monitoring and quality

8/2/2019 Monitoring and Quality

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By Ankit Raj, Nakul Syal, Mukul Verma, Shadab Samdani and

Nilanjana Neogi



The principal objective of contract

management/monitoring for both

the buyer and seller is to ensurefulfillment of contractual obligations

by all parties to the contract.



You must identify who will monitor thecontract

It should be a person who will be using theservice and will be named the ContractManager

But who else is involved?



Who retains all original contracts in your company?

Many companies have a Contract Administrator for thisrole

Retains all original contracts

Tracks key contract data (i.e. renewals, funding, etc.)

Issues notice to proceed letters

Ensures supplier’s compliance of insurance or bondingrequirements

Issues termination letters



The person assigned should do the following:

Read the final contract

Monitor work performance

Ensure deliverables are received

Manage change requests

Review the supplier’s invoices

Conduct contract close-out



Read the entire Contract and Statement of Work

Identify each deliverable and milestone in the contractand set up a checklist

Review supplier’s invoice for accuracy

Review budget to ensure funding

Manage contract change order or amendment



To introduce the quality management process and keyquality management activities

To explain the role of standards in quality management

To explain how measurement may be used in assessinginfrastructure quality.



Quality, simplistically, means that a product should meetits specification.

This is problematical for infrastructure systems

There is a tension between customer quality requirements(efficiency, reliability, etc.) and developer quality requirements(maintainability, reusability, etc.);

Some quality requirements are difficult to specify in anunambiguous way;

Project specifications are usually incomplete and ofteninconsistent.



Process and product quality

Quality assurance and standards

Quality planning

Quality control



Concerned with ensuring that the required levelof quality is achieved in a infrastructure product.

Involves defining appropriate quality standardsand procedures and ensuring that these arefollowed.

Should aim to develop a ‘quality culture’ wherequality is seen as everyone’s responsibility.



We cannot wait for specifications to improvebefore paying attention to quality

management.

We must put quality managementprocedures into place to improve quality in

spite of imperfect specification.



Quality management is particularlyimportant for large, complex systems. The

quality documentation is a record of progressand supports continuity of development asthe development team changes.

For smaller systems, quality managementneeds less documentation and should focuson establishing a quality culture.



Quality assurance Establish organisational procedures and standards for quality.

Quality planning Select applicable procedures and standards for a particular project

and modify these as required.

Quality control Ensure that procedures and standards are followed by the software

development team.

Quality management should be separate from projectmanagement to ensure independence.



The quality of a developed product is influencedby the quality of the production process.

This is important in infrastructure developmentas some product quality attributes are hard toassess.

However, there is a very complex and poorlyunderstood relationship between softwareprocesses and product quality.



Infrastructure quality management is concernedwith ensuring that the project meets its requiredstandards.

Quality assurance procedures should bedocumented in an organisational qualitymanual.

Project standards are an encapsulation of best

practice. Reviews are the most widely used approach for

assessing the product quality.

monitoring and quality

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