AIA Continuing Education Hall & Company is a Registered Provider - - PDF document

5/28/2014 1

AIA Continuing Education

Hall & Company is a Registered Provider with the American Institute of Architects Continuing Education Systems. Credit earned based on the completion of this program will be reported to AIA/CES for AIA Members. Please send your AIA member number to kbernal@hallandcompany.com after the presentation for reporting. This program is registered with the AIA/CES for continuing professional

• education. As such, it does not include content that may be deemed or

construed to be an approval or endorsement for the AIA of any material of construction or any method or manner of handling ,using, distributing, or dealing in any material or product. Questions related to the specific materials, methods, and services will addressed at the conclusion of this presentation.

What about Bob…?

Bob Rosain & Associates.…Provides comprehensive management, operations and project delivery solutions to project‐owning organizations and the A/E/C industry…

• 35+ years in the A/E/C business working

nationally and internationally, currently based in Seattle

• Parametrix, CH2M HILL, Dames & Moore
• Senior Project/Program Manager
• Managed Small to Mega projects
• Principal/Office Manager/Operations Manager
• Project Management Program Development

&Training

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What about Chris…?

Hall & Company is a specialty insurance broker serving over 3,700 design, consulting, surveying & environmental firms nationwide.

• Executive Vice President, Senior Broker and

shareholder.

• 29 years insurance & risk management

experience working for national and global insurance firms.

• Graduate of City University and Executive

Management, College of Insurance, Princeton NJ.

• Former Landscape Designer.

Our Learning Objectives today…..

1. Define “Quality” and “Quality Programs” in the AEC business and project delivery context. 2. Learn WHY AEC firms need to implement Quality Programs…including the benefits of d i d h i k f NOT d i doing so and the risks of NOT doing so. 3. Learn how to build and implement a Quality Program for your firm. 4. Learn how to implement a Continuous Quality Improvement Program in your firm.

So what is “Quality”?

Webster says…

“The standard of something as measured against other things of a similar kind; the degree of excellence of something”

Wikipedia on Quality (in business)…

“…a quality item…has the ability to perform satisfactorily in service and is suitable for its intended purpose…”

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So what is “Quality”?

In the context of projects, the Project Management Institute (PMI) says…

“Project Quality Management includes Project Quality Management includes the processes…of the performing

• rganization that determine policies,
• bjectives and responsibilities so that

the project will satisfy the needs for which it was undertaken.”

PMI’s Project Management Book of Knowledge (PMBOK), 5th Edition, 2013

What is “Quality Control”?

• “…controlling a process to

ensure that the outcomes meet an agreed upon level of quality and are predictable ” quality…and are predictable…

• It answers the question:

“Are we doing the thing right?”

What is “Quality Assurance”?

• “…verification and

documentation that quality control processes has been performed ” performed…

• It answers the question:

“How do we know?”

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What is a “Quality Program”?

“…organization‐wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high‐quality products and services to customers.”

• r,

“…a business function that leads and manages the organization’s quality control, quality assurance and continuous improvement processes…”

Modern Quality Management…

• Led by the Quality Management

pioneers…

– W. Edwards Deming, Phillip Crosby, Joseph Juran Robert Pirsig Joseph Juran, Robert Pirsig, and others

• Initially focused on quality

processes in manufacturing

• But evolved to include the service

industries….including the AEC industry Quality Management in the AEC Business… Includes…Quality Products

• Our Products are our deliverables

(Reports, Plans, Specs, etc.)

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Quality Management in the AEC Business… AND…Includes…Quality Service

• Our Service starts at the proposal stage and includes client

involvement, communications, product delivery and follow‐up

• The quality of our Products are often unknown until the end
• f the project, but the quality of our Service is evident from

the start of the project to its completion

• We ARE in a Service Business

Quality Management in the AEC Business…

• Client expectations are always high, and…

– They often try to make this point in contracts

• Requiring, “…error‐free…” designs, or
• Requiring, “…Highest Quality…” designs, or
• Require adherence to their QA/QC
• Require adherence to their QA/QC

Procedures, or

• Require the A/E to submit a QA/QC Plan for

their approval – All of which are inadvisable, unenforceable or even uninsurable !

Quality Management in the AEC Business…

• AEC’s are legally held to an industry…

“Standard of Care”

– Based on English Common Law Doctrine – Which essentially requires AEC’s to… y q

“…perform your services in a manner consistent with the degree of skill and care used by other competent practitioners of your discipline under similar circumstances…”

– Contract terms that add, subtract or alter this concept are unacceptable

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Quality Management in the AEC Business…

• Quality Resources and Other Standards

– AIA (Best Practices, Chap. 14), ACEC, ASCE, etc. – State DOT’s, Federal Government (NRC & DOE) – Amer. Society for Quality (ASQ) – Amer. Society for Testing and Materials (ASTM)

Quality Management in the AEC Business…

• Quality Certifications

– ISO 9000 – NQA‐1

Five Big Reasons Why AEC Firms need to Have a Quality Program…

• 1. It’s a Fundamental Risk Management Strategy…

Designed to deliver consistent and verifiable products

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Five Big Reasons Why AEC Firms Need to Have a Quality Program…

• It represents the industry’s Standard of Care
• 2. Insurance
• It represents the industry s Standard of Care
• Reduced Claims = Reduced Premiums
• Reduced Premiums with a Quality Program in place

and Quality Program training for staff

• Maximize premium discounts up to 35% that are

available from Errors & Omissions insurers.

Five Big Reasons Why AEC Firms Need to Have a Quality Program…

• 3. Maintaining a Sustainable Business Operation

At the end of the day, “….The Quality of your product (project) will be what is remembered more than cost be what is remembered, more than cost, more than schedule…” And….building strong and sustainable client relationships by meeting their expectations for service delivery

Five Big Reasons Why AEC Firms Need to Have a Quality Program…

• 4. Marketing Advantages
• In building client relationships
• In demonstrating a professional commitment
• Noting certifications if you have them

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Five Big Reasons Why AEC Firms Need to Have a Quality Program…

• 5. Efficiency and Profitability
• Building a Quality Culture to “…Do it

right the first time…”

• Minimizing re‐work = efficiency =

reduced costs = increased profitability

The Big Risks of NOT Having a Quality Program…

• 1. Design and Delivery

Deficiencies

• Errors & Omissions
• Construction RFI’s
• Construction Claims
• Consequential

Damages is not covered by most Errors & Omissions insurance policies.

The Big Risks of NOT Having a Quality Program…

• 2. It’s less than the “Standard of Care”
• Legal Liability
• Worse Yet: Having a Quality Program in place and not

following it

• A claim arising out of committing to a higher standard
• f care by contract is likely not insurable under Errors

&Omissions.

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How to Build and Implement a Quality Program

A good Quality program requires three things:

• 1. Leadership &

Organizational Organizational Alignment

• 2. QA/QC Processes and

Tools

• 3. Staff Knowledge and

Development

Leadership & Organizational Alignment

Requires:

• Leadership commitment

and communication

• Set expectations and goals

Set expectations and goals

• An organizational structure

defining authority and accountability

• Provide budget and

resources

Typical QA/QC Organizational Structure

CEO

Quality

Providing:

• Autonomy
• Direct reporting

Principal Principal Principal

Program Director

to the CEO

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QA/QC Processes & Tools

Processes:

• Developed by management

and staff

• Comprehensive but scalable
• Open to review and continuous

Open to review and continuous improvement Focused on:

• Senior review of deliverables

(reports, plans, specs, calc’s, etc.) by assigned reviewers

QA/QC Processes & Tools

Tools:

• Review documentation forms, signature

stamps, filing systems, checklists, resource lists, etc., and…

• AND

Regarding QC documentation

• AND….Regarding QC documentation,

remember…

“If it isn’t documented, it never happened”

Staff Knowledge & Development

Training:

• Indoctrination training for new

staff l i i d f ll

• Regular training updates for all

staff Senior Staff Mentoring

• For all staff

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Continuous Quality Improvement (CQI)

Also requires:

• Leadership & Organizational

Alignment & l

• Processes & Tools
• Staff Knowledge & Development

CQI Leadership & Organizational Alignment

Regular (yearly?) Organizational Review

• Reviewing leadership, functionality, staff
• Reviewing budget & resources
• Client input or feedback

Project Audits

• Develop a scalable process
• Set the expectations
• Do it !

CQI Processes & Tools

Process Review & Refinement

• Assign staff responsibility for updates
• Collect feedback internally/externally
• Communicate updates

Project Lessons Learned

• On EVERY project;

documented and accessible

• Incorporate client feedback

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CQI Staff Knowledge & Development

Continuous Training

• Regular QC Training for all staff
• Review & report key lessons

learned – good and bad Quality Communications

• Regular emails, newsletters,

brown bags, etc.

• Articles in professional and client‐

centric publications

To request a certificate of completion: Visit http://qualitymanagement.eventbrite.com AIA Course # HCCES124