9. Account for QA/QC time needs when establishing dead- lines, budgets, and staffing projections. 10. Include stakeholder engagement . QA/QC policy should define levels of stakeholder engagement for various project types and levels. This should also be considered in project scheduling and budgeting, to ensure that external stakehold - ers, in addition to and outside of the client, are considered in the project. 11. Implement! Implement! Implement! No program is suc - cessful as just words on paper. It requires a champion and ac - countability from top to bottom to truly achieve a successful program. QA/QC development and execution takes time and intentionality, and underwriting mistakes and risk is time well spent. Civil engineering is one of the first major design steps in projects and affects the entire design team. When design becomes reality on the ground, many fac - tors take shape to create opportunities for reflection concerning the original idea, the design development, the construction execution, and the QA/QC process. Leaders in the civil engineering industry should think about design from the lens of training the next generation to be cognizant and proactive with QA/QC to combine skills with experi - ence. In the end, elite engineering companies think about QA/QC as a matter of routine. This is the sign of a great company.
project reviews from a design perspective. QA/QC is focused on the deliverable to the client. Administrative needs of proj - ects are conducted in a separate forum with internal company leadership. For small projects, the review may be internal to the project team. For large or complex projects, external team review is essential. 5. Include the cost of QA/QC in all project fees upfront. As with the overall QA/QC Program, the cost of QA/QC should scale with the size and complexity of the project but should always be included when budgeting a project fee. Establish a standard rate or system for calculating QA/QC services based on project scale. 6. Determine a flow chart of expected project milestones. An example would be to follow design phases and execute QA/QC reviews before each deliverable moves forward with the submittal. 7. Include cross-discipline reviews. Cross-discipline review is critical for complex projects to ensure all design team members are coordinated and the project is constructable. Leverage the expertise in your firm for cross-discipline review, and/or utilize external resources if necessary to make sure that all compo - nents will work together. 8. Include client check-ins throughout the project stages. Requesting formal feedback from the client on project execu - tion is “a way” to keep a pulse on performance and will cut-off potential issues in the long run.
PROJECT MANAGEMENT VIRTUAL SEMINAR THE ONLY PM COURSE IN AEC THAT’S BASED ON BEHAVIORAL SCIENCE WEEKLY STARTING JUNE 7TH
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