Quality Assurance in Project Management Information is a management procedure identified as all the structured, logical actions required to give enough assurance that a commodity, information, service, or outcome meets specific quality standards and is fit for consumption. A program for Quality Assurance is the operations intended at fulfilling the essential standard. All quality evaluation …
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PROJECT MANAGEMENT GLOSSARY OF TERMS (Courtesy of Washington State Association of State Highway and Transportation) ACRONYMS AASHTO American Association of State Highway and Transportation Officials ACEC American Council of Engineering Companies ACWP Actual Cost of Work Performed AFRS Agency Financial Reporting System API Applications Programming Interface B/C Benefit/Cost BAC Budget At Completion BASS Budget and …
● Implies: A lower workload/less complexity/less re-work/used fewer hours than anticipated/ improved training/ new machinery or technology/ automation/ higher quality of materials/ more experienced workers ● More Efficient Workers: Ahead of schedule/ better training; better work scheduling/ sequencing ● Evaluates: Are paying the correct labor rate? Are “shortcuts” being employed (corners (safety) being cut?) Is …
Implies: A higher workload/more complexity/re-work/strike/used improvised work arounds/used more hours than anticipated/emergency work – done continuously/ stipulations delayed job/obstacles on-site/more specialized labor/ new labor contract/ non-standard work being performed/ additional new process steps/ unplanned/ emergency work or condition/ permit stipulations delayed job/ poor supervision/ poor employee performance/ additional testing/ monitoring/ too many people being employed …
Implies: Many smaller/simpler repairs were done/ more units were produced/ used less equipment than planned/ used more efficient equipment/ methods/ systems More Efficient/Less Re-Work: Perhaps work was performed by contractors (Company does not claim contractors’ hours)/ use of robots/ automation/ workers were employed by other organization (than the project); better work scheduling/ sequencing/ smaller work …
Implies: Only a few large repairs were done; expensive specialty work – requiring special skills/ custom-made/material/equipment/machinery was performed; additional equipment required; did more repairs than planned; paving charges; overtime charges/ shift-work differential; first of a kind situation; an increase in overhead rates; price or wages/ benefit increases; loss of volume discounts or a high quality …
1 – Is the cost/ schedule performance greater than 10%? (NOTE: Green = 0 to 10%; Blue = 11 to 24%; Red = 25% or more) 2 – Is the schedule performance index/ cost performance index less than .9? (See Cost Control Equations in Section 7) 3 – Is the project technical lead present …
Dominating (unstoppable) leader – Charismatic – Credentialed/Self Confident – Penalizes subordinates whose ideas conflict with leader’s – Treats subordinates with contempt Passionate About an IdeaErroneous Assumptions May have insufficient data May employ risky shortcuts Dismisses contrary opinions Miscalculates the situation No contingencies built in High Expectations Believe plan is infallible Subordinates may not believe in …
Implies: Higher material costs/ material (possibly) charged to wrong job Work not started as scheduled Higher material cost(s) Used overtime due to a staffing shortage Low quality (productive) work with above average costs Late vendor delivery Delayed customer feedback/direction Reword required Work more complex than anticipated Scope creep Note: This is the worst-case scenario …
Implies: Scheduled work has not been done Labor disputes/work stoppage Insufficient staffing/manpower shortage/other resources Associated labor costs have not been incurred An ineffective & efficient process Low quality (productive) work with below average costs Work being done at less than 100% efficiency Supporting organizations behind schedule Late vendor delivery Delayed customer feedback/direction Rework required Work …
