PLSO The Oregon Surveyor July/August 2021

14 The Oregon Surveyor | Vol. 44, No. 4 Featured Article • Cease dependence on mass inspec- tion to achieve quality. Instead, improve the process and build quality into the product in the first place. • Improve constantly, and forever, the system of production, service, planning, of any activity. This will improve quality and productivity and thus constantly decrease costs. • Drive out fear and build trust so that everyone can work more effectively. A clear understanding of tasks and responsibilities by all members of the project team is essential to the adoption of these points. Forms and Reporting Documents What forms and reporting methods will you use throughout the project? Will you use the firm’s standard project forms? Will you use client-mandated forms or will you need to create new forms? How will you report to the client? Will you report dai- ly, weekly, or monthly? Will you report via email, fax, or in person? These questions should be addressed in the project deliv- ery plan. All project teammembers should understand these requirements and they should be reviewed with the client prior to starting any work. Project reporting is a critical element of client service and quality. Clients like to know how the project is progressing and if there are any issues, especially issues affecting the budget or delivery date. Suppose you have a week of rain and the field crews are not able to work. This will no doubt delay the project delivery date. Clients want to know this. One of the for- mats for client reporting that I prefer is: • Work accomplished this period • Issues or problems encountered this period • Solutions applied • Work to be accomplished next period • Potential issues or problems • Assistance needed from the client • Total project performance to date • Anticipated date of completion This format will inform the client of your progress on the project and let him/her know of any problems or issues you have encountered and the solutions you have applied to mitigate or solve them. It is also an opportunity to request client as- sistance if required. The report can be prepared in a word processing program, converted to a PDF file delivered via email, fax, or in person at the client’s request. Deliverable Requirements Your project delivery plan must include a detailed list of deliverable items. This list should include a description of all fi - nal and interim deliverable items. You should define the formats, including the type of hardcopy deliverables you will de- liver and what drafting or CAD standard will be used to create them. Drawing size, scale, and number of copies should be in- cluded. If you will be delivering softcopy deliverables, state the deliverable format (i.e., CD-ROM, DVD) files to be included and applications used to create the files. Everyone should understand what deliv- erable items are required by the contract so there are no misunderstandings at the end of the project. Statements of Safety Procedures If fieldwork is required, your project de - livery plan should include a section on safety. This is not only important for the safety of the survey crew, but is also a statement of your firm’s concern for their safety. Along with a general statement about your firm’s field safety policies, spe - cial project issues such as the possibilities of encountering hazardous materials on the project site, or potential sewer gases should be covered. When working ad- jacent to railways, your crews will need special training from the railway compa- ny. Other issues that should be covered in this section of the plan would include potential surveying near archeological and endangered sites. In some areas of the United States, the field crews could be working in areas where there are endangered flora, fauna, and soil. Cer - tificates of training will be needed prior to the survey crews entering upon these sites. Time and cost for these activities will need to be included in your project schedule and budget. Quality Control & Quality Assurance Every project delivery plan should ad- dress the issues of the quality control measures that will be used for the proj- ect. The plan should include time and budget allowances for reviews and check- ing (quality control) that are a part of the quality assurance program. A few exam- ples of your quality control plan might include the following: • Survey or mapping criteria • Definition of standards and/or agency or client manuals • Survey or mapping criteria review and checking forms • Drafting and CAD standards • Computer calculation review forms • Field survey forms • Internal review forms and checklists I am partial to checklists for both office and field staff. These checklists should cover all technical and managerial as- pects of the project and should include a space for the project teammember to initial and date the item that was checked. Copies of the checklists to be used should be included with the final plan. These lists are great tools for ensuring the quality of your work and client service. x Fred Henstridge has more than 50 years of pro- fessional experience in geomatics engineering, surveying, mapping, transportation engineering, municipal engineering, and GIS management. After 10 years with Caltrans, he started his own geomatics and civil engineering firm, which was acquired by Psomas and Associates in 1982. Since that time, he has been a Principal of Psomas, and Corporate Director of Geospatial Services and GIS. He is currently Director of Psomas’ Federal Programs Development. continued T