Ai2SA QMS-ISO Article-R3

ISO 9001:2008 certification: benefits & pitfalls in relation to control systems projects
Architects Integrating Industry (Ai2SA) specialize in specification, design, engineering, commissioning, project
and quality management of Industrial Control & Information Systems. We wish to share some more lessons
learned in relation to a project where we recently assisted another one of South Africa’s leading System
Integrator’s (SI) with the establishment of their ISO (International Organization for Standardization) certified
Quality Management System (QMS), specifically for control systems projects. This involved developing
procedure(s), works instruction(s), associated “forms” (templates) and generating projects “records” required.
The main objectives (and resultant benefits) of the SI achieving ISO certification includes: 1.) improve customer
satisfaction, 2.) reduce customer complaints, 3.) improve project delivery and 4.) improve recoverability all by
a target percentage (%) which implies being able to track the metrics and subsequent results objectively.
“The Deming Cycle (depicted below), or PDCA Cycle, is a continuous quality improvement model consisting
out of a logical sequence of four repetitive steps for continuous improvement and learning: Plan, Do, Study
(Check) and Act.” [1]. This is also process Ai2SA used to develop QMS in conjunction with client’s key personal.
ISO 9001 Deming Cycle Flowchart [2]
While the above procedure is deemed to be self-explanatory (and may be researched further “on-line”) one of
the main lessons learnt was level of detail to which procedure(s), form(s), etc. was required by SI to be
developed resulting in more than one revision being developed and impacting time line required to do so. The
procedure(s) was further developed in line with best practices as per PMBOK® (Project Management Body of
Knowledge) processes and knowledge areas [3]. One of the knowledge management areas of PMBOK®
“Stakeholder Management” also deals with this topic so it’s vital to agree on requirements to satisfy.
PMBOK® Processes & Knowledge Areas [3]

The next lesson learnt was not to enforce new procedure(s) but rather to consult with the personnel on what
was already in place and to document these and to add to this based on our experience. The resultant generic
projects “best practices” process is depicted below reflecting key phases, processes, hold points, etc.
“Best Practices” Control Systems Projects Methodology developed by Ai2SA
In line with above Ai2SA as part of #SAIMC has initiated the “Professional Services” standards sub-committee
and hope to upskill the industry over coming years through it by writing white papers, etc. re the subject.
Yet another lesson is that not all companies document their forms to same extent which mean there may be
scope to improve content of documentation over time. Subsequently Ai2SA used some of their own Intellectual
Property (IP) to expedite deliverable development. Previously for projects procedure +/- 108 documents
supported procedure however by optimizing procedure and forms this has now reduced to 42 forms (not all
relevant for all projects). A typical form (template) which becomes a record when filled in is depicted below:
Example of a form (template) developed by Ai2SA

Another lesson learnt relates to obtaining “buy in” from the team in following procedures and using forms /
system developed. While this is required to retain certification, it is also important that documents serve purpose
it was developed for. To assist Ai2SA developed training “modules” and provided training to respective role
players and will continue with ad-hoc internal audits to ensure process is complied with. The people using
system is however expected to comply with requirements of ISO fundamentals e.g. control of records / change
control, etc. and is further encouraged to “own” system and to improve on it following due processes. People
adapt to change at different rates and it is vital to understand this and not to force systems on people. Various
studies have been done in relation to change management as is depicted in figure below also reflecting methods
to support people along the process:
Kubler-Ross Change Curve [4]
Please feel free to contact the author should you need more information in attempting ISO certification or simply
wish to increase efficiencies and returns.
W: www.ai2sa.co.za / M: +27(0) 82 559 7437 (Find us on Facebook, LinkedIn, Twitter and Google+)
Kind regards
Petrus Klopper (Managing Director and Senior Project Manager)
References/Bibliography
[1] 2016, "Deming cycle, PDCA," 2016. [Online]. Available: https://www.isixsigma.com/dictionary/deming-cyclepdca/.
Accessed: Dec. 15, 2016.
[2] N. *, "How to get ISO 9001: 2015 certification | building ISO 9001: 2015 QMS," in Obtain ISO Certification,
Bizmanualz, 2016. [Online]. Available: https://www.bizmanualz.com/obtain-iso-certification/how-to-start-youriso-9001-certification.html.
Accessed: Dec. 15, 2016.
[3] Project Management Institute (PMI) Processes & Knowledge Areas as interpreted further by others [Online].
Available: http://www.pmi.org/pmbok-guide-standards/foundational/pmbok; http://www.mpmm.com/projectmanagement-best-practices.php.
and http://www.kodyaz.com/pmp/project-management-knowledge-areasaccording-to-pmi.aspx
Accessed: Jan. 7, 2017.
[4] Paul Morris [Online]. Available: http://www.searchmuse.com/blog/2015/04/02/kubler-ross-change-curve.html
. Accessed: Jan. 7, 2017.