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SLAC CACM QA

Welcome to EMARI page for Quality Integration!

Quality Assurance effort from the Contractor Assurance and Contract Management team to promote Integrated Business Operations, Project Change Management, and People Leadership with Quality & Innovation for Improved Safety & Quality at SLAC through the QualityPMO Methodology

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EMARI System Thinking Approach for Quality Integration thru a QPMO

We are establishing a Quality Project Management Office of mindful professional managers who understand various perspectives and promote synergistic collaboration for sustainability through a quality-centric mindset and system-thinking Integration!

A Quality Taskforce for Digital Transformation PMO of High-Tech Facilities

The Construction Quality Assurance Manager approach to Business Intelligence in Facilities Solutions of Capital Projects through Digital Transformation using BIM and Digital Twins for maintaining and operating High-Tech Facilities. 

Promoting the "Quality Culture" for Integrated ESH&Q using Innovative Technologies via BI4FM

Facilities Solutions for effective collaboration of Professional Managers in improving Construction Project Outputs as they meet Scientific Business Outcomes of High-Tech Facilities in managing design and construction services as they acquire new Capital Assets and maintain Infrastructures in a Quality Committee or QPMO

How to transition from a hero culture to post-heroic management of collaborative self-organized teams within a learning organization?

Learn about the EMARI System Thinking Approach and its QualityPMO Methodology as a Framework for managing knowledge using the latest innovative technologies and best practices!

Research Opportunity

Collaboration in self-organized teams of Professional Managers has always been a challenge to all organizations facing business-agility volatility and complexity. The challenge is greatest in High-Tech Facilities due to the diverse backgrounds and expertise of managers in performing Business Operations, managing Project Processes, integrating Quality & Innovation, and the lack of interpersonal skills needed for managing the People Domain.

The QualityPMO Methodology promotes Quality Culture to focus on People Leadership in utilizing best practices and the latest technologies to make smart decisions, faster.  Team productivity and well-being are improved when design thinking is based on meeting quality expectations in optimizing sustainability through a balanced quality-centric system thinking approach. Balancing the use of the latest technologies in Business Intelligence and applying the recommended quality-of-life measures to promote people’s well-being will be impossible without a QualityPMO to drive the Digital Transformation initiative.

SLAC is interested in collaborating with graduate researchers from Stanford CIFE to present a case study based on an analysis of ten years of Safety and Quality Incident data and evaluate four digital transformation projects to determine how the QPMO Methodology using BIM could have improved the outcomes and made the processes more efficient. We will present a comprehensive framework to model the dynamic interaction between assigned quality performance requirements and the expected decision-making process of professional managers assigned to achieve them.

If you are interested please reach out to Dr. Martin Fisher and apply at https://cife.stanford.edu/research

The Quality Project Management Office (QPMO) is a methodology based on EMARI System Thinking Approach. It has been successfully applied to Projects in the Construction Industry, as presented in the CQM Community of Practice. In addition, educational training for Construction Project Management Professionals (CPMP) and Academic degrees have been designed for professional managers to collaborate through Construction Management Business Administration (CMBA).

qpmo-flowdown

QualityPMO Flow Down

The QPMO Principles emphasize quality integration in four domains: Business Operations, Project Management, Quality & Innovation, and People Leadership. As part of the Quality Assurance efforts at Stanford University for SLAC National Laboratory, Facilities Operation, and Service solutions will benefit from establishing a QPMO for Quality integration in People Leadership, Business Agility, and Process Management Improvement.  

QPMO PDCA
QPMO

 

A QualityPMO PDCA will establish the platform needed for a sustainable quality-centric mindset to achieve a system-thinking integration! 

 

CPMP Knowledge Areas
CPMP

Training and educational material are available as part of the Construction Project Management Professional (CPMP) website.

QPMO Meta
CMBA

 

For a successful QualityPMO for Construction, a team of Construction Project Management professionals (CPMP), Construction Management Business Administrator (CMBA), and a Construction Quality Manager (CQM) is needed to help achieve the integration intended by the Quality Project Management Officer (QPMO)

 

Values & Motivators

A QPMO is made of Professional Managers that work to complement each other and synergize competencies to achieve their common goal.  In order to collaborate and resolve healthy conflicts, understanding each other's values and motivators is key to the success of the QPMO facilitation!  More details are avaliable on the Wellness Quality Management community of practice page.  Take the assessment from Stanford University to find yours...

High Five Strengths

Each professional manager in the QPMO will have distinct personality traits and strengths based on their background and experience.  To identify the top high five strengths that impact team dynamics the greatest, taking the Clifton Strengthsfinder by Gallup is highly recommended.  The QPMO facilitator needs to identify and integrate strengths in an inclusive and balanced approach to leverage them for team's success.

SLAC Facilities
SLAC F&O DCS WPC QA

"Quality Culture" to apply the QualityPMO Methodology

Construction Quality Assurance to Enhance Work Planning & Control for Design & Construction Services in SLAC Facilities

Watch a short introduction on SLAC Quality Assurance for the Design & Construction Services at the Facility & Operation Department 

Slides with live links are available on http://slac.us/cqa

QPMO 4 CQM
CQM

Participate in a Community of Practice for Construction Professionals to discuss best practices to improve the Construction Quality Management (CQM) for Construction 4.0 

CMBIM
CMBIM

Construction Management using Building Information Management improves quality for the entire life-cycle of a Facility Development, Operations, and Maintenance part of BI4FM Facilities Solutions 

Quality Culture
Quality Culture

Quality Culture is developed through our Way of Work

How we work as a team will set the stage for a Quality Culture in our organization, it starts with our Organizational Strategic Management but will be implemented by each individual as they perform in their teams!  Quality Talks are a great way to promote a Quality Culture...

Quality Culture by Quality Talks

Sample of Quality Talks presented for WPC QA at F&O DCS 

Daily Reports for Construction Quality Control Mar 30, 2022

Just Culture & Way of Work Feb 24, 2022

Way of Work & Quality Committee Feb 17, 2022

Safety First, Quality Always: SLAC Quality Culture Feb 10, 2022

Total Quality Management & CQM Jan 20, 2022

Unlearning & Relearning - Quality Walks Jan 13, 2022

Management Walk Around & Communication Dec 9, 2021

Quality Risk & Schedule Planning Nov 18, 2021

Integration & PMBoK for Quality Improvement Nov 04, 2021

Webinar on how a QPMO applies the LEED for Sustainability

The 4H of Wellness Quality Management in a QPMO

CIFE @ SU

Center for Integrated Facility Engineering

Stanford provides solutions for Facilities with an eye for innovation and quality Integration

AI4AEC

AI for Architect, Engineering, and Construction

An effort by Stanford to initiate discussions on Artificial Intelligence for AEC Industry 

CEE @ SU

Civil & Environmental Engineering Program

Check out the Staford's Sustainable Design and Construction program for the built environment

SLAC

Improving Human and Organizational Performance

The Department of Energy's (DOE) primary objective is to promote scientific discovery and innovation. This is achieved through partnerships with learning organizations, especially in collaboration with higher academic institutions and universities. A key focus is on sustainability, ensuring that the initiatives undertaken today have a long-term positive impact on our future.

Enhancing Team Performance Through System-Thinking

System-Thinking is a holistic approach to analysis that focuses on the way that a system's processes interrelate and how systems work over time and within the context of human and organization interactions. Encouraging individuals and organizations to consider various perspectives by including valuable input to improve the system by continuous learning and always seeking ways to stay agile and adapt to change. In rapidly evolving organizations, members frequently confront the challenges posed by the VUCA environment: Volatility, Uncertainty, Complexity, and Ambiguity. Traditionally, VUCA described the unpredictable and chaotic nature of various scenarios, often leaving teams paralyzed or reactive in their strategies. However, quality-centric system thinkers prevent and proactively transform these risks into strategic assets. This new interpretation emphasizes Vision to counter volatility, Understanding to diminish uncertainty, Clarity to simplify complexity, and Agility to navigate ambiguity. By redefining VUCA in this manner, organizations can convert potential threats into opportunities, fostering proactive planning and adaptive strategies that enhance resilience and long-term success.In complex and interconnected organizations, Linear Thinking and working in silos can severely limit an organization's ability to innovate and prevent performance failures. Linear Thinking, which approaches problems in a unilateral, sequential manner, can oversimplify issues and overlook the intricate interdependencies that exist in real-world scenarios. Likewise, when teams or departments operate in silos, they miss out on the diverse perspectives and insights that arise from cross-functional collaboration. To truly harness the potential of modern problem-solving, organizations must promote collaboration and embrace System Thinking, which considers the holistic view of a situation, recognizing the myriad of interrelations and feedback loops. While System Thinking and Design Thinking go hand in hand to develop processes, offering a comprehensive approach to innovation and problem-solving, Linear Thinking can undermine the value of System Thinking, as it narrows the scope and fails to recognize the broader context. By moving away from linear, siloed approaches and fostering a culture of collaboration and holistic thinking, organizations can achieve more robust, sustainable solutions.

Fostering Fair Accountability through Just Culture

By rooting System-Thinking in compassion and making sustainability the focal point to stay balanced, we can address healthy conflicts effectively, nurture creativity, and include valuable insights from lessons learned and best practices. For Human and Organizational Performance to flourish, creating a safe environment where teams feel physically and psychologically secure is crucial. Wellness Quality Management focuses on the overall well-being of individuals within an organization, ensuring sustainability in performance and quality of life. This is possible in an organization that promotes Accountability in a Just Culture. This involves setting clear, transparent objectives and communicating them effectively throughout the organization. Providing the team with a clear flow down of requirements and graded approach expectations, continuously improving processes and procedures, training and support for qualified personnel, and servant leadership of accountable line management. Leadership is not only top to bottom in Just Culture; it goes both directions, and everyone in the system must exhibit empathetic listening, ensure their actions align with the organization's value streams, and give feedback. Leaders who serve their teams ensure they have the resources and support needed to succeed.In a just culture, accountability is defined as the shared responsibility of both individuals and the organization to understand the anatomy of incidents, to apply lessons learned, and to take appropriate actions to prevent future recurrences. Instead of focusing on blame and punishment, a just culture emphasizes understanding the systemic factors that contribute to errors. Individuals are held accountable for their choices and actions, but within a framework that distinguishes between honest mistakes, risky behaviors, and willful violations. The organization, in turn, is accountable for providing the necessary systems, tools, training, and environment that enable individuals to work safely and effectively. This balanced approach to accountability promotes trust, encourages open reporting of errors and near misses, and prioritizes continuous learning and improvement.DOE promotes Employee Resource Groups as platforms where employees can share, learn, and collaborate. Communities of Practices such as the ones held by the Project Management Institute, Project Leadership Institute, and Energy Facility Contractors Group (EFCOG) allow professionals to collaborate and refine system processes.

Enhancing Workplace Safety through Reinventing Quality Integration

Integrated Safety & Quality Management is a new approach that promotes a "safety first, quality always" mindset, recognizing quality assurance as an essential aspect of improving safety in performance. To effectively implement this system, it is crucial to establish a clear organizational structure that outlines roles and responsibilities. It is also essential to hire qualified personnel for appropriate positions through proper assessment. Leaders must ensure alignment with the organization's mission and objectives, prioritizing safety and quality in all processes. Self-motivated Quality Intelligence Teams that align with organizational objectives and exhibit compassion towards colleagues are crucial for promoting a productive work environment. This integrated Work Planning Control can be achieved through the contribution of a Project Management Office acting as the quality committee. This office can collaborate with professional managers from diverse perspectives to manage organizational changes and emphasize quality integration and intelligence. 

As Quality Intelligence becomes integrated into the system, data-driven decisions can be made from various departments, providing better business intelligence for facility management.  A Quality-Centric Project Management Office (QPMO) stands out from traditional PMOs by placing a heightened emphasis on understanding the intricate requirements of stakeholders and striving to not only meet but exceed these expectations. This is achieved by focusing on four pivotal domains:

1. Business Mission & Operational Management

  • Strategic Alignment: QPMO ensures that every project aligns with the overarching business mission, ensuring that resources are utilized most effectively.
  • Operational Efficiency: Utilizing functional department operations is at the heart of this domain. It involves aligning project processes with institutional programs, identifying bottlenecks, and implementing best practices to enhance efficiency.

2. Project Processes & Change Management

  • Adaptive Project Frameworks: The Project's business agility is fluid and the QualityPMO Methodology champions adaptive frameworks that can pivot as requirements evolve.
  • Change Management: Embracing change is vital. Effective change management strategies are employed to ensure smooth transitions, keeping disruptions at bay and maintaining organizational performance with a disciplined agile approach.

3. Performance Excellence & Innovations

  • Continuous Improvement: Quality improvement processes are ingrained into the methodology, ensuring that performance metrics are consistently evaluated and enhanced.
  • Learning Organization: An environment that fosters innovation is cultivated, ensuring that optimum solutions are continuously generated to tackle emerging challenges.

4. People Leadership & Wellness Management

  • Servant Leadership: The QualityPMO approach recognizes the value of empowering leaders who prioritize their teams, guiding them with a blend of direction and autonomy.
  • Just Culture: Recognizing that employee well-being directly impacts performance, wellness quality management ensures that the work environment is both psychologically and physically safe. An organization with a Just Culture, that ensures fair accountability, will lead self-motivated teams to improved productivity and job satisfaction.

 

The QualityPMO Methodology is not just a process; it's a philosophy. By focusing on these four domains, it offers a comprehensive framework that holistically improves both human and organizational performance, ensuring that organizations are not just reactive but proactive in their pursuit of excellence.

At CACM QA, we support the Human and Organizational Performance Improvement program endorsed by DOE. The Stanford Wellness Program and SLAC ERGs are beneficial to all SLAC staff, as they help us improve our leadership skills and performance. We have found these resources to be very helpful in promoting effective communication and collaboration among our diverse project teams from engineering, management, business, and project perspectives.

We strongly recommend these trainings for all professional managers who want to improve their empathetic listening skills. Understanding this skill is essential for balancing various requirements and optimizing value streams for stakeholder expectations. This ensures efficient project processes rooted in system thinking to achieve SLAC's "One Lab" concept.

At the institutional level, CACM QA provides Lessons Learned and training resources to strengthen our commitment to Excellence, Integrity, Collaboration, Respect, and Creativity. For more details, we can share best practices from DOE's EFCOG group. To achieve optimal human and organizational performance, it is essential to establish a workplace that prioritizes the promotion of inclusion, diversity, and equity. By understanding and implementing the principles of System-Thinking, Reinventing Quality Integration, and Wellness Quality Management, organizations can ensure they are on the path to sustainable agility for higher performance and innovation.

Action List:

  1. Promote system thinking as a fundamental approach.
  2. Establish a just culture for safety and continuous improvement.
  3. Integrate quality and safety, emphasizing "safety first, quality always"
  4. Define organizational structure and roles for alignment.
  5. Encourage diverse perspectives and dimensions.
  6. Foster engineering and design thinking for innovation.
  7. Cultivate passion, compassion, and quality intelligence.
  8. Implement wellness quality management.
  9. Clarify objectives and promote disciplined agility.
  10. Embrace servant leadership through employee resource groups.
  11. Strengthen the role of the Project Management Office.
  12. Emphasize data-driven decision-making.
  13. Balance empathy and sustainability in optimizing solutions.
  14. Cultivate a Quality Culture within the organization.

    VUCA Definition and History: VUCA stands for Volatility, Uncertainty, Complexity, and Ambiguity. The term originated in the late 1980s at the U.S. Army War College to describe the multifaceted challenges of the post-Cold War world. It has since been adopted by the business and organizational development communities to refer to the unpredictable and dynamic nature of today's global environment. Over time, as the pace of technological, social, and economic change has accelerated, the concept of VUCA has become even more relevant for organizations aiming to thrive amidst constant change.

    Resources:
    https://www.energy.gov/ehss/doe-accident-prevention-and-investigation-program
    https://www.energy.gov/ehss/integrated-safety-management-ism

SLAC is a vibrant multiprogram laboratory that explores how the universe works at the biggest, smallest and fastest scales and invents powerful tools used by scientists around the globe. With research spanning particle physics, astrophysics and cosmology, materials, chemistry, bio- and energy sciences and scientific computing, we help solve real-world problems and advance the interests of the nation.

SLAC is operated by Stanford University for the U.S. Department of Energy’s Office of Science. The Office of Science is the single largest supporter of basic research in the physical sciences in the United States and is working to address some of the most pressing challenges of our time.

Stanford

Let's collaborate...

EMARI at SLAC, a Stanford Affiliated Department of Energy National Lab, strives to use best practices to reinvent quality integration in Engineering and Management for our Facility!

We encourage Construction Project Management, Civil & Environmental Engineering, and Computer Science Graduates to join our effort!

Contact Information

SLAC

Dr. Harri Emari, PMP, CQM, CM-BIM, LEED |  Quality Integration & Innovation 

Contractor Assurance and Contract Management for F&O Design & Construction
B53 RM3036 (MWF) | 2575 Sand Hill Rd, Menlo Park, CA 94025

p: 650.926.4596 | c: 650.524.5249 | w: emari@stanford.edu