This reference documents project-specific quality assurance and quality control procedures appropriate to the size, complexity, and nature of the project. Quality improvements are also documented and may be included as an integral part of the Project Management Plan (PMP). Plans are developed concurrently in the iterative Program/Project Planning Phase.
In addition to quality management objectives developed as part of PMPs for projects, the system for Quality Management is defined in an organizational level Quality Management Plan (QMP). Project-specific Quality Management objectives accompanying each PMP shall be consistent with the organization QMP unless documented.
Quality is planned for and managed through the “Plan-Do-Check-Act” cycle for project execution, program management, and business processes.
The Project Manager (PM) is responsible for Documenting customer expectations and consensus quality management objectives at a project-level that supports the implementation of the PMP. Utilizing the expertise of their project delivery teams to determine the procedures necessary (such as independent technical review) to achieve the target level of quality. Ensuring the customer endorses all quality objectives included in the Quality Management Plan. Understanding the customer’s role in project success; the PM’s relationship with the customer is pivotal to providing quality service Working with the customer early in the Project Scope and Customer Requirements Definition Process to determine customer needs, and refining those requirements in light of safety, fiscal, schedule, and other constraints; considers the cost/benefit of all quality improvements.
The Project Delivery Team (PDT) is responsible for Delivering a quality project Performing an active role to ensure the customer’s quality objectives are clearly articulated and that the customer understands the essential
Sample Quality Management Plan
professional standards, laws, and codes which must be incorporated
into the project
Monitoring the quality of their own work
Keeping the commitments for completion of their portion of the
project, as documented in the Quality Management Plan
The Resource Provider(s) is responsible for
Monitoring the quality of the products and services produced by their
team members serving on PDTs or the contractors they use to
supplement their in-house capability
Teaching, coaching, mentoring and training staff so that they have
technically competent staff to assign to PDT’s
Participating in selection of outside consultants and service/goods
providers to ensure they are qualified to perform assigned work
Assigning team members to project teams commensurate with their
ability and experience
Consulting with PDT members on a periodic basis to get feedback and
make adjustments as necessary
Ensuring that there are processes in place and qualified staff or
contractors are available to guarantee that an independent technical
review is conducted
Serving on an independent technical review team, when appropriate.
Distribution of Information and Data – Communications to all project
Stakeholders
Project Delivery Team (PDT)
Project Manager (PM)
Resource Provider(s)
Ownership
Sample Quality Management Plan
Quality Management Relationships
Quality Planning Quality Control
(QC)
Quality
Assurance (QA)
Quality
Improvement
Plan Do Check Act
What Is
Done
Determine what will be
quality on the project
and how quality will be
measured
Monitor specific
project
products to
determine if
they meet
performance
measurement
thresholds
defined in the
quality
management
plan
Determine if
measurement of
quality is
appropriate by
evaluating
overall
performance on
a regular basis to
insure the
project will
satisfy customer
quality
expectations
Increase the
effectiveness and
efficiency of the
project when
corrective actions
such as Change
Requests are
identified.
Changes to the
Quality
Management Plan
and the PMP may
be required.
When It Is
Done
Project Planning Phase
Processes
PMP
Development
Project Scope &
Customer
Requirements
Definition
Team
Establishment
Activity/Schedule
Development
Resource
Estimate
Development
Project Delivery
Acquisition
Strategy
Project
Execution, &
Control Phase
Processes
Project
Execution &
Control
Lessons
Learned
Project
Execution, &
Control Phase
Processes
Project
Execution &
Control
Project Execution,
& Control Phase
and Project
Planning Phase
Processes
Change
Management
PMP
Development
Sample Quality Management Plan
Quality Management Plan Content
Overview of Quality Management Plan
Purpose
Overview of Plan, Do, Check, Act
Customer Quality Objectives
Identify Customer Quality Objectives
Identify Quality Threshold for each Quality Objective
Quality Control Plans
Address each major deliverable
Identify Independent Technical Review Team(s)
Quality Assurance
Organizational Quality System Requirements (Organizational Quality
Management Plan)
Project-specific requirements
Other Project Specific Information as required
Quality Management Plan Methodology
Plan
Identify the customers Quality Objectives. Help customers express
quality expectations in objective, quantitative terms.
Identify professional standards including legal, environmental,
economic, code, life safety and health.
Balance needs and expectations of customers and stakeholders with
cost, schedule, and professional standards. Evaluate the costs and
Sample Quality Management Plan
benefits of selected quality objectives and the processes to be used to
achieve objectives.
Develop an effective plan and processes, including quality assurance
and quality control procedures, to achieve objectives. Consider
risk/hazard factors and complexity of the project and adapt processes
to provide the requisite level of quality. Document in the risk
management plan any project variations from the local QMP
requirements.
Develop performance measure thresholds to ensure agreement on the
definition of success relative to Quality Objectives.
Ensure customer endorsement of all quality objectives included in the
Quality Management Plan.
Do
Do the work according to the approved PMP and standard operating
procedures.
Project execution is a dynamic process. The PDT must communicate,
meet on a regular basis, and adapt to changing conditions. The
Quality Management Plan and PMP may require modification to ensure
that project objectives are met.
Document in Lessons Learned – PROC3020, as required.
Check
Perform independent technical review, management oversight, and
verification to ensure that quality objectives are met consistent with
District Quality Management Plans.
Check performance against the PMP and Customer Quality Objectives
performance measures thresholds to verify that performance will
accomplish Quality Objectives and to verify sufficiency of the plan.
Share findings with all project stakeholders to facilitate continuous
improvement.
Sample Quality Management Plan
Act
If performance measures thresholds are exceeded, take specific
corrective actions to fix the systemic cause of any non-conformance,
deficiency, or other unwanted effect.
Document quality improvements that could include appropriate
revisions to the quality management plan, alteration of quality
assurance and control procedures, and adjustments to resource
allocations.

Student Name and ID: Mauricio Sepulveda – AIBL180419
Course Code and title: BSB61015 – Advanced Diploma of Leadership and Management
Unit Code and title: BSBINN60 – Lead and Manage Organisational Change
Trainer and assessor name: Erdem Celik
Page numbers: (to be inserted at the bottom of each page – Microsoft Word can generate
this automatically, you just need to select “Insert” then “Page Number” from the ribbon at
the top).
________________________________________________________________________________
Question 1: Copy and Paste the question here
Write your answer here
– Do the same for all the other questions

Lowe, J G (2010) Edinburgh trams: a case study of a complex project. In: Egbu, C. (Ed) Procs 26th
Annual ARCOM Conference, 6-8 September 2010, Leeds, UK, Association of Researchers in
Construction Management, 1289-1298.
EDINBURGH TRAMS: A CASE STUDY OF A COMPLEX
PROJECT
John G Lowe1
Department of Construction Management and Economics, Glasgow Caledonian University,
Cowcaddens Road, Glasgow, G3 6BU, UK
The Edinburgh Tram project has proved to be politically contentious, complex, and
problematical since preparatory work on services diversion commenced in 2007. The
proposed network has been reduced to a single 18.5 km line linking Newhaven to
Edinburgh Airport via Leith, Princes Street, Haymarket, Edinburgh Park and the
Gyle. The main contract was let on a fixed price design and build basis to a
consortium of Bilfinger Berger (civil engineering) works, Siemens (electrical) and
CAF (tramcars). Work commenced in summer 2008. An earlier contract for the
preparatory works and services diversions was carried out by Carillion. It appears
likely that the project will not be completed before 2012 rather than the original target
of 2011 and the budget cost of £545 million as included in the final business case
appears likely to be exceeded. The early stages of the project’s life have been blighted
by political disputes between the Scottish National Party on one side, who have
opposed the project and the other political parties including Labour, Liberal
Democrats, Conservatives and Green Party on the other who have generally backed
the scheme. The SNP currently form a minority administration in the Scottish
Government at Holyrood and are part of the ruling coalition with the Liberal
Democrats on City of Edinburgh Council who are the sponsors of the project. Since
the opposition parties at Holyrood forced the finance for the project through there
have been a number of high profile contractual disputes between the arms’ length
project company, Transport Initiatives Edinburgh and Bilfinger Berger. The
resolution of these disputes has caused several delays to key operations for the
project. This paper will analyse implications of the political disputes and way that the
project was let on the progress and cost of the project.
Keywords: project management, political issues, dispute resolution, game theory.
INTRODUCTION
This paper is intended to illustrate the difficulties involved in project management on
a highly politicised project. The network can be broken down into two distinct stages.
The first is a largely on-road line starting at Newhaven in the north of the City and
continuing via Ocean Terminal, Constitution Street and Leith Walk to St Andrews
Square. It then proceeds along Princes Street and Shandwick Place to Haymarket. The
second section is largely off-road and commences at Haymarket following the main
line alignment to Edinburgh Park before going through to the Gyle Shopping Centre,
under the A8 and across country to the airport.
The two sections present very different challenges. The on-road sector poses no real
technical problems apart from the need to divert services from directly under the tram
1 j.lowe@gcal.ac.uk
Lowe
1290
line or to provide side access manholes for services which cannot be diverted. The real
issue is that of traffic management during the works and the disruption to local
residents and businesses. In the case of the off-road section of the works the disruption
faced is less of a problem. The challenge here is the construction of retaining walls,
bridges, viaducts and a tunnel often with poor ground conditions. Working alongside
a main line and constructing two bridges over the main Glasgow-Edinburgh main line
involves dealing with Network Rail. They can impose restrictions on the hours
worked. Some work may only be carried out overnight at weekends. It is fair to say
that the on-road section faces logistical and political issues while the off-road section
will have to deal with technical problems. The project has been bedevilled by
contractual disputes between the Project Manager (TIE) and the main infrastructure
contractor (BBS). This has led to the most of the working on the on-road sections
being suspended because of the refusal of BBS to start work until unspecified issues
were resolved. This led to the Client considering whether to remove the BBS from the
project.
THE PROJECT
Background
Trams have been considered as the solution to Edinburgh’s traffic problems since the
1980s. Edinburgh lost virtually all its suburban rail system in the 1960s. Only the line
to North Berwick and the reinstated service to Bathgate remain. Edinburgh overcame
this as car ownership was amongst the lowest in the UK and bus usage was very high.
However over the last twenty years, car ownership has steadily increased towards the
national average leading to increased traffic congestion. In a number of roads, such as
Princes Street and also Leith Walk much of the congestion is created by large volume
of well patronized bus traffic. The only substantial area of land available for housing
to meet demands from the rapidly expanding City population was on the Leith
waterfront. Building on the scale expected would put great strains on the bus service
and increase the congestion along Leith Walk and Princes Street. Obviously things
would be much worse if the newcomers opted for car travel. A full metro system was
always going to be ruled out on the grounds of cost so trams emerged as the only
viable solution. A consensus emerged on the City of Edinburgh Council (CEC) in
favour of a tram network supported by all the parties represented. Labour were the
majority party but the scheme was also supported by the Conservatives and Liberal
Democrats. The CEC allocated the management of the project to their ‘arms-length’
company Transport Initiatives Edinburgh (TIE).
The parliamentary bill
In order to progress the proposed tramway a Parliamentary Bill was required. This
gained the approval of the ruling Labour and Liberal Democrat coalition as well as the
opposition parties. Contrary to the popular misconception the project was initially
backed by the Scottish National Party (SNP) with their then Transport spokesman
Kenny MacAskill being particularly vociferous in support between 2000 and 2002.
The Scottish Executive announced the approval of funding in 2002. The project had
the support of all parties on CEC and most of the Scottish Parliament plus also the
local Chamber of Commerce and the business sector. This consensus was broken by
the SNP. According to the respected SNP member of the Scottish Parliament,
Christopher Harvie, this about-turn was engineered by Kenny MacAskill who was
standing for election in for Edinburgh East constituency in the upcoming 2007
election. Edinburgh East was the only seat not included in the proposed tram network.
The SNP were not a force on CEC until 2005 when a Labour councillor and Deputy
Edinburgh trams
1291
Provost Steve Cardownie defected to the SNP forming initially a group of one. The
Parliamentary approval was two lines. One was a loop linking the City Centre and the
Leith waterfront while the second linked this to the airport with a branch to the
Newbridge industrial estate. The first phase (1A) was prioritized. This involved a line
from Newhaven to the airport. The remainder of the loop was labelled Phase 1B and
Phase 2 while the Newbridge branch was to become Phase 3.
The network funded
The Final Business Case was under preparation while the Scottish Executive voted
funds to commence design of the network plus preparatory and investigative works.
Before the final approval could be given the 2007 Scottish Parliamentary elections
took place. This gave the SNP a one seat advantage over Labour although well short
of an overall majority. The SNP signed a concordat with the two Green Party MSPs.
This effectively precluded any coalition not involving the SNP other than the
implausible Labour-Liberal Democrat-Conservative grand coalition. The outcome
was a minority SNP administration with critical support from the Greens. Meanwhile
a new Council was elected in Edinburgh. The new proportional representation system
dramatically reduced the Labour representation and contributed to a big increase in
SNP numbers. The Liberal Democrats became the largest party and the Greens gained
representation. A Liberal Democrat-SNP coalition took control. The start of the
project was delayed with some service diversion work put on hold by the incoming
minority SNP Administration at Holyrood while they commissioned a report by Audit
Scotland (2007). This gave the project a clean bill of health. The new First Minister
Alex Salmond wanted to scrap the project. However a resolution backing the project
was passed with the support of all opposition parties including the Greens and the
former SNP Edinburgh Independent Margo MacDonald. After some delay, the SNP
leadership agreed to give £500 million funding to the project, possibly with the threat
of a motion of no confidence if the will of Parliament was frustrated. It was also
necessary for the SNP to keep their Green allies on side. CEC pledged to contribute
£45 million to the project. This was intended to be raised in part by charging for
planning applications on or near to the proposed tramline.
Political issues

To be successful in providing feedback, particular skills and knowledge are required. So is competency at exercising those skills! Good feedback is both enlightening and satisfying to the giver and recipient. It is not criticism, it is open discussion about behaviour.
Providing constructive feedback is challenging – often because of the anticipated or real reception of the recipient. It becomes even more difficult when the behaviour in question was illegal or very sub-standard work. It is at these times that it is crucial to remain:
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
info@ihBC.edu.au| www.ihBC.edu.au
• Empathetic and understanding their point of view even if you are angry
• Considerate even though you must reprimand
• Positive about the potential and development of the recipient.
All team leaders and managers who are going to be giving and receiving performance feedback need to be competent for the task. If they are not yet competent, then they need training. There are many different means of training individuals to the required standard:
• Interactive training incorporating workshops and groups
• Use of CD-ROM training programs
• Supervised coaching and mentoring
• Role playing
• Face-to-face training.
Role plays, workshops, and work groups all provide opportunities for individuals to train and interact in simulated feedback situations. The training can also be a combined training program with the assistance of workplace trainers and assessors.
The training should include specific training around addressing performance gaps. Performance gaps are situations where outcomes are less than those stated in the strategic objectives, such as:
• Costs above budget
• Disruptive conflict
• External interference
• Failure to meet strategic and/or operational objectives
• Lost time disputes
• Low / high turnover of labour
• Productivity below budget
• Quality / workplace health and safety / environmental failure
• Work bans / go slow.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
info@ihBC.edu.au| www.ihBC.edu.au
Team leaders and managers will need training in:
• How to distinguish among the various levels of performers
• How to communicate about performance
• How to make pay decisions.
The training must involve teaching team leaders and managers to differentiate between satisfactory performance, excellent performance, and sub-standard performance. Team leaders and managers must understand that if they are going to tie pay to performance, they have to be accurate and honest in their performance evaluations. This is often achieved by asking them whether they feel it makes sense for someone who excels on the job to make more than someone who does not.
Team leaders and managers need to be able to gain the support of their subordinates to receive on-going feedback on their performance so they would know exactly where they needed to improve and there would be no surprises at the appraisal. They also need to know the process step-by-step to be able to implement and support their subordinates to comply and support.
In summary, consider these tips for success:
• Give team leaders and managers the tools they need to have tough conversations with employees
• Talk early and talk often
• Make clear to team members what they will be measured on
• Discuss how your pay plan will improve the organisation’s success.
Team leaders and managers will also require training in identifying performance gaps. A performance ‘gap’ is the difference between what is happening and what could / should be happening. This sort of training is essential to assist them in remaining objective during the interview and also ensure that ‘root causes’ are identified rather than convenient but irrelevant issues.
Identification training will usually involve teaching team leaders and managers to ask various questions, such as:
• Is the issue having a negative impact on the organisation?
• How do I know it’s an ‘issue’?
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
info@ihBC.edu.au| www.ihBC.edu.au
• Who else sees this issue as a problem?
• How are business metrics impacted by this issue?
• What would happen if nothing was done about this issue?
• What will be the benefits to the company and/or the business unit if the issue is successfully addressed?
• Is the problem ‘leverage-able’ (can a significant improvement be made with minimum effort?)
• Describe what the situation should / could be if the issue were resolved to everyone’s satisfaction.
The answers will provide further information and encourage greater accuracy in diagnosing ‘gaps’. Other training could be developed around:

1. The appropriate atmosphere to create at the interview
2. Selecting the performance criteria to use
3. What information is on hand or is needed to be collected before the discussion
4. Steps to be followed when conducting the discussion
5. Managing disagreements
6. Evaluating the interviewer’s performance
   Monitoring Performance
   Monitoring is the systematic and continual process of collecting and analysing of information about a piece of work. There are several types of monitoring and it is done at different time intervals, such as, monthly, bimonthly, quarterly, or annually, to assess the progress, production, numbers, and quality. It also provides inputs or feedback where necessary.
   KPIs must be measured in the units or terms into which the targets were broken down at the planning stage. Measurement of actual performance means knowing what has happened and predicting what is likely to happen. This means that deviations, shortfalls, overruns, etc, are forecast well in advance, so that corrective actions are initiated to forestall adverse circumstances. In other words, measurement of performance should include the process.
   To effectively monitor, you will need to know:
   • What are the specific KPIs related to the activities to be monitored?
   Business College at International House
   RTO Code: 91109 CRICOS 02623G
   Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
   3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
   info@ihBC.edu.au| www.ihBC.edu.au
   • Which individuals and teams will be responsible in undertaking these activities?
   • When are these activities undertaken?
   • What problems may arise in connection with the activities?
   • What measures may be adopted to evaluate the KPIs?
   • How is the data stored, recorded, and retrieved?
   • What logistics should be kept in mind?
   • What resources will be required?
   • Who will provide these resources?
   • What mechanism would you require for networking with other organisations?
   • What targets and objectives will be achieved?
   • What kind of supervision and monitoring will be undertaken?
   When significant deviations are noticed from the KPIs, corrective actions need to be initiated. This is called an intervention. Intervention activities could include any of: coaching, counselling, discipline, giving praise, or recognition of good performance. These could also include training, more frequent supervision, increasing number of observations, and motivating participants, undertaking exercises, improving the quality of learning material, etc.
   Everyone involved in a process has a responsibility to participate in the monitoring. All should be encouraged to keep their eyes and ears open to detect examples of exceeding the expectations and where there may be problems. Therefore, everyone needs to clearly understand the monitoring of KPIs.
   The first need is the development of the tools for data collection. These tools will vary from situation to situation. Reviewing data collected for quality, production requirements, or other reasons may all be valuable in terms of individual performances.
   In the case of a team leader or manager monitoring their staff, the process of observation is important. There is a management style referred to as ‘management- by-walking-around’ which is exactly as it is described. Getting out from behind the desk and taking the time to walk and talk is an excellent way of gathering information. This can allow you to seize the moment when individuals are most receptive to growing their skill or skills that are lacking and limiting their performance.
   Checklists to establish activities and their timeframes, casual discussions with
   Business College at International House
   RTO Code: 91109 CRICOS 02623G
   Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
   3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
   info@ihBC.edu.au| www.ihBC.edu.au
   groups and individuals may all be helpful. Remember that information received from others may be biased so investigate further before acting on unsubstantiated input.
   Whatever method is selected for the monitoring, it must be regularly and consistently applied. This is essential to provide a baseline for performance, productivity, and quality.
   Managing ‘Gaps’
   Once the evaluation on the performance has been conducted, you will know whether the individual performing the task has exceeded, met, or is below the standard as detailed by the KPI. Regardless of the outcome, feedback must be given. It is important to stay focused and be regular when monitoring.
   Team leaders or managers must respond quickly and decisively with an intervention as soon as they become aware of a ‘gap’, whether over or under-achieving. If they want to see the behaviour repeated, they will reward the behaviour in some appropriate way. If they want to see the behaviour changed, then they will provide constructive feedback
   – information on which the individual involved can build a more solid performance.
   They must respond quickly because the longer they wait, in the case of a positive behaviour, the impact is lost. In the case of a negative behaviour, it will be harder to change the behaviour, and in some cases, the potential consequences could be very bad.
   Many organisations will have policies and procedures to cover situations of non- performance or excellence. Team leaders and managers must make themselves aware of such policies and procedures, and perform as instructed by them.
   However, if there are no such policies in place, intervention will still be necessary. The immediate superior of team leaders and managers may be called upon to support and work with their subordinates to ensure compliance.

Plagiarism
You may lose marks if you do not cite sources accurately. If you fail to reference sources
properly, the effect is to misrepresent the amount of work done. Passing someone else’s work
off as your own is plagiarism.
Plagiarism (i.e. presenting the thoughts or writings of others as your original work, without
properly identifying and referencing the source), is unacceptable behaviour and will be
regarded as a serious breach of Regulations by the University. This includes copying part or all
of a dissertation, copying from another student’s work, or the un-attributed quotation of even
a single sentence written by another author.
Collusion
If two or more students work together, to produce the same piece of work, and then attempt
to present this as entirely their own work, or if one student permits another to copy his/her
work, it will be considered that an offence has been committed by all concerned.
Note
A cover page is required with the word count displayed. 10% over or under this limit is
acceptable. Failure to keep within 10% of the designated word count will result in a penalty of
a reduction of one grade. Any appendices you may attach are not included in the word count.
You must include a statement on the front cover of your work that gives the word count. You
must comply with staff requests to submit to Turnitin and provide a receipt where asked to
do so.