PQMS integrated delivery perspective — Terry Parsons, Project Management; Andrew Yuen, Quality Management
Project Management and Quality Management have different responsibilities, but neither works well in isolation. Project Management controls how the work is organised and delivered. Quality Management controls how requirements are translated into assurance, inspection and evidence.
On energy infrastructure projects, the strongest results come when both disciplines are involved throughout the lifecycle—not when quality is introduced near the end to inspect what Project Management has already delivered.
The distinction
Project Management
Project Management establishes the scope, programme, responsibilities, interfaces, reporting, stakeholder coordination, risk controls and change process needed to deliver the project.
Quality Management
Quality Management establishes the system, plans, inspection and test controls, surveillance, audits, non-conformance process, traceability and records needed to demonstrate that requirements have been met.
The disciplines overlap at every major decision point. A programme milestone is not genuinely complete if the required quality evidence is missing. A quality inspection cannot be effective if it is not coordinated with the programme and contractor sequence.
Phase 1: Pre-construction
The Project Manager coordinates scope definition, design review, risk planning, programme development and stakeholder requirements. The Quality Manager develops the Project Quality Plan, identifies applicable controls and prepares the inspection regime.
- Shared output: a delivery plan in which quality activities, approvals and records are included in the programme.
- Common risk: construction begins before requirements, responsibilities or acceptance criteria are sufficiently clear.
Phase 2: Construction
The Project Manager coordinates contractors, monitors progress, manages interfaces and keeps decisions moving. The Quality Manager implements ITPs, manages hold and witness points, performs surveillance and maintains control of non-conformances and records.
- Shared output: verified progress supported by completed inspections and controlled evidence.
- Common risk: reported progress advances ahead of inspection, documentation or defect resolution.
Phase 3: Commissioning and energisation
The Project Manager coordinates the commissioning sequence, OEMs, contractors, DNO interfaces and energisation milestones. The Quality Manager verifies prerequisites, approved procedures, test results, defect status and compliance documentation.
- Shared output: a controlled readiness decision based on both programme status and objective evidence.
- Common risk: pressure to reach energisation overrides incomplete documentation, unresolved defects or unclear system boundaries.
Phase 4: Handover and closeout
The Project Manager coordinates completion, outstanding actions, stakeholder acceptance and commercial closeout. The Quality Manager verifies the handover dossier, O&M information, Health and Safety file contributions, quality records and defect closure.
- Shared output: an asset that is operationally ready and supported by complete, controlled records.
- Common risk: practical completion is treated as the finish line while documentation and defects continue without firm ownership.
What integrated leadership looks like
- Project and quality responsibilities are visible from the start.
- Quality activities appear in the programme rather than on a separate timetable.
- Progress claims are checked against inspection and record status.
- Changes are assessed for delivery and compliance consequences.
- Commissioning readiness combines coordination with verified evidence.
- Handover requirements are progressively completed rather than recovered at the end.
This does not remove the independence of either discipline. It allows Project Management and Quality Management to challenge and support each other while working toward the same outcome: safe, compliant and successful project delivery.
The PQMS model
PQMS places dedicated Project Management and Quality Management at the core of the delivery team. Terry Parsons leads Project Management and Andrew Yuen leads Quality Management, supported where required by an associated network of experienced engineering professionals.