ENGINEERING AND

CONSTRUCTION BULLETIN
No. 2017-20 Issuing Office: CECW-EC Issued: 19 Sep 17 Expires: 19 Sep 19

SUBJECT: Quality Management Plan Guide

CATEGORY: Guidance.

1. References:

a. Project Management Business Process (PMBP) Manual 2009

b. Engineer Regulation (ER) 5-1-11 U. S. Army Corps of Engineers Business Process

c. ER 1110-1-12 Quality Management

d. ER 5-1-14 USACE Quality Management System

e. Dalton, James (2013) Memo Quality Imperatives for Engineering and Construction
Products and Services

f. Engineer Pamphlet 715-1-7 Architect-Engineering Contracting in USACE

g. ER 1180-1-6 Construction Quality Management

h. ER 1110-2-1150 Engineering and Design for Civil Works Projects

2. Purpose.

a. This guidance provides additional information with regard to the requirements of the
Quality Management Plan (QMP). The QMP is an integral part of each Project Management
Plan (PMP), as outlined in the Project Management Business Practice (PMBP) Manual
(Reference a.). The PMBP is the fundamental method to deliver quality projects as part of the
USACE Business Process, and is required by existing policies (References b. and c.).

b. Attachment A to this ECB provides an outline of the structure for a typical QMP.

c. Attachment B to this ECB provides a comprehensive guide to each section required

within a QMP. It is structured to identify which sections can be standardized in accordance with
each District’s Quality Management System (Reference d.) and other standard operating
procedures. Additionally, the QMP Guide identifies which sections must be updated on a project
specific basis and provides examples through narration and appendices.

d. A word version of the guide is accessible to USACE employees on the Technical

Excellence Network (TEN) at the link below and may be used as a starting point to develop a
District template if one is not already in place:
ECB No. 2017-20
Subject Quality Management Plan Guide

https://go.usa.gov/xRTdS

3. Background.

a. The QMP Guide has been compiled in direct response to Mr. Dalton's Quality Imperative
Memo (Reference e.) which focuses on improving the quality of E&C deliverables. Improving
the quality of our QMPs promotes planning for quality through a consistent approach across
teams and districts, while streamlining processes as much as possible.

b. Excerpts from specific policy documents further emphasize quality management:

(1) Dalton, James (2013) Quality Imperative Memo (para. 6, p. 3), “… A disciplined
focus on continuous quality improvement will help us achieve the Commander's intent that
USACE continue to increase its public value as a national asset, a DoD asset and professional
asset.”

(2) ER 5-1-14 USACE (para. 7(a), p. 5), “…USACE has sought the achievement and/or
assurance of quality in the services, work products and projects provided to our customers for
many years, using a variety of management approaches. Quality management planning
requirements for specific programs and projects have been established as integral elements of the
Program or Project Management Plans (PgMPs/PMPs) required by the USACE Project
Management Business Process (PMBP).”

4. Applicability. This ECB applies to all projects that develop a PMP and are executed by
USACE either in-house or through an AE Contract (Reference f.). Consistent with the USACE
Business Process, development of the QMP and other planning documents can and should be
scaled commensurate to the risk and complexity of a program or project.

5. Update. This policy is issued as guidance. As improvements to the QMP process are
identified, they will be incorporated in the next appropriate policy document update.

6. Points of Contact. HQUSACE point of contact for this EC is Brandon Tobias, CECW-CE,
(202) 761-0505. Civil Works Review Plan point of contact is John Clarkson, CEIWR-RMC,
(304) 399-5217.

//S//
LARRY D. MCCALLISTER, PHD, P.E., PMP
Chief, Engineering and Construction
Directorate of Civil Works

Attachment A: Quality Management Plan: Outline

Attachment B: Quality Management Plan: Guide

2
 ATTACHMENT A

QUALITY MANAGEMENT PLAN: OUTLINE

The outline below provides an abbreviated view of key components included in each Quality
Management Plan (QMP); the guidance in Attachment B is comprehensive. The notation at the
end of each heading refers to requirements documents where more information can be found;
however, many requirements are cross referenced in both the Project Management Business
Process (PMBP) and ER 1110-1-12 Quality Management.
Many PDTs will utilize QMP template developed and maintained by their district, which should
feature each of the components listed below. For Civil Works projects, district Review Plan
templates should satisfy the requirements for Quality Control and Quality Assurance as they are
required to be project-specific. If district templates do not address each focus area, they should
be updated accordingly; use the guide in Attachment B to help streamline this process.
If a District does not have a QMP template, use the outline and the guide to create one that
meets the intent of the PMPB while minimizing repetitive work. Additionally, the word file for
Appendix B is available on the E&C Technical Excellence Network (TEN) to use as a starting
point.

SECTION 1. QMP PURPOSE

1.1 OVERVIEW PMBP REF8008G

1.2 PURPOSE PMBP REF8008G
1.3 DISTRICT QUALITY MANAGEMENT PROCESSESS ER 5-1-14

SECTION 2. PLAN, DO, CHECK, ACT

2.1 OVERVIEW PMBP REF8008G

2.2 SCOPE & COST VALIDATION

SECTION 3. QUALITY OBJECTIVES PMBP REF8008G

3.1 REQUIREMENTS
3.2 COST AND BENEFIT OF QUALITY OBJECTIVES PMBP REF8008G
3.3 QUALITY OBJECTIVE THRESHOLDS PMBP REF8008G
ECB 2017-20 ATTACHMENT A

SECTION 4. DESIGN QUALITY MANAGEMENT ER 1110-1-12 (1-8.C)

4.1 DESIGN QUALITY CONTROL PLAN ER 1110-1-12 (1-8.C)

4.2 DESIGN QUALITY ASSURANCE PLAN ER 1110-1-12 (2-4)

SECTION 5. CIVIL WORKS REVIEW PLAN EC 1165-2-217

5.1 PURPOSE
5.2 DOCUMENTATION
5.3 GENERAL INFORMATION
5.4 REVIEW PLAN
5.5 AGENCY TECHNICAL REVIEW (ATR) TEAM
5.6 QUALITY ASSURANCE PLAN (CIVIL WORKS)
5.7 DELIVERABLES
5.8 SPECIALIZED REVIEWS

SECTION 6. SPECIAL CONSIDERATIONS

6.1 SPECIALIZED REVIEWS EC 1165-2-217

6.2 ENGINEERING CONSIDERATIONS AND INSTRUCTIONS FOR FIELD
PERSONNEL (ECIFP) ER 1110-2-1150

SECTION 7. CONSTRUCTION MANAGEMENT PLAN ER 1180-1-6

7.1 PRE-AWARD ACTIVITIES ER 1180-1-6 (7.B-2)

7.2 CONTRACTOR QUALITY CONTROL
7.3 GOVERNMENT QUALITY ASSURANCE ER 1180-1-6 (7.B-1)

SECTION 8. PROJECT SPECIFIC REQUIREMENTS PMBP REF8008G

Page 2 of 2
 ATTACHMENT B

QUALITY MANAGEMENT PLAN: GUIDE

This document provides additional guidance with regard to the requirements of the Quality
Management Plan (QMP). The QMP is an integral part of each Project Management Plan
(PMP), as outlined in the Project Management Business Practice (PMBP) Manual 2009. The
use of the PMBP is required by Engineer Regulation 5-1-11 USACE Business Process.
Quality is planned for and managed in accordance with the QMP, which includes Quality Control
and Quality Assurance Plans. The Project Manager (PM), the Technical Lead (TL) and the rest
of the Project Delivery Team (PDT), are responsible for determining the procedures necessary
to achieve the level of quality established for the project and agreed upon by the stakeholder.
PDT members ensure that the stakeholder’s quality objectives are effectively defined and
clearly articulated in the QMP.
The guide below follows the structure of the PMBP requirements for the QMP. Each section
consists of three parts:

GUIDANCE: Indicates if this section of the QMP can be standardized within a district, must
be project specific, or any other recommended paths forward.

GUIDANCER: Guidance annotated with a superscript “R” indicate recommended additions

to the QMP. While not formally adopted in the PMBP, these
recommendations are based on lessons learned and feedback from multiple
districts and are will likely be added to the PMBP and applicable engineer
regulations in subsequent updates.

BACKGROUND: Provides explanation of the intent of the section and recommended ways to
draft the QMP effectively and efficiently.

EXAMPLE: Illustrates how each section may look in a drafted QMP. The examples do
not come from a single QMP and range in program, size and complexity.
The examples should not be construed as the minimum requirements of
a QMP – that can only be determined depending on the project specific
circumstances.
ECB 2017-20 ATTACHMENT B

SECTION 1. QMP PURPOSE

1.1 OVERVIEW PMBP REF8008G

GUIDANCE: Can be standardized.

BACKGROUND: PDTs can utilize a standardized overview of the QMP for each PMP, as the
intent should not vary. This can typically been found in the District Quality
Management System, or the example below can be modified.

EXAMPLE: “Engineer Regulation 5-1-11 defines quality as “the degree to which a set of
inherent characteristics fulfills requirements.” Furthermore, quality should be
regarded as the conformance to established objective requirements; not a
degree of goodness. Therefore, the awarded construction documents (i.e.
drawings and specifications) establish the contractual baseline for quality. As
metrics are developed for individual projects, it is imperative that the PDT
understands and endorses what the quality product characteristics will be,
and ensures that the construction documents are developed and
administered to appropriately reflect these quality requirements”

1.2 PURPOSE PMBP REF8008G

GUIDANCE: Can be standardized.

BACKGROUND: PDTs can utilize a standardized explanation of QMP purpose for each PMP,
as the intent should not vary. This can typically been found in the District
Quality Management System, or the example below can be modified.

EXAMPLE: “The Quality Management Plan (QMP) is the quality component of each
Project Management Plan (PMP). The QMP documents the project-specific
Quality Objectives, each threshold for achieving the objectives, and other
project specific requirements.

The QMP also identifies Quality Control (QC) and Quality Assurance (QA)
procedures appropriate to the size, complexity, and nature of the project.
These plans identify QC and QA requirements for the entire project, to
include work performed by in-house personnel as well as that performed by
contractors (i.e. Architect-Engineer, Construction, and/or other).

The Project Manager, in concert with the Technical Lead and PDT,
determines the procedures necessary to achieve the level of quality required

Page 2 of 27
ECB 2017-20 ATTACHMENT B

for the project. The PDT ensures that the stakeholder’s quality objectives are
effectively defined and clearly articulated in the QMP.”

1.3 DISTRICT QUALITY MANAGEMENT PROCESSESS ER 5-1-14

1.3.1 Overview
GUIDANCE: Can be standardized.

BACKGROUND: ER 5-1-14 USACE Quality Management System requires each district to

establish a comprehensive management system for ensuring stakeholder
quality objectives. Some districts refer to these standard operating
procedures as Business Quality Processes (BQPs).

The district quality processes should be the baseline for this overview
section, and can be referred to within the QMP. However, a complete QMP
can and should not refer to the district process without alteration. Project
specific requirements, and any variances to the district processes must be
documented.

EXAMPLE: “This QMP is based on and refers to established Regional and District QM
processes:

[QMS numbers].

Project specific requirements and changes to these procedures are indicated

below, in accordance with ER 1110-1-12.”

1.3.2 Variances from District Quality Management Processes

GUIDANCE: Must be project specific.

BACKGROUND: Changes to district-established QMS procedures should be documented and

based on a risk assessment that accounts for the complexity, budget,
schedule, and quality objectives established by the PDT in coordination with
the stakeholder. In general, these variances should be limited, but may be
addressed in an overarching Program Management Plan (PgMP), if
applicable.

EXAMPLES: “To accommodate project schedule requirements, the PDT has agreed to
reduce the peer review timeline from 14 calendar days to 7 calendar days as
reflected in Section 4.1 Design Quality Control below.”

“Due to the complexity of the project and lack of in-house technical expertise,
the PDT has agreed to issue a scope of work for AE services to augment the
design team with structural engineers specializing in seismic retrofit design.

Page 3 of 27
ECB 2017-20 ATTACHMENT B

Section 4.2 Design Quality Assurance addresses the means through which
the AE will be managed to ensure stakeholder quality objectives are met.”

SECTION 2. PLAN, DO, CHECK, ACT

2.1 OVERVIEW PMBP REF8008G

GUIDANCE: Can be standardized.

BACKGROUND: PDTs can utilize a standardized explanation of the Plan, Do, Check, Act
Cycle for each PMP, as the intent should not vary. This is outlined in ER
1110-1-12.

EXAMPLE: “The ‘Plan-Do-Check-Act’ (PDCA) Cycle is the guiding quality management

procedure for USACE business processes. The quality management policies
and procedures of PDCA are outlined in Engineer Regulation 1110-1-12,
Engineering & Design Quality Management. The purpose of each PDCA
step is summarized as follows.”

2.1.1 Plan
EXAMPLE: “As a part of the PMP, the QMP defines stakeholder quality objectives and
defines how they will be measured.”

2.1.2 Do
EXAMPLE: “The management procedures outlined below for quality control, quality
assurance, and measuring quality objectives will be executed as described.”

2.1.3 Check
EXAMPLE: “Quality objectives will be measured against the established thresholds after
each phase of the project (i.e. planning, design, construction, and post-
occupancy) as described.”

2.1.4 Act
EXAMPLE: “Results of the quality objective measurement will be analyzed after each
phase of the project, captured as lessons learned, and either incorporated
into the updated PMP or District QMS as appropriate.”

Page 4 of 27
ECB 2017-20 ATTACHMENT B

2.2 SCOPE & COST VALIDATION

GUIDANCER: Should be project specific.

BACKGROUND: Each QMP must include a plan for scope and cost validation throughout the
project execution. While this may include a process for initially accepting
work from stakeholders, scope and cost validation must continue throughout
the life of the project.

This includes but is not limited to: verifying scopes of work solicited for design
services and construction contracts; generating and validating Independent
Government Estimates (IGE); utilizing QC/QA procedures to substantiate
appropriate scope and cost are reflected in construction documents;
utilization of Value Engineering as required by regulation, and; administering
all contracts effectively to ensure stakeholder cost and scope objectives are
achieved.

EXAMPLES: “The PDT for the 28th BN HQ and DFAC project was involved in the planning
phase and helped to define the scope authorized in the DD1391. Prior to
design, a scope validation workshop will be held on site with the stakeholder
to verify all requirements are understood and that no additional funding is
required. Once this is complete, a memo reflecting this validation will be
included in the project file and the design charrette will be executed per the
project schedule. If, however, the validation workshop indicates mis-
programming either in scope or budget, the PDT will provide a
recommendation to the PM to either cut scope or request additional funding.”

“Prior to accepting this project, the E&C Cost Engineering Section will provide
an initial evaluation of scope and the Programmed Amount and offer a
recommendation on whether or not to request additional funds or re-program
the project. This evaluation will be reflected in a memo included in the project
file.”

SECTION 3. QUALITY OBJECTIVES PMBP REF8008G

GUIDANCE: Must be project specific.

BACKGROUND: PDTs are responsible for documenting stakeholder expectations and

achieving a consensus for quality management objectives on a project-
specific basis. These quality objectives should be accurately reflected in
each deliverable for which the PDT is responsible, whether created in-house
or contracted (e.g. solicitation, contract, and construction documents).

Page 5 of 27
ECB 2017-20 ATTACHMENT B

Objectives should be written concisely and effectively identify a verifiable

measure of quality.

3.1 REQUIREMENTS

3.1.1 Baseline Quality Objectives

GUIDANCER: Should be standardized.

BACKGROUND: The baseline project quality objectives are considered minimum quality
standards against which all projects will be measured. Each objective
requires a project-specific cost and benefit analysis, evaluation process, and
performance threshold.

3.1.1.1 Code Compliance & Life Safety

EXAMPLE: “The project must be compliant with all applicable codes, specifically inclusive
but not limited to federal, Department of Defense, agency and life safety
codes. Any variances to life safety codes must be addressed by the Authority
Having Jurisdiction and appropriately documented in the Project File. A
complete list of codes is included in the Appendix ZZ: Quality Control Plan.”

3.1.1.2 Contract Compliance

EXAMPLE: “At project turnover milestones, there must be no outstanding, known defects;
the project must be completed to the standards required by the contract.”

3.1.1.3 Life Cycle Analysis

EXAMPLE: “The project must be designed and constructed based on the findings of a
Life Cycle Cost Analysis (LCCA). This analysis should be carried through to
completion of the project to influence stakeholder decisions.

Any decisions made during the lifecycle of the project (i.e. planning, design,
construction, post-occupancy) that do not conform to the findings of the
LCCA must include appropriately documented justification and include the
stakeholder’s concurrence.”

3.1.2 Stakeholder Quality Objectives

GUIDANCE: Must be project specific.

BACKGROUND: The stakeholder quality objectives must be tailored for each project. At a
minimum, each project should address the six areas outlined below: cost,
schedule, functionality, maintainability and sustainability, professional

Page 6 of 27
ECB 2017-20 ATTACHMENT B

standards, and unique objectives. Each objective requires a project-specific

cost and benefit analysis, evaluation process, and performance threshold.

3.1.2.1 Cost PMBP REF8008G

GUIDANCE: Must be project specific.

BACKGROUND: Identify any concerns with funding availability, phased funding, and impacts
of cost growth.

EXAMPLE: “The Programmed Amount for this project is $2.8M and includes design as
well as construction costs. In order to maximize the scope achieved during
construction, the PDT has decided to accelerate the design schedule and
reduce the number of solicitation documents. The risks associated with this
decision are reflected in the Risk Register.”

“This project utilizes phased funding, appropriated each year from FY17-
FY20: $120M in FY17; $140M in FY18; $180M in FY19 and $200M in FY20.
As such, the planning and design scopes and schedules will be structured to
account for providing complete and useable features of work to coincide with
the possibility that phased funding will not be available.”

3.1.2.2 Schedule PMBP REF8008G

GUIDANCE: Must be project specific.

BACKGROUND: Identify overall schedule requirements due to funding availability, applicable

phased turnover of facilities, milestones due to programmatic requirements,
and impacts of schedule growth. If there are no specific driving forces with
regard to schedule and the stakeholder’s needs, then this needs to be
indicated in the QMP.

EXAMPLE: “Temporary housing for the 110th Chemical BN is available from 30 Jul 2017
until 30 July 2018; at that point the permanent battalion will return from
deployment and no other temporary facilities will be available. Because of
this, the Barracks renovations must be complete and ready for the 110th
Chemical BN to move back in NLT 30 Jun 2018. These requirements will be
included specifically in the Design Build scope of work and will be part of the
proposal evaluation criteria as part of the best value acquisition strategy.”

3.1.2.3 Functionality
GUIDANCER: Should be project specific.

BACKGROUND: All projects shall meet the functional requirements as set by the project
stakeholders. While it should be assumed that each project that is turned

Page 7 of 27
ECB 2017-20 ATTACHMENT B

over is functional in accordance with the programming documents (e.g.

standard design documents), specific functional requirements must be
included as quality objectives. Include any specific feature that impacts
mission execution.

EXAMPLE: “The CBRN Training Facility includes both training and administrative
functions, which means students, contracted instructors, and post personnel
will need varying access to specific areas of the building. A comprehensive
accessibility and security study will be performed to ensure the functional
layout of the facility will meet this requirement.”

3.1.2.4 Maintainability and Sustainability

GUIDANCER: Should be project specific.

BACKGROUND: All projects shall be maintainable and sustainable utilizing the available
operational resources as identified by the project stakeholders. Prepare
documentation of stakeholder resource capabilities for the ongoing operation
of the project and maintain an updated status. This will serve as a means of
tracking project history and a measuring tool to determine the maintainability
and sustainability of the project.

EXAMPLE: “Due to the industrial nature of the functions within the TEMF and the limited
resources available to the installation DPT, durable and easily maintainable
finishes and fixtures are a priority to the function of the facility. The DPW
maintenance personnel will be included in the review of finishes and
functional layout to ensure maintenance equipment can readily move
throughout the building.”

3.1.2.5 Professional Standards PMBP REF8008G

GUIDANCE: Must be project specific.

BACKGROUND: Stakeholder professional standards objectives must be project-specific and

identify legal, environmental, economic, code, life safety and health. If the
programmatic requirements of the project require specialized certifications on
behalf of the design and/or construction team, they should be identified here.

EXAMPLE: “The installation DPW is authorized and has included additional funding in the
DD1391 to seek LEED Gold certification. Due to this requirement, a LEED
AP BD+C will be included as a fulltime member of the PDT.”

“The inclusion of a SCIF in the Brigade HQ is a mission essential feature of

this project. Due to this requirement, the installations security personnel will
be included throughout the design review process to ensure all technical

Page 8 of 27
ECB 2017-20 ATTACHMENT B

requirements are being met and the SCIF will be certified and functional at
the time of facility turnover.”

3.1.2.6 Unique Objectives

GUIDANCE: Must be project specific.

BACKGROUND: Any additional stakeholder objectives unique to the project should be

explicitly included. Project specific objectives should be described in such a
way that they can be appropriately included in solicitation documents and
administered through the contract documents. This allows impartial metrics to
be established for achieving quality objectives.

EXAMPLE: “The Troop Medical Clinic requires specific programming validation by the
Army Institute for Public Health. Representatives for the institute will be
included both during design reviews and periodic construction inspections to
ensure all requirements are being met.”

3.2 COST AND BENEFIT OF QUALITY OBJECTIVES PMBP REF8008G

GUIDANCE: Must be project specific.

BACKGROUND: Each quality objective must be analyzed for an impact to cost and schedule
and what benefits will be achieved. This cost and benefit analysis must be
documented in the QMP. If the district has an existing form to perform these
analyses, it’s acceptable to include that as an attachment to the QMP and
reference it below. The examples below are narrative in nature, but should
be expanded as necessary to ensure they are described appropriately.

3.2.1 Baseline Quality Objectives

3.2.1.1 Code Compliance & Life Safety
EXAMPLE: “Design and construction to meet applicable building codes is considered
standard practice and, thus, does not add additional cost to the execution of
the project. Failure to ensure compliance risks significant additional costs
during construction (for remediation) or loss of life or lawsuit (catastrophic
failure of the facility).”

3.2.1.2 Contract Compliance

EXAMPLE: “Effective contract administration is a core USACE principle and is included in
the cost of managing our projects, thus, does not add additional cost to the
execution of the project. Facility turnover with known contractual defects
risks significant additional cost to our stakeholders for remediation.”

Page 9 of 27
ECB 2017-20 ATTACHMENT B

3.2.1.3 Life Cycle Analysis

EXAMPLE: “The additional cost associated with completing and maintaining a Life Cycle
Cost Analysis is more than offset by the savings achieved through systems
optimization over the useful life of the facility. While design savings may
potentially be achieved by removing the LCCA, the price of additional
operational costs is compounded over the expected 30 year life span of the
facility. Premature maintenance exacerbates overall operational costs at a
return of between 5 and 15 times the expense of preventative measures.”

3.2.2 Stakeholder Quality Objectives

3.2.2.1 Cost
EXAMPLE: “The decision to expedite the design process and remove the 65% design
submittal creates the benefit of reducing the design budget and providing
additional funding for construction. It does come at an increase in risk to
quality being compromised, which may result in additional cost during
construction or operations and maintenance. These risks are being mitigated
as described in the Risk Management Plan.”

3.2.2.2 Schedule
EXAMPLE: “Potential additional costs associated with an expedited design schedule to
meet the 30 July 2018 deadline for the arrival of the 110th Chem BN are more
than offset by the cost impacts associated with finding temporary housing for
the unit if the facility is not completed on time.”

3.2.2.3 Functionality
EXAMPLE: “The additional design time and cost to perform an accessibility and security
study will generate the benefit of fewer RFIs and corrective action during
construction. The facility will not be allowed to function without these
requirements being coordinated fully, and any potential delays to turnover will
come at a cost that exceeds those associated with proper planning and
design.”

3.2.2.4 Maintainability and Sustainability

EXAMPLE: “Deliberate coordination with DPW maintenance personnel does not add
additional cost to the design process. Furthermore, correct specification of
materials that can be readily maintained may lead to a decrease in
construction costs. Even if construction cost savings are not impacted, the
additional costs associated with maintaining finishes and fixtures that are
inappropriate for a TEMF more than justify the inclusion of the DPW staff
during design review.”

3.2.2.5 Professional Standards

EXAMPLE: “As the funding has already been programmed into the project, there is no
additional cost associated with a including a LEED AP in the PDT to achieve
the sustainability objective of LEED Gold certification. The value in energy
savings and associated characteristics of a high performing facility will

Page 10 of 27
ECB 2017-20 ATTACHMENT B

increase expected return on investment in addition to typical life cycle cost

analyses.”

3.2.2.6 Unique Objectives

EXAMPLE: “The additional time required to include the Army Institute for Public Health as
part of the review process ensures the Troop Medical Clinic will be designed
appropriately and will be certified at each major project milestone. The facility
will not be allowed to turnover without these certifications, and any potential
delays to turnover will come at a cost that exceeds those associated with
proper planning and design.”

3.3 QUALITY OBJECTIVE THRESHOLDS PMBP REF8008G

GUIDANCE: Must be project specific.

BACKGROUND: The means through which each stakeholder quality objective is evaluated
must be documented in the QMP and be consistent with the PDCA Cycle.
Objective evaluations should happen at multiple intervals throughout the
project lifespan and may require updating the QMP and/or the overall PMP.
Performance thresholds for each stakeholder quality objective must be
quantifiable, impartial, and measureable against agreed awarded contract
requirements. The example below is a recommended frequency and process
by which thresholds can objectively be evaluated.

EXAMPLE: “After each phase is complete, as identified below, a stakeholder survey will
be provided by the PM for input. This survey utilizes quantifiable measures of
satisfaction that each quality objective has been achieved.

Planning
Design & Acquisition
Construction
Post Occupancy (at one year after BOD)

Once the survey results are collected, an AAR will be held and lessons
learned documented and incorporated into an updated PMP and QMP (if
applicable).

Refer to Attachment XX for samples of the survey. Completed surveys are

included in Attachment YY.”

Page 11 of 27
ECB 2017-20 ATTACHMENT B

SECTION 4. DESIGN QUALITY MANAGEMENT ER 1110-1-12 (1-8.C)

GUIDANCE: Should be project specific.

BACKGROUND: Quality Management must address both Quality Control and Quality
Assurance processes for in-house and contracted work, to include review
team members, schedules, and budgets to accommodate each type of review
throughout the project lifecycle. While each plan may be based on a generic
template managed by the district, they need to be tailored as necessary and
the schedule, budget, risks, and special considerations should be project
specific.

Each QMP must identify a Technical Lead who is responsible for coordinating
with the PM to lead the development of product-specific components of the
QMP to ensure the technical quality of E&C deliverables.

For projects that are executed as part of an overarching program, have low
complexity and higher tolerance for risk (e.g. SRM projects), generic QC/QA
plans may be utilized, provided they are based on district-established QM
processes.

Civil Works projects utilize the Review Plan to meet Design Quality
Management requirements, outlined in Section 5; all other projects for any
business line or stakeholder must follow the guidelines in this section.

4.1 DESIGN QUALITY CONTROL PLAN ER 1110-1-12 (1-8.C)

GUIDANCE: Should be project specific.

BACKGROUND: The Quality Control Plan is a component of the QMP and PMP and must be
prepared and approved prior to commencement of project design. The PDT
will prepare the QCP in order to monitor specific project deliverables to
determine if they meet performance thresholds defined in the QMP. However,
during design, changes may ensue which require additional updates and
implementation to ensure project success during the project execution phase.

At a minimum, the Plan will: describe how quality control through peer checks
and independent reviews (ITR/ATR) will be performed; list the PDT and
review team members and their review responsibilities; identify stakeholders
and other subject matter experts (SME) that will be involved in the QC
process; provide a schedule for the frequency and durations of QC reviews;
describe risks inherent to the project that should require special attention

Page 12 of 27
ECB 2017-20 ATTACHMENT B

during QC reviews; and, address any special considerations and/or crucial

design features that should require special attention during QC reviews.

The Design Quality Control Plan must identify a Technical Lead and describe
the utilization of a design deficiency tracking (e.g. DrChecks) system to
incorporate independent technical and peer reviews.

EXAMPLE: See Attachment D: Design Quality Control Plan.

The narrative descriptions in the rest of this section describe the

requirements and intent of the components of the QC Plan and should be
used for reference in conjunction with the regulation cited. Additional
examples are provided in the Attachment referenced above.

4.1.1 Project Delivery Team (PDT) PMBP

PROC2020GUIDANCE: Must be project specific.

BACKGROUND: This PDT is typically identified during initial drafting of the whole PMP and
should be kept up to date when a member of the PDT/ITRT is added or
replaced. Rather than repeating the same information provided in the overall
PMP, it is appropriate to refer to that PDT list.

However, if the PDT list is incomplete with regard to quality control, then the
remaining PDT members must be included in the QC Plan. For example, if
only the technical discipline lead is included in the PMP PDT list, then
supporting designers assigned to the project must be include in the QC Plan.
Similarly, peer reviewers, support functions (e.g. BIM/CADD support,
specification writers, etc.) and team members outside of E&C (e.g.
contracting, legal, safety, etc.) should be indicated to as well.

4.1.2 Design Budgets PMBP PROC2040

GUIDANCE: Must be project specific.

BACKGROUND: Typically, districts have a template for PDTs to use when estimating design
budgets. These are a good starting point – and they may have built in
metrics to ensure the budget stays near a specific threshold overall (e.g. 6%
of PA) or by discipline (e.g. Architecture is 17% of the total design) – but they
should be updated on each project to ensure they are accurate.

Other districts have set design budgets for projects of a certain size or value;
a good example of this is a dedicated budget for SRM projects under $1M
that stays the same across projects. Regardless of the approach, the QC

Page 13 of 27
ECB 2017-20 ATTACHMENT B

plan should reflect what is being delivered to ensure keeping within that
budget.

Any change to the project that affects the budget – user requested changes,
re-programming, changes in the design process – must be coordinated
through the Technical Lead and to the PM to ensure the scope and schedule
will still be met. Design budgets should not be unilaterally cut by any one
member of the PDT without proper coordination.

4.1.3 Deliverables PMBP PROC2010

GUIDANCE: Must be project specific.

BACKGROUND: Deliverables must be looked at through two lenses. The first of which is the
typical identification of what is being provided as part of the project itself – a
complete design is generally thought of as contract documents, to include
construction drawings, specifications, and design analyses. These items
must be identified for each specific project so every PDT member is on the
same page as far as what must be produced, whether it be an RFP or a full
design.

The second consideration is what deliverables are produced as part of the

QC process itself. Generally this will be the documents required for the each
submittal, marked up drawings from peer reviews, QC checklists that indicate
specific items have been reviewed, Specs Intact error reports, review meeting
minutes, etc.

The QC plan should clearly indicate: what is being delivered for the project;
as well as the documentation provided to verify the quality management
process has been followed.

4.1.4 Schedule PMBP PROC2030

GUIDANCE: Must be project specific.

BACKGROUND: The schedule consists of activities which comprise the total work that needs
to be performed in order to complete the project. Each activity should be
clearly defined by activity type, durations, responsible offices for each activity,
funds scheduled for each activity, and primary milestone dates.

Project schedules are often driven by outside factors that the PDT may not
have the ability to influence. The PM coordinates these influences with the
stakeholder and works with the TL and PDT to validate the schedule can be
met. This may require changes to the QM and/or overall design process to
include a reduction in project deliverables, abbreviated review schedules, etc.
Each of these decisions must be made as a PDT and accurately reflected in
the QMP within the PMP. Any decision made throughout the project that may

Page 14 of 27
ECB 2017-20 ATTACHMENT B

affect the schedule should be identified immediately and communicated

through the TL to the PM.

4.1.5 Design Quality Control

4.1.5.1 Codes and Criteria
GUIDANCE: Must be project specific.
BACKGROUND: All projects must be compliant with all applicable building code and criteria,
which are typically identified in the Unified Facilities Criteria (UFCs) which are
found on the Whole Building Design Guide (wbdg.org).

At a minimum, references to standards, codes, and criteria must be included

and must specifically identify life safety and welfare related codes. Depending
on the scope of the project, special criteria may also be included and must be
identified. Lastly, any waivers to standards, criteria, or code should also be
identified in this section of the QC Plan.

4.1.5.2 Stakeholder Criteria

GUIDANCE: Must be project specific.

BACKGROUND: Any stakeholder specific criteria, either in addition to or in lieu of typical codes
and criteria, must also be identified. The decision to use stakeholder criteria
that differs from Army/USACE requirements is generally documented in a
Memorandum of Agreement or Interagency Agreement document; these
should be coordinated with the PM and understood by the PM prior to starting
the project. Stakeholder specific criteria does not inherently mean that
specific codes do not need to be followed. Projects where the Authority
Having Jurisdiction is questioned must be well coordinated and clearly
documented in the PMP and QMP.

4.1.5.3 Risk/Hazard Factors & Complexity ER 1110-1-12 (2-5.b.) | REF8007G

GUIDANCE: Must be project specific.

BACKGROUND: The Risk/Hazard Factors and Complexity of a project should be identified

within the Risk Management Plan, which is a systemic process of identifying,
analyzing, and responding to risk for the entire project life-cycle. The RM Plan
should be actively managed by the PM and implemented by the PDT
throughout the project in order to provide the required level of quality.

This section should be used as a preliminary introduction to project specific

concerns and risk management, which should be fully explored in the Risk
Management Plan. Essentially, complexities associated with the project

Page 15 of 27
ECB 2017-20 ATTACHMENT B

should be identified here and highlighted as features that must be accounted

for during Quality Control reviews.

4.1.5.4 Quality Control Process

GUIDANCE: Should be project specific.

BACKGROUND: In general, each district should have a defined process for performing Quality
Control to ensure qualified individuals are performing complete technical
reviews of project deliverables. The QC process should also identify when
and how changes to the PMP and QMP are to be made. This should be
repeatable and consistent for all disciplines associated with the PDT and
maintained through the life of the project. Any variance to these processes
must be identified within the QC Plan.

4.1.5.5 Adapt Processes to Specific Project to Achieve Quality ER 1110-1-12 (2-3.b.)

GUIDANCE: Must be project specific.

BACKGROUND: All district-established Quality Management processes should be scalable to

the level of complexity of each project. Any variances to District QMS
required to achieve the established quality objectives should be described
here. This may be a strategic reduction from a robust Quality Control process
in order to expedite the project schedule. It may also be a modification these
processes to allow additional time for review due to a particularly complex
project.

4.1.6 Independent Technical Review (ITR) Team ER 1110-1-12

(4)GUIDANCE: Must be project specific.

BACKGROUND: Independent Technical Review (ITR) is a review by a qualified person or

team not involved in the day-to-day production of a project/product, for the
purpose of confirming the proper application of clearly established criteria,
regulations, laws, codes, principles and professional practices. ITR team
members should demonstrate senior-level competence in the type of work
being reviewed. An ITR is an integral part of design Quality Control and is
required for all projects.

All project deliverables will be subjected to an ITR. At a minimum the design

QCP will describe how Independent Technical Review (ITR) will be
performed; list the PDT and ITR Team members and their review
responsibilities; state the risks inherent to the project; and address any
special considerations and/or crucial design features that must be addressed.

4.1.7 AE Design Quality Control EP 715-1-

7GUIDANCE: Must be project specific.

Page 16 of 27
ECB 2017-20 ATTACHMENT B

BACKGROUND: When contracting work to be performed by an AE, that office – whether acting
as a consultant or designer of record – is required to follow the same
Engineer Regulations with regard to Quality Management. The QMP should
describe this requirement and the PDT must ensure it is accurately reflected
in the Scope of Work. A project specific QCP must be developed and
submitted by the AE and reviewed by the PDT. Additionally, EP 715-1-7
includes detailed information about the AE contracting process to include a
sample AE Scope of Work in Appendix W of that document.

4.2 DESIGN QUALITY ASSURANCE PLAN ER 1110-1-12 (2-4)

GUIDANCE: Should be project specific.

BACKGROUND: The Quality Assurance Plan is a component of the QMP and PMP and must
be prepared and approved prior to commencement of project design. The
PDT will prepare the QAP in order to monitor specific project deliverables for
which they do not have direct technical responsibility. That is to say, any
work that is either partially or completely contracted to an AE must be
reviewed for compliance with the contract and ensure that the AE is following
its own Quality Control procedures. Furthermore, the scope of work issued to
the AE, and its subsequent deliverables, must also be developed to meet
performance thresholds defined in the QMP. Refer to EP 715-1-7 for
additional guidance on contracting to an AE.

At a minimum, the Plan will: describe how quality assurance will be

performed; list the team members responsible for QA review; identify
stakeholders and other subject matter experts (SME) that will be involved in
the QA process; provide a schedule for the frequency and durations of QA
reviews; state the risks inherent to the project; and address special
considerations and/or crucial design features that must be addressed by
another district, Government agency, or AE firm.

The Design Quality Assurance Plan must identify a Technical Lead and
describe the utilization of a design deficiency tracking (e.g. DrChecks) system
to incorporate independent technical and peer reviews. For projects that
have both in-house and AE contracted design deliverables, a single
Technical Lead can be identified.

EXAMPLE: See Attachment E: Design Quality Assurance Plan.

The narrative descriptions in the rest of this section describe the

requirements and intent of the components of the QA Plan and should be
used for reference in conjunction with the regulation cited. Additional
examples are provided in the Attachment referenced above.

Page 17 of 27
ECB 2017-20 ATTACHMENT B

4.2.1 Design Quality Assurance (DQA) ER 1110-1-12 (5-2)

GUIDANCE: Should be project specific.

BACKGROUND: For products or services being prepared by the owning district or activity, QA
will be performed by Regional Headquarters which conducts its QA using an
audit process defined by its regional QMS. QA responsibility can also be
delegated to the district for designs prepared by another district, government
agency, or A-E contract where actions include preparation of the QAP, review
and approval, and QA oversight.

4.2.1.1 Codes and Criteria ER 1110-1-12 (5-4)

GUIDANCE: Must be project specific.

BACKGROUND: All projects must be compliant with all applicable building code and criteria,
which are typically identified in the Unified Facilities Criteria (UFCs) which are
found on the Whole Building Design Guide (wbdg.org). The code and criteria
requirements indicated in the QAP should match those that are required in
the scope of work or memorandum of agreement for the project.

At a minimum, references to standards, codes, and criteria must be included

and must specifically identify life safety and welfare related codes. Depending
on the scope of the project, special criteria may also be included and must be
identified. More often than not, the list of codes will already be provided in
the QCP and should be referred to rather than duplicating in the QAP. Lastly,
any waivers to standards, criteria, or code should also be identified in this
section of the QC Plan.

4.2.1.2 Risk/ Hazard Factors & Complexity of Project ER 1110-1-12 (2-

4.B)GUIDANCE: Must be project specific.

BACKGROUND: The Risk/Hazard Factors and Complexity of a project should be identified

within the Risk Management Plan, which is a systemic process of identifying,
analyzing, and responding to risk for the entire project life-cycle. The RM Plan
should be actively managed by the PM and implemented by the PDT
throughout the project in order to provide the required level of quality.

This section should be tailored to introduce any specific project concerns

associated with the technical quality of work being performed outside of the
district, which should be fully explored in the Risk Management Plan.

4.2.1.3 Quality Assurance Process ER 1110-1-12 (5)

GUIDANCE: Should be project specific.

BACKGROUND: In general, each district should have a defined process for performing Quality
Assurance to ensure qualified individuals are performing appropriate reviews
of project deliverables prepared by an author outside of the district. These
reviews should include a complete review of the AE’s QC Plan and spot

Page 18 of 27
ECB 2017-20 ATTACHMENT B

checking the technical aspects of the project deliverables to verify the QC

Plan was followed. QA review process should not require a complete
technical review of the deliverables; rather, the PDT should be checking for
contract compliance.

4.2.1.4 Quality Assurance Review Team ER 1110-1-12 (5-2)

GUIDANCE: Must be project specific.

BACKGROUND: For engineering and design products or services being prepared by a

geographic district, the district’s Regional Headquarters is responsible and
accountable for QA of the District’s engineering and design products.

For deliverables prepared by another district or center, government agency,

or AE contract, the QA responsibility and accountability for engineering and
design are assigned to the geographic district for which the work is being
performed. The District’s engineering organization is responsible for leading
the QA of engineering and design products and should be identified within the
QA Plan.

4.2.2 Deliverables ER 1110-1-12 (5-10)

GUIDANCE: Should be project specific.

BACKGROUND: Quality assurance must be documented through a statement of technical

review that includes: a statement of completion of an ITR and QA review and
a statement of certification of the ITR and QA review. These reviews must
include validation of the QCP, designer/checker/ITR personnel technical
qualification, and compliance with requirements of the contract, USACE and
the stakeholder.

ER 1110-1-12, Appendix F, provides a sample of this documentation. QA

personnel will perform a BCOES review, and the review will be certified with a
signed statement of completion.

SECTION 5. CIVIL WORKS REVIEW PLAN EC 1165-2-217

GUIDANCE: Must be project specific.

BACKGROUND: Specifically for Civil Works projects, the Quality Control and Quality
Assurance component of the QMP must follow the Review Plan format. More
often than not, the Review Plan will be an attachment to the QMP and should
be referred to appropriately. However, Sections 1, 2, 3, 6, 7 and 8 of the

Page 19 of 27
ECB 2017-20 ATTACHMENT B

QMP must still be addressed and are not inherently included as part of the
Review Plan.

The outline below provides a general overview of its contents, but refer to the
Engineer Circular cited for specific guidance with regard to structure and
content.

5.1 PURPOSE
5.2 DOCUMENTATION
5.3 GENERAL INFORMATION
5.4 REVIEW PLAN

a. Reviewers' Expertise and BalanceReviewers' Conflicts

c. Reviewers' Independence
d. Reviewers' Privacy

e. Reviewers' Compensation
f. Reviewers' Charge
g. Confidentiality
h. Choice of Review Mechanism

i. Reviewers' Access to Information

j. Disclaimer
k. Opportunity for Public Participation
l. Transparency
m. Documentation of Responses

5.5 AGENCY TECHNICAL REVIEW (ATR) TEAM

5.6 QUALITY ASSURANCE PLAN (CIVIL WORKS)

5.6.1 Design Quality Assurance (DQC)

5.6.2 Codes and Criteria
5.6.3 Risk/ Hazard Factors & Complexity of ProjectQuality Assurance Process

5.7 DELIVERABLES
5.8 SPECIALIZED REVIEWS

Page 20 of 27
ECB 2017-20 ATTACHMENT B

SECTION 6. SPECIAL CONSIDERATIONS

6.1 SPECIALIZED REVIEWS PMBP REF8008G

6.1.1 Stakeholder Review Team PMBP REF8008G

GUIDANCE: Must be project specific.

BACKGROUND: Specific personnel that need to be included as part of specialized reviews as

a part of, or on behalf of the Stakeholder must be identified.

EXAMPLE: “Since utilities such as electric, sanitation, and water are privatized at Fort
Lee stakeholders such as Dominion Virginia Power, Old Dominion Utility
Services, Inc., and Virginia American Water Works, respectively, are involved
with project review for utility coordination and design purposes.”

6.1.2 Mandatory Center of Expertise Review ER 1110-1-8158 (5.a.)

GUIDANCE: Must be project specific.

BACKGROUND: Centers of Expertise (CX) are designated USACE organizations (District,

Lab, or Center) that have demonstrated capability and expertise in a
specialized area. CXs improve capabilities and management, eliminate
redundancy, optimize the use of specialized expertise and resources,
enhance Corps-wide consistency, facilitate technology transfer, help maintain
institutional knowledge in key areas, and improve service to customers,
including rapid response to emergencies.

EXAMPLE: “The new Brigade Headquarters includes a Sensitive Compartmented

Information Facility (SCIF). In order to ensure the design meets all security
requirements and will be certified by installation personnel, the Protective
Design Center (CENWO) will be included as a part of the review team during
design and for follow on coordination during construction. These PDT
members are identified in the Quality Control Plan.”

6.1.3 Technical Center of Expertise ER 1110-1-8158 (5.c.)

GUIDANCE: Must be project specific.

BACKGROUND: A Technical Center of Expertise (TCX) is a USACE organization that has

been approved by HQUSACE as having a unique or exceptional technical
capability in a specialized subject area that is beneficial to HQUSACE,
USACE commands, and other organizations. The services to be rendered by
a TCX are not mandatory, are available upon request, and must be
reimbursed by project funds. Minimum customer service quality standards
established in operating procedures are also maintained by the TCX. TCXs

Page 21 of 27
ECB 2017-20 ATTACHMENT B

and services rendered can be found on the E&C Technical Excellence

Network (TEN).

EXAMPLE: “The restoration work to be completed on the tainter gates includes removal
of existing corrosion protection system and application of a new system. In
order to ensure the technical specifications are written correctly, and the QA
procedures during construction are executed effectively, the Paint Center
(CERL) has been identified as part of the PDT as indicated in the Quality
Control Plan.”

6.1.4 Center of Standardization Review ER 1110-1-8158 (5.d.)

GUIDANCE: Must be project specific.

BACKGROUND: Each year the strategy for Military Programs Delivery is authorized via
Operations Order, which establishes the Centers of Standardization (COS) as
the mechanism through which USACE develops and maintains the Army
standard designs. As such, COS must be involved in the planning and
design for standard design projects, including any alteration to or variances
from the standards. For applicable projects, the COS team must be identified
and their roles and responsibilities described.

EXAMPLE: “This project includes the design and construction of an Unaccompanied

Enlisted Personnel Housing (UEPH), a General Purpose Warehouse (GPW),
and a Company Operations Facility (COF). As designated Centers of
Standardization, the Fort Worth (UEPH, GPW) and Savannah Districts (COF)
have been identified in the PDT list included in the QC Plan. Representatives
from each team will attend the planning charrette, design charrette, and
participate in the QC and ITR reviews, as outlined in the QC Plan.”

6.2 ENGINEERING CONSIDERATIONS AND INSTRUCTIONS FOR FIELD

PERSONNEL (ECIFP) ER 1110-2-1150

GUIDANCE: Must be project specific.

BACKGROUND: The Designer of Record (DOR) (whether in-house or contracted) is

responsible for generating the Engineering Considerations and Instructions
for Field Personnel (ECIFP) in accordance with ER 1110-1-12. An ECIFP is a
brief document outlining the engineering considerations used to aid
construction personnel in the supervision and inspection of the contract. It
should include the discussions on why specific designs and materials were
selected and any features requiring special attention.

The document should provide insight and background necessary to review

submittals and resolve minor construction problems without compromising
design intent. ECIFP is used to transmit special design concepts,
assumptions and instructions on how to construct unique design features and
is the means of communication and coordination between design and

Page 22 of 27
ECB 2017-20 ATTACHMENT B

construction personnel for preconstruction and preparatory meetings,

submittal reviews, shop drawings, samples, certifications, and test results.

EXAMPLE: Refer to Attachment F: Sample Report on Engineering Considerations and

Instructions to Field Personnel (MILCON).

Refer to Attachment G: Sample Report on Engineering Considerations and

Instructions to Field Personnel (CIVIL WORKS)

SECTION 7. CONSTRUCTION QUALITY MANAGEMENT ER 1180-1-6

GUIDANCE: Must be project specific.

BACKGROUND: USACE Construction Quality Management activities are outlined in ER 1180-

1-6 Construction Quality Management, and supplemented with additional
information in EP 415-1-260 AE/RE Management Guide. Construction
personnel must engage in an integrated project team, providing input to the
QMP for appropriate oversight of the solicitation documents (to include
design documents) and the construction contract, regardless of the delivery
method.

This portion of the QMP does not take the place of the existing District or
Resident Office Quality Management Process, or the project specific
Contractor Quality Assurance Plan. Rather, each of these processes should
work in concert and be used throughout the project; achieving quality
construction is a combined effort and responsibility of the construction
contractor and the Government.

Lastly, proper staffing is integral to successful project quality. Office staffing

is outlined in the district and Resident Office Quality Management Process;
additional project-specific staffing (in excess to the district process) must be
addressed in the QMP. See Section 7.3.1 of this guide for more information.

7.1 PRE-AWARD ACTIVITIES ER 1180-1-6 (7.B-2)

7.1.1 Acquisition Strategy Development

GUIDANCER: Should be standardized.

BACKGROUND: Typically, acquisition strategy decisions include input from the Chief of
Construction as part of the district standards processes. This involvement
should be documented as a part of the QMP in the PMP. The level of detail of
the strategy will be equal to the value and complexity of the proposed
acquisition. As the acquisition method directly impacts how the construction
contract is administered, integrating construction personnel directly impacts
the successful execution of the project.

Page 23 of 27
ECB 2017-20 ATTACHMENT B

EXAMPLE: “During initial planning, the Chief of Construction Division provides input with
regard to project complexity and risk management to help determine the
proper acquisition strategy for the project, in accordance with District Process
XYZ.”

7.1.2 Input During Design ER 1180-1-6 (7.B-2)

GUIDANCE: Must be project specific.

BACKGROUND: Construction personnel should participate in design review conferences,

BCOES reviews, conduct site plan-in-hand reviews and help to establish the
contract CQC requirements. The QMP should describe this level of
involvement and should be based on district standard procedures.

EXAMPLE: “The project engineer and an office engineer from the Fort Leonard Wood
resident office have been identified as PDT members, included in the PMP.
Additionally, they will be included in each design review as well as the
BCOES process, as outlined in the Quality Control Plan. They will review the
technical design, as well as provide specific input to the Div 01 Construction
Administration specifications.”

7.2 CONTRACTOR QUALITY CONTROL

GUIDANCE: Must be project specific.

BACKGROUND: Contractor QC requirements are found in specification UFGS 01 45 00.00 10

for USACE contracts. It is imperative that the PDT discuss additional
Contractor QC activities that may be necessary early in the development of
the solicitation package, document them in this QMP, and integrate them into
the contract.

Special Contractor Quality Control (CQC) Plan requirements for this contract
in addition to baseline in UFGS 01 45 00.00 10 should be outlined in the
QMP, to include:

a. Requiring additional staffing for specific features of work;

b. Unique submittal submission and review processes;
c. Integration of stakeholder, user, or DOR into the three phase inspection
process (advanced notification for meetings or request for inspection,
etc.);
d. Unique testing requirements; and,
e. Update the QMP to reference Contractor’s approved Quality Control Plan,
with transmittal number and approval date for retrieval from RMS.
EXAMPLE: “The subject matter experts for review of the Contractor’s daily blasting
plan(s) are located at the district office. Therefore, we have included a

Page 24 of 27
ECB 2017-20 ATTACHMENT B

requirement that all associated submittals are delivered electronically a

minimum of 48 hours in advance of the Contractor’s proposed execution of
work.”

7.3 GOVERNMENT QUALITY ASSURANCE ER 1180-1-6

GUIDANCE: Must be project specific.

BACKGROUND: Government QA includes the various functions, including testing and

inspections, performed by the Government as well as enforcement of the
three phase quality control process, to assure the contractor has fulfilled the
contract’s requirements for quality, quantity, and other aspects of the
contract.

7.3.1 Staffing and Training ER 1180-1-6 (7.B-1)

GUIDANCE: Must be project specific.

BACKGROUND: The PDT is responsible for developing a project specific supplement to the
QA Plan in addition to regional or district level quality assurance plans. This
supplement should identify any specific plans for additional staffing or training
necessary to successfully execute the project.

EXAMPLE: “The PDT plans to execute the following activities in advance of construction
procurement:

a. Development of a schedule of visits, or list of critical features of work, to

be reviewed and/or inspected by the Designer of Record.
b. The project will be LEED Silver certified, therefore all QA staff will be
attend the USACE PROSPECT #244 course.
c. Temporary assignment of personnel to similar ongoing construction
project at XXX district to familiarize themselves with unique facility
challenges and capture lessons learned.
d. Advertisement of temporary assignments for personnel from other
districts or MSCs in order to staff the project adequately.”
7.3.2 Additional Resources ER 1180-1-6 (7.B-1)

GUIDANCE: Must be project specific.

BACKGROUND: The QA Plan must be kept current and adjusted for changes in workload,
staffing, etc. Therefore, after initial development, the plan will be reviewed
and updated as often as necessary but not less than annually. Any additional
resources (staffing, equipment, etc.) that are required for project execution
should be identified in the plan.

Page 25 of 27
ECB 2017-20 ATTACHMENT B

EXAMPLE: “For a critical roofing project, the QA plan included the need for special
inspections by a roofing consultant and an IR camera that would aid in proper
quality assurance inspections.”

7.3.3 Designer of Record

GUIDANCER: Should be project specific.

BACKGROUND: The Construction QAP should document how construction personnel will
incorporate the Designer of Record (DOR) from pre-award through
construction completion. This includes participation in meetings and on-site
QA activities, and definition of roles in answering Requests for Information
and reviewing submittals.

EXAMPLE: “The Designer of Record (DOR) will participate telephonically during monthly
PDT meetings and attend on-site QA activities for placement of critical
features of work. RFIs and submittals that are administrative in nature will be
addressed by the project office. Technical RFIs and submittals will be
coordinated with the DOR in a frequency commensurate with the complexity
of the issue.”

7.3.4 Risk/Hazard Factors & Complexity

GUIDANCER: Should be project specific.

BACKGROUND: Similar to the design risk/hazard factors and complexity, the Construction
QAP should address project issues that affect the construction of the project
after award and Notice to Proceed has been issued. This section should
highlight risks specific to construction which are fully addressed in the Risk
Management Plan.

EXAMPLE: “The Contractor has proposed an aggressive schedule that relies on

favorable weather conditions for building dry-in before winter. In the event of
schedule slippage, the Government will review specific plans for temporary
environmental control measures.”

SECTION 8. PROJECT SPECIFIC REQUIREMENTS PMBP REF8008G

GUIDANCE: Must be project specific.

BACKGROUND: Any additional project-specific requirements not previously addressed in other

parts of the QMP should be added to ensure all unique conditions have been
accounted for.

EXAMPLE: “The new administration building on the West Point campus is subject to
many high ranking visitors during construction. Because of this, a Visitor’s
Plan has been developed to outline scheduling and accommodations and is
attached as an Appendix to the PMP. The Resident Office will handle VIP

Page 26 of 27
ECB 2017-20 ATTACHMENT B

visitors and work in conjunction with the General Contractor’s on-site staff to
minimize impacting project execution.”

Page 27 of 27
 APPENDIX A

SAMPLE: BUDGET

The sample design budget is to be used as a starting point for creating the QMP budget, which
is a requirement of the PMBP. If the PMP budget is detailed with regard to the Quality
management a quick reference to the PMP budget should be utilized.
ECB 2017-20 ATTACHMENT B APPENDIX A

DESIGN BUDGET
Advertising Approximate
Key Activities Kickoff meeting 35% Design 65% design 95% design Corrected Final Subtotal
and award hours
Design Kick-off #REF!
E&C Div. $380.00 $380.00 $380.00 $380.00 $380.00 $380.00 19 $2,280.00
Engineering Branch $1,532.00 $3,740.00 $3,288.00 $3,288.00 $3,288.00 $3,288.00 154 $18,424.00
Civil Section $13,455.00 $77,400.00 $77,500.00 $77,500.00 $20,000.00 $5,000.00 2,257 $270,855.00
Architectural Section $26,825.00 $225,000.00 $100,000.00 $225,000.00 $20,000.00 $5,000.00 5,015 $601,825.00
Mechanical Section $26,825.00 $147,607.00 $271,000.00 $251,000.00 $20,000.00 $5,000.00 6,012 $721,432.00
Structural Section $26,825.00 $77,400.00 $100,000.00 $150,000.00 $20,000.00 $5,000.00 3,160 $379,225.00
Electrical Section $26,825.00 $77,400.00 $185,000.00 $200,000.00 $20,000.00 $5,000.00 4,285 $514,225.00
AE Support $30,000.00 $50,000.00 $50,000.00 $50,000.00 $10,000.00 $0.00 1,583 $190,000.00
Cost Section $3,182.00 $22,871.00 $22,989.00 $22,989.00 $10,644.00 $10,644.00 778 $93,319.00
Geo-Environmental Section $12,045.00 $23,000.00 $23,000.00 $23,000.00 $2,000.00 $0.00 692 $83,045.00
Design management $15,148.00 $7,000.00 $7,000.00 $7,000.00 $10,000.00 $7,000.00 443 $53,148.00
Supplies $2,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 17 $2,000.00
Travel $4,300.00 $10,000.00 $10,000.00 $10,000.00 $5,000.00 $10,000.00 411 $49,300.00
Printing/Registration cost $950.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 216 $25,950.00
Military Projects Branch $20,000.00 $23,000.00 $23,000.00 $23,000.00 $5,000.00 $5,000.00 825 $99,000.00
Programs Branch $5,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 125 $15,000.00
Construction Branch $5,000.00 $7,500.00 $17,500.00 $17,500.00 $17,500.00 $10,000.00 625 $75,000.00
Contracting Branch $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $30,000.00 458 $55,000.00
VE Study $5,000.00 $110,000.00 $0.00 $0.00 $0.00 $0.00 958 $115,000.00
Independent Technical review $0.00 $0.00 $0.00 $31,000.00 $10,000.00 $0.00 342 $41,000.00
BCOES $0.00 $0.00 $0.00 $40,000.00 $10,000.00 $0.00 417 $50,000.00
Specifications Section $5,000.00 $5,000.00 $5,000.00 $10,000.00 $10,000.00 $10,000.00 375 $45,000.00
Subtotals $235,292.00 $879,298.00 $907,657.00 $1,153,657.00 $205,812.00 $118,312.00 29,167 $3,500,028.00
Total Design Cost (P&D) $3,500,028.00
PA $42,000,000.00

Page 2 of 2
 APPENDIX B

SAMPLE: DESIGN SCHEDULE

The sample design schedule is to be used as a starting point for creating the QMP schedule,
which is a requirement of the PMBP. Detailed P2 schedules are used in some districts. If the
PMP schedule is detailed with regard to the Quality management a quick reference to the PMP
schedule should be utilized. The schedule can be combined with the design budget if possible.
ECB 2017-20 ATTACHMENT B APPENDIX B

DESIGN SCHEDULE
Start
Milestone Name Duration FinishDate
Date
Receive Code 6 0 1-Jan-17 1-Jan-17
Set Up Initial Funding 30 1-Jan-17 31-Jan-17
Develop Team 45 1-Jan-17 15-Feb-17
Prepare Draft PMP 60 1-Jan-17 2-Mar-17
Finalize PMP 30 2-Mar-17 1-Apr-17
Receive Executive Staff
Approval to Move forward 8 1-Apr-17 9-Apr-17
with Design (CP Bravo)
prepare for kickoff 60 9-Apr-17 8-Jun-17
Conduct Kickoff Meeting 2 9-Apr-17 11-Apr-17
Qulaity Control Plan 7 9-Apr-17 16-Apr-17
Ensure NEPA/ Section 106
395 11-Apr-17 11-May-18
is Complete
Complete Schematic
90 11-Apr-17 10-Jul-17
Design
Peer / QC Review 3 10-Jul-17 13-Jul-17
Distribute Scematic Design
1 13-Jul-17 14-Jul-17
Package for review
Provide review comments 14 14-Jul-17 28-Jul-17
Conduct comment
4 28-Jul-17 1-Aug-17
resolution conference
Concept Cost Estimate
14 10-Jul-17 24-Jul-17
Complete
Value Engineering Study
5 28-Jul-17 2-Aug-17
Summary
VE Study Draft Report 7 2-Aug-17 9-Aug-17
Value Engineering
7 9-Aug-17 16-Aug-17
Decisions Completed
Value Engineering Report 16-Aug-
14 30-Aug-17
Finalized 17
Complete Design
120 10-Jul-17 7-Nov-17
Development
Peer / QC Review 3 7-Nov-17 10-Nov-17
Distribute design
10-Nov-
Developement Package for 1 11-Nov-17
17
review
11-Nov-
Provide review comments 14 25-Nov-17
17
Conduct comment 25-Nov-
4 29-Nov-17
resolution 17
Interim Cost Estimate
14 7-Nov-17 21-Nov-17
Complete

Page 2 of 3
ECB 2017-20 ATTACHMENT B APPENDIX B

Construction Documents 90 7-Nov-17 5-Feb-18

Peer / QC Review 3 5-Feb-18 8-Feb-18
Distribute Construction
Document Package for 1 8-Feb-18 9-Feb-18
review
ITR review 14 9-Feb-18 23-Feb-18
BCOES review 60 9-Feb-18 10-Apr-18
COS review 7 9-Feb-18 16-Feb-18
Provide review comments 14 9-Feb-18 23-Feb-18
Conduct Comment
7 23-Feb-18 2-Mar-18
Resolution
Plan in hand site visit review 3 23-Feb-18 26-Feb-18
Final Cost Estimate
14 5-Feb-18 19-Feb-18
Completed
Complete For
Construction Design 14 2-Mar-18 16-Mar-18
Documents
Backcheck For Construction
7 16-Mar-18 23-Mar-18
Design Documents
Complete Draft 1354 5 23-Mar-18 28-Mar-18
Prepare BCOE Certification 3 10-Apr-18 13-Apr-18
Design Package is
28-Mar-18 28-Mar-18
RTA/IGE Complete
Receive Executive Staff
Approval to move forward 7 28-Mar-18 4-Apr-18
with Award (CP Charlie)
Submit Design Package to
7 4-Apr-18 11-Apr-18
NAO Contracting
FEDBIZOPS Notification 30 11-Apr-18 11-May-18
Advertise 3 11-Apr-18 14-Apr-18
Receive Bids 30 14-Apr-18 14-May-18
14-May-
Source Selection 21 4-Jun-18
18
Award 7 4-Jun-18 11-Jun-18
Provide Notice to Proceed 14 11-Jun-18 25-Jun-18
PM duration 98 1-Jan-17 9-Apr-17
Design duration 353 9-Apr-17 28-Mar-18
Contracting duration 89 28-Mar-18 25-Jun-18
Total duration 540 1-Jan-17 25-Jun-18

Page 3 of 3
 APPENDIX C

SAMPLE: DELIVERABLES

The sample deliverables list is to be used as a starting point for a deliverables list. In many
cases a deliverable date is included in this list. This list is not exhaustive and needs to be
tailored for each project. Districts may decide to combine this list with the schedule.
ECB 2017-20 ATTACHMENT B APPENDIX C

DESIGN DELIVERABLES
Project Initiation
Field Investigation
Topographic and Utility Survey
Geotechnical Investigation
Environmental Report
Erosion/Sediment Pollution Control Plan
Schematic Design Submittal
Draft Design Analysis
In progress BIM Model/CAD
Draft Construction Documents
Draft Specifications
Initial IGE
Schematic Dr Check’s Design Review & Resolution Meeting minutes

Design Developement Submittal

Interim Design Analysis
In progress BIM Model/CAD
Interim Construction Documents
Interim Specifications
Interim IGE
Draft Bid Schedule
BIM Clash Detection Report
Design Developement Review & Resolution Meeting minutes

Construction Document Design Submittal

Interim Design Analysis
In progress BIM Model/CAD
Interim Construction Documents
Interim Specifications
Interim IGE
Draft Bid Schedule
BIM Clash Detection Report
Construction Document Review & Resolution Meeting minutes

For Construction Design Submittal

Final Design Analysis
Final BIM Model/CAD
Final Construction Documents
Final Specifications

Page 2 of 3
ECB 2017-20 ATTACHMENT B APPENDIX C

Final IGE
Final Bid Schedule
Final DD1354
ECIFP
BCOES Documentation
For Construction Design Review & Resolution Meeting minutes
Backcheck
**Please note these items may vary per project.

Page 3 of 3
 APPENDIX D

SAMPLE: DESIGN QUALITY CONTROL PLAN (QCP)

This document provides additional guidance with regard to the requirements of the Quality
Management Plan (QMP). The QMP is an integral part of each Project Management Plan
(PMP), as outlined in the Project Management Business Practice (PMBP) Manual 2009. The
use of the PMBP is required by Engineer Regulation 5-1-11 USACE Business Process.

The sample design Quality Control Plan is to be used as a starting point for creating the QCP,
which is a requirement of the PMBP. The QCP is an integral part of each Quality Management
Plan (QMP), as outlined in the Project Management Business Practice (PMBP) Manual 2009
(Reference 8008G). The use of the PMBP is required by Engineer Regulation 5-1-11 USACE
Business Process. Duplication of information already located in the PMP should be minimized
by referencing the PMP location of the information.

The guide below follows the structure of the PMBP requirements for the QCP. Each section
consists of two parts:

BACKGROUND: Provides explanation of the intent of the section and recommended ways to
draft the QCP effectively and efficiently.

EXAMPLE: Illustrates how each section may look in a drafted QCP. The examples do
not come from a single QCP and range in program, size and complexity.
They should not be construed as the minimum requirements of a QCP – that
can only be determined depending on the project specific circumstances.

QUALITY CONTROL PLAN

1. PROJECT DELIVERY TEAM (PDT)

BACKGROUND: The PDT team is involved with the day-today production of a product/project.
This area could reference PMP PDT table location to reduce duplication of
information, as long as that listing is complete.

Often, the PDT table in the PMP will only list the primary or lead designers for
each discipline. If this is the case, the QCP should identify the complete PDT
to include support designers and functions.

EXAMPLE:

Project Delivery team (PDT) Team

Responsibility Name Email Phone
Technical Lead John Smith [email protected] 202-555-0000
Lead Civil
Support Civil
Landscape Architect
Lead Structural
Support Structural
ECB 2017-20 ATTACHMENT B APPENDIX D

Lead Architect
Support Architect
Fire Protection
Mechanical Engineer
Electrical Engineer
Sustainability Manager
BIM Manager
CADD/BIM Technician
Specifications Manager

2. TECHNICAL LEAD

BACKGROUND: The technical lead should be identified here and his responsibilities to the
project reemphasized.

EXAMPLE: The Technical Lead (TL) manages issues concerning technical quality of
E&C deliverables through design and construction. This individual is the
primary interface with the PM and is also the District Chiefs representative for
a specific project with regard to quality management of E&C deliverables.
The TL ensures the PDT identifies and properly uses appropriate
professional standards for legal, environmental, economic, building code, life
safety, and health criteria when producing all engineering and design
products. The TL's active role as proponent is essential to ensuring technical
quality. Any proposed change to the project scope, budget, or schedule that
may affect the technical quality of E&C deliverables, or execution of quality
procedures outlined in the Quality Assurance/Quality Control (QA/QC)
portions of the approved Quality Management Plan (QMP), must be
coordinated with the TL. TLs provide PDT leadership and coordination with
responsibility for assuring Quality Assurance of E&C deliverables.

3. INDEPENDENT TECHNICAL REVIEW (ITR) TEAM

BACKGROUND: The ITR team members should be senior level experts that are not involved
with the day-today production of a product/ project. The ITR is typically
comprised of designers from another district, but may be within the same
district provided none of the review members are also PDT members. The
ITR review focuses on confirming the proper application of clearly established
criteria, regulations, laws, codes, principles and professional practices.

EXAMPLE:

Independent Technical Review (ITR) Team

Responsibility Name Office Email Phone
Technical ITR [email protected]
Jane Smith CESAS 202-555-0001
Lead .mil
Civil
Landscape

Page 2 of 9
ECB 2017-20 ATTACHMENT B APPENDIX D

Structural
Architectural
Fire Protection
Mechanical
Electrical
Sustainability
BIM Manager
Specifications

4. SPECIALIZED REVIEW TEAM

BACKGROUND: List who the specialized reviewers are and the significance for reviewing this
project.

EXAMPLE: The building being planned was developed from a standard design. To verify
project requirements and intent of the building, a team from the Center of
Standardization, XXX District, will review the documents. The team will focus
their efforts on compliance with the standard, function of the building and
approve any changes to the original design. Below are the team members
associated with the review:

Specialized Reviews Team

Responsibility Name Office Email Phone
[email protected].
Civil Jim Smith SWF/COS 202-555-0002
mil
Landscape
Structural
Architectural
Fire Protection
Mechanical
Electrical
Sustainability
BIM Manager
Specifications

Page 3 of 9
ECB 2017-20 ATTACHMENT B APPENDIX D

5. QUALITY CONTROL BUDGET

BACKGROUND: The quality control budget should define the funding used for quality control
specifically. This budget should not duplicate information located elsewhere
in the PMP or QMP.

EXAMPLE:

TOTAL PROJECT DESIGN FUNDS: [XXX]

Quality Control Budget Breakdown

REVIEW DISCIPLINE BUDGET PERCENTAGE
Peer Review:
Civil $1,600.00
Schematic Design
Structural $1,600.00
Architecture $1,600.00
Mechanical $1,600.00
Electrical $1,600.00
Peer Review:
Civil $3,200.00
Design Development
Structural $3,200.00
Architecture $3,200.00
Mechanical $3,200.00
Electrical $3,200.00
Peer Review:
Civil $2,400.00
Construction Documents
Structural $2,400.00
Architecture $2,400.00
Mechanical $2,400.00
Electrical $2,400.00
Total QC funding $36,000.00

6. QUALITY CONTROL SCHEDULE

BACKGROUND: The quality control schedule is used for complex projects that have a
large PDT, complex reviews or reviewers in remote locations. This QC
schedule documents reviews that have been completed to the
satisfaction of the Technical Lead (or design manager).

Page 4 of 9
ECB 2017-20 ATTACHMENT B APPENDIX D

EXAMPLE:

QUALITY CONTROL SCHEDULE AND CHECKLIST

START FINISH DURATION PEER
MILESTONE DATE DATE (calendar) REVIEW
ITR MCX CoS Safety BCOES

Charrette Design 4/11/2017 4/18/2017 14 x

Charrette Review
4/18/2017 4/25/2017 7 x
Period
Review of Quality
4/9/2017 4/16/2017 14 x
Control Plan
Quality Control
Review of 7/10/2017 7/13/2017 3 x
Schematic Design
Schematic Design
7/14/2017 7/28/2017 14 x x x
Review Period
ITR of Schematic
NA NA NA x
Design
Quality Control
Review of Design 7/10/2017 7/13/2017 3 x
Development
Design
Development 11/10/2017 11/25/2017 14 x x x
Review Period
BIM Clash
11/10/2017 11/13/2017 3
Detection
Quality Control
Review of
2/5/2018 2/8/2018 3 x
Construction
Documents
Construction
DocumentsReview 2/9/2018 2/23/2018 14 x x x x x x
Period
ITR of
Construction 2/9/2018 2/23/2018 14 x x
Documents
Plan-In-Hand Site
2/23/2018 2/26/2018 3 x
Visit and Review
Quality Control of
Final Design 3/16/2018 3/23/2018 3 x x x x x x
Documents
BCOES Review 2/9/2018 4/13/2018 60 x x

7. DESIGN QUALITY CONTROL

a. Codes and Criteria

BACKGROUND: Provide a comprehensive list of the codes required for quality control.
This list should provide a complete list of codes that must be met for
the project to be successful. Stakeholder criteria should be highlighted
near this section.

Page 5 of 9
ECB 2017-20 ATTACHMENT B APPENDIX D

EXAMPLE:

CODES AND CRITERIA

NUMBER NAME

Higher Authority Mandates

UFC 1-200-01 General Building Requirements

U.S. Green Building Council

IBC 2012 International Building Code

b. Stakeholder Criteria

STAKEHOLDER CRITERIA

U.S. Air Force Regulations and Instructions

U.S. Air Force Information Systems

Installation Design Guidance

Public Laws

Executive Orders
National Security Telecommunications and Information Systems Security Committee
U.S. Army Regulations
VA Design Guide
U.S. Army Information Systems Command

c. Unique Design Factors & Complexity of Project

BACKGROUND: List potential risks to the project, what would trigger the risk and the
potential impact of that risk. This section is meant to analyze
potential set backs up front to address those issues early and
mitigate and potential problems. Reference to PMP risk register
should be located here and information not duplicated.
EXAMPLE:

Page 6 of 9
ECB 2017-20 ATTACHMENT B APPENDIX D

RISK FACTORS & COMPLEXITY

RISK POTENTIAL
# RISK TRIGGERS
DESCRIPTION IMPACT

Failure to meet a
Schedule Scope change Schedule Delay
milestone

Need a technical
MEDIUM: Technically
More time and detail expert to assist with
Complexity specific design criteria
required design (time &
on SCIF
money)
limited electrical
Electrical Engineer priorities
Resource availability engineering resources Schedule Delay
shift
are available

Project Specific Design features/ Complexity

SCIF

Review of SCIF facilities should be performed by SME

Mission Critical

Facility is mission critical and has unique features to maintain operation.

Ballistic protection
This project includes ballistic resistance glazing and walls for the waiting room.
Project shall be reviewed in accordance with UL 752

d. Quality Control Process

BACKGROUND: Outline the district specific quality control procedures here. This can
by either referencing the district Business Quality Process or noting
the process here. Typical documentation is in paragraph form and
describes the procedure and when it takes place.

(1) EXAMPLE: Reference “Kansas City District Business Quality Process 7.3.01
Product Development In-House” for specific quality control activities.

(2) EXAMPLE: Peer review: Peer reviews will take place at each milestone. A
discipline specific reviewer, separate to the day-to-day production, will review the
product at a detailed level. When necessary the peer reviewer and designer will
problem solve together to develop the best design solutions. Each discipline shall
have a checklist of items to review and check off before a product goes out for
review.

Page 7 of 9
ECB 2017-20 ATTACHMENT B APPENDIX D

(3) EXAMPLE: Branch Chief Check: Branch chief will check any deliverables
before review for quality control measures and consistency. The chief has the ability
to hold up any product they do not see meets the level of quality required.

e. Adapt processes to specific project to achieve quality

BACKGROUND: List additional or unique processes to which the team may partake
in to achieve project specific quality control. See specific examples
below:

EXAMPLE:

Project Specific Processes

Field Investigation / Existing Building Walk-Through

A thorough examination of project site and the collection of data on
existing conditions are essential for the development of accurate
construction plans. List how the team will accomplish this and
goals for this process.

PDT Review
Project Delivery Team meets to review the set of drawings together
verifying all design elements have been coordinated throughout the
building. This review can take place once or at each major
milestone, list here the outline of this process.
In-Progress Review (IPR)
Lead designer meets with their supervisor or branch chief to
discuss quality and consistency of product at each milestone.

Subject Matter Expert Review

A subject matter expert for firing ranges has been identified and will
review the project at the 65% submittal. Funding will be supplied to
the reviewer prior to the 65% review.

Page 8 of 9
ECB 2017-20 ATTACHMENT B APPENDIX D

8. DELIVERABLES

BACKGROUND: A QCP specific deliverables list should be located within the QCP.

EXAMPLE:

QUALITY CONTROL DELIVERABLES

Deliverable
MILESTONE Deliverable
Date
Charrette Review Charrette meeting notes 4/26/2017
Dr. Checks Comment report 4/26/2017
Review of Quality Control Plan Dr. Checks Comment report 4/17/2017
Quality Control Review of 35% Design Verified Design Checklist 7/14/2017
Review conference meeting
7/14/2017
notes
Dr. Checks Comment report 7/14/2017
Quality Control Review of 65% Design Verified Design Checklist 11/26/2017
Review conference meeting
11/26/2017
notes
Dr. Checks Comment report 11/26/2017
Quality Control Review of 95% Design Verified Design Checklist 2/9/2018
Review conference meeting
2/9/2018
notes
Dr. Checks Comment report 2/9/2018
ITR of 95% Design Dr. Checks Comment report 2/24/2018
2/24/2018
Review conference meeting
Plan-In-Hand Site Visit and Review 2/27/2018
notes
Quality Control of Final Design
Dr. Checks Comment report 3/24/2018
Documents
Review conference meeting
3/24/2018
notes
BCOES Review Signed BCOES 4/14/2018
Dr. Checks Comment report 4/14/2018

Page 9 of 9
 APPENDIX E

SAMPLE: DESIGN QUALITY ASSURANCE PLAN (QAP)

The sample design Quality Assurance Plan is to be used as a starting point for creating
the QAP, which is a requirement of the PMBP. The QAP is an integral part of each
Quality Management Plan (QMP), as outlined in the Project Management Business
Practice (PMBP) Manual 2009 (Reference 8008G). The use of the PMBP is required by
Engineer Regulation 5-1-11 USACE Business Process. Duplication of information
already located in the PMP should be minimized by referencing the PMP location of the
information.

The guide below follows the structure of the PMBP requirements for the QAP. Each
section consists of two parts:

BACKGROUND: Provides explanation of the intent of the section and recommended

ways to draft the QAP effectively and efficiently.

EXAMPLE: Illustrates how each section may look in a drafted QAP. The
examples do not come from a single QAP and range in program, size
and complexity. They should not be construed as the minimum
requirements of a QAP – that can only be determined depending on
the project specific circumstances.

Quality Assurance Plan

1. Quality Assurance (QA) team

BACKGROUND: Below is a list of the QA team members for a project with their associated
roles/ responsibilities:
EXAMPLE:

Quality Assurance (QA) team

Responsibility Name Email Phone
QA Team Lead XXX [email protected] xxx-xxx-xxxx
Civil
Landscape
Structural
Architectural
Interior Design
Fire Protection
Mechanical
Electrical
Sustainability
ECB 2017-20 ATTACHMENT B APPENDIX E

2. QA Budget

BACKGROUND: The budget listed below represents the total design funds allotted for this
project, and specifies budget for Quality Control activities; [ITR/ATR]
efforts are not included in this budget and should be a separate line in the
PMP budget. The QA budget sample is for a project that was design by
another District, government agency, or A-E firm.

EXAMPLE:

Quality Assurance Budget Breakdown

DISCIPLINE BUDGET
Life Safety $10,000
Structural $10,000
Architecture $10,000
Interior Design $10,000
Civil $10,000
Mech $10,000
Elec $10,000
QA Budget Total $70,000

3. QA Schedule

BACKGROUND: Edit the specific reviews based on project specific quality assurance
activities. The reviews listed are just some examples and not all inclusive
for reviews possible.

EXAMPLE:

DURATION
MILESTONE Start date Finish date
(days)

Quality Assurance of
4/25/2017 5/2/2017 7
Charrette Documentation
Quality Assurance of Quality
4/16/2017 4/23/2017 7
Control Plan
Quality Assurance Review of
7/28/2017 8/4/2017 7
Schematic Design
Quality Assurance Review of
11/25/2017 12/2/2017 7
Design Development
Quality Assurance Review of
2/23/2018 3/2/2018 7
Construction Documents

Page 2 of 5
ECB 2017-20 ATTACHMENT B APPENDIX E
Quality Assurance of For
3/23/2018 3/30/2018 7
Construction documents

4. Design Quality Assurance

a. Codes and Criteria

BACKGROUND: List applicable codes and criteria mandated.

EXAMPLE:

CODES AND CRITERIA

NUMBER NAME

Higher Authority Mandates

UFC 1-200-01 General Building Requirements

U.S. Green Building Council

IBC 2012 International Building Code

STAKEHOLDER CRITERIA

U.S. Air Force Regulations and Instructions

U.S. Air Force Information Systems

Installation Design Guidance

Public Laws

Executive Orders
National Security Telecommunications and Information Systems Security Committee
U.S. Army Regulations
VA Design Guide
U.S. Army Information Systems Command

b. Risk/ Hazard Factors & Complexity of Project

BACKGROUND: List potential risks to the project, what would trigger the risk, and the
potential impact of that risk. This section is meant to analyze potential set
backs up front to address those issues early and mitigate and potential
problems.

Page 3 of 5
ECB 2017-20 ATTACHMENT B APPENDIX E

EXAMPLE:

RISK POTENTIAL
# RISK TRIGGERS
DESCRIPTION IMPACT

Failure to meet a
EX:1 Schedule Scope change Schedule Delay
milestone

Need a
Technically technical expert
More time and detail
EX: 2 Complexity specific design to assist with
required
criteria on SCIF design (time &
money)

c. Quality Assurance Process

BACKGROUND: Outline the district specific quality assurance procedures here. This can
be achieved by either referencing the district Business Quality Process or
noting the process below.

EXAMPLES:

EX 1: Reference XX District Business Quality Process #### Contract Design for

Quality for specific quality assurance activities.

EX 2: Quality Assurance Review: Reviews will take place at each milestone. A

discipline specific reviewer will evaluate the product for compliance with code,
regulation and design adherence. Each discipline shall have a checklist of items to
review and check off before a product is delivered.

d. Crucial Design Features

BACKGROUND: List unique features of design requiring special review attention.

Page 4 of 5
ECB 2017-20 ATTACHMENT B APPENDIX E

EXAMPLE:

Project Specific Design features/ Complexity

SCIF

Review of SCIF facilities should be performed by SME

Mission Critical

Facility is mission critical and has unique features to maintain operation.

Ballistic
protection

This project includes ballistic resistance glazing and walls for the waiting
room. Project shall be reviewed in accordance with UL 752

Page 5 of 5
 APPENDIX F

SAMPLE: ENGINEERING CONSIDERATIONS AND

INSTRUCTIONS TO FIELD PERSONNEL (MILCON)
The sample ECIFP MILCON is similar to the Civil Works ECIFP template in ER 1110-2-1150
Appendix G. This document is primarily associated with Military Construction.

ECIFP (MILCON)
1. General
It is essential that all personnel associated with the construction of any project be familiar
with the design criterion, material requirements, operational performance, and all special
details of the project. To accomplish this, and to ensure that field personnel are aware of
the design assumptions regarding field conditions, the Designer of Record (DOR) will
prepare a short report entitled "Engineering Considerations and Instructions for Field
Personnel." This report will also include guidance for critical portions of the contract
documents. The report may be augmented by briefings, instructional sessions, and
guidance for laboratory testing. The field personnel are important members of the PDT.
Field personnel can provide important input to the design process and should be involved
throughout the project delivery cycle. This report should be developed throughout the
design process, similar to the design analysis. Field personnel are responsible for
reviewing the report before it is provided in final form at contract award.

The sample outline below contains standard verbiage that should be used in the general
overview section of the document. The ECIFP outline must be updated to be project-
specific, and at minimum include the PURPOSE, GENERAL INFORMATION, DISCIPLINE
SPECIFIC, and SPECIAL REQUIREMENTS sections.

2. Content
The report format shall include, but not be limited to, the following:

2.1. Purpose

2.1.1. Purpose.

2.1.2. Key Contacts.

2.1.2. Communication.

2.2. General Project Information

2.2.1. Project Description.

ECB 2017-20 ATTACHMENT B APPENDIX F

2.2.2. Work Restrictions.

2.2.3. Project Schedule/Phasing

2.2.4. Value Engineering Decisions

2.2.5. Advanced Modeling Requirements

2.2.6. Sustainability Reporting

2.2.7. Total Building Commissioning

2.3. Discipline Specific Information

2.3.1. Environmental

2.3.2. Geotech

2.3.3 Civil

2.3.4 Landscape

2.3.5. Structural

2.3.6. Architectural

2.3.7. Interior Design

2.3.8 Fire Protection

2.3.9. Plumbing

2.3.10. Mechanical

2.3.11. Electrical

2.3.12 Telecommunications

2.4 Special Requirements

2.4.1 Special Security Requirements

2.4.2 Special Operational Requirements

2.4.3 User Requested Features

Page 2 of 2
 APPENDIX G

SAMPLE: ENGINEERING CONSIDERATIONS AND

INSTRUCTIONS TO FIELD PERSONNEL (CIVIL WORKS)
The sample ECIFP is taken directly out of ER 1110-2-1150 Appendix G. This document is
primarily associated with Civil works.

APPENDIX G

OUTLINE OF REPORT ON ENGINEERING CONSIDERATIONS

AND INSTRUCTIONS TO FIELD PERSONNEL

G-1. General

It is essential that all of the construction personnel associated with the construction of any project
be familiar with the design criterion, material requirements, operational performance, and all
special details of the project. To accomplish this and to ensure that field personnel are aware of the
design assumptions regarding field conditions the designers will prepare a short report entitled
"Engineering Considerations and Instructions for Field Personnel." This report shall also provide
guidance for critical portions of the contract documents. The report shall be augmented by
briefings, instructional sessions, and guidance for laboratory testing. Field personnel can provide
important input to the design process and shall be consulted as the design progresses. Field
personnel shall review the report before it is published in final form.

G-2. Content

The report format shall include, but not be limited to, the following:

G-2.1. Introduction.

G-2.1.1. Purpose.

G-2.1.2. Scope.

G-2.2. Excavation.

G-2.2.1. General.

G-2.2.2. Common.

G-2.2.3. Rock.

G-2.2.4. Dewatering.
ECB 2017-20 ATTACHMENT B APPENDIX G

G-2.2.5. Stockpiles.

G-2.3. Foundation cleanup and preparation.

G-2.4. Care and diversion of water.

G-2.5. Drilling and grouting.

G-2.5.1. General.

G-2.5.2. Floodplain.

G-2.5.3. Abutments.

G-2.5.4. Exploratory drilling.

G-2.6. Dam construction (embankment or concrete).

G-2.6.1. General.

G-2.6.2. Materials.

G-2.6.3. Processing.

G-2.6.4. Batch plants.

G-2.6.5. Placement.

G-2.6.6. Compaction.

G-2.6.7. Backfill and structures.

G-2.6.8. Drainage materials and drains.

G-2.7. Slope protection.

G-2.8. Instrumentation.

G-2.9. QC/QA testing.

G-2.10. Special requirements for construction.

G-2.11. Architectural requirements.

G-2.12. Operational facilities.

G-2.13. Special environmental considerations or procedures.

Page 2 of 2