Showing posts with label Global Education - Vietnam. Show all posts
Showing posts with label Global Education - Vietnam. Show all posts

Friday, 31 July 2015

AIT offers Professional Master in Project Management in Construction in Vietnam (HCM, HANOI, CANTHO and VUNGTAU)


In Vietnam, Asian Institute of Technology ( http://www.set.ait.ac.th/ceim or http://www.aitcv.ac.vn ) is offering a very innovative program called Professional Master in Project Management in Construction (in short, MPM). MPM program is innovative because the curriculum is designed by combining modern theories and best practice (practical) applications of project management in construction projects. The program aims to train and develop project engineers and project managers to be able to grasp the important theories of project management and be able to apply in construction projects.

What will you learn?
- project planning and scheduling management
- organization management in construction
- project cost and financial management
- communication and negotiation skills for project managers
- occupational safety and health management in construction
- quality management in construction
- project financing
- legal and contractual risk management
- applied project management in petrochemical project
- applied project management in highrise building project
- applied project management in housing and real estate project
- applied project management in public infrastructure project
- applied project management in commercial project
- construction business and project simulation

How long does it take to complete the master program? the program is design as a one year master degree. with your hardwork, you will be able to complete in one year.

Who should study this subject? if your work is related with project management in construction, this program is very useful for your career and company.

who will teach this course? the courses will be taught by professors from AIT, Japan, USA, Europe and Professional Project Managers from large construction companies and projects.

what is the teaching schedule? the classes will be delivered on evening and weekend.

Where will we open this program? we will open in Hanoi, HoChiMinh , Vung Tau and Cantho.

Where can you get more detail information?
- For Hanoi, please contact Ms Ly phone 0904 053 655; email kieuly@aitcv.ac.vn
- For HCM, Vung Tau and Cantho, pleasse contat Ms Tuong; phone 01 285 687 168; email ngletuong@aitcv.ac.vn

www.aitmpm.com

Many thanks
Dr BHW Hadikusumo
Associate Professor
CEIM and MPM Coordinators

Friday, 14 February 2014

AIT's Engineering and Project Management is ranked 11th

Dear All

Our Project Management has been ranked no 11th.

For detail, please read:
http://www.ait.ac.th/news-and-events/ranking-1/ait-ranked-among-global-top-20#.Uv30PF6cTSF

Wednesday, 12 June 2013

Project Management Competency Assessment and Development of a Bridge and Road Contractor

The application of insurances and bonds to manage the risks is not new. However, not all the contractors and clients fully understand or appreciate their benefits, even if they obtain insurance coverage for their project. The reason that they purchase is mostly to comply with standard contracts or construction laws instead of their own interests of mitigating the construction risks.

The real trouble is the difficulty in making claims which they believe that the claim service is not standard. The fear and distrust of claims discourage the contractors to buy insurance.

Bonds/Guarantees are interesting but it is necessary to note the legal aspect of them. The owner may be refused in some cases because of illegal bond. It is the reason that the State Bank of Vietnam issued on October 3, 2012 Circular No. 28/2012/TT-NHNN on bank guarantees issued by credit institutions and branches of foreign banks.

Indentifying risks and transferring by insurances and bonds are the good ways for risk management, therefore the project performance will be better.  Mr. Ly Minh Van made a case study aimed to :

(i) study the risks of owners in high rise building project development
(ii) study the application of insurances and bonds to manage the owners’ risks
(iii) study the administration of insurances and bonds
a)   Conditions and negotiation process
b)   Claim procedure
(iv) develop a risk, insurance and bonds management framework
  
Conclusion

Objective 1: To study the risks of owners in high rise building project development

The findings for this objective have indicated various kinds of risks in construction projects. The external risks are weather, political, economic, legal, and public and third party. The internal risks are contractor, consultant, designer, lender related, personal related, bidders related, contractual, technical, design and specification.

The owners’ risks may come any time from the planning stage of the project to the operation and maintenance stage. Risks affect the project through three primary constraints which are time, cost and quality.
The positive aspect of risks is that if any contractor has a good management of risk, they have ability to compete with others. This aspect is illustrated in figure below:


The application of insurances and bonds to manage the risks is not new. However, not all the contractors and clients fully understand or appreciate their benefits, even if they obtain insurance coverage for their project. The reason that they purchase is mostly to comply with standard contracts or construction laws instead of their own interests of mitigating the construction risks.

The real trouble is the difficulty in making claims which they believe that the claim service is not standard. The fear and distrust of claims discourage the contractors to buy insurance.

Bonds/Guarantees are interesting but it is necessary to note the legal aspect of them. The owner may be refused in some cases because of illegal bond. It is the reason that the State Bank of Vietnam issued on October 3, 2012 Circular No. 28/2012/TT-NHNN on bank guarantees issued by credit institutions and branches of foreign banks.

Indentifying risks and transferring by insurances and bonds are the good ways for risk management, therefore the project performance will be better.  Mr. Ly Minh Van made a case study aimed to :

(i) study the risks of owners in high rise building project development
(ii) study the application of insurances and bonds to manage the owners’ risks
(iii) study the administration of insurances and bonds
a)   Conditions and negotiation process
b)   Claim procedure
(iv) develop a risk, insurance and bonds management framework


Conclusion

Objective 1: To study the risks of owners in high rise building project development

The findings for this objective have indicated various kinds of risks in construction projects. The external risks are weather, political, economic, legal, and public and third party. The internal risks are contractor, consultant, designer, lender related, personal related, bidders related, contractual, technical, design and specification.

The owners’ risks may come any time from the planning stage of the project to the operation and maintenance stage. Risks affect the project through three primary constraints which are time, cost and quality.
The positive aspect of risks is that if any contractor has a good management of risk, they have ability to compete with others. This aspect is illustrated in figure below:

Objective 2: To study the application of insurances and bonds to manage the owners’ risks”

One of the risk management methods is that the owner transfer risks to the other parties by applying the insurances and bonds. Based on the case study data analysis, each type of insurances and bonds can provide different categories of risk coverage for the project as follows:
      (i) Professional Liability Insurance covers breach of professional duty arising from any act    of      error or omission.
       (ii) Worker’s Compensation Insurance covers personnel injury and death of employees in the project.
    (iii) Construction Plant and Equipment Insurance covers for unforeseeable, accidental losses, physical damages to plant and equipment because of external causes, working or at rest, being dismantled specifically excluded in the policy.
    (iv) Erection All Risks Insurance covers for unforeseen and sudden physical damage during erection, including but not limited to the following risks: fire, lightning, chemical explosion, physical explosion, theft, burglary, earthquake, flood, inundation, windstorm, malicious acts, human errors, lack of skills... and for the insured’s legal liability for accidental bodily injury to or illness and/or loss of or damage to property damage belong to third parties arisen in connection with the insured erection works. 
    (v) Product Liability Insurance cover legal liability for personal injury or damage occurring anywhere in the world caused by goods or products which the Insured has supplied, sold, erected, repaired, altered, treated or installed in connection with and in the course of Business.
     (vi) Construction All Risks Insurance covers physical loss of or damage to the contract works necessary for repair or reinstatement costs caused by all risks not otherwise excluded by the policy wordings and endorsement.
     (vii) Third Party Liability Insurance covers legally to pay for accident bodily injury to any third party, damage to third party property occurring in direct connection with the construction or erection of the items insured.
     (viii) Bid Bond means a commitment of the guarantee party with respect to the party receiving the guarantee (bid solicitor) for assurance of obligation participating in bidding of the guaranteed party. If the guaranteed party violates the regulation of biding without performance or with insufficient performance of finance obligation for participation in bidding, the guarantee party shall perform for replacement.
     (ix) Performance Bond implies that the tenderer provides security by paying a deposit, providing collateral or providing a letter of guarantee for a definite term as stipulated in the tender invitation documents, in order to secure the liability of the winning tenderer to perform the contract.
     (x) Advance Payment Bond means a commitment of the guarantee party with respect to the party receiving the guarantee in order to ensure for obligation of repaying the advance of the guaranteed party under contract signed with the party receiving the guarantee. If the guaranteed party must repay advance but not repay or repay insufficiently, the guarantee party shall perform for replacement.
     (xi) Warranty Bond is similar to Performance Bonds but usually covers a warranty period after the contract completion.

Although the application of the insurances and bonds listed above brings the project owner a lot of benefits, these insurances and bonds still have some limitations that deserve the owner’s consideration.    

Objective 3: To study the administration of insurances and bonds

The main points of the insurance policy that must be taken into account include: 
(i) Preparing the survey report on the condition of any endangered surrounding property or land or building
(ii) Period of insurance;
(iii) Exclusion conditions;
(iv) Deductible;
(v) Some conditions are adverse or difficult to meet;
(vi) Some conditions need to be noticed;
(vii) Some conditions are useful for the insured.

The owners also need to pay attention to the following features of the bond:
(i) Its legality
(ii) Period of bond validity
(iii) Term of payment

Due to the perennial problem of failure to make full disclosure of all material facts and failure to promptly notify possible claims when making a claim, the claim management plays an important role in risk management. Any party taking out insurance should always carefully consider the policy wording to check that it is adequate for their purpose.

Recommendation for the owners

1. Using the insurance brokers

Policies are all too often unclearly or inconsistently worded and may contain exclusions which limit their usefulness. It is a reason that the owner should buy insurance through insurance brokers.

Technically, brokers work for the insurance buyer and are able to arrange insurance with any insurance company (Palmer et al., 1996). Under most insurance laws of the State, the broker has a legal obligation to be diligent in the placement of coverage. Their role is to represent and protect the exclusive rights and interests of their clients. Additionally, insurance brokers offer a wide variety of risk management support services such as:
(i) Issuance of certificates of insurance, endorsements, and other evidences of coverage
(ii) Premium cost estimation and billing
(iii) Advising the clients on insurance and risk management based on careful analysis and understanding of clients' requirements
(iv) Negotiation with the insurers to find the best terms, conditions and premiums based on  experience acquired in the world and in Vietnam

The owners can therefore be reasonably comfortable with the idea that their broker will make an effort to assure that there are no errors in the placement of insurance coverage.

2. Using one person specialized in insurances and bonds.

It is a good idea to assign one person full responsibility for all insurance matters. This person should maintain a checklist of a complete coverage, the due dates of reports and returns, and similar matters. It is this person’s responsibility to follow up on all reports, claims, cancellations and renewals (Palmer et al., 1996).

3. It is better if the contractor buy all insurances.

If the project scale is small or the owner chooses only one contractor for all of works, the contractor should purchase all types of insurance. The advantage is that the administration work is easier as compared to the owner buying insurance. Furthermore, the owner can transfer all of risks to the contractor.

On the other hand, the project scale is large or has many contractors; the owner should purchase Construction All Risks and Third Party Liability Insurance. The good point is that the owner just only purchase one time covering for all contractors. Therefore, the owner can get cheaper premium. However, the administration work may be complicated.

4. The consultants must purchase professional liability insurance with high limited liability.

The expense for consultants (soil survey, design, supervise, management) is often very small (3-5% of project cost), so it is difficult to pay compensation if the big loss come from the consultants’ fault. The owners should require the consultants to purchase professional liability insurance with high limited liability.

5. Getting bonds from the guarantee bank that is prestigious and reliable.

The prestigious bank with financial strength assures that the finances are available during the performance of the project. The reliability of the bank is also essential to assure the legality of the bond.

6. Risks, insurances and bonds management framework

Table below illustrates the recommendation for risks, insurances and bonds management framework. 

His thesis abstract is copied below:

Abstract

Construction projects have a lot of uncertainties and risks that affect both project performance and human being. Particularly, the high-rise building projects have more uncertainties and risks. Geological risks, height and others are one of the causes. In such cases, insurance and bond are very important to these projects because they can cover the risks and the contractor’s default. As a result, the project can get the financial and performance security.

With a focus on a case study approach to the high-rise building projects, an eighteen-storey complex in Ho Chi Minh City conducted in this study is to examine different types of risks, insurance and bonds of the owner. 

Although a variety of risks occur in construction projects, most of them can be protected by applying for insurance and bond schemes. The most common insurable risks include professional errors or omission, personnel injury and death of employees, material damages and losses, erection risks, public liability, construction risks and third party liability. The other risks which can be protected by bonds are contractor’s breach from tender phase to warranty phase.

Some problems, however, occur in administrating the insurances and bonds. This study is then to analyze the conditions of the processes and claim procedures. A framework for risk, insurance and bonds management are recommended at the end of the study. 











Friday, 31 May 2013

Risks and Cost Escalation of Underground Construction Package of High-rise Building

In the construction process, the underground construction package takes a big ratio of project cost. Underground construction package faces a lot of invisible factors which can affect the project cost a lot such as underground water level, existing neighbor projects, soil conditions, underground obstructions, etc. Furthermore, deep excavation of underground construction is also very important. The unreasonable method can affect the project cost such as: method of excavation, soil disposal, shoring system etc.

In recent years, the urbanization in Vietnam develops so fast, which leads to the requirement of basements for almost high-rise buildings as well as for underground parking, subways, tunnels, etc.

In fact, there are no solutions appropriate enough for underground construction. Moreover, it must be recognizable that excavation methods are applied differently in various locations. Some of the construction technologies can depend on the characteristics as follows:
- Geotechnical conditions
- Relief conditions
Available equipment
- Construction and design experience
- Neighborhood construction
- Drainage conditions
- Waterproof methods and methods of reducing water flow
- Impacts on underground water level
- Load
- Environment
- Expenditures
- Duration
- Risks

Design consultancy and project management play an important role in the success of the project. Construction consultants are responsible for designing and selecting experienced contractors, controlling risks which may badly affect investors and the community.

Mr. Bien Nam Hai made a case study aimed to:

1. study cost estimation in a construction project in Vietnam as a case study.
2. study cost risks and escalation.
3. discuss strengths and weakness of the cost estimation, control and risk management of the case study.

Conclusion

Methods of basement design and methods of basement construction have a close connection, for the design characteristics of the basement protection structure depend on the construction technologies. The basement protection structure is also the one to stand the permanent force. Therefore, the overall construction methods start from basement design. Currently, the construction technologies are so diversified that the design and construction company has to analyze and present the design and construction methods most appropriate to the available conditions.

Economically, the basement construction is the one that may make a big loss without appropriate design and construction methods.

Technologically, the basement construction is complicated because of being performed in such a depth that the construction itself and the associated construction are likely to have problems. Therefore, design, construction and supervision must be paid much attention to.

Recommendations

The arising problems of the basement and underground construction have been the first concerns in Vietnam, especially to construction engineers, owners and managers. Therefore, knowledge enhancement, experience accumulation, technology exchange, human resource and professional improvement play a crucial role. There must be well-qualified human resources first and then well-qualified basements come. High values, low prices and enhanced quality.

The conditions of geography, hydrography, nature and climate in Vietnam are complicated and diversified as well as a lot of weak ground. Vietnam is among the five countries to be greatly affected by the climate changes. Thus, careful study of design, construction, monitoring, management, exploitation and maintenance of the basement construction must be performed professionally and with good career morality. Only professional engineers are able to take charge of signing the drawings, managing, leading and performing the basement construction. Foreign consultancy is also important, but Vietnam must have strategies to develop the human resource for the basement development technology.

Obviously, without achieving such vital requirements, there must be big losses of labor and property from the state and owners. Also, it costs a lot to repair the mistakes of the basement design and construction.

Abstract

This study, which refers to the theories and the standards system, has expressed the concept of cost estimation, cost control, cost risks and escalation of underground construction package of high-rise building

The next part of this report is the case study of Commercial Center, Textile Fabrics, Department Store and Apartment project, study cost estimation and cost escalation of the basement of high-rise building. This is also the objective of this study.



Tuesday, 5 March 2013


Working condition plays important role to people and society. In fact, workplace safety and occupational health is always associated with a good and clean working environment where employees are defended and hold from harm and damage. Therefore, safety and health management program is the most important factor in operations of any Vietnam oil and gas companies in term of HSE due to the dangerous working environment in oil and gas industry with high rate of accident and influence to employees’ occupational health.

Although many companies have established and developed the health, safety and environment management system to provide personal health protection and safe working environment for their employees, as well as to meet the strictly safety requirements and laws in Vietnam, international convention and standards, there are still remain many problems with regards to occupational health and safety at workplace such as the following:
1. High incident risk on offshore facilities (such as hydrocarbon release, working overside, etc.)
2. High injury/ fatality risk to worker while expose to incident.

Mr. Nguyen Quang Thuong made a study of PTSC Production Services JSC, a subsidiary of PetroVietnam Technical Services Corporation to (i) identify risks in oil and gas service company; and (ii) study the effectiveness of the safety improvement program for the company, weakness of the program and suggestion in improvement.

Conclusion

Safety improvement program has been developed in Vietnam oil and gas industry for many years. It is useful tool to mitigate accident at work site and improve safety performance. The management has been also applying the program to achieve good effect in cost control and quality control for projects. Many companies have also been successfully applying safety improvement program in their business development and HSE management. The safety improvement program is getting all management and employees into HSE responsibility; it helps project team to identify and assess hazards in their work, manage and prevent the risk of accident which can cause damage to property, injury to people and pollution to environment.

The program sets up action and implementation procedures for achieving HSE objectives and targets for the Company and projects and requirement in commitment by all staff to continuous improvement. When building a safety improvement program, the Company should consider the following:
- Legal requirement/ regulation (comply with national rules, international regulations which are enforced in the nation and HSE standards).
- HSE performance (included for office and all work sites).

Effectiveness of the program in the Company

When the program is well implemented, Company can gain the following achievement and result:
- Minimize/ prevent accident.
- All hazards/ risks are identified and well controlled. This is a major HSEMS objective in every project.
- All levels of staff are assigned with HSE roles and responsibilities, HSE performance is continuously improved in all operations and projects.
- Eliminate injury to employee by providing risk mitigation process at work site such as reporting and rectifying all unsafe conditions / unsafe actions which may lead to an accident (Unsafe Act Unsafe Condition report, Near Miss report).
- Meet legal and other HSE requirements that are applicable to the operations of the company.
- HSE performance responsibility will be assigned to all company staff especially with the management.
- HSEMS has provided HSE framework to manage all risks arising from projects and operations.

Weakness of safety improvement program in the studied Organization

- The program requires a strong and continuous commitment from the Management who must also understand clearly all the operation and adequate HSE requirement. This is sometime not achievable due to the Management being too busy for business.
- Strict safety requirement may obstruct the operation; whole work could be stopped for resolving some minor HSE issues. It may also increase cost and time for the work/ project. Therefore this conflict may cause difficulty for small organizations and projects.
- Long program and repeated daily HSE action may cause boring to the workers, then resulting negligence. HSE requirement is still complied with but the effectiveness may loss. This may even lead to more serious consequence. The Organization had recognized this weakness and has prevented bad affect by continuous improvement and refreshing programs. Some good programs were built up such as Unsafe Act/ Unsafe Condition Report, KAISEN (encourage employees to submit any improvement idea).

Recommendations

- Implementation of safety improvement program must be continuously in the Organization to indentify and mitigate risks and hazards in all projects and operations, as well as future works/ projects. The Organization should build it to become safe behavior and culture in all operation. For targeting new level of achievement, the accumulating behavioral observation data is one of the most important sources of information for continuous improvement (Thomas R. Krause, “The Behavior-Based Safety Process - Managing Involvement for an Injury-Free Culture”, Second Edition)
- The performance of safety improvement programs must be committed and involved by top management and all staff.
- The Organization must frequently organize safety training courses for its staffs to improve their knowledge and capability on risk mitigation and accident prevention when working offshore.
- To avoid serious accident which may happen at work site, the Organization shall review HSE procedures periodically with contribution from direct workers. The review shall also include the assessment of system’s effectiveness.
- Safety incentive must be maintained with adequate and in-time appreciation to employees (Thomas R. Krause, “The Behavior-Based Safety Process - Managing Involvement for an Injury-Free Culture”, Second Edition).

His thesis abstract is copied and pasted below.

Abstract

Working condition and environment are the utmost importance for people and society. All labor contracts, terms of employment are always included requirement for occupational health and safety, requested for a good working environment. Occupational health, safety and environment has the main objective of developing and maintaining workplace’s safety, health and environment (HSE) management program and employee’s work ability , also preventing accident and illness in work.

Occupational health, safety and environment should have been ensured in the planning stages of the work. In additional, risks and hazards shall be monitored continuously and necessary safeguards shall be implemented to solve and prevent working accidents, occupational illness, environment pollution and other risks.

An occupational health and safety improvement program would be essential for all companies, especially in oil and gas industry. The program provides a framework for developing management system for health, safety and environment (HSE), identifying safety problems and methods to maintain and improve HSE management system to the target of zero lost time accident, zero occupational illness, zero pollution too the environment.


Wednesday, 9 January 2013

Contract Management Strategy for Design-Bid-Build Project: A Case Study of Exhibition and Convention Center Project

Since 1986, when the economic and social reform program in Vietnam had begun, the country becomes one of the fastest growing economies in South East Asia, being the fourth in the list in terms of growth after China, Singapore and Hong Kong. The foreign investment increased by nearly 75% in 2008 reaching USD25Billion.

The construction industry contributes around 9% to the country’s GDP.  Since 2008, there are 1,406 projects amounting to USD18Billion that have given the licensed. This proved that construction industry in Vietnam has boomed. How to manage the construction effectively and efficiently is not only the owner’s essential requirement but also the responsibility of the contractor. This demands special knowledge and experience of project managers.

However, according to recent survey, many commercial buildings had encountered problems such as delay, quality and, dispute about payment, which are very significant. Some of the projects have terminated or the owner sued the contractor because of the dispute in construction contract. Therefore, the contract management is very important to avoid the risk.

The construction contract should be clear from the very beginning until the completion of the project. The causes of delay that usually occur during the project completion include:


•    Error in hand-over of full power of the construction site within time requirement from the date of agreement
•    Error in sending late full designs and construction drawings when needed or even during the start of the construction works. In some projects, the delays happened because of the engineer’s or architect’s late approval on sample or construction drawings.
•    Error in supplying equipment and materials that was supposed-to-be supplied by the owner to the contractor.
•    Error in coordination and getting the work done by other parties so as not to hinder the general contractor’s works.

Thus, skill weakness from employer side in managing the contract is the cause of project cost overrun compared with estimated cost. It may rise from the mistake of project inception preparation such as:
•   Error in defining the scope of work.
•   The change in drawings and specifications from owner.
•   Error in preparing the BOB (quantity, unit price)
•   Variations in construction contract document.

In order to find-out all the problems related to construction project which might affect the contract administration, Mr. Bui Duy Khanh made a case study on Contract Management Strategy for Design-Bid-Build Project of the  Exhibition and Convention Center Project. The objectives of his study were to: (i) investigate the exiting practices of project client in Vietnam in managing contract; and (ii) propose recommendations and develop a process of contract administration by using SECC case study.

In order to accomplish these objectives, he also studied the general literature in the multi-disciplinary fields of Construction Contract Management such as Procurement Contract; Construction contract; and Contract administration.

Conclusions

This research tried to find out the major aspects that has effect to contract management. Moreover, this also focused on responsibility of parties, and solutions that can be applied to manage the contract. This case study also tried to find out the strengths and weaknesses of contract managing procurement by analyzing the main aspects of contract management from tender phase and construction phase.

-  Tender preparation - For SPCC this procedure involves coordination of work of several staff from Project, Contract, Piling, Survey, M&E team. PDD and CDD need to train and support their staff to work together until the parts of this procedure are fully integrated.    

-  Tender invitation - This process involves a number of coordinated steps between different groups that need to complete within a time limit determined by the Tender Schedule. Co-operation and support by all groups is essential to achieve all the targets required in this procedure Tender evaluation

-  Procurement of contract: Management contract in construction industry: Separate contract method
The main aspects of managing contractor would base on fee that related to a percentage of the total cost of the project under his control or alternatively a fixed lump-sum contract. The managing contractor will not usually carry out any of the construction work himself but coordinate and be responsible for the letting of a series of work packages.

-  Type of contract: Lump-sum contract - The Contract for all Tender Packages will be lump sum contract form in accordance with the stipulations of Article-49 of the Vietnam Law on Tendering (No.61-2005-QH11)

-  Contract conditions - The general conditions of contract will be the FIDIC (International Federation of Consulting Engineers) which describe the performance of execution of the contract, the rights and duties of the parties to the contract and the role of Project Manager in the contract

-  Payment process - The process of checking and certifying involves a number of coordinated steps between different groups, which need to complete within the time specified in the Contract

-  Extension of times for completion

-  Contract report

  - Change order - Contract Variations may legally apply to all Lump Sum Construction contracts which use the FIDIC General Conditions of Contract and  where the original scope or quality of the works are proposed to be changed, therefore changing the original Contract Value. This procedure refers specifically to the FIDIC-1999 edition.

Each variation to the contract will cause either an increase or decrease on the Contract Sum, and may or may not lead to a claim for Extension of Time.

SPCC must coordinate all parties to act quickly in the processing of a variation claim and approval so that delays on schedule and payments have minimized.
       -      Price escalation
  -           Claim
   -          Distribution, and
    -         specific point of project:
o   The management company is the general management: design, biding, contract management, supervision, and project management.
o    Many extra works because designer project.
o   Separate contract method: Strengths and weakness
o   Lump sum  contract, DBB procurement method: Strengths and weakness

Recommendations

In order to manage the contract of the project successfully by using separate contract method, the owner has to view these points:
·          The owner has to have in-house expert or the project is managed by a professional management company
·         The owner (or project manager) has to choose quality sub contractor to do specific works.
·         The owner has to clarify scope of works and responsibilities of every contractor  in the contract

In DBB project, the owner has to pay attention to these problems
·         The owner has to choose experience design company to avoid construction extra works from the lack of details in drawing.
·          The contract manager has to set up “provisional sum” in contract to deal the price for extra works in construction period.

Within a limited time, the study did not cover all aspects of Contract Administration including contract clause managing or the legal relevant administration that are very important for contract manager. The study focused only on assisting the owner by applying activities in tender phase and construction phase.

The case study was conducted to find out some critical factors of contract administration in the SECC project. It had not pointed out the typical key factors of the construction industry in Vietnam. A broader survey, and a detailed investigation was not implemented to get information accurately and reliable result.  

Moreover, it is necessary for the owner to manage their project with full guidance of contract administration including details process in each phase of the project. Thus, the author wishes to develop a processing of Contract Management not only for DBB, but also for other kinds of construction delivery.      

ABSTRACT

In construction project, the contract management is the most important to every project
such as owners, contractors, vendors.  Thus, the appropriate contract administration for contract management is very important to determine the practical of any construction project.
In period of construction industry, the traditional delivery known as DBB delivery is popularly using in commercial and industrial projects. According to construction industry development, nature of construction project are increasing in size and becoming more complex that led to professional in management system. There for, this study conducts to assist the project owner understanding and implementing contract administration in Vietnam.

The Case study conducts to analysis cases on management the DBB of commercial building projects which are increasing on demand of trading services market, domestic and foreign investments in Vietnam by using SECC cases study (a project of PMH and SPCC). The objectives are emphasized on how the owner manage the contract of project

The study show the advantage of SPCC model project management also contract management . that a detailed process of contract administration should be developed that investigate the contract management for company. 

Monday, 30 January 2012

AIT-Chuong trinh Thac si Quan ly du an Xay dung: Thu moi hoi thao

THƯ MỜI THAM DỰ

HỘI THẢO

NÂNG CAO NĂNG LỰC QUẢN LÝ CÁC DỰ ÁN XÂY DỰNG

ĐÀO TẠO CAO HỌC AIT VỀ QUẢN LÝ DỰ ÁN XÂY DỰNG - KỸ THUẬT XÂY DỰNG VÀ QUẢN LÝ CƠ SỞ HẠ TẦNG

Viện Công nghệ Châu Á tại Việt Nam (AITVN) xin gửi lời chào trân trọng.

Đa số các nhà quản lý dự án và điều phối các dự án phát triển cơ sở hạ tầng của Việt Nam đều có cơ sở tốt về kỹ thuật như kỹ thuật xây dựng, cơ khí, điện, v.v… Để có thể là nhà quản lý chuyên nghiệp điều hành và tham gia các dự án lớn họ cần được trang bị đầy đủ kiến thức và các kỹ năng cần thiết cho quản lý dự án như quản lý về quy mô, hợp đồng, thu mua, tài chính và thời gian hoàn thành dự án,... Do đó, nâng cao năng lực về quản lý dự án xây dựng là một trong nhiệm vụ trọng tâm phát triển nhân lực quản lý cao cấp của các tập đoàn xây dựng lớn, các công ty đầu tư xây dựng cũng như các nhà thầu.

Để đáp ứng nhu cầu ngày càng cao đội ngũ cán bộ chất lượng cao về lĩnh vực kỹ thuật và quản lý xây dựng dân dụng của Việt Nam, Viện Công nghệ Châu Á đã triển khai rất thành công các Chương trình đào tạo chuyên gia về Quản lý dự án xây dựng, chuyên gia kỹ thuật xây dựng về quản lý cơ sở hạ tầng từ 2007 đến nay tại Hà Nội, Thành phố Hồ Chí Minh, Vũng Tàu, Cần Thơ,…Trong khuôn khổ Chương trình, AITVN xin trân trọng kính mời Quý vị đại diện tham dự Hội thảo “Nâng cao năng lực về Quản lý Dự án trong Xây dựng”, được tổ chức lúc 09h00, Chủ nhật ngày 08 tháng 01 năm 2012 tại AITVN, số 45 Đinh Tiên Hoàng, P. Bến Nghé ,Q.1 (đối diện đài Truyền hình HTV), Phòng A1.1.

AITVN xin mời Quý cơ quan, đại diện phụ trách Nhân sự, cán bộ và đào tạo, các chuyên viên kỹ thuật, các nhà quản lý các dự án đầu tư/xây dựng lớn, các cá nhân quan tâm đến Hội thảo và các chương trình đào tạo của AIT tới tham gia Hội thảo.

(gửi kèm chương trình Hội thảo)

Xin liên hệ địa chỉ sau để đăng ký tham gia:

Chị Lê Tường, Điện thoại: 08-910 7423/7472/7473/số nội bộ 117; 01 285 265 168

Eemail: ngletuong@aitcv.ac.vn

Trân trọng,

Nội dung chương trình:

v 8:45–9:00 Đăng ký tham dự

v 9:00–9:15 Khai mạc

Giới thiệu về AIT-AITVN

v 9:15–10:00 Vai trò Quản lý dự án xây dựng trong thị trường cạnh tranh

v 10:00–10:15 Giới thiệu về Chương trình Thạc sĩ Chuyên nghiệp của AIT trong

Quản lý Dự án xây dựng

· Giới thiệu Chương trình đào tạo – các đặc điểm chính

· Giới thiệu về yêu cầu tuyển sinh

· Học phí và các chi phí liên quan

v 10:15-10:45 Hỏi – đáp

Xin chân thành cám ơn!

Trình bày: Tiến sĩ Hadikusumo

Trưởng khoa, Khoa Quản lý Xây dựng, Kỹ thuật và Cơ sở Hạ tầng,

Trường Kỹ thuật và Công nghệ - Viện Công nghệ Châu Á (AIT)

CEIM-SET Congratulates the Graduates of the 116th Batch

We would like to congratulate the new graduates who received their diploma during the 116th AIT Graduation Ceremony on January 21, 2011 at the Thailand Science Park Convention Center (TSPCC), National Science and Technology Development Agency (NSTDA). The names of graduands and their Thesis/Project title are listed below:

Master of Engineering (Professional) (Inter-semester 2011)

1. Doan Thai Duong
Project: Owner’s Project Quality Management: A Case Study of Northern PVOil Petron Station

2. Pham Van Hung
Project: Safety and Health Management in Oil and Gas Construction Projects: A Case Study of Block-O-Mon Gas Pipeline Construction Project

3. Ho Chi Linh
Project: Delay and Contract Management in Construction: A Case Study of Administration Centre and Postgraduates Trainings at Can Tho University

Master of Engineering (August 2011 Semester)

1. Khaing Kay Thwe
Thesis: Project Management Competency in Myanmar Construction Projects

Master of Engineering (Professional) (August 2011 Semester)

1. Pham Viet Cuong
Project: Project Owner’s Quality Management System: A Case Study of Quality Management System in Bong Do Housing Development Project

2. Nguyen Viet Cuong
Project: Feasibility Study Report for an Urban Infrastructure Project Using a Loan from Official Development Assistance (ODA): A Case Study of Laocai City Development Project Funded by World Bank

3. Le Do
Project: Delays in Flood Prevention Projects: A Case Study of Urban Drainage Project Management Unit

4. Nguyen Thi Thu Nga
Project: Analysis of Developer’s Mistakes in Appraisal, Approval and Permit Issuance of the Construction Investment Project in Ho Chi Minh City

5. Ha Chi Nghia
Project: Maximize Profit of Construction Contractor: A Case for Nam Thinh M & E Contractor

6. Linh Hoang Ngo
Project: Causative Factors Leading to Cost Overrun in EPC Power Project: A Case Study of Vung Ang Power Plant Project in Vietnam

7. Dang Quang Ngoc
Project: Owner’s Quality Management: A Case Study of a High Rise Building Project for Resettlement of People Relocated

8. Nguyen Nhat Tai
Project: Owner’s EPC Project Management in a Power Plant Project: A Case Study of the Nhon Trach 2 Power Plant Project (750 MW)

9. Le Thanh Phieu
Project: Quality Management for Building Construction Projects: A Case Study of Residential Area for Cantho University Students

10. Tran Viet Sinh
Project: Cost Estimation Problems in Thermal Power Projects: A Case Study of Thai Binh 2 Thermal Power Project

11. Nguyen Thai Son
Project: Effective Planning and Control of Multiple Projects: A Case Study of GR60-Nokia Stores Chain in Vietnam

12. Nguyen Binh Son
Project: Risk Factors and Management in a Cable Stayed Bridge Project: A Case Study of Nhat Tan Bridge Project in Hanoi

13. Ngo Quoc Thai
Project: Cost Escalation Management in a Low-Income Apartment Project

14. Le Anh Thai
Project: Business Process Management and Key Performance Indicators in Real Estate Construction

15. Nguyen Xuan Thang
Project: Project Delays in Construction of Taxiway S1 in Noi Bai International Airport

16. Nguyen Ngoc Thi
Project: Owner’s Project Quality Management System: A Case Study of Imperia An Phu Project in Ho Chi Minh City, Vietnam

17. Bui Viet Thi
Project: The Delay Factors During Construction Phase of a Residential Project in Binh Duong, Vietnam: A Case Study of An Dien Urbanized Residential Commercial Zone

18. Nguyen Tien Thuc
Project: Development of a Quality Management System in a Hospital Construction Project: A Case Study of the Projects Management Board of Investment and Construction of Thoi Lai Districts

19. Vu Van Tinh
Project: Construction Management in Process Piping Installation: A Case Study of Dong Quat Polypropylene Project

20. Tran Xuan Canh
Project: Project Management in High Risk Basement Construction: A Case Study of Construction Project in Hanoi City, Vietnam

21. Tran Cao Hy
Project: Delays and Claims in Hydropower Plant Project: A Case Study of Dong Nai 4 Hydropower Plant Project in Vietnam

22. Duy Vuong Trinh
Project: Interim Payment & Variation Order Management for a High-Rise Building Project: A Case Study of Indochina Plaza Project

Master of Science (Professional) (August 2011 Semester)

1. Nguyen Duc Huan
Project: Owner’s Tendering Strategy to Obtain a Qualified Contractor

2. Nguyen Tran Tuong Ly
Project: Pre-Construction Delay in Building Project Development: A Case Study of “Investco Babylon” Project in Ho Chi Minh City

3. Phan Hong Ngoc
Project: Human Resource Management in a Construction Project: A Case Study at the Foundation Phase of a Construction Project Executed by Saigon-RDC Workforce

4. Cuong Nam Nguyen
Project: Project Financial Feasibility Study for an Agricultural Processing Plant

5. Vo Thanh Phong
Project: Variances in Financial Model between Feasibility Study and after Design Stage in Bau Sen Building Project

6. Vuong Hoang Thang
Project: Owner’s Project Scheduling Management Strategy: A Case Study of SHB-Da Nang F. C Sports and Training Complex Center Project

7. Tu Thien Tu
Project: Project Management Competency of a Small Contractor: A Case Study of Kien Tao Ltd., Company

8. Le Van Tuan
Project: Risk Factors in a Water Environment Improvement Project: A Case Study of Bien Hoa City in Dong Nai Province