Vendor quality issues

It is paramount to identify the Key Stakeholder for Quality in your project . I will explain this from the IT Projects point of view from my experience.
In rolling out a new Application Package/Software Module , we approach a Test Manager who will appoint a Test Lead or Test Analyst . The Test Analyst will define the Test/Quality Plan . This plan will outline clearly - The Testing Approach - eg Risk Based Testing , How defects will be managed and resolved, What are the tolerance level of defects. The Test Lead will then work with the business to define the Test scripts / UAT scripts in order to test the system to make sure that it meets the User / Business Requirements Specification.
Apart from this , if the software/application package requires Regulatory approvals like we do at the Blood Services like an FDA in the US or in case of Australia , the TGA ,
(Therapeutic Goods Administration) - there will be additional quality requirements and adherence to Manufacturing practices which will be guided and defined by a Quality Lead on the Project .

My Job then , as the Project Manager, is to make sure that the Statement of Work that goes out to the vendor clearly articulates the quality expectations from the Project's product . I may also attach templates of documentation that the Blood Service expects from the vendors and the desire to audit the vendor's Quality Management Practices and see evidence of adherence to relevant quality policies.

If I have clearly articulated up front, my quality expectations and if the vendor does not deliver to the expectations, I am on the front foot to make the vendor correct any defects and deliver to the Statement of Work

If I don't convey the "definition of Quality" as per my key stakeholders to the vendor, I have failed as a Project Manager.

Note that I don't define the Quality here. But I am the representative and an additional level of "Quality Assurance" on behalf of my organization and therefore ultimately responsible if my project produces a low quality product.

I believe many more (the majority) of PM's in the IT world are or have been involved in procurements or contracts in their past projects. Many is a confusing word sometimes, I prefer "some" or the "minority" in your statement so it is less misleading. Let me reiterate, procuremens and contracts are a huge part of IT projects. However I do agree that there are many issues related to procurements as they are sometimes complex, so your workshops sound like a good idea.

Any supplier should work under the same conditions as your project's. Have the contract refer to the project quality management plan. (This is easier than embedding quality requirements into the contract.)

The buyer is usually in control. If you do not like the product or service, return it and get a refund.

All-
It is very impressive to see the contributions from everybody, especially the Heavy Hitters in our Group!
I agree that my world is unlike yours in many aspects of this discussion.
1) PM's in Construction Must Be Contract experts, including vendor Contracts. Most of our Main EPC/LSTK/Design Build/Cost Plus Contracts for Major Clients are anywhere from 400-1600 pages. These Contracts include many of the same basic items and references-specifically-references to Other Documents (in the case of the USACE or Aramco) that include thousands of pages of engineering specs and Vendor requirements that govern the levels of Quality required. All of our Projects require Separate QA and QC staff and functions on each Project. These elements of my staff can number from 35 to 100 people. This is common.
Let me assure you, you have never seen Contracts like those mentioned above unless you are in the Construction Industry.
2) All vendors and Suppliers to our Projects submit Technical Documents for our approval and Client approval prior to Award of a Contract. Our PM's monitor and sign off on this process personally, and the staff monitors the receipt and installation very closely.
3) The original statement above regarding Quality was focused on Vendors.I have tried to give you a glimpse at some of the "Big Picture" items concerning Quality on a high level Construction Project. The Project Manager at this level Must bring his "A" game to the table-and must oversee and control the contributions from Vendors and Suppliers.
4) Despite our best efforts at up-front control, we still rely on Staff Vendor Inspections and Third Party test reports and Monitoring for Product Controls off-site.

I suspect the IT business does not require the process I described above, and possibly does not place the same burdens on the PM.


My Opinion!

M

All-
It is very impressive to see the contributions from everybody, especially the Heavy Hitters in our Group!
I agree that my world is unlike yours in many aspects of this discussion.
1) PM's in Construction Must Be Contract experts, including vendor Contracts. Most of our Main EPC/LSTK/Design Build/Cost Plus Contracts for Major Clients are anywhere from 400-1600 pages. These Contracts include many of the same basic items and references-specifically-references to Other Documents (in the case of the USACE or Aramco) that include thousands of pages of engineering specs and Vendor requirements that govern the levels of Quality required. All of our Projects require Separate QA and QC staff and functions on each Project. These elements of my staff can number from 35 to 100 people. This is common.
Let me assure you, you have never seen Contracts like those mentioned above unless you are in the Construction Industry.
2) All vendors and Suppliers to our Projects submit Technical Documents for our approval and Client approval prior to Award of a Contract. Our PM's monitor and sign off on this process personally, and the staff monitors the receipt and installation very closely.
3) The original statement above regarding Quality was focused on Vendors.I have tried to give you a glimpse at some of the "Big Picture" items concerning Quality on a high level Construction Project. The Project Manager at this level Must bring his "A" game to the table-and must oversee and control the contributions from Vendors and Suppliers.
4) Despite our best efforts at up-front control, we still rely on Staff Vendor Inspections and Third Party test reports and Monitoring for Product Controls off-site.

I suspect the IT business does not require the process I described above, and possibly does not place the same burdens on the PM.


My Opinion!

M

Nice description.

Inspection are often mandatory at the vendor facility by the client (the construction management team) before shipping.