges. It can include gathering
additional information, critical thinking, creative, quantitative and/or logical approaches.
Effective and systematic problem solving is a fundamental element in quality assurance and
quality improvement. Problems can arise as a result of the Control Quality process or from
quality audits and can be associated with a process or deliverable. Using a structured problem-
solving method will help eliminate the problem and develop a long-lasting solution. Problem-
solving methods generally include the following elements:
 Defining the problem,

 Identifying the root-cause,
 Generating possible solutions,
 Choosing the best solution,
 Implementing the solution, and
 Verifying solution effectiveness
f) Activity Network Diagrams
A network diagram is a generic term that can refer to the output of any one of several
techniques, such as program evaluation and review technique (PERT), critical path method
(CPM), arrow diagramming method (ADM), or precedence diagramming method (PDM). The
network diagram is a schematic display of the logical relationships, or interdependencies, of all
the project activities. The network diagram is mainly used for scheduling and in parallel it can
show the logical relationship among activities that can affect quality of a product.

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g) Matrix Diagrams
Matrix diagrams are used to illustrate the relationship among various factors to perform data
analysis within the organizational structure created in the matrix. The matrix diagram seeks to
show the strength of relationships between factors, causes, and objectives that exist between the
rows and columns that form the matrix.
Matrix-based charts can be in the form of a responsibility assignment matrix (RAM) that
documents the roles of the project team members. One such type of RAM is called a responsible,
accountable, consult, and inform chart that lists the work to be done on the left as activities. The
resources assigned to work on these activities are listed across the top of the chart and can be
shown as individuals or groups, depending on the level of detail that the chart shows.
Project management team shall have appropriate qualification and experience to carry out QA
processes. The required competence (technical and behavioral) to perform QA is presented
below.

particular shall have the necessary qualification and experience in similar projects for which
they are participating in QA functions. Those professionals in the project management team
participating in QA processes need to have the following technical competence: conducting QA
procedures; implementing a standard (process and people); adapting a quality standard; design
of test plans; developing and executing quality plans; validation and verification; knowledge of
quality management (QA and QC) techniques and tools; inspection methods and techniques;
performing quality audits and interpreting their results; utilizing indicators; goal-orientation;
problem solving, prevention and decision making; attention to detail; planning and organizing;
technical knowledge (construction/project management knowledge areas, design concepts and
philosophies, construction methods, process, material quality, new technology, planning
techniques, tools and software).
b) Behavioral Competence
The behavioral competence required of professionals for performing QA include: consultation,

interpersonal skills, reasoning, adaptability, influence, assertiveness, integrity/high standards,
responsiveness, commitment, creativity, enthusiasm, motivation, critical and analytical ability,
strategic thinking, communication skill, teamwork, conflict and crisis resolution initiative,
innovation, leadership, judgment, and correcting people’s and the groups behaviors with a wide
variety of interventions.
2.2.3. Constraints
Organizational environment factors are described in this Manual series (refer to Section 2.1.3.1).
Perform QA process shares the same constraints of plan quality management (refer to Section
2.1.3). In addition, outputs of plan quality management i.e. quality metrics and quality checklist
(refer to Sections 2.1.4.2 and 2.1.4.3) also serve as constraints for QA.

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a) Statutory Regulations
Statutory regulations pertaining to project requirements (safety, environment etc.) in general

and quality requirements in particular is control for perform QA process. For instance, project
design is subject to review and approval by permitting agencies based on their regulations as
part of QA process. Likewise, the construction project will be inspected from time to time when
the work is progressing by regulatory authorities to check compliance with statutory
requirements and its conformance with the permitted design, safety, and quality aspects.
b) Codes and standards
Codes and standards are controls of perform QA process which form the basis for ensuring
compliance while conducting QA activities (refer Section 2.1.3.2).
c) Project Specifications
Project specification outlines the methods of inspection and testing as well as sets the minimum
quality requirements and/or performance criteria for acceptance that forms the bases for QC
and QA processes (refer Section 2.1.3.2). It Should be noted that the project specification can be
input of QA instead of constraint for a contractor if the delivery system is DB.
d) Quality Metrics
A quality metric controls QA processes. Quality metrics (refer Section 2.1.4.2) such as cost
control, defect frequency, failure rate, availability, reliability, and test coverage are those quality
attributes to be measured in an effort to ensure quality; hence, control perform QA process.
e) Quality Checklist
QA process is also controlled by quality checklist (refer to section 2.1.4.3) to be used in

conducting QA activities. Quality checklists can also be used as quality assurance data-gathering
techniques. A checklist is a structured tool, usually component-specific, used to verify that a set
of required steps has been performed or to check if a list of requirements has been satisfied.
Based on the project’s requirements and practices, checklists may be simple or complex.
2.2.4. Perform Quality Assurance: Outputs
The outputs of perform QA include: project documents update, delivered quality constructed
Asset/facility (discusses as a global model output), change requests, project management plan
updates and organizational process update. These outputs are dealt with hereunder.
2.2.4.1. Quality Constructed Asset/Product
The ultimate result of carrying out a construction project quality management functions and
processes is to achieve a high-quality construction product such as buildings, highways,
waterworks including water treatment plants, irrigation schemes, hydroelectric power dams etc.
as well as other types of construction projects that meets customer satisfaction conforming to
specified quality requirements. This entails executing a quality project as prescribed in the
specification, within budget and schedule that meet their intended use during their design
period (service life). The benefits of project quality management in general and performing QA
activities are many such as: improved construction project quality, less life cycle costs (i.e. fewer

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maintenance cost) which in turn attributed to increased comparative advantage of stakeholders

etc.
2.2.4.2. Change Requests
If changes occur during the Quality Assurance process that impact any of the components of the
project management plan, project documents or project or product management processes, the
project manager should submit a change request and follow the Perform Integrated Change
Control process. Changes that improve the quality of the project, both technical and
organizational are the key output of perform QA process. Change requests help to incorporate
changes in project scope and other related revisions as the project progresses.
Change requests can be initiated from inside or outside the project and they can be optional or
legally/contractually mandated. Change requests may include:
 Corrective action: An intentional activity that realigns the performance of the project
work with the project management plan.
 Preventive action: An intentional activity that ensures the future performance of the
project work is aligned with the project management plan.
 Defect repair: An intentional activity to modify a nonconforming product or product
component.
 Updates: Changes to formally controlled project documents, plans, etc., to reflect
modified or additional ideas or content or works.
2.2.4.3. Project Management Plan Updates
management plan include but are not limited to:
 Quality management plan: The agreed-upon approach to managing quality may need to
be modified due to the actual results.
 Scope baseline: The scope baseline may change as a result of specific quality
management activities.
 Schedule baseline: The schedule baseline may change as a result of specific quality
management activities.
 Cost baseline: The cost baseline may change as a result of specific quality management
activities.
Components of the project management plan which will be affected as a result of QA process
include: quality (performance requirement changes), time (time extension), cost (additional
works, change orders), scope management plans. Any update to the Quality Management Plan
requires an update to the project management plan. Existing processes may be updated, process
improvements may be implemented and Requested changes (additions, modifications,
deletions) to the project management plan and its subsidiary plans are processed by review and
disposition through the integrated change control.
2.2.4.4. Organizational Process Assets Updates
All standards, rule and regulations are updates as a result of any analysis of the QA activities.
Elements of the organizational process assets that may be updated include, but are not limited

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to, the organization’s quality standards, manuals and the quality management system. These
quality standards are used during the control quality Process.
2.2.4.5. Project Document Updates
Project document updates is an outcome of QA and QC process that will be feedback as an input
for QA and QC process as well (refer Section 2.1.4.4).

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2.3. Control Quality

Quality Control (QC) is a planned and systematic actions established by the owner or its agent
to establish a level of confidence that project design documents comply with applicable codes,
standards, requirements, specifications and regulations and that the resulting construction
complies with the contract documents. Control Quality is the process of monitoring and
recording results of executing the quality management activities in order to assess performance
and ensure the project outputs are complete, correct, and meet customer expectations., and
recommend necessary changes. This process is performed throughout the project. QC consists of
inspection, testing and measurement. It verifies that the deliverables conform to specification,
are fit for purpose and meet stakeholder expectations.
QC activities determine whether acceptance criteria have, or have not, been met. For this to be
effective, specifications must be under strict configuration control. It is possible that, once
agreed, the specification may need to be modified. Commonly this is to accommodate change
requests or issues, while maintaining acceptable time and cost constraints. Any consequent
changes to acceptance criteria should be approved and communicated.
QC includes observations, calculations, inspections, tests, and documentation that either confirm
quality processes and systems are effective in ensuring the achievement of quality or are
ineffective and therefore need to be changed to achieve the required level of quality (ASCE
2012). The inputs, mechanisms, controls and output elements of the control quality process are
presented in Figure 2.8 and described in the following sections.
Constraints
 specification,
 Quality metrics and Quality Checklists
Inputs Outputs
 Project Management Plan Control CP Quality  Quality control measurements

 Project documents Control  Verified deliverables
 Organizational process assets  Work performance information
 Approved Change Requests  Change requests
 Work Performance data  Quality management plan updates
 Deliverables  Project document updates
Mechanisms
Tools, Techniques &

Competencies
Competencies
Figure 2. 8 : IMCO Model for Control Quality

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QC is achieved through inspection of works during the construction process, ensuring the use of
approved materials and workmanship. An overall QC program would normally include design
checks, the QC of the design management and construction management functions, materials
testing and test certificates, inspection, deficiency lists and audits. Control Quality process is
performed to measure the completeness, compliance, and fitness for use of a product or service
prior to user acceptance and final delivery. This is done by measuring all steps, attributes, and
variables used to verify conformance or compliance to the specifications stated during the
planning stage.
Generally, quality control involves a sequence of steps as follows:

o Choose the control subject, that is, choose what one intend to regulate.
o Refer to established measurements during quality planning or Establish measurement.
o Refer or establish standard of performance, product goal, and process goals.
o Measure actual performance.
o Compare actual measured performance against standards.
o Take action on the difference.
Quality control process should be applied during the project life and includes the following:
 monitoring the quality of the deliverables and processes is being met and detecting
defects by using the established tools, procedures and techniques;
 analyzing possible causes of defects;
 determining the preventive actions and change requests; communicating the corrective
actions and change requests to the appropriate project organization members.
2.3.1. Control Quality: Inputs

2.3.1.1. Project Quality Management Plan
The quality management plan defines how quality control will be performed within the project.
The control quality process shares some common inputs of quality management plan and
perform QA functions. Quality management plans and project document updates are additional
inputs to conduct QC functions. The complete list of control quality process inputs include:
2.3.1.2. Approved Change Requests

As part of the Perform Integrated Change Control process, a change log update indicates that
some changes are approved and some are not. Approved change requests may include
modifications such as defect repairs, revised work methods, and revised schedules. Change
requests also includes updates which are changes to formally controlled project documents,
plans, etc., to reflect modified or additional ideas or content or works.
2.3.1.3. Project documents:

(Refer Section 2.1.4.4 of this manual);
2.3.1.4. Deliverables
Deliverable is any unique and verifiable product, result, or capability to perform a service/work
that is required to be produced to complete a process, phase, or project. Deliverables that are
outputs from the Direct and Manage Project Work (quality assurance) process are inspected and
compared to the acceptance criteria defined in the project scope statement.

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2.3.1.5. Work performance data

contains data on product status such as observations, quality metrics, and measurements for
technical performance, as well as project quality information on schedule performance and cost
performance.
2.3.1.6. Organizational process assets

The organizational process assets that can influence the Control Quality process include but are
not limited to:
o Quality standards and policies
o Quality templates, for example, check sheets, checklists, etc. and
o Issue and defect reporting procedures and communication policies.
2.3.1.7. Enterprise Environmental Factors

The enterprise environmental factors that can influence the Control Quality process include but
are not limited to:
 Project management information system; quality management software can be used to
track errors and variations in processes or deliverables
 Governmental agency regulations; and
 Rules, standards, and guidelines specific to the construction industry.
2.3.2. Control Quality: Mechanisms
The control quality process shares those mechanism elements of perform QA. The other addition
is statutory body.
In addition to stakeholders stated as a mechanism for plan quality management (refer Section
2.1.2.1), statuary bodies or public regulatory offices are also included in the QC functions. For
instance, Addis Ababa city or Sub-city building control and regulatory units carry out quality
control visits to ensure the building is being constructed as per the approved design and
specified quality. Furthermore, some Environmental protection agencies might also partake in
QC efforts to ensuring the project will not affect the environment attributed to the construction
process waste or emissions. For instance, environmental agencies might require re-engineering
of quarry or borrow sites, planting grass as part of slope stability works in cuts or embankments
etc. In general, ESA, ECAE, various Ministry offices of FDRE related to Construction can be
considered as stakeholders.
2.3.2.2. Quality Control Tools and Techniques
a) Inspection
An inspection is a specific examination, testing, and formal evaluation exercise and overall
appraisal of a process, product, or service to ascertain if it conforms to established requirements.
It involves measurements, tests, and gauges applied to certain characteristics in regard to an
object or an activity. The results are usually compared to specified requirements and standards
for determining whether the item or activity is in line with the target. For example, the results of
a single activity can be inspected, or the final product of the project can be inspected. Inspections
may be called reviews, peer reviews, audits, or walkthroughs. The degree to which inspection
can be successful is limited by the established requirements. Inspection accuracy depends on:

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 Level of human error happened mainly due to technique errors, unintentional errors,
Conscious errors and Communication error
 Accuracy of the instruments
 Completeness of the inspection planning
b) Tests
Testing is an organized and constructed investigation conducted to provide objective

information about the quality of the product or service under test in accordance with the project
requirements. Testing is limited to those laboratory or field tests actually called for in the
specifications, or allowed by them. Such tests may be performed by the client, consultant,
contractor, and commercial testing laboratories. Construction Project Specifications determine
which items are to be tested, which tests and procedures apply, and the required levels of
performance. The specification also determines who should perform the test. The intent of
testing is to find errors, defects, bugs, or other nonconformance problems in the product or
service. The type, amount, and extent of tests needed to evaluate each requirement are part of
the project quality plan and depend on the nature of the project, time, budget, and other
constraints. In construction projects, testing may include cement strength, concrete workability
test, nondestructive tests at construction sites for testing the quality of hardened concrete
structures, and soil tests.
c) Submittals
Verifying conformance of construction materials with the contract requirements begins with the
contractor sending product submittals to the designers/client in DBB delivery method type of
projects. The submittals identify the specific products that will be used, detail how they will be
installed, and indicate if there is any variance from the specified material. The architects and
engineers check the submittals for conformance with the contract documents and note
discrepancies so the contractor can bring the product into compliance with the contract prior to
purchasing the materials. This process helps to avoid rework that would be caused if the
contractor ordered non-specified materials and the designer did not see until they were installed
on the job site.
d) Cause and Effect Diagram
Cause and effect diagram, also called characteristics factor diagram or fish-bone diagram, is a
tool used to show how various factors are linked to identified problems or adverse effects. This
diagram shows the relationship between the cause and their effect. The feature of this diagram is
that a major cause is assumed to be a branch, and each of minor causes, as assumed to be twigs,
is attached to it. Cause-and-effect diagrams are used to identify the possible effects of quality
defects and errors.
e) Control charts
Control charts are used to show if a process is stable or has performance that can be predicted.
Effectively used control charts illustrate how a process behaves over time that serves as a
criterion of making judgment. The upper control limit (UCL) and lower control limit (LCL) are
established (three or two standard deviations above and below the mean) of the measured data
points fall within the range. By monitoring and graphing a process’s output (i.e. test results,
measurements, performance etc.) over time, the chart will show if a process is within acceptable
control limits. Control chart limits are established on the basis of standard deviations from the

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mean (target) performance. Control charts can be used to monitor plan variances or other
outputs to determine if the project management process is in control. Any process found to be
outside the defined limits, then it is deemed to be abnormal, serving as an index for taking
actions of clarifying causes and implementing countermeasures. The project manager and
appropriate stakeholders may use the statistically calculated control limits to identify the points
at which corrective action will be taken to prevent performance that remains outside the control
limits. Control charts can be used to monitor various types of output variables. Although used
most frequently to track repetitive activities required for producing manufactured lots, control
charts may also be used to monitor cost and schedule variances, volume, frequency of scope
changes, or other management results to help determine if the project management processes
are in control.
f) Pareto Diagrams
A Pareto chart or diagram is a specific type of histogram that is based on Pareto’s principle,
which states that a large number of defects or problems are caused by a small number of causes.
Pareto’s principle, frequently referred to as the 80/20 rule or 80/20 principle, which means a
low number of causes or issues (approximately 20%) produce the majority of the problems.
A Pareto diagram is an ordered bar graph showing the number of defects, failures, breakdowns
and their causes ranked by frequency. The bars on the diagram graphically show the number
and percentage of causes individually and the distribution shape and width shows the
cumulative value that help identify the cause of problems in a process. The rank ordering guides
corrective action, which is performed first on occurrences causing the most number of defects.
Pareto charts help focus attention on the most critical issues to get the most benefit.
g) Flowcharts
Flowcharts show the logical steps in a process and how various elements within a system are
related. They can be used to determine and analyze potential problems in quality planning QC.
This type of flowchart outlines the logical steps to complete a process. By documenting these
logical steps, the project management team can identify where quality problems might occur
and then develop approaches to proactively manage them.
h) Check Sheets
Check sheets are also known as tally sheets and are used to organize facts in a manner that will
facilitate the effective collection of useful data about a potential quality problem. A check sheet
is a structured list, prepared from the collected data, to indicate how often each item occurs.
They are especially useful for gathering attributes data while performing inspections to identify
defects; for example, data about the frequencies or consequences of defects collected.

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Table 2.1: Hypothetical Example of Check sheet for defect identification
Defects/Date Date 1 Date 2 Date 3 Date 4 Total
Small scratch 1 2 1 0 4
Large scratch 0 1 1 0 2
Bent 0 0 2 1 3
Missing component 0 0 1 0 1
Wrong colour 0 1 0 0 1
Labelling error 1 0 1 1 3
Table 2.2: Example of Check sheet for approval record
Approved Record for a Particular Month
Approved Not Approved Total % Not approved
Shop drawing 15 20
Material 10 30
Checklists 25 12
i) Statistical Sampling
Statistical sampling is an approach to select a few representative items for inspection and then
extrapolating the results to the whole. The sample is taken to measure controls and verify
quality. The type of sampling and the frequency or size of the sample should be established in
the quality management plan. For example, selecting 10 HCB representative samples at random
from 1,000.00 pcs of HCB. Appropriate application of statistical sampling often reduces
receiving defective parts or output variation.
j) Design of Experiments
Design of experiments is the process of going through what-if scenarios with a limited number
of samples to determine the optimal solution to improve quality. It is a statistical method that
identifies the variables that will have the greatest effect on the quality of the project. This
method is used on the product of the project, but it also can be applied to the project
management process.
The Project management team shall have appropriate qualification and experience to carry out
QC processes. The required competence (technical and behavioral) to perform QC is presented
below.

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particular shall have the necessary qualification and experience in similar projects for which
they are participating in QC functions. Those professionals in the project management team
participating in QC processes need to have the following technical competence: policies
implementation; implementing a standard (process and people); adapting a quality standard;
design of test plans; developing and executing quality control plans; knowledge of quality
management (QA and QC) techniques and tools; organizational quality analysis tools;
inspection methods and techniques; testing techniques, including, for example, automated
testing and continuous integration; utilizing indicators; software application for handling and
managing tests and defects; goal-orientation; Analyzing the impact of quality control on projects
and people; problem solving, prevention & decision making; attention to detail; planning and
organizing; technical knowledge (construction/project management knowledge areas, design
concepts and philosophies, construction methods, process, material quality, new technology,
planning techniques, tools and software).
b) Behavioral Competence
The behavioral competence required of professionals for performing QC include: consultation,

interpersonal skills, reasoning, achievement drive/oriented, adaptability, influence,
assertiveness, integrity/high standards, responsiveness, commitment, creativity, enthusiasm,
motivation, critical and analytical ability, strategic thinking, communication skill, initiative,
innovation, leadership and judgment, ethics, negotiation, teamwork, correcting people’s and the
groups behaviors with a wide variety of interventions.
2.3.3. Constraint
Organizational environment factors are described above in Section 2.1.1.5 of this Manual. The
elements that control the perform QA also controls QC process (refer to Section 2.2.3).
a) Statutory Regulations
Public regulatory bodies involve in QC activities of projects to ensure statutory regulations are
met. Public Regulatory Agencies conduct project site visit to ensure conformance with statutory
regulations in relation to project quality requirements.
b) Codes and standards
Codes and standards control QC process which forms the basis for ensuring compliance while
carrying out control quality activities.
c) Project Specifications
Project specification outlines the methods of inspection and testing as well as sets the minimum
required quality requirements and/or performance criteria that forms the bases for QC
processes.

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2.3.3.2. Quality Metrics
A quality metric that controls QC processes are addressed in previous sections (refer Sections
2.1.4.2 and 2.2.3.2 (d)).
2.3.3.3. Quality Checklist
Control quality process is also controlled by quality checklist to be used in conducting QC

activities (refer to Section 2.1.4.3).
2.3.4. Control Quality: Outputs
There are many outputs from control quality process. Project documents updates, change
requests, project management plan update, and organizational process assets updates. Besides,
validated changes, validated deliverables, work performance information, corrective action and
quality control measures are other additional outcomes of control quality.
2.3.4.1. Change requests
If changes occur during the Control Quality process that may impact any of the components of
the project management plan or project documents, the project manager should submit a change
request. Change requests are processed for review and disposition through the Perform
Integrated Change Control process. A change request is a formal proposal to modify any
document, deliverable, or baseline. When issues are found while project work is being
performed, change requests can be submitted, which may modify project policies or procedures,
project or product scope, project cost or budget, project schedule, or quality of the project or
product results.
In addition, change requests cover the Corrective action, Preventive action, Defect repair and
Updates that reflect modified or additional ideas or content.
2.3.4.2. Verified Deliverables
A goal of the control quality process is to determine the correctness of deliverables. The results
of performing the control quality process are verified deliverables that become an input to the
Validate Scope process for formalized acceptance. If there were any change requests or
improvements related to the deliverables, they may be changed, inspected, and reverified.
2.3.4.3. Work Performance Information
Work performance information is the performance data collected from various controlling
processes, analyzed in context and integrated based on relationships across areas. Includes
information on project requirements fulfillment, causes for rejections, rework required,
recommendations for corrective actions, lists of verified deliverables, status of the quality
metrics, and the need for process adjustments.
2.3.4.4. Quality Control Measurements
Quality control measurements (See Section 2.2.1.3) are the documented results of control quality
activities. They should be captured in the format that was specified in the quality management
plan. QC consists of inspection, testing and measurement. It verifies that the deliverables
conform to specification, are fit for purpose and meet stakeholder expectations that were
specified through the plan quality management process.

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2.3.4.5. Project documents updates
Project documents that may be updated as a result of carrying out quality control process
 Issue log: Many times a deliverable that does not meet the quality requirements is
documented as an issue.
 Lessons learned register: The lessons learned register is updated with information on
the source of quality defects and how they could have been avoided as well as
approaches that worked well.
 Risk register: New risks identified during this process are recorded in the risk register
and managed using the risk management processes.
 Test and evaluation documents: Test and evaluation documents may be modified as a
result of this process in order to make future tests more effective.
2.3.4.6. Quality management plan update
management plan include but are not limited to are:
 Quality standards being used by the project;
 Quality objectives of the project;
 Quality roles and responsibilities;
 Project deliverables and processes subject to quality review;
 Quality control and quality management activities planned for the project;
 Quality tools that will be used for the project; and
 Major procedures relevant for the project, such as dealing with non-conformance,
corrective actions procedures, and continuous improvement procedures.

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2.4. Perform Continuous Quality Improvement

Quality improvement is an organized creation of beneficial change to attain extraordinary levels
of performance. Quality improvement is important to organizations that enable to reduce
deficiencies that create chronic waste affecting quality that may consist actions such as, but not
limited to (Juran 1999):
 Increase of the yield of factory processes;

 Reduction of the error rates in offices; and
 Reduction of field (construction project site) failures etc.
Developing a continuing effort to improve the cost, performance, safety, and reliability
standards needs Redesign, training, new processes, new management, systems. Quality
improvement process is concerned with breaking through to a new level of performance. As a
result, the particular process or system is obviously at a higher level of quality in delivering
either a product or a service. The inputs, mechanisms, controls and output elements of the
perform continuous quality improvement process are presented in Figure 2.9 and dealt with in
the following sections.
Constraints
 Organizational Environmental Factors

 Project specification,
 Experience on recoding lessons learned
Inputs Outputs
 Project Quality Plan Perform Continuous CP  Accumulated Knowledge &
 Work Performance information
Quality Improvement  Lessons learned
 Quality control measurements
 Organizational process assets  Improved process
Mechanisms
Tools, Techniques &

Competencies
Competencies
Figure 2. 9: IMCO Model for Perform Continuous Quality Improvement Process
Typically, quality improvement requires teams involving employees across functional

boundaries. When employees are involved in quality, their organizations are more likely to
make well-informed quality decisions and feel responsible for those decisions. Therefore,
Organizations shall empower employees by allowing them to make decisions that improve
work process within defined boundaries.

ECPMI ECPMMS:2019
There are three principal dimensions for measuring process quality: effectiveness, efficiency,
and adaptability. The process is effective if the output meets customer needs. Continuous and
effective quality improvement is critical to the organization’s growth, sustainability, and
competitiveness. It is efficient when it is effective at the least cost. The process is adaptable when
it remains effective and efficient in the face of the many changes that occur over time.
There are many ways to identify and drive improvement. As one means, all measurement
results can be analyzed to determine where improvement is required or desired. Policy and
objectives can then be set and deployed through prevention and improvement programs.
Continuous quality improvement is incremental (small changes) but the improvement can be
breakthrough such as introducing new technology.
2.4.1. Perform Continuous Quality Improvement: Inputs
The inputs for performing continuous quality improvement include quality management plan
and all of those inputs of perform QA processes which are discussed in earlier sections of this
manual (refer to Sections 2.1.1 and 2.2.1). Furthermore, performing QA results including project
management plan updates (see Section 2.2.4.3) and organizational process assets update (refer to
Section 2.2.4.4); and verified deliverable/quality constructed product (see Section 2.2.4.1) from
control quality process output which are inputs for continuous improvement efforts are
discussed in earlier sections of this manual too.
2.4.2. Perform Continuous Quality Improvement: Mechanisms

In addition to stakeholders (see Section 2.1.2.1) as a mechanism for plan quality management,
higher education and/or training institutions are also included in perform continuous quality
improvement functions. As part of knowledge management, continuous professional
development and tailor made short trainings (evaluative, introducing new technology
developments and methods etc.) that help the quality improvement process can be conducted in
higher institutions and/or certified private training institutions.
2.4.2.2. Perform Continuous Quality Improvement Tools and Techniques
a) Work Process Improvement
Work process improvement involve analyzing the existing work processes in a way to identify
and eliminate non-value adding activities thereby improving quality of work processes and
ultimately the project outcomes.
b) Training
Training is an important technique for continuous quality improvement process. It can be a

continuous professional development, short term specific training, on the job training, and
formal education. It can be conducted through in-house, at training institutions in the area,
and/or higher education institutes.

ECPMI ECPMMS:2019
c) Mentoring
Senior professionals mentor junior employees in an endeavor to improve work processes in a

way to increase the quality of completed project work items or packages.
d) Workshops
Workshops help to disseminate knowledge bases and lessons learned. For instance, success
stories of mega projects, new products developed, technological breakthrough, improved
methodologies may be presented that ultimately helps in continuous project quality
improvements.
e) Continuous Quality Improvement Tools
There are many Information Technology (IT) tools to collect, sort, analyze, and share lessons
learned that allow to input a potential lesson for review (accept/reject) and update previous
lessons. A web-based database can be created to be accessed by all employs to share knowledge
and understanding gained through experience. Upon collecting lessons in the system, they are
each indexed to enable ease of browsing/searching through the lesson database.
The Project management professionals involved in continuous quality improvement process

shall have a higher qualification and experience that enable them to mentor and lead the
improvement processes. The required competence (technical and behavioral) to perform
Continuous Quality improvement is presented below.
Professionals in the project management team participating in continuous quality improvement

processes need to have the following technical competence: policies implementation;
implementing a standard; adapting a quality standard; design of test plans; developing and
executing quality plans; knowledge of quality management (QA and QC) techniques and tools;
project quality analysis tools; inspection methods and techniques; utilizing indicators; analyzing
the impact of quality management on projects and people; problem solving, prevention &
decision making; attention to detail; planning and organizing; technical knowledge
(construction/project management knowledge areas, design concepts and philosophies,
construction methods, process, material quality, new technology, planning techniques and
software).
b) Behavioural Competence
The behavioural competence required of professionals for performing continuous quality

improvement include: interpersonal skills, reasoning, achievement drive/oriented, adaptability,
influence, assertiveness, integrity, responsiveness, building trust, commitment, creativity,
enthusiasm, motivation, critical and analytical ability, strategic thinking, communication skill,
initiative, innovation, leadership and judgment, ethics, teamwork, correcting people’s and the
groups behaviors with a wide variety of interventions.

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2.4.3. Perform Continuous Quality Improvement: Constraints

The elements that control continuous quality improvement include organizational policies and
project specification which also control the previous quality management processes.
In addition to organizational environment factors described in Section 2.1.3.1., factors such as:
culture and values, size of firm, corporate goals, organizational structures, lack of professionals,
unwillingness to incorporate new methods and change resistance are some of constraints that
limit continuous quality improvement.
2.4.4. Perform Continuous Quality Improvement: Outputs
The outputs of continuous quality improvement are improved process and project management
lessons learned.
2.4.4.1. Project Quality Management Lessons Learned
a) Knowledge Management
Knowledge plays a crucial role in organizations and is the generator of innovation and
competitive advantage; hence, knowledge management is required for organizational success.
Knowledge management is used to find ways to gather knowledge from individuals and
communicate it to others within the organization (CII 2007). Knowledge management is also a
method for ensuring years of accumulated wisdom does not leave an organization once an
employee moves or retires.
Knowledge management is performed through various approaches such as work process,

training, mentoring programs etc. The implementation of lessons learned program is a crucial
component of knowledge management systems in construction projects.
b) Lessons Learned
Lessons learned facilitate the collection and implementation of knowledge gained on past
projects to enhance learning for future applications. It is a knowledge gained from experience,
success or otherwise, for improving future performance. Lessons learned encompass (Harrison
2003, CII 2007):
 A lessons learned that is incorporated into a work process;

 A tip to enhance future performance;
 A solution to a problem or a preventive action;
 A lesson that is incorporated into policy or guidelines; and
 An adverse situation to avoid.
A lessons learned program consists of the people, processes and tools that support the
collection, analysis, and implementation of validated lessons learned in organizations. The
ultimate goal of such a program is add value to the organization by promoting the
communication of information. The use of lessons learned program helps to implement
knowledge management within the organization by collecting and disseminating information
and experiences.

ECPMI ECPMMS:2019
2.4.4.2. Improved process
By analyzing the work process of construction project, the process can be improved to make it
more efficient. New quality procedure can be prepared and existing procedures can be revised.
Similarly, new technologies can be introduced to improve the process.
2.5. Construction Project Quality Management Manual Templates

Template for project quality management manuals is presented in Appendices 1 for DBB quality
management manuals for Client. The template is meant for a guidance in an effort to prepare a
project specific quality management manual. The client using the template is advised to use it as
a base and incorporate detailed project attributes as appropriate.

ECPMI ECPMMS:2019
3. SECTION 3. MANUAL ADJUSTMENT, AMENDMENT AND REVISION

3.1. Manual Adjustment
This CPQM Manual shall be adjusted to confirm to specific requirements of projects in line with
their contractual obligations.
3.2. Manual Amendment
The CPQM Manual may be amended for errata and similar circumstances as and when
recognized.
The correction/improvement of this CPQM Manual shall be initiated by Manuals Preparation

and Revision Standing Committee based on the feedbacks collected during the manual's three
years operation period and decision made by the ECPMI.
3.3. Manual Revision
This CPQM Manual shall be revised every three years unless otherwise required due to special
circumstances.
The revision of this CPQM Manual shall be initiated by Manuals Preparation and Revision
Standing Committee based on the feedbacks collected during the manual's three years operation
period and decision made by the ECPMI.

ECPMI ECPMMS:2019
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Appendix 1: DBB – Project Quality Management Manual for Clients
Construction Project Quality Management Manual Adaptation to DBB Parties
Guiding concepts are described in the previous sections of the main body. Next, adaptations to
the main three parties in DBB delivery method is presented.
Design-bid-build (DBB): A project delivery method where a project is designed by the client or
a design consultant on a competitive or negotiated-price basis and is constructed by a selected
construction contractor, most of the time, on a lowest responsible-bid price basis after all bid
documents are prepared by the client/consultant. The components of resulting quality
management plan differ depending on the type of stakeholder i.e. client, consultant, and
contractor.
Performance measures of the three main parties in DBB Delivery Method
a. Owner
 To review and ensure that designer has prepared the contract documents that satisfy
his/her needs
 To check the progress of work to ensure compliance with the contract documents
b. Consultant
 As a consultant designer, to include the owner’s requirements explicitly and clearly define
them in the contract documents
 As a supervision consultant, supervise contractor’s work per contract documents and the
specified standards
c. Contractor
 To construct the facility as specified and use the materials, products and equipment that
satisfy the specified requirements
Figure 3.1
Figure 3.1: Major process flow chart in DBB delivery method

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DBB – PROJECT QUALITY MANAGEMENT MANUAL FOR CLIENTS
1.0 INTRODUCTION
In this section, the Client’s organization type, character, purpose, mission etc can be described in
short. In particular, the overall project quality objectives and Client’s commitment towards
achieving these objectives can be described. Sample introduction paragraph is provided below.
The [Client’s Name] is committed to the implementation of a Construction Project Quality

Management (CPQM) that meets the requirements of Ethiopian Construction Project Management
Manuals (ECPMM). The manual ensures compliance with all requisite contract documents, codes and
standards during the design, construction, installation and test phases of the project. It ensures that
completion of the consultant’s and contractor’s work are verified and documented in accordance with
the Project Quality Management Manual and that the contracts lead to safe, on-time and cost effective
construction projects.
2.0 BRIEF PROJECT DESCRIPTION
The project description shall include, the project Owner/Client, type, funding (credit/grant
from international creditors), location, main features of project etc. A sample project description
for road upgrading project from Ethiopian Roads Authority (ERA, 2011) is provided below.
The Federal Democratic Republic of Ethiopia through the Ethiopian Roads Authority plans to improve
and upgrade the existing road infrastructure to promote and accelerate the social, economic,
administrative and environmental development of the country. The Project is intended to upgrade the
existing roads from Nazareth – Assela – Dodola (195.5km). The ERA has proposed to upgrade and/or
rehabilitate these roads and drainage structures to a two lane asphalt surfaced road with a 7m carriage
width and 1.5m shoulder over the existing entire length of the project road. The road is located in the
southern part of Ethiopia and the entire stretch of the project roads lies in the Oromiya Regional State
of Ethiopia. The Start Point is at the junction of Addis – Harar road and Nazareth –Dodola in the
township of Nazareth, 98 km southeast of Addis Ababa, astride the Addis – Harar road.
3.0 PROJECT QUALITY POLICY
Describes the Client’s Quality Policy in general and project quality policy in particular as shown
below.
The [Client’s Name] serves the public by delivering --------- ( write the project service to public). (
N,B: Commonly, the project quality policy is established during the project initiation/briefing phase.)
The client put the intention and direction on quality issue including product and project quality
expectation, involvement of people in the project etc. In addition, the policy may include intensions of
the client on timely delivery, budget and safety. The [Client’s Name] management team is charged
with ensuring that the Quality Policy is understood, implemented and maintained throughout all
appropriate levels [of Design & Construction and other Departments] that participate in project
activities. Consultants and Contractors are required by contract to develop and implement a PQMP
tailored to their scope of work. The PQPs shall provide for implementation of administrative and
control measures during engineering and design, construction, testing, and start-up as appropriate.
The administrative and control measures shall be prepared and implemented in such a manner as to
contribute to and document the attainment of a safe, reliable, and economical project.

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4.0 CONSTRUCTION PROJECT QUALITY MANAGEMENT SYSTEM PLANNING
The section shall present the quality management system of the Client and briefly describe the
procedures and instructions that affect project quality. In addition, what the client intends for
the consultant and contractors to follow to fulfill the quality requirements of the project should
be included. Example is provided as follows.
The [Client’s Name] has established a documented quality management system for the project. This
system is documented in this CPQM Manual in particular and Project Management Plan in general.
In addition, consultants and contractors and their subcontractors and suppliers, are required to
establish documented quality management systems meeting the requirements of current QA/QC
Guidelines of ECPMM. The consultant's and contractor's Project management plans shall be
submitted to [client's name] for review and approval prior to beginning work on that project.
Procedures utilized on projects by consultant and contractor should contain a statement of the
purpose and scope and will reference codes, standards, or specifications as applicable. When
developing quality procedures during the course of projects, consideration will be given to identifying
and acquiring any inspection equipment, skills, or special quality processes needed to ensure quality
performance. Inspection and testing techniques will be kept up-to-date. Where new techniques are
being used for construction or manufacturing, adequate time will be allowed to develop appropriate
quality procedures for the new techniques. Procedures and instructions will contain formats for the
quality records needed to ensure that the procedures and instructions are followed and documentation
requirements are understood. The detail guide of construction project quality management system is
presented in the following sections (section 6 - 21).
5.0 AMENDMENTS RECORD
This section presents revision and amendment history of the PQMM updates as a result of QA,
QC and quality improvement efforts. Sample shown below.
In accordance with Policy, CPQM Manual together with the associated Procedures is subjected to
periodic review to re-affirm adequacy and conformity to the current requirements placed on [Client’s
Name]. Therefore, this Manual and its Quality Procedures is regularly reviewed and updated as
necessary to ensure that the required level of effectiveness is maintained.
In case of any amendment arising out of certain situations and changes at the time of execution, the
CPQM Manual may be modified on receipt of the revision history or amendment record accompanied
by new or revised entries as described below:
a) Inserting each new or revised entry in its proper sequence in the manual;
b) Taking out any superseded entries; and
c) Inserting this history of revisions record immediately behind the Table of Contents.

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Table 1: Record of Revision History
Amendment Affected Section Revised
Issue Revision Issue

No. Date Section Section Revision No.
No. No. No.
6.0 DUTIES, RESPONSIBILITIES AND AUTHORITIES OF PROJECT MANAGEMENT

TEAM
The major duties, responsibilities and authorities of the Client’s project management team in
general and project quality management team in particular shall be stated in accordance with
Volume IX of ECPMM Series (i.e. Project Human Resource Management Manual).
Provide project organization chart as well as organogram of project quality management as

appropriate in this section which is the basis of listing the responsibilities of the project/quality
management team. The tasks and assignments for each Client’s project management team
members for ensuring or controlling quality on projects shall be outlined in Project Human
Resource Management Manual (Volume IX of ECPMM series).
Note: the organizational structure varies for different firms, project parties and projects.
Example of duties, responsibilities and authorities is provided as follows.
The [client's name] Chief Executive Officer (CEO) provides strategic guidance and executive level
commitment to the [client's name] Project Management Team. The project Manager has overall
responsibility for implementing the [client's name] program to achieve quality, budget, safety,
and schedule objectives. The [client's name] project Manager/Quality Manager is the individual
responsible for implementation of the project QMS. Within the [client's name], the project
Manager/Quality Manager reports to the CEO. In addition to the responsibility for
administration of the overall quality management program, the project Manager/Quality
Manager is delegated the authority to provide complete organizational freedom to investigate
quality-related activities in all areas of the project. The Quality Manager also has the authority to
identify, evaluate, and ensure resolution of quality-related issues. The responsibilities of the
Quality Manager include, but are not limited to:
- Reviewing and approving consultant's project design and contract
administration/supervision Quality Management Plans
- Reviewing and approving contractors’ project Quality Management Plans
- Providing coordination of the quality auditing program
- Identifying quality issues and trends to management
- Monitoring contractor quality assurance and quality control programs
- Conducting quality audits as needed
- Developing quality programs and procedures
- Interfacing with contractor QA/QC staff to resolve quality issues

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Consultants and Contractors will have primary responsibility for project quality management within
their respective scope of work. The Contractor, who has primary responsibility for day-to-day project
implementation of planning, construction, testing, etc., has the greatest impact on overall quality
within its scope of work. Assigning the responsibility for quality management to the individual
contractors emphasizes that the contractor is not only responsible for meeting the contract
requirements, but also for taking measures to provide confidence to the [client's name] that the
requirements have been met.
7.0 DESIGN QUALITY ASSURANCE/CONTROL
This section shall describe the overall design activity QC and QA process in line with Volume IV
of ECPMM (i.e. Project Design Management). It may contain the following sections of design QC
and QA tasks.
7.1 Design Control
This section defines the requirements for control of design and development planning to be
included in project quality plans.
The [client's name] will give on contract bases the design or design and other project document
preparation services for consultant. (If the client has in house design team, no need of outsourcing the
design service.) Specific project requirements of [client's name] will be stated in the contract scope
of work. Design control is implemented to verify design documents meet the project
requirements. Design and other project documents include but are not limited to calculations,
design drawings, technical reports, specifications and bid documents.
7.2 Design Quality Plan (DQP) and Control
Consultants performing design activities are responsible for establishing, implementing, and
maintaining a Quality Management Plan to control, verify, and validate the design for their
projects. (Design Sub-contractors may either produce their own Quality Management Plan or
officially adopt the Plan of the Consultant they are performing work for.) Consultants are also
responsible for the following:
o Planning the design and development processes and identifying responsibilities for design,
development, and verification activities.
o Assigning design, development, and verification activities to qualified staff equipped with
adequate resources. Design work will be performed by qualified personnel and will comply
with documented procedures.
o Design control and review processes will be conducted to verify design integrity, reliability,
safety, constructability, operability, and economic maintainability.
o Design change (revisions) will be subject to checking, coordination, and design review to
the same level as the original design. Design changes documents must be approved and
processed in accordance with project configuration management procedures.
o Managing design interfaces with other program projects and third parties. Each consultant's
Quality Manager will audit internal and external design and development activities to
verify that design control procedures are being implemented.
o An individual of equal or higher qualification than that of the designer will perform an
independent verification of design documents. The Quality Manager will assess the
qualifications and responsibilities of design reviewers.

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o Use of appropriate computer programs in design activities is of special importance. In this

regard:
 Describe the methods for verifying custom or non-industry standard programs used for
design and analysis.
 Describe methods for documenting input to computer programs used for design and
analysis.
Consultants may be required to prepare written procedures consistent with the processes
described above and in conformance with the requirements of the contract including, but not
limited to, the following as appropriate:
o Procedures to control and verify the design, including provisions for configuration
management activities to be performed by Consultants
o Procedures to determine if appropriate quality standards have been specified for the
intended use and that parts, materials, equipment and processes specified are appropriate
to the application
o Document control procedures including procedures for document issuance, approval, and
revision
o Procedures for verification and validation of the design
o Procedures for control of nonconforming products
o Procedures for corrective/preventive actions
o Procedures for verification & control of computer programs & spreadsheets used in design
o Training procedures
7.3 Design Input and Output Requirement
Design criteria will consist of written guidelines and directives. When required by the contract,
design criteria will be developed and/or completed by the consultant. Design criteria should
consider applicable industry standards and specifications such as Ethiopian building code
standards (EBCS1-EBCS8), Ethiopian Roads authority standards (ERA) and other international
standards such as AASHTO, ASTM, ACI etc.
Output from the design and development processes includes only completed design or
completed design, project specification and other contract documents. Control of all design
documentation outputs, including drawings, reports, and specifications, shall be an integral part
of the consultant's document control process. The style and detail of the quality management
plan are determined by the requirements of the project. The quality management plan for
construction projects is part of the overall project documentation i.e. project management plan
consisting of the following:
 Well-defined specification for all the materials, products, components, and equipment to
be used to construct the facility. Specifications describe the methods and requirements for
preparing, checking, reviewing, and approving specifications prepared during design to
identify requirements for procurement and construction. Specifications should be well-
written and complete and include all applicable quality requirements.
 Detailed construction drawings;
 Detailed work procedure;
 Details of the quality standards and codes to be compiled;
 Cost of the project;
 Key personnel's and other resources to be used for the project; and
 Project completion schedule.etc

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The above parts of quality management plans are prepared by consultant in consultation with
the client in DBB type of delivery method. When the consultant prepares the project quality
plan, the bases are client requirements. Hence, the client validates the quality management plan
and then become a final quality management plan. The client role is mainly, telling its project
quality requirements and checking that the consultant has prepared inclusive quality
management plan.
Design output documents may be reviewed for compliance with contractual requirements by
the (client's name). The design should be cross-referenced to design input requirements to
demonstrate completion of the requirement. The contractor’s design output should be
documented and expressed in terms that can be verified and validated.
7.4 Design Reviews
The developed design should be reviewed by the design developer (consultant). The consultant
should prepare design review procedures and show evidence of design review made. The
design review should be carried out by persons other than those who originated the design.
7.5 Design and Development Verification

Design reviews, checks, alternate calculations, performance tests, and other means used to verify
the design should be performed and documented by personnel other than those who originated
the design, but with similar or higher qualifications.
7.6 Design and Development Validation
Validation Peer reviews, simulations, constructability reviews, and other methods of validation
should be considered by the design consultants when developing quality plans. Validation
efforts may be integrated within planned design reviews. Other aspects of the design to be
analyzed during design reviews include usability, reliability, maintainability, availability of
materials, operability, safety, cost, aesthetics, and sociological factors. Any computer software
used to perform design calculations must be validated before use, and the validation
documentation should be maintained with the quality records. The [Client's name] project
managers may supplement the review staff, as needed, with representatives from operations
and maintenance. Design consultants should describe methods of design and development
validation within their Quality Manual.
7.7 Control of Design and Development Changes
Design changes should be checked, coordinated, documented, and reviewed to the same level as
the original design. Superseded design documents should be marked and retained for
information only. Design consultants will establish procedures within quality plans, describing
how design changes will be initiated, reviewed, approved, implemented, and recorded in order
to maintain configuration control. Such changes may originate from the [Client's name], the
designer, regulatory agencies, or community inputs.
If post-design changes are required, these changes should be communicated to the [Client's
name], and the construction site on a timely basis. Construction staff should not perform work
without incorporation of all approved design changes.
Design consultants should describe methods of design and development change control within
their quality plans. constructor

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8.0 DOCUMENT CONTROL
This part outlines established procedures for control of project documents to ensure that all
relevant documents are current and available to all appropriate users who require them. The
[Client's name] staff will comply with the [Client's name] Document Control Plan and
procedures that describe the filing system and archival requirements for project documents and
data. In addition, the Client shall request consultants, contractors and their subcontractors and
suppliers, to establish and maintain procedures that describe their methods to control
documents on the project.
The [Client's name] Quality Manager (or another staff) is responsible for reviewing and
assessing that document control procedures are effective in meeting the requirements as stated
here and detailed in respective quality plans. Document Control database should be established
and maintained for all controlled documents for use in revision and distribution tracking.
Document Control measures will ensure that:
• documents are reviewed for adequacy prior to issue
• documents approved for release by authorized personnel
• documents are current revision
• documents are readily identifiable
• appropriate documents are available at point of use for those performing the work.
• obsolete documents are either removed or marked accordingly, to safeguard against
unintended use.
• obsolete documents, retained for legal and reference purposes, are identified accordingly
and filed as per the [Client's name] Document Control Plan.
• the distribution of project documents is recorded and, in designated cases, controlled.
• a master list of all documents, indicating current authorized versions, is maintained.
• quality records are maintained and retained in accordance with project procedures.
Incoming and outgoing correspondence will be filed in accordance with the [Client's
name] Document Control Plan. This system will ensure that project documents are
secured, maintained, and readily retrievable for use when needed.
In addition to this a document control procedure is required to:
o ensure that documents of external origin determined by the organization to be necessary
for the planning and execution of the project are identified and their distribution
controlled,
o prevent the unintended use of obsolete documents, and to apply suitable identification to
them if they are retained for any purpose.
Changes to all controlled documents should be reviewed and approved by the same
functions/personnel that approved the original document. Designated functions/personnel will
have access to pertinent background information, on which to base their review and approval.
Consultants and Contractors should describe their own document control procedures within
their quality manuals, based on requirements from their perspective.
Project documents requiring control include but are not limited to:
a) Client’s Quality Management Manual;
b) Project Management Manual;

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c) Contracts, Subcontracts, Purchase Orders and changes;

d) PQMPs (i.e. DQP, Quality Assurance Plan (QAP), Quality Control Plan (QCP);
e) Project procedures (Including inspection & testing procedures);
f) Project correspondence;
g) Project Implementation Plans, if used;
h) Project Procurement Plan, if used;
i) Design criteria and associated standards and specifications and changes;
j) Drawings;
k) Specifications;
l) Calculations;
m) Design Change Requests;
n) Non-Conformance Reports; and
o) Requests for Information.
9.0 CONSULTANCY SERVICE AND CONSTRUCTION WORKS PROCUREMENT
This part explains project procurement and purchasing activities of the project. See
Example.
The Contract Administration Department performs the following activities on [Client’s Name]
projects for Professional Service Contracts and Construction Contracts: as outlined in CPPMM 6 (i.e.
Project Procurement Management) and the Ethiopian Public Property Procurement Administration
Agency (PPPAA, 2011) procurement guidelines:
a) Selects and awards contracts to consultants for design and contract document preparation
plus supervision or without supervision services.
b) Advertises and awards construction contracts; and
c) Reviews amendments made by consultant and construction change Orders.
10.0 MATERIALS PROCUREMENTAND QUALITY CONTROL
This section shall present the procedures for material procurement and control activities to
ensure quality. For detailed procedures, refer Volume XI of ECPMM Series (i.e. Project
Materials Management Manual). This section may include:
10.1 Client Supplied Materials (if any)
10.2 Material QC/QA methods including Verification of Purchased Product and
10.3 Materials Procurement procedures
11.0 MATERIALS AND PRODUCT IDENTIFICATION AND TRACEABILITY

This section defines the requirements for product identification and traceability controls for
material and equipment used in the project. These controls ensure that only correct and
acceptable items are used or installed and prevent the use of incorrect or defective items.
Product identification and traceability needs to take place during all the various production
phases from the receipt of raw materials and components through the manufacturing process to
the delivery of final products or systems.
Contractors should establish and maintain documented procedures for identifying and
controlling products delivered for use in construction/installation. Quality Manuals should
describe traceability procedures for materials, parts, equipment, and services important to the
function of safety related systems and subsystems. Instructions relating to testing and inspection

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should include requirements to verify and record the identification of items and for tracking
test/retest status.
Examples of items requiring traceability up to installation include but are not limited to:
a) .. Structural Steel and Rebar;

b) .. Welding consumables (weld rod and wire, inserts, backing rings etc.);
c)... Paint; and
d) .. Raw materials requiring laboratory analysis.etc.
12.0 PROCESS QUALITY ASSURANCE/CONTROL
This section shall address QA and QC procedures of construction, production and installation
processes that directly affect quality through the use of designated checklists. It shall stress on
the importance to assure these processes are performed under controlled conditions. Especially,
special process may be specified for critical, high-value, or high risk operations, or when the
specified performance cannot be verified upon completion or installation. The Consultant is
responsible for identifying work that requires special process instructions and for establishing
workmanship standards. These special requirements will be included in the specifications.
Construction contractors are responsible for performing work in accordance with the
instructions and workmanship standards indicated in the special process instructions and
specifications. The Consultant/Engineer will monitor and verify conformance with documented
procedures required for special processes. Examples include welding, nondestructive
examination, heat treatment, and special coatings. Specifications shall describe the required
performance and quality of the work products. Where the specified performance cannot be
verified upon completion or installation, special process and control instructions may be
specified. The consultant/engineer on behalf of the client will verify that special process
instructions have been included in the specifications and contract documents and that the
instructions are properly implemented.
Validation of Processes for Production and Service Provision: Special processes must be
controlled and accomplished by qualified personnel using approved procedures and/or
instructions in accordance with applicable codes, standards or specifications, and contractual
requirements. Records of procedure and personnel qualification/certification shall be
maintained in the project files. When special processes are in use, contractor quality assurance
personnel will verify personnel qualifications and the use of approved procedures through
personal witness and through review and audit documentation. Records of verification will be
maintained in the project files.
13.0 INSPECTION AND TESTING
This section shall describe all of inspection and testing procedures required during the course of
the project. Contract documents will identify the types and frequency of mandatory inspections
and tests. Inspections and tests shall be performed by qualified individuals and the results
reported and documented properly in accordance with document control provisions. Annex 3
shows inspection and testing plan form.
Contractors should establish and maintain documented procedures for identifying and
controlling products delivered for use in construction/installation. Instructions relating to
testing and inspection should include requirements to verify and record the identification of
items, and for tracking test/retest status.

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14.0 INSPECTION, MEASURING, AND TEST EQUIPMENT
This part establishes procedures that ensure the inspection, measuring, and test equipment is
identified, controlled, calibrated, and maintained in order to demonstrate the conformance of
work to specified requirements. Procedures shall meet the requirements of the appropriate
Ethiopian Standard, ISO, or other relevant international standards as per the contract provisions.
Construction contractors should document their procedures for identification, control,

calibration, and maintenance of inspection, measuring, and test equipment within their Quality
Manuals submitted to the supervising body/consultant working on behalf of the [client's name]
for approval.
15.0 INSPECTION AND TEST STATUS
This section shall describe procedures of tracking inspection and test status. Status indicators
will indicate the conformance or non-conformance with regard to the inspections and tests
performed. Nonconforming materials, products, or constructed works should be recorded with
their location noted on inspection reports or non-conformance reports as applicable. The status
of in-process, completed, tested, and inspected items should be maintained as quality records.
Requirements for maintaining status of inspection and testing of workmanship, materials, and
products shall be included, where applicable in contract documents. In order to accomplish
those requirements, an adequate inspection and test plan developed by client/consultant during
planning and performed by contractor and approved by the client/consultant.
16.0 NONCONFORMANCES
This section defines the requirements for controlling design, workmanship, materials, parts, or
components that do not conform to specified requirements. The intent is to ensure that
nonconforming items are identified, documented, segregated, and dispositioned to prevent use
or installation. When appropriate, a preventive action may be required to prevent recurrence of
the non-conformance.
There should be written procedures to ensure that nonconforming work is not accidentally used
or installed and outline requirements and actions to be taken in case of nonconformance such as
accept-as-is, rework, repair, and reject.
Contractors should establish and maintain procedures within their Quality Manual for uniform
reporting, controlling, and disposition of nonconformances. Procedures should be established to
prevent the use or installation of nonconforming material, equipment, or other elements of the
work. Control procedures should provide for identification, evaluation, segregation, and, when
practical, disposition of nonconforming material, equipment, or other elements of the work.
17.0 CORRECTIVE ACTION
This section shall describe established project procedures for identifying, documenting,
correcting, and preventing recurrence of adverse conditions to quality. In addition, contractors
and their subcontractors and suppliers, are required to establish corrective action procedures.
Project corrective action procedures will be established for:
a) .. Investigating the cause of nonconforming product and taking the corrective actions
needed to prevent recurrence;

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b) .. Analyzing processes to detect and eliminate potential causes of nonconforming product

or adverse conditions to quality;
c) .. Initiating preventive actions to deal with problems to a level corresponding to the risks
encountered;
d) .. Ensuring that corrective actions are taken and that they are effective; and
e) .. Implementing and recording changes in procedures resulting from corrective action.
Revised procedures prompted by corrective actions will be approved by the appropriate

Authority personnel.
18.0 QUALITY RECORDS
This section deals with quality records that should be kept at the project and/or corresponding
organization. Records are documents that provide objective evidence of activities performed or
results achieved. PQMPs and procedures related to quality records identify which records will
be kept, the responsibility for production and collection and responsibility for indexing, filing,
storage, maintenance, and disposition of quality records.
Quality records describe the work involved and contains evidence that work items met the
requirements of the plans and specifications; sampling and testing personnel, procedures and
equipment were properly certified or accredited; and corrective action was taken for any
nonconforming conditions. Records generated for the project by client, consultants, contractors,
subcontractors, and suppliers are integral part of each construction project. Contractors are
required to maintain quality records as evidence of their activities and those of their
subcontractors and suppliers.
As-built plans are one of the records that should be submitted to the client both in hard copy
and soft copy or as per their agreement. Required quality records are indexed, filed, readily
retrievable for authorized personnel, maintained, stored to minimize deterioration and prevent
damage or loss, and archived according to applicable written procedures of the organization.
Most project records are paper documents and are located either at the project field office for
current projects, or at the head office of contracting parties. Consistence of filing should be
created where to file copies and original documents including letters either at project office or
head office.
Each organization generating quality records will prepare a quality records list that identifies
every type of document generated as a result of implementing the project quality requirements.
Typical quality records include but are not limited to:

• Audit reports and audit finding reports
• Approved shop drawings
• As-built drawings
• Certificates of compliance
• Certifications (process, equipment, personnel, and material)
• Change orders
• Design changes;
• Project specifications
• Contractor submittals

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• Concrete pour records

• Non conformance report
• Corrective action reports
• Cost estimates
• Daily inspection reports
• Diaries
• Geotechnical reports
• Calculations
• Design procedures and manuals
• Design review reports
• Design deviations and changes
• Design calculations and checks
• Design submittals
• Drawings (design, shop fabrication, as-built)
• Calibration records
• Field test reports
• Laboratory test records
• Lessons-learned action plans
• Non-conformance notices
• Official correspondence (project)
• Planning reports
• Procurement documents
• Quality plans and manuals
• Supplier quality verification records
• Survey reports
• Test witness reports
• Project photographs and videos
19.0 QUALITY AUDITS
This part shall present the quality audit procedure, requirements, audit checklist, audit
frequency and communication of audit results. The [client's name] shall establish a program of
documented internal and external (if required) quality audits to verify that quality activities
being performed by and for the project to meet the commitments of the project QMS. These
audits shall be used to provide feedback on the implementation and effectiveness of the QMS
and confirm that discrepant conditions are addressed by comprehensive and verifiable
corrective action. Quality audits will verify the effectiveness of the implementation of the quality
program and overall compliance with contractual requirements and the approved quality plan.
Audits will consist of thorough reviews of documentation, procedures, and policies included in
the quality plan. Quality audits will be scheduled at frequencies appropriate to the status and
importance of the activity. Those schedules will be distributed to all participating entities in
advance of the audit.
Contractors and consultants should describe their own internal auditing procedures within their
Quality Manual for the respective project.

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Analysis of Data: The [client's name] will maintain a database of all audit and inspection
findings that will allow analysis of trends and verification of closure for all non-conformances.
Based on this data, frequency of compliance audits and/or inspections for various
contractor/consultants activities may be increased or decreased.
Contractors and consultants should describe their data analysis procedures within their
respective Quality Manuals.
Sample paragraph provided below.
To ensure that the project’s quality system is functioning as intended, the Client has established
procedures for the conduct of internal and external quality audits of consultant and general contractor
quality assurance programs. In addition, contractors, subcontractors, suppliers and consultants will
establish procedures that address their audit process.
20.0 TRAINING
This procedure applies to all staff employed by the Client and outlines the system adopted to
ensure that adequate training is provided.
All personnel performing activities affecting quality should be qualified on the basis of
appropriate education, training, and/or experience, as applicable to their scope of work and as
determined by the contract documents. All organizations within the program shall establish
and maintain procedures to assess qualification and competence of their staff, to identify
training needs, and to provide for the training of all personnel performing activities affecting
quality of the quality requirements of the project. Those procedures should ensure that
personnel performing the work have the appropriate qualifications. Contractors and
consultants should describe their methods for providing and documenting training on project
QA procedures and standards for all personnel assigned to the project (including
subcontractors).
21.0 PROJECT MANAGEMENT REVIEW
The adequacy and effectiveness of the quality management system shall be regularly assessed
by the management of the respective organization. Within the [client's name], the Project
Manager/Quality Manager will schedule, for example quarterly, quality management reviews
with the [client's name] executive management. These periodic reviews will help managers to
review the quality program with respect to established goals, document lessons learned, and
develop action plans for improvement if necessary. The reviews assess the project QMS
suitability, adequacy, and effectiveness in identifying opportunities for improvement and
needed changes. Records are maintained for each management review meeting by the [client's
name] Quality Manager.
Responsibility for required actions is assigned to members of the management review team. Any
decisions made during the meeting, assigned actions, and their due dates are recorded in the
minutes of management review. These records are maintained by the Quality Manager.
Consultant and Contractor shall describe within their project Quality Manuals the process by
which their quality program results are reviewed by management, how action plans are

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generated and tracked, and how often this occurs. In addition, Consultant and Contractor shall
describe how their Quality Manuals are reviewed and updated.
Assessment of the QMS is based on a review of information provided to management for

review. These inputs include the following but not limited to:
• Results of audits
• Customer feedback
• Process performance and product/service conformity
• Status of preventive and corrective actions
• Follow-up actions from previous management reviews
• Changes that could affect the project quality management system
• Recommendations for improvement
Output from the management review will include any decisions and actions related to:
• Improvement of the effectiveness of the project quality management system and its
processes
• Improvement of product or service related to customer requirements
• Resource needs

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Annexes:
Contains Few Procedures and Forms
Users can use the following Title box as header with modification to their own title box or as it is
for the procedures and forms. Accordingly, this title box is not used in the procedures and
forms.
Note that the procedures and forms attached here next are few samples which are considered to
be common for all construction projects. In construction projects, there are additional
procedures and plenty of forms that individual companies can develop.
Most of the procedures and forms are based DBB delivery method and most of them are
designed for contractor. The consultant/client can use them with some modification. They can
be adapted to DB delivery method with some modification.
Company Name: Document No.: _________
Logo Title: Issue No. ___ Page No.:
Page __of __
Abbreviations:
QP - Quality Procedure
QF - Quality Forms
NC - Non-Conformity
NCR - Non-Conformity Report

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ANNEX 1: QP FOR REVIEW OF CONSTRUCTION PROJECT QUALITY MANAGEMENT
1. Purpose
To specify actions and to assign responsibilities for scheduling, conducting and recording
management review on site.
2. Scope
Applicable to periodic review of quality management of a project
3. Person responsible
Project Manager
4. Procedure
4.1. The Project Manager fixes a date for a review meeting which should be not later than six
months after the last review. The meeting is to be attended by the following persons:
• project Manager (Chairperson)
• quality Assurance Officer/Office Engineer (Secretary)
• construction Manager or his/her deputy
• Site Engineer
• general Foreman
• other site staff by invitation
• subcontractor(s) by invitation
4.2. Under the instructions of the Project Manager, the Quality Assurance Officer prepares the
agenda of the meeting and distributes it to the participants at least three working days
before the meeting. The following items are normally on the agenda, and anyone may
suggest additional items to be included.
• progress of project
• changes in construction program and/or resource provisions
• changes in contract requirements, including variation orders
• changes in applicable statutory regulations and their impact
• non-conformances and client complaints arising since last review and
corrective/preventive actions taken
• performance of subcontractors and suppliers
• training needs arising from staff changes or quality deficiencies
4.3. The QA Officer takes minutes as a formal record of the meeting which should indicate the
follow-up actions and the persons responsible.
4.4. The Project Manager forwards the confirmed minutes of the meeting to the QA Manager.
4.5 The Project Manager amends the quality plan as decided at the meeting and reissues
the revised document, or pages thereof.
5. Records
 Minutes of review meeting
 Procedure approved by:
Dated ___/___/____
ANNEX 2: QF FOR INSPECTION AND TESTING PLAN
Project Contract Work covered/ task:

or

ECPMI ECPMMS:2019
Client/Own Consulta
er nt
Location ` Subcontr
actor
Definable Spec. Inspecti Acceptan Testing Respons Rema Verifying
Feature of Section & on /Test ce or ible rks Party
Work OR sub-section to be Criteria Inspect Test A C S R
Work Item Or carried in brief ion Agency / C A
No. standard out Freque E
ncy

ECPMI ECPMMS:2019
ANNEX 3: QP FOR CONTROL OF DOCUMENTS FOR CONSTRUCTION PROJECT
1. Purpose
To control the processes of approval, revision, issuance, distribution and removal of
documents pertaining to a specific project
2. Scope
Applicable to the conditions of contract, specifications, contract drawings, bill of
quantities and other documents originated from the contracting parties and their
representative, standards and codes of practice released for site use, project quality
plan, project specific procedures, work instructions, working drawings, site
investigation reports and miscellaneous data sheets.
Contract manager/project manager/ construction manager etc
4. Procedure
4.1. The (name of responsible person/s) is responsible for control of documents and
drawings. For each project, he/she establishes and maintains a distribution list of
contract documents and drawings.
4.2. when a revised document/drawing is received from the contracting party or
stakeholder, the (name of responsible person/s) records it on the list before
distribution and ensures prompt return of the document/drawing which is made
obsolete. The obsolete document/drawing is stamped as 'SUPERSEDED' before
storage.
4.3. With documents and drawings prepared for the project, such as the project quality plan,
technical procedures, work instructions for special tasks and working drawings, the
(name of responsible person/s)reviews and approves such document/drawing before
release for use. An approved document/drawing carries the signature of the authorized
person. Changes to a document or drawing are reviewed and approved by the same
person or the current incumbent of the same position.
4.4. On site, the (name of responsible person/s) is/are responsible for document control.
He/she establishes and maintains a register of documents and drawings kept in the site
office. Controlled copies of such are issued to those persons (including subcontractors0
who need them for their operation. The disposition of the superseded copies is at the
discretion of the project manager.
4.5. An uncontrolled copy of a document/drawing supplied for any purpose is stamped
with the mark ‘UNCONTROLLED COPY—Check currency of issue before use.’
Procedure approved by:

Date: ___/___/_____

ECPMI ECPMMS:2019
ANNEX 4: QF FOR DISTRIBUTION OF PROJECT DOCUMENTS/DRAWINGS
Contractor:
Project: Client:
Contract No: Consultant:
Document/ Issue No. Revision No. Distributed to Date Date

drawing title Distributed Returned
ANNEX 5: QF FOR REGISTER OF PROJECT DOCUMENTS/DRAWINGS
Contractor:
Project: Client:
Contract No: Consultant:
Document/ drawing title Issue No. Issue date Revision date
1 2 3

ECPMI ECPMMS:2019
ANNEX 6: QP FOR PROCESS CONTROL
1. Purpose
 To identify and plan the site activities ahead of time
 To ensure that these activities are performed under controlled conditions
2. Scope
Applicable to construction and erection processes, including erection of temporary works; also
applicable to production of precast or prefabricated units
Project Manager together with management team
4. Procedure
4.1 Based on the construction program included in the project quality plan, the Project Manager
together with management team prepares a weekly schedule of construction activities.
4.2. The Project Manager communicates with the head-office to arrange for the supply of
materials, labour & equipment on site at the appropriate times. He also coordinates the
subcontractors to work to the schedule.
4.3. The Project Manager, or the Engineer working under his direction, prepares in advance
work instructions for the processes identified in the project quality plan. The work
instructions should describe the method and sequence of work, equipment to be used,
suitable working environment and criteria of workmanship. The quality of work to be
achieved is based on the specifications of the contract and the relevant national standard or
code of practice. If the work is subcontracted, the work instruction is issued to the
subcontractor unless the subcontractor has his own work instruction which is considered
more suitable for the purpose.
4.4. The General Foreman, under the direction of the Project Manager or site Engineer, organizes
the resources necessary for the scheduled activities on a daily basis, ensuring that the labour
carrying out a particular process has adequate skill and experience. For special processes,
only labour with appropriate qualification and/or training is assigned to carry out the job.
(E.g, only licensed welders are assigned to perform welding.) This applies to direct labour as
well as subcontracted labour.
4.5. The General Foreman, together with the Engineer, exercises overall supervision of the
activities on site. He assigns the foremen to supervise individual processes so as to ensure
that the work instructions or normal practices of the Company are followed.
4.6. The General Foreman enters the daily progress of work against the scheduled activities on
the weekly schedule. He/she reports any significant delay and suggests any necessary
rescheduling to the site engineer or Project Manager.
4.7. The Quality Assurance Officer or office Engineer or test and inspection head prepares a
schedule of equipment maintenance, arranges for maintenance as scheduled and keeps
record of such.
4.8. The Project Manager holds a project meeting at appropriate intervals (normally every two
weeks) to review the progress of the project and any difficulties encountered. The meeting is
attended by the General Foreman, the Quality Assurance Officer, the Engineer (if required),
the subcontractors involved and other persons with special duties. The project meeting is
minuted.
4.9. The Project Manager updates the project quality plan whenever necessary and forwards it to
the Quality Assurance Manager for record and controlled distribution.
5. Records
 Weekly Schedule
 Minutes of project meetings Form and minuted

ECPMI ECPMMS:2019
 Equipment maintenance schedule

Procedure approved by : ________________________________________ Dated __/__/_____

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ANNEX 7: QF FOR WEEKLY SCHEDULE
Form Title: Weekly Schedule Period Starting:

Project: Client:
Contractor: Consultant:
Day/Date Mo Tu We TH Fr Sa Su Mo Tu We TH Fr Sa Su
Activity
Issue No: ____ Date: ____/____/______

Prepared by:

ECPMI ECPMMS:2019
ANNEX 8: QP FOR CONTROL OF MEASURING AND TEST EQUIPMENT
1. Purpose
To control, calibrate and maintain measuring and test equipment
2. Scope
Applicable to surveying instruments, weighbridges, prestressing jacks, torque wrenches, testing
devices, weighing scales and measuring tapes, both self-owned and hired.
Quality Assurance Officer
4. Procedure
4.1. The Quality Assurance Officer/site lab head establishes and maintains a Record of Equipment
Calibration on covering the measuring and test equipment on site.
4.2 On receipt of a piece of equipment delivered to the site, either from the manufacturer or from another
site, the QA Officer verifies, by referring to the project quality plan if appropriate, that it is capable of
the necessary accuracy and precision. He/she also checks its calibration status (except for measuring
tapes) and working condition. He then makes an entry of the piece of equipment into the Record of
Equipment Calibration.
4.3. The QA Officer arranges for calibration, and adjustment as appropriate, of each piece of equipment by
an accredited organization if available, before it is first used unless it comes with a certificate of
calibration and then at an interval as recommended by the manufacturer or indicated in the project
quality plan and whenever there is suspicion that the equipment is out of calibration.
4.4. The QA Officer records or places a sticker or tag on each piece of equipment indicating the serial
number, the ranges calibrated where appropriate, the date of calibration and the date of next
calibration.
4.5. When a piece of equipment is found to be out of calibration, the QA Officer immediately removes the
equipment from service and places a warning label or tag on it to avoid unintentional use. He/she
then assesses the validity of previous results obtained with the equipment and reports the outcome to
the Project Manager. The incident and subsequent action are entered as remarks in the Record of
Equipment Calibration.
4.6. The QA Officer checks the measuring tapes for wear and tear every month. Does a tape show
significant wear and tear? if so, he/she immediately removes it from service, otherwise he puts on it a
colour sticker representing the current month.
4.7. The QA Officer keeps custody of all portable equipment, and records the release and return of the
equipment in a log-book.
4.8. With equipment belonging to a subcontractor (except measuring tapes), the QA Officer conducts a
suitability check as in 4.2 before it is used. He also ensures that the equipment carries an indicator
showing the calibration status. He/she reminds the subcontractor to arrange for calibration whenever
it is due.
5. Records
 Record of Equipment Calibration Reports of equipment calibration form
Dated ___/____/_____

ECPMI ECPMMS:2019
ANNEX 9: QF FOR RECORD OF EQUIPMENT CALIBRATION
Project: Client:
Equipment Type Serial No Calibration Calibration Next Remarks

interval status calibration
date
Issue No: ____ Date: ____/____/______

Prepared by:

ECPMI ECPMMS:2019
ANNEX 10: QP FOR CONTROL OF NONCONFORMING SUPPLY
1. Purpose
(i) To ensure that material supply that does not conform to specified requirements is prevented
from unintended use or installation
(ii) To define responsibility for review and authority for the disposition of nonconforming
supply
2. Scope
Applicable to purchased material, components and appliances which do not pass the
receiving inspection and testing, except minor items in small quantities
Project Manager, Material inspector, purchaser, General Foreman etc
4. Procedure
4.1 The General Foreman and/or site Engineer identifies the nonconforming item by physical
means and segregates it from the others.
4.2 The General Foreman refers the nonconforming item to the Project Manager for disposition.
4.3 The Project Manager reviews the extent and severity of the nonconformity and decides on
the disposition of the nonconforming item. The disposition may be concessional acceptance,
re-grading for alternative use, repair, reject or scrap.
4.4 The Project Manager issues a Notice of Nonconforming Supply to the supplier, copied to the
Purchasing Officer.
4.5 The Purchasing Officer records the incident of nonconformance in the List of
Nonconforming Supply.
4.6 The Purchasing Officer initiates corrective action if he/she considers it necessary.
5. Records
 Notice of nonconforming supply form
 List of nonconforming supply form

Dated ____/____/_____

ECPMI ECPMMS:2019
ANNEX 11: QF FOR NOTICE OF NONCONFORMING SUPPLY
To:
Purchase order:
Attention:
Item(s) supplied:
Ref. No.:
The supply described below is not in compliance with the purchase order and will be subject to
disposition as indicated.
Consignment identification:
Date of delivery:
Where delivered:
Description of nonconformity:
Contract term/specification not satisfied:
Disposition of nonconforming item(s):
Deadline for action:
You are hereby instructed to carry out the indicated action by the due date. Proposal for
alternative action will be considered if it is submitted not later than .......................
Project Manager
Date:
c.c.:
ANNEX 12: QF FOR LIST OF NON-CONFORMING (NC) SUPPLY
Project:
Contractor:
Ref. Date Received Item and Supplier Supplied Non- NC

No. QTY to conformity Description
Issue No: ____ Date: ____/____/______

Prepared by:

ECPMI ECPMMS:2019
ANNEX 13: QP FOR CONTROL OF NONCONFORMING WORK

1. Purpose
i. To ensure that finished or semi-finished work which does not conform to specified requirements is
prevented from being unintentionally covered or built upon
ii. To define responsibility for review and authority for the disposition of nonconforming work
2. Scope
Applicable to construction work which does not pass the in-process or final inspection and testing
Project Manager
4. Procedure
4.1 The General Foreman/Engineer identifies the nonconforming work on the working drawing with
indelible ink. If it is practical, the nonconforming work on location is also marked with paint.
4.2 The Project Manager, assisted by the Engineer and the Quality Assurance Officer, reviews the extent
and severity of the nonconformity.
4.3 Based on the outcome of the review, the Project Manager works out a proposal for the disposition of
the nonconforming work. The disposition may be concessional acceptance, repair or rework.
4.4 The Project Manager discusses the proposed disposition with the Architect/ Consulting Engineer
and implements a mutually agreed solution.
4.5 If the work is subcontracted, the Project Manager issues a Notice of Nonconforming Work to the
subcontractor.
4.6 The Project Manager ensures that any repaired work is re-inspected and/ or re-tested in accordance
with the inspection and test plan.
4.7 The Project Manager records the nonconformance in the Record of Nonconforming Work and signs
off the entry after its disposition.
4.8 The Project Manager takes corrective action if he considers it necessary.
4.9 The Project Manager prepares a Report of Nonconforming Work and submits it to the Quality
Assurance Manager.
4.10 Minor defects, which can be rectified within 24 hours and are not a recurrence, are exempted from
this procedure. In such cases, the General Foreman/Engineer conducting the inspection or testing
instructs the workers or the subcontractor to carry out the rectification. Any work that is rectified is
re-inspected and/or re-tested.
5. Records
 Notice of nonconforming work form
 Record of nonconforming work form
 Report of nonconforming work form

Dated ____/____/_____

ECPMI ECPMMS:2019
ANNEX 14: QF FOR NOTICE OF NONCONFORMING WORK
To:
Subcontract:
Attention:
Site:
Ref. No.:
The activity/work described below is not in compliance with the subcontract and remedial
measures are required.
Location of nonconformity:
Description of nonconformity:
Contract term/specification not satisfied:
Repair/rework required:
Deadline for completion:
You are hereby instructed to carry out the indicated action by the due date. Proposal for
alternative action, including a time schedule for implementation, will be considered if it is
submitted not later than ..................................
Project Manager
Date
ANNEX 15: QF FOR RECORDING OF NON-CONFIRMING (NC) WORK
Project: Client:
Ref. Date Location of Nature of Non- NC Description Signature

No. Occurrence Occurrence conformity and date
Issue No: ____ Date: ____/____/______

Prepared by:

ECPMI ECPMMS:2019
ANNEX 16: QP FOR CORRECTIVE ACTION
1. Purpose
To eliminate the causes of nonconformities including substantive client complaints
2. Scope
Applicable to nonconformities relating to product, process and project quality management
system
Project Manager/Quality Assurance Manager etc
4. Procedure
4.1 On detection of nonconforming work or receipt of a client complaint, the Project Manager,
assisted by the Engineer and the Quality Assurance Officer, investigates the situation that
has led to the incident, identifying or confirming the cause of the nonconformity. The
investigation normally looks into the following:
• provision of material, equipment and manpower for the process
• quality procedure(s) and work instruction(s) used and any deviations there from
• records of inter-communication between sections of the Company, subcontractors and
the client’s representative
4.2 The Project Manager takes appropriate action to rectify any inadequate or inappropriate
provision for the process, including more stringent supervision if necessary, to ensure that
the quality procedures and work instructions are strictly followed.
4.3 The Project Manager identifies any training need and either arranges for on-site training or
requests the appropriate section to provide the training.
4.4 The Project Manager identifies any deficiency in the work instruction(s) issued under his
authority and makes appropriate changes. Revised documents are subject to document
control.
4.5 The Project Manager records the results of the investigation and the corrective/preventive
action taken in the Report of Nonconforming Work or the Report of Client Complaints , and
submits the completed form to the Quality Assurance Manager.
4.6 If any deficiency in the quality procedure(s) involved is identified, the Project Manager
requests the QA Manager to make the necessary amendment.
4.7 The QA Manager files the Report with other reports received previously from the same
project and/or other projects. He enters the reported incident in the List of
Nonconformance Reports which forms the first page of the file.
4.8 The QA Manager scans through the List to determine whether the reported incident is
recurrence of a nonconformity in the same project or another project. He evaluates the
effectiveness of the corrective action in the light of similar action previously taken and
advises the Project Manager accordingly if necessary.
4.9 If the reported incident is likely to occur in other projects, the QA Manager notifies the
other project managers to take preventive action.
4.10 Should the nonconformity occur in the head-office operations, e.g. a mistake in a purchase
order or incorrect distribution of a controlled document, the section head responsible for
the process acts in the place of ‘Project Manager’ in the procedure described above.
4.11 The QA Manager summarizes all nonconformities discovered and correction actions taken
and submits the information for the next management review.

ECPMI ECPMMS:2019
5. Records
 Corrective/preventive action request Form
 List of nonconformance reports Form
Dated ___/___/_____

ECPMI ECPMMS:2019
ANNEX 17: QF FOR CORRECTIVE/PREVENTIVE ACTION REQUEST
Request to:
Section/Site:
Request from:
Section/Site:
Description of problem:
Confirmed/probable cause:
Requested action:
Signature: .................. Date:

--------------------------------------------------------------------------------------------------------------------------------
----------
Requested action taken:
Requested action not taken for reason(s) as follows:
Alternative action taken as follows:
Signature: ................... Date: ____/____/_____

ECPMI ECPMMS:2019
ANNEX 18: QF FOR NON-CONFORMANCE REPORTS
Project:
Contractor:
Report Non-conformity/ Date of Place of Estimated Corrective Action

Ref. No. client complaint Occurrence Occurrence Rework Cost
Issue No: ____ Date: ____/____/______

Prepared by:

ECPMI ECPMMS:2019
ANNEX 19: QP FOR PREVENTIVE ACTION
1. Purpose
To eliminate the causes of potential nonconformities, including probable client complaints
2. Scope
Applicable to potential nonconformities relating to product, process and project quality
management system
Project Manager/Section Head/Quality Assurance Manager
4. Procedure
4.1. A member of staff, either on site or in the head-office and irrespective of rank, who
encounters a major/persistent problem or difficulty which may lead to potential
nonconformity or client complaint can initiate preventive action. The request is directed to
the Project Manager or Section Head under whom the staff member works, except for
request for amendment of a quality procedure which goes to the Quality Assurance
Manager.
4.2. The receiver of investigates the situation reported, identifying or confirming the cause of
the problem or difficulty.
4.3. The receiver considers the action requested and decides either (a) to implement the action
requested (b) to refuse the action requested, with reasons (c) to take alternative action.
4.4. The receiver endorses the form and forwards it to the Quality Assurance Manager for
record. A copy of the form is returned to the staff member for information.
4.5. The QA Manager evaluates the effectiveness of the preventive action in the light of similar
action previously taken and advises the Project Manager accordingly if necessary.
4.6. The QA Manager summarizes all preventive actions taken and submits the information for
the next management review.
5. Records
Corrective/preventive action request form
Dated ___/___/___

ECPMI ECPMMS:2019
ANNEX 20: QF FOR CORRECTIVE/PREVENTIVE ACTION REQUEST
Contractor:
Request to:
Section/ site:
Request from:
Section/ site:
Description of Problem:
Confirmed/problem
caused
Requested action
Signature:-------------------- Date-----------------
--- --
Requested action taken:
Requested action not taken for reason (s) as follows:
Alternative action taken as follows:
Signature:--------------------------------------- Date:-------------------------
--

ECPMI ECPMMS:2019
ANNEX 21: QP FOR INTERNAL QUALITY AUDITS
1. Purpose
To verify whether quality activities and related results comply with documented procedures
and/or quality plan
2. Scope
Applicable to internal quality audits of both office operations and site operations
Project Manager/ Quality Assurance Manager
4. Procedure
4.1. At the beginning of the calendar year, the Quality Assurance Manager drafts a tentative
programme of internal quality audits for the whole year such that every section of the head
office and every construction site is audited at least once during the year. In doing so, he
takes into consideration the results of previous audits, especially the nonconformities noted.
He also refers to the quality plans of individual projects for the frequency of quality auditing
required. The audit programme is subject to change as need arises.
4.2. At least one month before a scheduled audit, the QA Manager selects one or more auditors
from the current list of internal quality auditors. The auditors should be independent of
those having direct responsibility for the activity being audited. If an audit team is formed,
one member of the team is designated as the lead auditor.
4.3. The audit team, or single auditor as the case may be, studies the documented procedures
and/or quality plan involved, and clarifies any doubtful points with the QA Manager.
Checklists are prepared showing typically the following:
• persons to interview
• questions to ask of each person
• documents to check
• quality records to examine
• in case of site audit, areas of site and materials to inspect
4.4. The audit team works out a time schedule of the audit, which shows the activities to be
evaluated, the persons to be present and the time allocated. The schedule is delivered, at
least one week before the event, to the person in charge of the section or site to be audited,
who may suggest changes to the schedule.
4.5. The audit team starts the audit by reviewing any nonconformities noted in the previous
audit, the correction actions taken and their effectiveness.
4.6. Through interview, observation and inspection of records, the individual auditors seek
evidence to confirm that the documented procedures and/or quality plan are strictly
followed or otherwise. Any nonconformities noted are recorded. The auditors then jointly
sort out their findings.
4.7. At the close of the audit, the lead auditor presents a verbal summary to key members of the
section or site audited and invites them to respond. For any major nonconformity noted, the
auditee is requested to suggest a corrective action.
4.8. The audit team prepares the audit report, normally before leaving the location of audit. If
corrective action cannot be formulated on the spot, a time limit is set for the auditee to make
a proposal. Whether a follow-up audit is necessary is at the discretion of the lead auditor,
taking into account the seriousness of the nonconformities and the corrective action decided
upon. The audit report is produced in duplicate: one copy is given to the auditee and the

ECPMI ECPMMS:2019
other copy retained by the lead auditor. Note: If amendment of a quality procedure is
considered necessary, a corrective action request is made to the QA Manager.
4.9. Should a follow-up audit be required, the lead auditor arranges in due course for a member
of the audit team to carry out the task. In the follow up audit, the auditor verifies that the
corrective action has been implemented and the nonconformity does not recur. The audit
report is then completed.
4.10. The lead auditor submits the completed audit report to the QA Manager.
4.11. The QA Manager examines the audit report and makes appropriate amendment to any
quality procedure which is found to be impractical or inefficient.
5. Records
 Annual program of internal quality audits
 Schedule of internal quality audit form
 Report of internal quality audit form
Dated ___/____/_____

ECPMI ECPMMS:2019
ANNEX 22: QF FOR SCHEDULE OF INTERNAL QUALITY AUDIT
Company:___________________________________________________________________
Project: _____________________________________________________________________
Audit No: ___________________________________________________________________
Audit Date: __________________________________________________________________
Audit Location: _______________________________________________________________
Auditors: ____________________________________________________________________
Auditee: _____________________________________________________________________
Time Activity Staff to be present
Prepared by: Date: ____/____/_____

Approved by: Date: ____/____/_____

ECPMI ECPMMS:2019
ANNEX 23: QF FOR REPORT OF INTERNAL QUALITY AUDIT
Company:
Project:
Audit No:
Audit Date:
Audit Location:
Auditors:
Auditee:
Previous Audit No & date:
Procedures/Process Comments Non- Causes of Corrective Person Agreed

Audited conformities Non- Action responsible for
conformities action
if known


ECPMI ECPMMS:2019
ANNEX 24: QF FOR FOLLOW UP AUDIT
Company:
Project:
Audit No of the main Audit conducted and date:
Audit Date:
Audit Location:
Auditor:
Auditee:
Corrective Action Evidence of Effectiveness Comments/Remar

Implementation ks


ECPMI ECPMMS:2019
ANNEX 25: QF FOR NONCONFORMANCE RECTIFICATION INSTRUCTION
Project Name:
Date:
To Contractor/Subcontractor
From:
RE:
Date of Inspection Time of

Inspection
Inspector
Work Item/Trade Spec. Section

Item
Location
Explanation of Non-
conformance
You are hereby instructed to stop the nonconforming work indicated above and to correct the
non-conformance by the date of the re-inspection indicated below. Failure to do so may result in
a directive to stop all or part of your work. If applicable and until corrective action is completed,
no monies will be paid for the nonconforming work. The cost of all corrective action will be at
your own cost as prescribed in the contract Clause __.
Date Re-Inspection Requested Actual Date of Re-

Inspection
Time Time
Accepted Rejected
Explanation of Acceptance or Rejection: (Attach photograph of corrected work item

condition)
Signed:_______________________ Date: ___________________________

ECPMI ECPMMS:2019
ANNEX 26: QF FOR PRE-CLOSURE/PRE-COVER-UP INSPECTION FORM
Project Contractor
Client/Owner Consultant
Location Subcontractor
By signing below, the signatories certify that all Work to be covered up has been installed in
strict accordance with the Contract Documents and applicable codes.
Contractor/Subcontractor Contractor/Subcontractor Date
Names Signature
Structural (reinforcement bars,
spacers, splice)
Electrical
Sanitary
Mechanical
Data cables/Communication
Fire Protection
Damp proofing courses
Security systems
others
others
others
Attach Photographs of inspected items as well as inspection documentation from

permitting agencies (if applicable) for verifying inspection

ECPMI ECPMMS:2019
ANNEX 27: QF FOR DAILY CHECKLIST
Project Contractor
Client Consultant
Work Checklist Description Activity Location/Area Action Remedial Remarks

Item No. Action
No.
100 © ECPMI 2019– All rights

reserved
ECPMI ECPMMS:2019
ANNEX 28: QF FOR QUALITY CONTROL OF FORMWORK
Project Contractor
Client Consultant
Date
Site Engineer: *
Inspected Member/Element: (E.g. for buildings: Column, beam, slab, stair; for bridge: pier,
abatement, girder, etc.)
Item Description Accept Need Reject Remarks

No. correction
1 Form Dimension and Levels
1.1 Setting Out
1.2 Dimensions
1.3 Heights & levels
1.4 Chamfers (if any)
Others (as appropriate)
2 Formwork
2.1 Rigidity
2.2 Water tightness
2.3 Openings & Inserts
2.4 Cleanliness
2.5 Oiling
2.6 Work Platforms and Walkways/Ramps
2.7 Steel Bolts/Rods/Ties (if any)

reserved
ECPMI ECPMMS:2019
3 Falsework
3.1 Supports
3.2 Rigidity
3.3 Bracing
3.4 Timber straightness
3.5 Screw Jacks (if any)
3.6 Splice of Vertical members (if any)
Resident Engineer’s Comments:
Signature of Resident Engineer: Date:
*Note: Site Engineer shall prepare this form and submit it to the Resident Engineer

reserved
ECPMI ECPMMS:2019
ANNEX 29: QF FOR QUALITY CONTROL OF CONCRETING
Project Contractor
Client Consultant
Date
Site Engineer: *
Inspected Member/Element: (E.g. for buildings: Column, beam, slab, stair; for bridge: pier,
abatement, girder, etc.)
Item Description Units Quantity / Remarks

No. Duration /
Amount
1 Start of Concreting
1.1 Starting Time HH:MM:SS
1.2 Recorded Temperature at start of oC
concreting
1.3 Maximum Recorded Temperature oC
during concreting
2 End of Concreting
2.1 Finishing Time HH:MM:SS
2.2 Total Concrete Quantity m3
2.3 Average slump (if appropriate) cm
2.4 Cube ID’s EA
2.5 Curing Start Time HH:MM:SS

reserved
ECPMI ECPMMS:2019
3 Concrete Finishing Acceptable Not Remarks

acceptable
3.1 Compaction
3.2 Finishing
4 Construction Joints Yes No Remarks
4.1 Preparation of previous construction

joints
4.2 Stopped at pre-planned location
4.3 Stopped at not pre-planned location

but at another appropriate location
5 Measurement of Formwork Acceptable Not Remarks

deformation after casting acceptable
Formwork
False work
Resident Engineer’s Comments:
Signature of Resident Engineer: Date:
*Note: Site Engineer shall prepare this form and submit it to the Resident Engineer

reserved
ECPMI ECPMMS:2019
ANNEX 30: QF FOR CONCRETE QUALITY CONTROL FORM
Project Contractor
Client Consultant
Structure/Building Type of Concrete

Member/element Slump (cm)
Drawing Ref. Date of Cube
Date of Test Age of

Cubes
Cube Width Lengt Height Area Weight Volume Density Failing Compressive Type
No. cm h cm cm cm2 gram cm3 g/cm3 Load KN strength of
N/mm2 Failure
Required 7* day Average Compressive

strength Strength
Sign. Lab Technician Sign. Consultant Sign. Contractor
Distribution Client Consulta Contract

nt or
*Note: use same format for 14 day strength and 28 day strength

reserved

Ecpmi Ecpmms: 2019: Ethiopian Construction Project Management Manuals Series

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© ECPMI 2019 – All rights reserved ECPMI ECPMMS:2019

ECPMI ECPMMS : 2019

© 2019 All Right Reserved

2 © ECPMI 2019– All rights reserved

Construction Project Management Manuals Preparation Working Groups

Working Groups Chair

Working Groups Coordinator

Original Version Prepared By:

Manual Quality Assurance and Validation Working Group Members

Wubishet Jekale Steering Committee Chair

Muluken Tilahun Project Coordinator

Denamo Addissie Technical Committee

Release Version Prepared By:

3 © ECPMI 2019– All rights reserved

4 © ECPMI 2019– All rights reserved

ii © ECPMI 2019– All rights reserved

ANNEX 1: QP FOR REVIEW OF CONSTRUCTION PROJECT QUALITY MANAGEMENT............ 74

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ABBREVIATIONS AND ACRONYMS

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vi © ECPMI 2019– All rights reserved

Eng. Aisha Mohammed

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ETHIOPIAN CONSTRUCTION PROJECT MANGEMENT INSTITUTE

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A. Construction Project Management Manuals

19. Construction Project Design Management Manual (CPDMM).

1.2 Document information

Document name : Construction project quality management manual

Document number : ECPMMS: WM - 03

Document owner : Ethiopian Construction Project Management Institute

Document sponsor : Ethiopian Construction Project Management Institute

2 © ECPMI 2019– All rights reserved

1.3 Scope and Application

3 © ECPMI 2019– All rights reserved

1.4 Normative References

Document Number Document Title

ISO 21500 Guidance on project management

PMBOK Construction Extension to the PMBoK® Guide Third edition, 2017

PMBOK A guide to PMBOK Sixth Edition, 2016

4 © ECPMI 2019– All rights reserved

1.5 Purpose and / or Objectives

The main objectives of this CPQM Manual are, therefore to:

5 © ECPMI 2019– All rights reserved

1.6 Terms and Definitions

6 © ECPMI 2019– All rights reserved

1.7 Overview of Construction Project Quality Management

i.) Quality Management

7 © ECPMI 2019– All rights reserved

ii.) Project Quality Management

iii.) Quality in Construction Projects

8 © ECPMI 2019– All rights reserved

iv.) ISO Quality Management system

 Customer’s quality requirements;

9 © ECPMI 2019– All rights reserved