Quality Plan

Quality Plan

Our project’s quality plan will involve a detailed plan on how to execute quality assurance, control management, and amendment. To understand what our quality plan is all about, we start by defining the organization’s structure. Every team player is required to comply with the quality plan. Implementing our quality plan is to make sure we deliver a detailed and quality plan; the process of renovating should demonstrate the best quality and achieve the financial benefits of the investment. This section of our quality plan should offer a quality checklist that our team members can use and ensure that the plan is up to standard in connection to the five phases and the general process of the house renovation. The project manager will then make approval of the checklist.

Image 2

Quality Planning – Quality Checklists

The following table illustrates the checklist to be used by the project manager in the process of public park renovation.

  List Item Completed? Initials Comments
  Is there a general agreement among the team members on the property to be purchased?      
Has there been a full inspection of the property?        
Have all the damages or damaged areas been identified and noted?        
Has there been safety assessment and precautions before the commencement of the renovation process?        
Has the procurement team secured high-quality materials for the construction of the park?        
Does the renovation meet the model presented by the design or the engineers?        
Have the properties and appliances installed been tested to verify if they are effective?        
Are the lighting system and the children’s play center been tested for any defaults?        
Is the park ready for public use according to the new changes made?        
Has the project manager recorded pictures of the project and the necessary documentation?        

Table 6

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Execute (QA)

Based on the quality assurance of our plan, we intend to have every team player develop a Standard Operation Procedure based on the activities of the project to inspect the entire process. A quality Standard Operation Procedure is a detailed procedure that can easily be followed and produce similar outcomes. The document for standard operating procedures will be accessible for every team member.

Monitor and control (QC)

The manner in which we handle quality control has been stated briefly, as indicated in the checklist. The checklist will then be utilized to ascertain whether the renovation project passes the quality standard. This process can be achieved by examining that all equipment and appliance are properly installed and function accordingly. It is very important that the outcome of the project would demonstrate a modern outlook to achieve profitable returns on the initial investment. Generally, the quality management plan will assure the renovation process of the public park and achieve the required standard and that there is similarity.

Human Resources

Plan

The plan here is to have a small number of team members with high productivity to use in renovation. To achieve our goal of renovating the park, we need to form a team that can efficiently accomplish the required job within a specified time.

Team Members and Responsibilities

 

Member

 

Duties

 

Project Manager

 

Cost maintenance and update schedules, facilitate communication among the team members, resolve conflicts arising in course of project execution.

 

Designer

 

Will design the new outlook of the park

 

General Contractor

 

In charge of project estimates and facilitates coordination.

 

Engineers

 

Determine the structural integrity of all modifications to the existing structure. Regular inspection to check progress.

Table 7

Purchase of property

Before we begin the project, it is, therefore, necessary to acquire the property. The project manager, general contractor, and designer will give an elaborate discussion on what right property we are seeking. After we decide which house to buy, then the next phase of the renovation will start.

Inspections

Before launching the renovation process, inspection is key to identifying particular items that may pose some risk. We must correct immediately and proceed to the application for a construction license through the City of Denver.

Designer

At this stage, the interior and exterior designer will start the consultation process with both the general contractor and project manager to discuss the financial budget and the types of materials required for the project.

Order materials

After approval of the design models by the project manager, construction materials will then be bought.

Subcontractors

After finalizing the designs, we will submit our plans to the subcontractors for review. As soon as they approve, rough work commences. To help us in the construction, we decided to bring on external board sub-constructors.

Final touches

Both the contractor and project manager will inspect the work again before approval. Once the project is approved, the park will be ready for listing and sale after the final touches.

Communications Management Plan

For the project to be successful and completed in time, there is a need for a communication management plan to ensure that every team member is actively involved in the process and can easily communicate with one another in time. Moreover, the communication management plan will be simplified to ensure communication is efficient and reaches the right people. Additionally, the communication management plan involves the following areas:

  • Communication plan
  • Distribution of information
  • Report on performance
  • Management of stakeholders

In this project, communication will involve every member of this project, along with the stakeholders. To ensure that there is efficient communication with the stakeholders, identifying stakeholders will be done in a later section. The mode of communication and other details are discussed below.

Information Distribution

To properly present our communication plan, this segment is introduced before the communication plan part. The mode of distribution of communication is essential. The channels of information are a mixture of both formal and informal communication channels. The following are the primary forms of communication:

  • Emails
  • Formal presentation
  • Formal progress report
  • Scheduled meetings
  • Memorandum
  • Text messages
  • Phone calls
  • Conference calls

The channels of communication are not defined by whether it is formal or informal since communication channels such as email can be categorized as formal and informal, which depends on the nature of the sender and recipient. Additionally, phone calls and conference calls can be categorized as being formal or informal. At the start of the project, every team player will have similar communication information like a contact list and email addresses. It also motivates every member’s email address to be available on the outlook for scheduling meetings.

Communications Plan

To have an efficient communication plan, it is important to identify the types of information passed through communication channels. The figure below illustrates the type of information that will be communicated throughout the project. Initial project information, project execution, project status, project inquiries, project emergencies, and updates to stakeholders. The left column simplifies what is included in these six information types. For instance, we will understand what project status is; however, the graph will enable the team players to understand how much has been accomplished and each member’s responsibilities.

The recent organization structure provides a brief look overview of how communication will be managed. That means, often, the information does not necessarily have to be channeled to every person. Some information may only be relevant to certain people, and a communication chart tries to illustrate it every member is required to communicate with the project manager. In any case, the contractor has some information or concerns to pass across; they have to communicate with the engineers who then report to the project manager.

Information Objective/ Description
Project Information It entails information provided at the start of the project such as information plan, renovation model, stakeholders, team members, project description, cost management, and time management
Project Execution The information here is about project execution such as the purchase of property, inspection, demolition, and cleaning

 

Project Status It provides updates on project execution, responsibilities of members in connection to the execution of the project
Project Inquiries The information in this section is presented in the form of questions. Both stakeholders and team players may direct questions to the person as indicated and provide comments and suggestions.
Project Emergencies At this stage, any potential risk that emerges is noted, and a clear plan is formulated in the event other incidents emerge.
Stakeholder Updates Stakeholders are provided with access to the information that they need. However, the communication plan will provide stakeholders with separate update information based on the stage of the execution of the project

Table 8

Provided with the above information, our mode of communication will be structured as illustrated below. (PM refers to Project Manager, and GC refers to General Contractor)

Summary of Communication Plan[1]

Information Sender(s) Recipient(s) Method Frequency
Project Information Project manager Engineer

Designers

General Coordinator

Weekly meetings

Format presentation

Phone calls

Emails

As required
Project Execution Project manager

Designer  Engineers

Project manager

Engineers

Designers

 

Phone calls

Emails

Weekly meetings

As required
Project Status Project manager

Designer  Engineers

Project manager

Engineers

Designers

 

Weekly meetings  

Weekly

Project Inquiries Project manager

Designer  Engineers

Project manager

Engineers

Designers

 

Phone calls

Emails

Weekly meetings

As required
Project Emergencies Project manager

Designer  Engineers

Project manager

Engineers

Designers

 

Phone calls

Emails

Weekly meetings

As required
Stakeholder Updates  Project Manager Stakeholders Memorandum Weekly, monthly

Table 9

As observed from the above table, both the sender and the recipients can interchange. For example, the designers send information on status updates to every team player and receive status updates from other members. The project manager must share information with every team player; thus, they appear in every area. The project manager is the only person who can send information associated with Project information since they are the team leader of the entire project. In case there is communication beyond the guidelines’ scope, then the project management will take necessary action.

Performance Reporting

The nature of performance reporting we will be sharing with the stakeholders is progress reporting. Following the communication plan, we outline what the team has achieved through the weekly meetings, by which formal presentation will demonstrate the achievements. The project management is responsible for presenting to the rest of the team the progress of project execution. The first meetings will involve the stakeholders where they will be presented with a notebook of the project. The project manager is in control of communication to promptly receive appropriate information on the progress of the project.

 

Manage Stakeholders

Identification of stakeholders is essential since they may directly or indirectly affect the progress of the project. The following are some of the stakeholders identified for the project.

  • Private investor
  • Potential buyer
  • HOA

The table below shows additional information related to our stakeholders. It provides an overview of our stakeholders, their expectations, stakeholders’ nature, their interest, their power of influence, and function.

Name of Stakeholder Interest 1M10 Influence 1M10 Role in Project Type of Stakeholder Expectations of Project
The community 10 10 beneficiaries Connected Recreational services
Event organizers 10 4 investment Connected Rent a good event holding park

Table 10

Risk Management Plan

Identify Risk

The risk in the quality of the public park is categorized as low impact risk. It means that the prevalent risks will lead to delays but will eventually be mitigated using appropriate interventions. Team compilations and common risks present in project/park remodeling were applied to identify and determine individual risks. The team thoroughly discussed and compiled the various risks, as listed in table 13.

Analyze Qualitative Risk

To analyze the qualitative risks, the project team prioritized each risk and multiplied the probability of the risk by its impact to determine the weighted average of the risk. After determining the weighted average of the risk, the project team classified the identified risks as low priority, moderate priority, or high priority according to the weighted average. To separate and easily identify these risks, we colored the risks according to the extent of their priority, whereby green symbolized low priority, yellow represented moderate priority, and red stood for high priority.

Quantitative Risk Analysis

We also conducted a quantitative risk analysis for the public park renovation project using a budget for the renovation and purchase and determining whether the risk can lead to the project’s premature closure. With a limited timeframe to procure materials, purchase them, renovate the park and restore it to public use, it was very problematic to compare risks according to costs. The project concluded that every risk relating to the project’s cost would translate to high risks attached to the cost of the project.

Risk Response Plan

A risk response plan is a plan that explains the process of risk identification and mitigation. Our team designed a plan through which we can effectively respond to various risks in the public park renovation project. Table 12 below outlines our risk response plan for the project

Strategy for Risk Management
Order of Operation 1)   Risk Identification

2)   Determination of the consequence, probability, and cost priority of the risk

3)   Risk Response Action

 

 

Risk Assumption We must treat all risks as high-risk priorities and label them red until we record a reduction in the risk.
Role Definition The project manager will determine, analyze, and delegate all risks to team members. Also, all team members must report all forms of risks to the project manager.

 

Risk Ranking 1)   low priority is given green color (WA of more than 30)

2)   the moderate priority assigned a yellow color ( WA of more than 31 but less than 60)

3)   high priority allocated  red color (WA of more than 61)

Communication All risks must be reported to the project manager. In the absence of the project manager, risks must be reported to the general coordinator. The project team member indenting the risk must document such risks and communicate with the project manager through a written memo. The project manager then updates the risks on the risk matrix for the public park renovation project.

 

Table 11

Risk Register

Risk ID Description Probability Impact WA Impact Analysis Mitigation Strategy
R1 Project 3% 15% 25% Low/ Getting sick is a natural phenomenon beyond the project’s control. Team members get fall sick or get injuries in the line of duty. Injuries and sickness can cause delays in completion. To mitigate this risk, the project will have many replacements in the wait to ensure the project’s continuity.
  members       Green  
  Become sick or          
  Gets into an accident          
             
             
             
R2 Standards fail to meet different codes 2% 15% 25% Low/ Green There will be consistent checking on the codes throughout the project.
R3 Delays happen in the renovation of the public park. 4% 10% 30% Low/ Green Some delays will be experienced, which will be beyond the project team to avoid, such as weather conditions. The project will thus, low the costs generated by the delays as the best mitigation strategy.
R4 Shortage of construction materials. 2 % 15% 30% Low/ Green Delays or shortages of construction materials will not pose a huge risk on project completion. Other parts of the project can be completed as we wait for the supplies of the shortage materials.

Table 12[2]

Risk Monitor and Control

We will weekly conduct risk management meetings at the start and the end of the week, including all team members. The meeting will form a critical part of risk monitoring and control. To stay on or ahead of the project schedule, all team members must be transparent and present all risks during the immediate response meeting. All new risks arising in the project’s course will be subject to the risk management strategy matrix.

Procurement Management Plan

Plan Procurements

Procurement management refers to the steps applied to buy products and services required outside of the project’s scope. For the purpose of this project, there will be a need for the following items as presented in the table below

Item

Justification

Timeframe

Material for fencing

Required to increase the security of the park. The project does not produce fencing materials

1/1/2021

Construction materials (cement, sand, ballast, etc.)

For constructing the race tracks, resting rooms, and parking lots

1/3/2021

Gate

For enhancing the security of the park

1/12/2021

Furniture

The project will need furniture settings in various sections of the park

1/8/2021

Installation of play centers

Play center for children including various play items

1/8/2021

Table 13

The decision to purchase will be made by engineers, project managers, and designers. They will meet to decide on the specific items and where they would like to obtain the items. After agreeing on the items and the seller, the purchase will only the authorized by the project manager and the engineers in consultations with other team members. The engineers are the ones who designed the project; they have the authorization to buy the required project materials. This will ensure the project’s structural integrity and all the modification to be made because they are familiar with the appropriate items and services for the project.

Type of Contract

The project will utilize a fixed-price contract for the completion of this project. This is a type of contract whereby the seller and the project team are familiar with the total cost and the work scope before the commencement of the work. It means that the seller incurs most of the risk and must deliver the work with the specified duration according to the agreement. The project team settled for this type of contract because the project team is aware of the work scope, and they are willing to discuss the scope with the seller. Since the project is on a specific completion timeframe, it is paramount to deliver the procurement services and products within time to avoid unnecessary delays.

Conduct Procurements

As noted earlier, the designers, project managers, and engineers will be responsible for purchasing various project items and services because they are familiar with the project budget and contract. They will also be in charge of locating the best project services and items and the ideal suppliers according to their price and quality. It is significant to secure high-quality products at relatively lower prices to enable the project to complete its deliverables within the available limited budget. The identified team members will thus be responsible for bargaining for fair deals on products and services. Additionally, the team of engineers has established the appropriate weight of the items we expect from the suppliers, which will help determine the quality of the supplied products.

Deciding Factor Weight
Product Quality 15%
Delivery Time 20%
Cost 35%
Service 15%
Ability to Personalize 15%
total 100%

Table 14[3]

The project will mostly rely on cost as the deciding factor on various products and services and the weight placed on the products. The project will use the table below to compare and rate suppliers according to various aspects like quality of the product, cost, delivery time, service, and the ability to personalize the products. The project will rate the suppliers’ scores according to unsatisfactory, acceptable, and excellent, whereby the tender to the supplier will be awarded only to the highest bidders.

Supplier Product Quality Delivery Time Cost Service Ability to Personalize Total
Supplier 1            
Supplier 2            
Supplier 3            

Table 15

Control Procurements

The project manager will ensure procurement documentation and ensure that all contracts, receipts, and other documents relating to the project are secured and properly stored. The project manager will also update various records relating to the project.

Bibliography

Table inspired by class examples as well as graph found on a website: Dyer, Alan. “Project Management Communications Plan.” Bridge Technical Talent Blog, 4 Mar. 2014, www.bridgeM talent.com/blog/project Management Communications Plan/.

Template inspired by class examples and the following website: Piscopo, Mark. “Procurement Management Plan.” Procurement Management Plan Template, www.projectmanagementdocs.com/projectMplanningMtemplates/procurementMmanagementM plan.html#axzz5DBVDISJ4.

Usmani, Fahad, et al. “Types of Procurement Contracts Used in Project Management.” PM Study Circle, 23 Sept. 2017, pmstudycircle.com/2013/12/typesMofM procurementMcontractsMusedMinMprojectMmanagement/.

[1] Table inspired by class examples as well as graph found on a website: Dyer, Alan. “Project Management Communications Plan.” Bridge Technical Talent Blog, 4 Mar. 2014, www.bridgeM talent.com/blog/projectMmanagementMcommunicationsMplan/.

[2] Template”found”at:”Piscopo,”Mark.”“Procurement”Management”Plan.””Procurement”Management”Plan” Template,”www.projectmanagementdocs.com/projectMplanningMtemplates/procurementMmanagementM plan.html#axzz5DBVDISJ4.

[3] Template inspired by class examples and the following website: Piscopo, Mark. “Procurement Management Plan.” Procurement Management Plan Template, www.projectmanagementdocs.com/projectMplanningMtemplates/procurementMmanagementM plan.html#axzz5DBVDISJ4.

 

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