Transcript TOPOGRAPHIC SURVEY

THE REGIONAL STATE OF OROMIYA
OROMIYA ROADS AUTHORITY (ORA)
UNIVERSAL RURAL ROADS PROGRAMME (URRAP)
TECHNICAL SUPPORT SERVICES
TRAINING
ON
CONTRACT MANAGMENT
Presentation on
Project Cycle, Project Management, Contract
Administration and Contract Management Tools
Presenter: Bekele Jebessa
REGIONAL ROADS AUTHORITY
ETHIO INFRA ENGINEERING PLC
In Collaboration
with
P.O.Box 14487
Addis Ababa, Ethiopia
Telephone +251 011 646 7195
Fax
+251 011 647 8091
E-mail: [email protected]
Website: www.ethioinfra.com
OUTLINE
OF
PRESENTATION
PART 1
PROJECT CYCLE
PART 2
PROJECT MANAGMENT
PART 3
CONTRACT ADMINISTARTION
PART 4
CONTRACT MANAGEMENT TOOLS
PART I
1.1 PROJECT
PROJECT
Discrete package of policies and institutional or
other actions designed to achieve a specific
development objective (or set of objectives)
within a designated period
PROJECTS are
• Capital Investment in Civil Works and equipment
• Services for Design, Engineering Supervision
• Strengthening Local Institutions, Training
• Improvement in policies (pricing, subsidies, cost
recovery, cost sharing,….)
• PLAN FOR TIME BOUND IMPLEMENTATION
PART I
1.1 PROJECT ….(CONT’D)
PROJECT OBJECTIVES
• MEETING UNSATISFIED NEEDS
• OVERCOMING CONSTRAINTS TO
DEVELOPMENT
• Material
• Human
• Institutional
• CONSERVING NATURAL RESOURCES
PART I
1.2 PROJECT
CYCLE
IDENTIFICATION
PREPARATION
APPRISAL
NEGOTIATION
IMPLEMENTATION
EVALUATION
PART I
1.2 PROJECT
CYCLE….(CONT’D)
IDENTIFICATION
• Joint Regional (RRA)/Zone/Wereda involvement
• Sources
 RRA, staff
 Local administration
• Provides Outline of Project
 beneficiaries
 alternatives
 Issues
 Processing requirements
PART I
1.2 PROJECT
CYCLE….(CONT’D)
PREPARATION
• Responsibility of Zone/Wereda
• Available Assistances (Technical/Financial)
 RRA/ Regional /Federal Road Authority
 Project preparation facilities
 Technical recommendation
• Studies (technical, environment, financial)
• Tasks (Surveying, investigation, mapping)
• Final designs, Bid Documents
• Staffing and Training
• Equipment, vehicles
PART I
1.2 PROJECT
CYCLE….(CONT’D)
APPRISAL
• Responsibility of RRA/Federal
Multi- disciplinary team (field)
Appraisal Report (AR)
• Economic Analysis
Benefit to the Wereda
Poverty Reduction
Access to facilities
• Technical
Review of designs, cost estimates
Implementation Scheduled
PART I
1.2 PROJECT
CYCLE….(CONT’D)
APPRISAL
• Financial
Project financial viability
• Sociological
Beneficiaries
PART I
1.2 PROJECT
CYCLE….(CONT’D)
NEGOTIATIONS /HIGH LEVEL PRESENTATION
• Preparation of Legal Agreement
• Presentation to MoT
• Signing
• Effectiveness
PART I
1.2 PROJECT
CYCLE….(CONT’D)
IMPLEMENTATION / SUPERVISION
• Implementation is responsibility of Zone/Wereda
• RRA responsibility
 Monitoring
 Advice
 Ensure the budge allocated /approved used for purpose intended
 Ensure procurement is economic and provides fair opportunities
• Supervision methodology
 Review of progress report
 Filed visits
 Review and approve
• Changes in Scope / Costs
PART I
1.2 PROJECT
CYCLE….(CONT’D)
EVALUATION
• Completion Report Prepared by
 RRA Contract Implementation Staff
 Desk and field reviewers
 Analysis of success and failures
• Analysis used for FUTURE PROJECT DESIGN
PART I
1.2 PROJECT
CYCLE….(CONT’D)
Illustration
Draft_Final_URRAP Manual\Design-1\Project
identification.pdf
PART II
2.1 PROJECT MANAGEMENT
SCHEDULING
The timing of the work and the management of the project end date
are two of the most watched and sensitive areas of most projects.
task relationship planning—a key component of the critical path
method (CPM).
It takes some knowledge of scheduling conventions, and some
patience to do it right the first time.
All too often, we rush to get that first schedule out, eventually wasting
way more time trying to fix the poor schedule later.
PART II
2.1 PROJECT MANAGEMENT
CRITICAL PATH SCHEDULING
The first step is always the same
identify the work to be scheduled before you can determine when
the work will be done.
Front-end steps:
Identify the project objectives and constraints;
initiate strategic planning and performe a stakeholder analysis.
develope a set of frameworks for the workscope and timing.
WBS as a framework for identification of the project tasks.
Project Milestone Schedule as a framework to develop the
detailed project schedule.
The next steps include:
Creating a list of all the tasks to be performed.
Estimating the probable duration of each task.
Defining the precedence relationships between tasks.
Identifying date constraints and imposed dates.
PART II
2.1 PROJECT MANAGEMENT
Defining Tasks
A favored way of building the list of tasks is to use a work breakdown structure
(WBS) that is based on either deliverables or phases.
The WBS is then developed down to lower levels, such as major components,
subsets, or milestones within each deliverable, and then further, down to groups
of tasks that I like to call work packages.
A work package is a set of tasks, usually under the responsibility of a single
party, that represents a minor deliverable or milestone.
Each task will have a single party identified as the responsible owner. Tasks
may have one or more resources assigned and may have budgets (later). Every
task (like every project) has an identifiable start and finish.
Estimating Task Durations The most common is to just come up with an
estimated time and establish that as the task duration.
PART II
2.1 PROJECT MANAGEMENT
Task Precedence Relationships and Date Constraints Scheduling, of course, is deciding when
the work will be performed.
 A date committed by contract or other agreement.
 Dependencies on other tasks.
Availability of required conditions (weather, space, permits, funding, etc.).
Availability of materials.
Availability of labor resources.
The critical path method allows the specification of any and all of these constraining and
dependency conditions. The normal process calls for the identification of task dependencies,
followed by the imposition of dates that will force the calculated timing to be overridden.
Defining Dependencies
The default dependency is a Finish to Start (FS) relationship. That is, task B cannot start
until task A is finished. However, conditions may exist where an overlap is possible. For
instance, task B can start 2 days after task A starts. This is designated as a Start to Start
(SS) relationship.
There can also be instances where 2 tasks can start independently of each other, but
completion of one is dependent upon the completion of another. Here, you would use
Finish to Finish (FF) relationship. For instance, task B can finish 5 days after
completion of task A (FF-5). The duration of the delay (in this case, 5 days) is called
lag.
the
the
the
the
PART II
2.1 PROJECT MANAGEMENT
A practical way of working with critical path scheduling is to start off by
defining most relationships as default FS dependencies. Then, after the
project schedule has been calculated, use the ability to overlap tasks to
selectively compact the project duration.
PRACTICAL SCHEDULING
When Will the Work Be Done?
 Milestone-driven
 Precedence-driven
 Resource-driven
A practical final schedule will be one that considers all the above. In doing
so, there will be contention for scarce resources, conflicts with established
milestones, haggling over priorities, political and consideration of risk.
PART II
2.1 PROJECT MANAGEMENT
PRACTICAL RESOURCE SCHEDULING
 Practical resource scheduling is best achieved via a balance of
long-term resource aggregation (analysis of predicted resource
loads) and short-term resource leveling (possibly with user
intervention). Resource aggregation is the tally of effort for each
resource for each time period. These results can be viewed in
resource histograms or resource tables (spreadsheets)
 For a long-term evaluation, use resource aggregation to observe
the potential impact on resources. Generally, a coarse view
(weekly for a project over six months) will be sufficient. Identify
periods of potential overloads. Identify strategic alternatives
(shifting priorities, delaying lower priority projects, outsourcing,
extra hires, overtime, reducing scope, reducing quality, panic).
PART II
2.1 PROJECT MANAGEMENT
CONCEPTS AND ISSUES OF PROJECT BUDGETING AND COST CONTROL
There are several phases of cost management. These may include:
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Proposal or preplanning phase
Spending authorization
Project cost plan (or budget)
Collection of actual cost data
Billing and chargebacks
Cost performance analysis
Remedial actions
Replanning
End of project analysis and recommendations
PART III
3.1 CONTRACTUAL RELATIONSHIPS
Tripartite Relationship
Employer, Contractor and Supervisor [Consultant]
PART III
3.1 CONTRACTUAL RELATIONSHIPS(CONT’D)
EMPLOYER
Develops Contract Documents / Approve
adoption of Design
Prepares specifications / Settles payments for
works executed
CONTRACTR
Delivers Quality Project
Executes Works as per contractual norm/trade
corrective measure
SUPERVISOR [Engineer]
Supervision of Works and Contract administration
Recommends payment for works executed, design,
specification
PART III
3.2 STANDARD SPECIFICATION
STANDARD SPECIFICATION AND METHOD OF MEASUREMENT
LABOUR BASED CONSTRUCTION OF WEREDA ROADS
FINAL DRAFT, NOVEMBER 2011
SPECIFICATION
Standards of Material
Workmanship
Performance criteria
Measurement of Works
Bill Items
PART III
3.2 STANDARD SPECIFICATION (CONT’D)
Specification for LABOUR BASED CONSTRUCTION OF WEREDA ROADS
Equipment
Equipment
needed to
perform for
each URRAP
work
Materials
Describes and
defines the type
and quality of main
materials which are
to be incorporated
into the URRAP
work
Constriction
Methodology
The general
methodology for
performing the work,
states and mandatory
requirements required
standards of
workmanship quality and
any required testing.
Measurement for
payment
describes in what
unit and how the
accomplished work
is to be measured
for the application
of unit payment
rates.
PART III
3.2 STANDARD SPECIFICATION (CONT’D)
Users of Specifications
Contractor / URRAP Contractor’s
 to bid on a project
 during construction contractor’s crew uses specifications
Managers prepares the required submittals (material test
data, shop drawings', etc)
Material supplies, equipment purchase is based on
specification
Compliance with specification is handled through the
submittal process
PART III
3.2 STANDARD SPECIFICATION (CONT’D)
Users of Specifications
Client / Employer / Owner
 needs o know what he or she is buying for the money
 to specify his or her preferences
To specify product or end result
Record of what is being built
PART III
3.2 STANDARD SPECIFICATION
(CONT’D)
Users of Specifications
Consultant / Engineer
 overseeing enforcement of the specifications during
construction
 filed inspection and quality assurance
Checks the materials and equipments
To direct the Contractor
For unacceptable work, to inform the Owner / Client and
instruct the contractor to fix the problems and to comply with
the specifications
PART III
3.3 CONTRACT ADMINISTRATION
Project Team
Following the award and successful signing of the contract with the
Contractor, one of the major tasks of the Client is to appoint a Project
Management Team that should oversee the implementation of the Contract
to its completion.
This function is important and must be dealt with decisively
before the contractor is given possession of site if future problems are to
be avoided
The Composition of the Project Management Team
Director
Project Coordinator
Project Coordinator
Supervising Consultant
PART III
3.3 CONTRACT ADMINISTRATION
(CONT’D)
The Role of the Supervising Consultant
During the Construction stage, the consultant is required to carry
out supervision of the works and ensure that the works are carried
out to the required standards as specified in the contract.
Failure by the consultant in this stage may lead to inferior
workmanship and quality of work and no value for money.
The role of the contractor is to directly control the construction
Works according to provisions of the Contract.
 assembles and organizes the necessary resources of labour,
materials and plant and equipment
guided by Conditions of the Contract and Specifications provided in
the Contract Document
supervised by the Supervising Consultant through site visits and site
meetings.
PART III
3.3 CONTRACT ADMINISTRATION
(CONT’D)
Main activities
Site Possession
Works Inspection & Approval
Site Instructions, Day Works & Variation Orders
Site Meetings & Progress Reporting
Measurements & Payments
Management of Disputes
The Defects Liability Period & Final Completion
Enforcement of Labour Standards
PART III
3.3 CONTRACT ADMINISTRATION
(CONT’D)
Project documentation and document
management
General
Contacts- A list of all persons and organisations with whom the
Client corresponds during the life of the project, with relevant
contact information.
Programme/schedule- The master project schedule, including the
original baseline and all updates, together with any supplementary
related information such as detailed subnetworks, resource studies
and analyses of schedule trends.
PART III
3.3 CONTRACT ADMINISTRATION
(CONT’D)
Project documentation and document
management
Contract documentation
The contract itself, as amended by variations (change orders)
during the project
Drawings. Design drawings from the design professional, as revised
throughout the project, with any supplementary sketches that may be
issued.
Specifications. Technical specifications, plus general and special
conditions and other parts of the project documents manual.
Insurance. Certificates of all insurance carried by the contractor,
Bonds. Similar to insurance; contractor’s copies of its performance
and payment bonds
PART III
3.3 CONTRACT ADMINISTRATION
(CONT’D)
Project documentation and document
management
Contract Communication records
Meeting minutes. Records of all meetings held at the jobsite or
elsewhere if pertaining to the project; regularly scheduled general
and other special meetings of any kind.
Telephone records. Brief records of all telephone calls placed or
received at the jobsite.
 Conversation records. Often simply a memorandum to the file to
record an understanding resulting from a conversation that was less
formal than a meeting.
PART III
3.3 CONTRACT ADMINISTRATION
(CONT’D)
Project documentation and document
management
Project status documentation
Reports
Correspondences
Materials Management
 Financial Management
PART III
3.3 CONTRACT ADMINISTRATION
(CONT’D)
Project documentation and document
management
Dispute managment
The issues that are the subjects of claims tend to depend upon the
type of contract.
For example in a fixed-price contract, a claim may be filed by the
contractor if finds conditions at the site to be different from those
represented by the contract documents
The kinds of conditions giving rise to claims by the contractor
include late payments, changes
PART III
3.3 CONTRACT ADMINISTRATION
(CONT’D)
Project documentation and document
management
Project Close-out
Before it can be declared finished, a number of activities must take
place and several responsibilities must be fulfilled
Proper records of the test
the removal of various temporary facilities
Reinstate, disturbed landscaping, need to be put back to their
original condition
PART IV
4.1 GUIDELINES
Refer to the specific contract
Develope chcek-list and guidelines based on the specification
SERIES 2000: SETTING OUT AND SITE CLEARANCE
DIVISION 2100: SETTING OUT THE HORIZONTAL ALIGNMENT
DIVISION 2200: SITE CLEARANCE
SERIES 3000: EARTHWORKS
DIVISION 3100: ESTABLISHMENT OF THE VERTICAL ALIGNMENT
DIVISION 3200 EMBANKMENTS
DIVISION 3300: CONSTRUCTION OF THE ROAD FORMATION
DIVISION 3400: EXCAVATION FOR STRUCTURES
SERIES 4000: CULVERT AND DRAINAGE WORKS
DIVISION 4100: INSTALLATION OF CONCRETE PIPE CULVERTS
DIVISION 4200 MASONRY FOR MINOR DRAINAGE STRUCTURES
DIVISION 4300 CONCRETE FOR MINOR DRAINAGE STRUCTURES
DIVISION 4400 CHECK DAMS IN SIDE DRAINS
DIVISION 4500: STONE PITCHING
DIVISION 4600: GABIONS
DIVISION 4700: DRIFTS AND VENTED CAUSEWAYS
DIVISION 4800: CHECK DAMS IN EROSION GULLIES
PART IV
4.1 GUIDELINES
(CONT’D)
Refer to the specific contract and work breakdown structure
based on the specification
SERIES 5000: GRAVELLING AND STABILIZATION
DIVISION 5100: GRAVELLING AND STABILIZATION
DIVISION 5200: CHEMICAL STABILISATION
SERIES 6000: IMPROVED SURFACINGS
DIVISION 6100: HAND-PACKED STONE AND MORTARED HAND PACKED
STONE PAVING
DIVISION 6200: STONE SETTS AND COBBLESTONE PAVING
DIVISION 6300: FIRED CLAY BRICK PAVEMENT
DIVISION 6400: NON-REINFORCED CONCRETE PAVEMENT
SERIES 7000: ROAD FURNITURE
DIVISION 7100: TRAFFIC SIGNS
DIVISION 7200: GUARD RAILS
SERIES 8000: STRUCTURES (INCLUDING BOX CULVERTS, SLAB
CULVERTS AND BRIDGES WITH
SPANS LESS THAN 12 METRES)
DIVISION 8100 FORMWORK FOR REINFORCED CONCRETE
DIVISION 8200 REINFORCING STEEL
DIVISION 8300: CONCRETE
DIVISION 8400: STONE MASONRY STRUCTURES
DIVISION 8500: RIPRAP
PART IV
4.2 CONTRACT MANAGEMENT TOOLS
Develope
chcek-list and forms
Illustration Draft_Final_URRAP Manual\design approval checklist 2nd rev..pdf
PART IV
4.2 CONTRACT MANAGEMENT TOOLS
(CONT’D)
Refer to the specific contract
Develope chcek-list and guidelines based on the specification
Illustration
Draft_Final_URRAP Manual\Design-1\design
checklist.pdf
Illustration
Draft_Final_URRAP Manual\Design2\design approval checklist 2nd rev..xls
PART IV
4.2 CONTRACT MANAGEMENT TOOLS
(CONT’D)
Refer to the specific contract
Develope chcek-list and guidelines based on the specification
Illustration
Draft_Final_URRAP Manual\Supervision\Appendix I Standard Forms for Site Adminisration\dialy site
daiary Forms.pdf
Illustration
Draft_Final_URRAP Manual\Supervision\Appendix
II - Inspection Forms and Quality
Tests\Revised_INSPECTION_CHKLIST_URRAP
November 02, 2012.pdf
ETHIOPIAN ROADS AUTHORITY (ERA)
REIONAL ROADS AUTHORITY (RRA)
In Collaboration
with
ETHIO INFRA ENGINEERING PLC