Quality Management System For Manufacturers And Contractors Of Pre-Cast Pile Foundation In Vietnam

Recently, Vietnam has kept highly economic growth in both public and private sectors. Therefore so many construction projects including buildings, factories and infrastructures have been invested to meet the country’s economic demands. Realizing the benefits of quality management, both investors and contractors attempt to improve the quality of the local construction industry.

Quality has been found as the most key components of project success. Deficiencies and errors in construction will require reworks or will result in failures after a product has been delivered to a customer. Such failures may result in claims, customer dissatisfaction, or dire consequences to the user.

So far, there are so many projects with piled foundation in Vietnam construction industry, especially building projects. Some serious problems in building foundation have been found with too much settlement of foundation. One of the most serious mistakes in both designing and construction of piled foundation was the collapsed 12-storey building in Shanghai City, China in March 2009. After those problems, not only owner, designer and consultants but also contractors are more and more concerned about quality management system.

The negative impact of indirect rework on profits can have serious consequences on projects’ and an organizations’ costs. For example, once design errors or omissions are identified in contract documentation, rework will occur. This process may continue to magnify until ultimately, the design firm finds itself in serious financial difficulties due to the prolonged impact of an unheeded increase in rework costs, coupled with a declining professional image and low morale.

Therefore, quality management system for the piling foundation works is really necessary for all of owner, designer, contractor and manufacturer to assure quality and prevent any unexpected hazards.

Mr. Pham Quoc Hung made a research which major objectives were to; (1) study quality management system in manufacturer of pre-cast pile and contractor of piling works for construction of project’s foundation; and (2) recommend the framework of quality management system and project quality plan based on a lesson learnt from these real cases study.

Conclusion

In order to assure the quality of construction works, it is first the contractors who determine the quality of construction project. The quality management program aims to find the most efficient way of managing the quality of work as to satisfy customers’ requirements. This study applied a framework of QMS using ISO9000 for manufacturer of pre-cast PC pile and PQP using ISO9000 for piling construction works in Vietnam.

The case studies have been conducted to investigate the construction methods and processes associated with quality assurance. The framework of QMS as presented in the report has been developed based on existing standards and regulations.

In these case studies, all major processes and detailed instructions for fabrication of pre-cast PC pile and construction of piling works have been presented. These are guidelines for contractors who implemented the QMS and PQP to achieve quality targets in construction.

The case studies found out significant tangible and intangible benefits for manufacturer of pre-cast PC pile and for contractor of piling construction project when applying QMS and PQP using ISO9000.

The most common problems related to managing quality often occurred during construction implementation and developments are found as follows:

Table 1: Problem and solution on implementing QMS and PQP



Recommendations for improvement

After understanding how the manufacturer of PC pile and contractor of piling construction project implement the QMS and PQP using ISO9000 Approach, recommendations for improvement can be as follows:

1) It is very important to have available resources with continual training and improving for better applying the QMS and the PQP. It helps the manufacturer and contractor of pre-cast piling foundation to always run smoothly for ensuring the quality targets.

2) So many benefits in implementation and development of QMS and PQP using ISO9000, some problems occurring can be reduced and eliminated with more detailed supervision and instructions.

3) ISO9000 is a framework for processing paper. However, other factors can be very important to contribute good quality products such as:
- Company culture from the beginning;
- Company strategy led by commitment of strong management;
- Company vision and policy in concentrating on satisfaction of customers and employees;
- The trend to exist in highly competitive condition forces the company to ensure its quality products;
- All company people have the same targets on quality.

His thesis abstract is copied and posted.

Abstract

ISO9000 has become more and more popular to apply for every modern business organization on all over the world. ISO9000 is considered as the most effective ways to apply for quality managing system of any company.

The study discussed the quality management system for manufacturer and contractor related to implementing construction services of pre-cast pile foundation:
- QMS using ISO9000 of the pre-cast pile manufacturing factory;
- Project quality plan with QMS using ISO9000 of piling contractor.

The main objective of this study is to recommend and develop a framework of quality management system using ISO9000 for pile manufacturer and project quality plan for piling contractor that can be effectively used to manage the performance of highway contractors in Vietnam.

An exploratory approach shall be adopted by reviewing the available literature to develop a quality management system (QMS) for pile manufacturer and project quality plan (PQP) for piling contractor and find out how is the applicability and effectiveness of this QMS and PQP in a real case study projects. The case study projects are aimed to answer following questions:
- Are the QMS and PQP applicable?
- Are the QMS and PQP effective and how is the effectiveness?
- What and how are the tangible and intangible benefits of the QMS and the PQP?
- What are the benefits and problems and impacts in implementation and development of the QMS and the PQP?

In case study, all important processes of pre-cast pile manufacturing and piling works have been clearly identified and developed with full details of guidelines for applying to achieve quality targets and satisfaction of customers.

Report of the findings and suggestions can show much more effectiveness of using ISO9000 for QMS and PQP in pre-cast pile manufacturer and piling contractor with their limited resources to achieve much better quality outcomes.

Delay Causes In The Construction Of The Refinery Projects In Vietnam: A Case Study On The Dung Quat Refinery Project

During the execution of construction project, project completion on time was commonly considered the key of project’s success. Project time can be evaluated as the vital factor in project management point of view because it affects directly on the profit of project if project time delay happens. The perception of project time management in construction industry has been applied in Viet Nam for recent years. Vietnam carried out the open-door policy to attract the investment from FDI (Foreign direct investment) projects. For this reason, it is essential to collaborate with oversea business and knowledge for Vietnam’s construction industry. However, many problems have been revealed due to the deficiency of the proficiencies in project management, such as:

- Project delays take place usually in the development projects due to deficient transmission among other parties, weather condition, social policy or other factors. It is surmised that about from 70% to 80% of projects of the PetroVietnam have the problems with time project delays.

- Even projects were finished on time; there are still many claims during the execution project.

Besides, the implementation of the project time management in construction industry in Viet Nam and PetroVietnam does not still achieve the effectiveness. Annually, the Vietnam Government still import large amount fuel for consumer and the result of the refinery project delays causes the huge loss of total investment and balance foreign currency of the Government.

Ms. Nguyen Thi Thu Huong made a study which main objectives were to: (1) identify delay causations in the refinery construction projects which were completed up to now or under construction; and (2) develop a framework to control and prevent delays in the remaining or under construction projects of the Refinery construction project.

Conclusion

Time delays in construction industry are a global phenomenon. The consequences of this research indicate that project delays have commonly occurred in most of construction project and the refinery construction project is no exception. Therefore, the results of this study provided a framework for project managers can better understand to reduce the incidences of delays during the refinery construction project, particularly in planning, implementation, monitoring and controls.

Delay causes in the Dungquat refinery project:

It is found that there are many delay causes seriously affecting on time extension and cost of the Dung quat refinery project. The impact of delays and appropriate response strategies and solutions to control delays are summarized in this study.

The impact of delays on time can be realized by the comparison between project schedule and the real situation. The Dungquat refinery project was started in 1999 but up to now the Refinery still not operation with full capacity. Throughout the research, the refinery construction project can be considered a case study to illustrate the success in control and prevent delays causation. Figure below shows the attempt to control and prevent delays during the construction of the refinery construction project.



Framework to control and prevent delays for future refinery projects

In order to significantly prevent and control delays in the future refining construction projects, the guidelines having the most potential were considered. The result from the real situations showed that delays could be prevented and controlled by carrying out several important strategies during the implementation of the project. Vietnam Government and Petrovietnam have been summarizing all of the difficulties and mistakes during implementation time to construct the Dungquat refinery, therefore we can avoid delaying time when construct the incoming refinery projects.

The problems need to solve when investing in the refinery project:
1. Making good planning & control for the project.
2. Management of escalation in material prices.
3. Contractor’s finance controlling.
4. Management of site clearance work.
5. Management contractors’ ability.
6. Establish communication system between the partners.
7. Building standard system for every process.
8. Surveying, collecting and deal with all of the information about weather and geological conditions of the site and other problem relating the site to make good decisions for constructions of the project.

Her thesis abstract is copied and posted.

ABSTRACT

In general, project completed with destined time, cost, and quality is the basic target of construction project management. The Dung Quat Refinery (DQR) construction project is a great and vital grassroots refining construction project in Viet Nam. DQR project is located in Dung Quat Economic Zone, Binh Son Distric, Quang Ngai province. Total cost estimation is around 2.5 billions USD, 100% invested by Vietnamese Government through Petrovietnam. The construction phase was started in 2005 and planned to complete on 2009. Regretfully, the refinery could not be finished within intended time, budget and resources. Until now, whole refinery has not passed all performance tests yet.

Normally, time delay always happened in big construction projects in Vietnam. With the purpose to solve this problem, it was found that several approaches have been affected project time completion. There are many factors found as the major source leading to manage project time completion affectively.

This report summarized the delay causes factors involved in the Dung Quat Refinery project during construction stage. This research will be conducted by using qualitative research; the data will be collected to analyze the facing problems. It was discovered from this study that there were many factors causing project time delays in the project. From the case study, effective solutions for controlling the delays will be investigated and be proposed for precious experiences to control and prevent delays in other construction projects in the future.

Marine Facility Design And Its Impact On Project Cost In Refinery Projects: A Case Study Of Nghi Son Refinery And The Petrochemical Complex Project

Most construction projects begin with recognition of a need for a new facility. Long before designers start preparing drawings and certainly well before field construction can commence, considerable thought must go into broad-scale planning. Elements of this phase include conceptual analyses, technical and economic feasibility studies, and environmental impact report.

For example, location is fundamental to planning for a new industrial plant. Where can the plant be located to provide desirable, nearby employment for an adequate supply of skilled and productivities workers? What are the present and projected costs and customs associated with the labor force? Depending on the natural raw materials input and its products, will the plant have access to the most appropriate and economical forms of transportation, via air, water, highway, rail or pipeline? Does the local provide access to raw material and to market? Are there adequate sources of energy, including gas, oil, and electricity; and are there convenient communication facilities? What political or institutional factors may ease or impede development and operation of facility? What will be the sociological and economic impact of this plant on the community? What will be environmental impact? What do all these factors taken as a whole, mean for the technical and economic feasibility of the project? Perform the feasibly study to ensure the effectively of the project.

The problem in getting a project started involves:
• Design concerned by possibility that owners spend a lot of time and money
• Uncertainty as to what the Scope of the project should be
• Worries about how much would be the cost

Construction projects, especially refinery project have a lot of items to study and to design including marine facilities, which affect the cost. Mr. Le Tu Anh made a research to study how design and selection of an optimal location for marine facility of refinery project affects the project cost.

Conclusions

The Nghi Son refinery and petrochemical complex Project has been studied for long time. In this research, the author proposed the following:

First, the research must be performed and then economic analyses need to be established. The data may use for analyzing the base on the Primary design of marine facilities.

Second, the projects begin with recognition of a need for a new facility. Long before designers start preparing drawings and certainly well before field construction can commence, considerable thought must go into broad-scale planning. Elements of this phase include conceptual analyses, technical and economic feasibility studies. All the factors taken as a whole mean for the technical and economic feasibility of the project. The costs of the marine facilities are estimated. The research shown the optimal design and show its impact to the project cost. The owner determines time, money and scope of the items.

Finally, an analysis on the result of the plan shows that the project is well planned and this project brings high advantage to owner.

His thesis abstract is copied and posted.

Abstract

The refining industry is one of the key industries playing a very important role in the development of the national economy. In addition to ensuring the national energy security, i.e. the supply of strategic energies such as LPG, gasoline, kerosene, jet fuel, diesel, etc, the establishment and development of this industry with the building of refineries will pave the way for the other related industries such as petrochemical industry, basic chemicals production, petroleum products transportation, storage, trading and distribution.

Additionally, the existing of the refineries will definitely bring about positive benefits in the socio-economic fields as well as the national security and defense, making contributions to speeding up the process of industrialization and modernization as proposed by the Government of Vietnam.

Therefore, this thesis deals with how design and selection of a optimal location for marine facility of refinery project to reduce project cost.

Managing The Precommissioning And Commissioning Phase In Epc Contract: A Case Study Of The Dung Quat Refinery Project, Quang Ngai, Vietnam

Developing oil refining and petrochemical industry is an index for success of each country’s industrialization because it is a spearhead industry with an essential role that widely influences many aspects of the national economy. Vietnam is one of the leading countries in Southeast Asia, after China, Indonesia and Malaysia, having large crude oil reserves.

The project to build Dung Quat Oil Refinery is a national key project in oil and gas field that is of great significance for social and economic development in Vietnam’s Central region in general, and Quang Ngai Province in particular. Investment in the construction of Dung Quat Oil Refinery will help facilitate domestic crude oil processing, step by step to ensure energy security and reduce reliance on petroleum imports, and contribute to boosting national industrialization and modernization.

Dung Quat Oil Refinery was built in Binh Tri and Binh Thuan Communes, Binh Son District of Quang Ngai Province, under the planning of the Dung Quat Economic Zone. Together with a deep-sea port system and the bay out of wind, it creates a strategic position in the Central key economic area. When invested for development, this area will have a very important role in security and national defence, as well as economic interaction and integration.

In order to minimize the interfaces and reduce any conflicts between the separated Contractors and the Owner during executing a grass root refinery project, Owners normally prefer to award and sign an EPC contract with an EPC contractor. Mr. Dinh Van Ngu made a study during the precommissioning and commissioning phase for the EPC contract of DungQuat refinery project due to limited time. The problems of his study were to; (1) define and describe the precommissioning and commissioning organisation, roles and responsibilities; (2) provide information as to how precommissioning and commissioning is to be executed and controlled; and (3) the sequence in which process and utility Units shall be commissioned.

An EPC contract is generally applied for developing a Refinery project, in case of problems or disputes happen during the project execution, then these problems and disputes shall be resolved in accordance with stipulated clauses in the signed contract. Therefore the objective of his report was focused on the following issues related to EPC contract:
i. To study organisation, roles and responsibilities of EPC contractors;
ii. To study executed and controlled the precommissioning and commissioning phase in accordance with the signed Contract;

Conclusion

To ensure a successful implementation of this phase of the Project, Owner must have full support from its Stakeholder and the Government. The Owner must have a strong leadership and commitment from senior management throughout the execution of the Project. The availability and competency of the Project Management core team also contribute an important factor during the initial/ preparation phase when the rest of the team will be mobilized. As many cost-schedule trade-off areas may be required, Owner must prepare a strong financial status and willing to accept or compromise some commercial terms.

The results from this study have identified that the Managing of Precommissioning and Commissioning phase play important roles on Project. In this report, Mr. Dinh’s identified the most important key success in managing EPC pre-commissioning and commissioning phase of the project based on his real experience. These are the following:

1. Safety system and site safety team: it is essential for the success of commissioning phase that the Safety system must be in place. During the commissioning phase, there are still many activities that belong to the construction phase. Therefore the site safety inspection team is vital for keeping safe situation at site.

2. Organizational structure that fits to the Commissioning phase: To have a suitable organization with full authority at site and proper coordination procedures is a key for success of commissioning stage. It should be noted that both EPC and Owner must nominate the Commissioning Manager position who will take sole responsibility and single contact point for any decision making related to the commissioning.

3. Qualified and experience commissioning staff in all disciplines: having experienced staff who has several commissioning assignments will be the key for success. He/she will lead the team to conduct the required activities because they know exactly what to do and how to do it following the general commissioning procedures and guidelines. Therefore having experienced staff in the team will help to reduce risk of schedule slippage, avoid common problems and failures and help the team do it right first time.

4. Approval authority for site team for any additional work: During the commissioning of the plant with such complex like Dung Quat refinery, there are many new issues that may raise. For that reason Commissioning manager and its team must be authorized to take the decision, cross the table without any delay.

5. Availability of Utilities: service water, electricity, instrument air, plant air, nitrogen, steam and some chemical for chemical cleaning, passivation of piping must be available at anytime in sufficient quantity to meet the commissioning requirement. It was experienced that during the commissioning phase of Dung Quat refinery project, there were several electrical cut-off from the EVN net work that make the commissioning activity interrupted and delayed the overall schedule.

6. Work Permit System: Having proper Work Permit System in place will ensure that work activities are in good order and sequence.

7. Coordination between EPC team and OWNER's team: Owner team will normally support EPC team for any commissioning activities. Any misunderstanding between the two parties may have impact to the schedule, that’s why a clear coordination procedure must be agreed and implemented.

8. Roles of daily coordination meetings: there are many activities happen daily and new activities raise that require discussion and agreement before conducting the work.

9. Equipment availability: commissioning equipment like crane, vaccum trucks, portable pumps, instrument portable devices, tools, analyzers, etc. must be available at any time for commissioning needs.

10. Maintenance workshop& its equipment readiness: this will ensure that many broken part of the equipment, material, etc. can be repaired at the site workshop to save time of commissioning.

11. Commissioning Spare parts; Tools & Materials availability: any spare part missing like flanges, gaskets, bolt and nuts, mechanical seal, thermo couples, etc. that may takes months to get it delivered at site therefore commissioning spares must be kept in sufficient quantity at site.

12. Ready stage from Construction phase- Mechanical Completion: for any section of Plant or unit, it must be mechanically complete before any commissioning activities but note that between section, there may be some overlapped activities of construction and commissioning can do in parallel.

13. Detailed level III, IV schedule for each Section and each discipline: this will help the team know exactly what to do next for each area, each disciplines and can plan ahead and prepare for incoming activities.

14. Vendor technical representatives availability: there are many major equipment that EPC staff does not have a specialized knowledge to commission the equipment first time that’s why it is mandatory to have vendor representative at site to support and advice on commissioning and start-up of such equipment like compressors, turbines, fired heaters, boilers, major motors, major pumps, etc.

15. Quick resolution of Punchlist and outstanding technical issues: from a public source of data, it is known that there are over 100.000 punchlist items found by EPC and Owner team during the plant check and inspection against specifications and requirements. It requires lots of time, effort, manpower and cost for fixing, correcting, replacing, etc. such items. This is considered as most time impact for the plant completion.

16. Availability of Commissioning procedures: without procedures, commissioning work may be delayed, prohibited and more chance for mistake.

17. Access of Project database and Vendor document: these document must be available for reference, guidelines and also used for making procedures.

18. Roles of good document control.

19. Rotation of shift work round- the- clock concept: Commissioning work is very time consuming and happen in continues manner so the activities must be taken 24 hour a day and shift work is required.

20. Availability of sub-contractors: they will provide manpower, tool, and equipment for commissioning therefore it is important to mobilize subcontractors to work at site.

21. Impact of weather conditions: any rain, thunder storm, flood of water at site will impact to the schedule. The commissioning if cannot avoid from raining/ bad weather season, EPC and Owner must be aware and prepare for that to minimize damages due to flooding or storm. As well as ensuring suitable condition and schedule to work during the bad weather season.

The initial assessment will consider items such as those above to ensure timely correction of operational and maintenance issues that affect the ongoing refinery operation.

Finally, with the limit time, the author was not discussed all the problems in Precommissioning and Commissioning phase in the thesis. Author wants all readers and colleagues have practical suggestions and comments for the thesis are more effective.

His thesis abstract is copied and posted.

Abstract

In the process of industrialization and modernization in Vietnam, the construction of Dung Quat Oil Refinery is considered an extremely important step to lay a foundation for the spearhead industry of the country. Capitalized at over 2.5 billion USD, the Dung Quat Oil Refinery Project will effectively meet the demands on jobs, shifting the economic structure, increasing the State budget and developing other services of the locality during the construction and operation periods. The construction of Dung Quat Oil Refinery also encourages domestic and foreign investors to invest in Dung Quat Economic Zone in the fields of chemical industry, engineering, manufacturing and installation industry, ship building and repairing, steel refining and laminating, transport, electronics, processing and other industries. With its scale and significance Dung Quat Oil Refinery is considered the heart of Dung Quat Economic Zone.

The formation and implementation of the project on Dung Quat Oil Refinery, the first of this kind in Vietnam, have lasted many years and experienced through different periods and with various forms of investment. The decision to build Dung Quat Oil Refinery with Vietnam’s own investment in 2003 showed the great determination of the Vietnamese Party and State in the strategy to ensure national energy security and promote national industrialization and modernization. Deeply aware of the project’s significance and with responsibility of an investor, Vietnam National Oil and Gas Group has been concentrating all sources on the management and supervision of the project to ensure construction of the refinery to be completed on schedule, safely and with high quality.

This study will also discuss on point of view and how to managing the precommissioning and commissioning phase for the EPC contract of DungQuat refinery project that can be happened during the project execution phase.

Contract Management How Owners Can Be Responsible For Changing Orders In Oil And Gas Project Management

Many oil and gas projects endure cost overrun or delay due to change order. Contractors send many change order requests to owner but many owners do not respond on time, leading to project delay. Contractors have to spend extra time waiting for owner’s approval, and claim extra payment for the project extension. So how could Owner manage change order request on time, to reduce minimum extra money and project could finish on time?

Mr. Do Van Hanh made a study which main objectives were as follows:
- How owner could minimize change order in pre-contract phase.
- How owner could respond to manage change order during construction phase
- Analyze the practice of change order through a case study of offshore oil and gas construction project.

Conclusion

All construction projects, even the best planned projects have experienced change, cost overrun, impacts, and disruptions associated with implementing the change. The Author realized some keys to managing the change which are: 1) to be knowledgeable about pricing change orders, and understand the potential for changes, to have additional impacts beyond the direct cost of the change; 2) Owner should prepare a contract form with adequate clear clauses, term etc, that prescribe contractor to have response to engineering, procurement, construction and installation, and each parties have to respond with time limit when a change order happens; 3) owner and contractor should set up a good communication; 4) Both owner and contractor should assign contract management and administration to an experienced person; 5) Owner should hire a well-experienced and professional consultant company to manage the project.

1)By understanding and including these costs in early change order pricing, both the owner and contractor can have impacts associated with changes, and can limit conflict and claims later in the project. Furthermore, by understanding and implementing these change management steps, the changes of the parties resolving the outstanding change orders more effectively and efficiently during the construction process greatly increase.

2) If Owner prepares a good contract with adequate clear clauses, term, standard, norm and criterion… that prescribe clear responsibility, authority of each party, it will be easier to have agreements during negotiation.

3) Communication is very important to solve early problems; it helps the owner and contractor to understand each other. If Owner and contractor should set up a good communication mode, both parties will have a trouble-free agreement.

4) If the owner assigns contract management and administration to an experienced person, he or she is knowledgeable about terms, clauses, and how to solve each kind of situation.

5) A consultant will help the owner to gather and can give best advice in solving problems.

His thesis abstract is copied and posted.

Abstracts

Viet Nam is a developing country needs to develop projects to build infrastructure, investment production base is a huge. However, the new approach and experience should not have management contracts particularly weak resolving issues, related to treatment change order. Many owners do not have the experience or the responsible handling of problems arising inappropriately caused the projects’ capital increase, and project delay.

In this report, the author wants to highlight the theoretical overview to investors arising manage and resolve them effectively. Also make some recommendations to reduce the risks of change order due to the project caused.

Furthermore, the authors also offer a case study and analysis baked each issue during project implementation, thereby giving recommendations as well as the lessons and conclusions for management change orders of investors.

Contract Clauses In EPC Thermal Power Projects: A Case Study Of Hai Phong Thermal Power Project

Demand of electrical energy in the world is increasing very fast with the development of economic and population growth in the global. In Vietnam, there are 27 Thermal power plants (TPP). The overall project duration for developing a thermal power factory is normally take 2 to 3 years depending on the size of facilities to be built.

Developing the facilities for a thermal power field such as platform, Thermal power Companies (hereinafter referred as the Project Company) normally sign an EPC (Engineering, Procurement and Construction) contract with the EPC contractor. For this field of industry, there are not so many EPC Contractors in the Asian South East countries who can execute a full EPC project, therefore the EPC contractor is normally selected and awarded thru the international bidding tender. The major factors for executing an EPC project are the contract clauses which are normally stipulated too generally with unclearly understanding and interpreting when having disputes between the contractor and the project company. Therefore, studying the method to develop the effective clauses in the EPC contract is necessary to simplify and make involved parties to understand and interpret clearly during the contract negotiation prior to the EPC contract signing and commencement. The understandable and applicable contract clauses properly will help an EPC project to be executed smoothly and effectively.

In order to minimize the interfaces and risks between the separated contractor and the project company during executing an thermal project, the thermal power companies normally prefer to award and sign an EPC contract with the EPC contractor, however this project delivery method will take a lot of time to make clarification, explanation and get the mutually agreement on the contract clauses between the contractor and the project company. The following problems are normally involved with the EPC contract clauses:

i. Take time to make the clarification and finalization before contract signing;
ii. Wrong understanding and interpreting of stipulated clauses in the contract;
iii. Conflict between contractor and the project company during project execution.

An EPC contract is generally applied for developing the thermal power project, in case of problems or disputes happen during the project execution, then these problems and disputes shall be resolved in accordance with stipulated clauses in the signed contract. Mr. Bui Tien Dung made a study which focused on the following issues related to EPC contract:

i. To study EPC contract process and management from literature review;
ii. To study the contract clauses in EPC thermal power project;
iii. To study the implementations of the contract clauses and their performance with reference to project advantages and problems.

Conclusions

Results from this report discussed and focused on some clauses applied for an EPC contract for developing a thermal power project as well as other EPC contracts in the construction industry. These clauses are normally defined and given by the Project Company in order to protect the project objectives and the Project Company from any kind of risks may happen. However from contractor’s point of view, it will be very risky if the Contractor complies with all these clauses without any exception or amendment. Therefore, providing the effective clauses based on the project documents and the Project Company’s interest shall be addressed during the bidding preparation and negotiation.

In summary, the effective clauses are the terms and conditions stipulated in the contract which shall be defined based on the interest and “win-win solution” basis for both the Project Company and the EPC Contractor.

Conclusion for important clauses in the contract that clearly identify risk, roles and responsibilities of each party

As discussed above, the EPC contract is quite complicated in term of legal issue, therefore the Project Company and the EPC Contractor shall have enough experiences and knowledge about the nature of project facilities in order to avoid their faults and minimize the risks during contract performance.

The Owner wish to transfer all of the construction risks to the contractor and be certain of his commitment. Usually, the responsibility for the package is vested in a single contractor, and bid evaluation is straightforward. The contractor agrees to carry out the work for the amount of money stated in the contract regardless of its actual cost as long as there is no change or breach of the contract from the owner. This is quite common for schools, warehouses and similar works where the scope is relatively well defined and the work is straightforward.

In this project, a fixed price lump sum turnkey contract is identified as the most suitable contract strategy provided the project could be completed within the owner’s budget. The owner can utilise model forms for the contract based on other projects procured in this manner.

Conclusion for the EPC project performance and how the contract contribute to the performance

The contract clauses are the most important tool to manage the EPC project. Therefore, the involved parties (Project Company, EPC Contractor) shall understand and know how to apply this tool effectively to manage the project in term of costly, timely and quality to the performence.

The contract clauses will be only effective when these are defined and stipulated in accordance with the project specification, documents and nature of work to be performed. Finally, these clauses also are established and finalized according to the mutually agreement between the Project Company and EPC Contractor.

General Conclusion

In conclusion, the major clauses in the EPC contracts are not the same for all project, these also depend on each project scope of work, complexity, specification and documents, the project company’s requirement and expectation and mostly on the outcome of contract negotiation between the Project Company and the EPC Contractor. Therefore, the meaning and application of major clauses in the EPC contracts shall be different in term of the standard form contract i.e. FIDIC or other organizations as well as in each kind of industry i.e. construction, etc.

His thesis abstract is copied and posted.

Abstract

Nowadays, the EPC contract is very wide applied in energy industry (specially in thermal projects) in this Region for developing an energy field project, this EPC contract is as a “fast track” tool to reduce the project duration. In order to execute this kind of contract successfully in term of the benefit for all involved parties, it is necessary to focus on some key factors that shall be affected on the project during execution phase i.e... contract terms and conditions clauses. Therefore, understanding and interpreting the application of term and condition clauses clearly in EPC contract will help the project to be executed and monitored by using the proper manning level in accordance with project specification and the project will be achieved its goals without the minimized disputations and conflicts happening.

This study will also discuss on the advantages and disadvantages of EPC contract from both Contractor and Project Company’s point of view and how to manage the EPC contract in accordance with term and condition clauses stipulated in the signed contract documents; how to resolve problems by understanding the contract clauses. However, the improvement of some major clauses are still needed in order to specify and define clearly the duties and responsibilities as well as obligations of involved parties to minimize the conflicts, interfaces, risks and disputes that can be happened during the project execution phase.

Cash Flow Projection Management For Small – Medium Sized Vietnamese Contractors

Construction is a complicated business that faces ever-changing conditions. Those who are not prepared or capable of meeting these demands may ultimately fail. Cash is the most important of the construction company resources, because of failure of cash management more than inadequate management of other resources (Singh and Lakanathan, 1992; Navon, 1994b). That inadequate cash resources are a cause of failure would rarely be disputed. However, the conclusion that temporary shortages of working capital may lead to failure might be challenged. The shortage of working capital may be real, and the shortage temporary, but the shortage is predictable and normal.

Mrs. Pham Thi Ngoc Hien conducted a case study which primary objectives were to: (1) study the theory of project cash flow management in construction; (2) synthesize the project management issues related to cash flow projection; and (3) apply project cash flow management into a case.

Conclusions

 Theory of cash flow

- This study is useful and limited to small and medium- sized projects. In large project the number of variables should be large and complex and takes long-time duration, it needs the deeper research with the help of software computer and take into account of the time value of money analysis and inflation affects. However, in the large project that consists of many smaller subprojects, these financing solutions may help bring the requirements and paybacks which are used as information or inputs to large projects.

- Adequate cash flow management benefits not only in cost control and assists profit acquisition for contractors but also contribute to other management skills. Individual project net cash flows contribute to and from the organizational cash flow which directly relates to the financial health of the organization. The key aspect to cash flow is to understand the way project cash flows layer over each other to generate organizational cash flow. A secondary aspect is to understand that organizational cash flow is dependent on the individual project profiles. Manipulation of these layered profiles has the capacity to change the organizational. In turn it is the overall management of a portfolio of net cash flow which determines the success of the whole organization. The aim of cash flow projection is to maintain the positive or at least manageable cash flow. In cash flow projection, the management of the timing of payments most important to the effective management.

- Cash flow management helps the contractor in inspecting project financing issues , resource usage and can be a useful tool to prove with banks.

- Combining the cash flow management and earned value technique, a project can be, a project can track the real status of progress, detect any early cost deviation, suggest payment strategy and be a factor that affects the scheduling for the coming projects.

 Project management issues related to cash flow management

- Cash flow forecast should be made at all phases of the construction process. Cash flow can be contributed to tendering stage to decide the agreement of the contract payment terms and schedule, decide whether accept or reject the bid; to construction stage to determine capital have to be available at a time, track the real status of the project ,set out a financial plan to recover costs; and retainage management.

- In project scheduling problems resources-constrained issue is generally considered essential for contractors as a means; furthermore there is an involving of cash flow in project scheduling. Contractor thus can evaluate appropriate project schedules under associated constraints, and arrange activities and resources.

- A company level cash flow model must be based on cash flows of all the company’s individual projects. The use of cash flow management at company level or project level helps the company to be in active position in any financial related decisions.

 Applying project cash flow management theory into a case study

- In portfolio project cash flow contractor should avoid accept the schedule and payment that caused the cash outflow and inflow of projects at the same time. Although following an abundant cash inflow. This cause a load at a time and an abundant at other.

- Small to medium Vietnamese should consider cash management as rational and idiographic evaluation in integration with empirical evaluation rather than only empirical process which focused solely on the project margin.

- The contractor doesn’t need to have a large working capital to run the operation of projects, just managing well the cash flow.

Her thesis abstract is copied and posted.

Abstract

Cash is the most important of all business’s resources. Many construction companies fail not because of technique or skills but the insufficient cash flow management (Singh and Lakanathan, 1992; Navon, 1994b). In progress-payment contracts, the contractor is paid for the work performed based on progress reports made at specified intervals. The owner holds back a percentage of the payments until the project are completed. The insufficient of time and amount of money contractor receives from client and pay to their supports causes the financial problems. This study provides concepts and tools that can be applicable during the construction phase based on the planned earned value and the actual incurred cost on a project from a general contractor’s viewpoint as the cash flow projection’s role integration to project management. Combining the cash flow and earned value technique, a project can track the real status of progress, detect any early cost deviation, suggest payment strategy, adjusting the planned schedule and be a factor that affects the scheduling for the coming projects.

Keywords: Percentage, Payments, Project, Insufficient, Construction, Lakanathan, Schedule, Technique