Project management structure is a new issue in Vietnam. There are more and more real estate development companies in Vietnam in which many of them process great potential for the project management team. But the concept of project management structure is one thing that not all the companies are aware off. In fact, there is still confusion in choosing the model for organizational project management structure.
Mr. Nguyen Duc Trong made a case study which primary objective was to identify and find out the ideal project management structure for a developing company. In order to achieve this main objective, sub-objectives were needed to accomplish such as: (1) study the literature of Organization Project Management Structure in construction project; and (2) analyze a Case Study in application of Organization Project Management Structure in Viet Nam
Conclusion
Organizational structure can get in the way of, or help support, the overall success of projects. To a certain extent, we can change the organizational structure. In fact, we can change the organization chart frequently, and some companies just did that. Culture, on the other hand, is not easily changed. It can take years for a large organization to develop a culture of excellence (although it doesn't take nearly as long to fall back into mediocrity).
Some organizational structures can definitely impair the ability to deliver projects. First are those organizations whose project teams are doing support work. If the project organization does support as well, it usually means that support issues will pop up and take the focus away from the project. A lot of multitasking and thrashing takes place as we move from support work to project work to support work. It’s usually very difficult to prepare good estimates and meet the scheduling commitments. We may be forced into this structure if our staff is small. Sometimes we have 15 people who work on support, projects, and enhancements. However, we do not have enough people to specialize in either support or project work. This makes it difficult to meet all of our project commitments. Instead, we
have to do a good job of managing expectations.
The organizational structure may also impede the ability to share resources. For instance, if our project team needs a resource with a specific expertise, we may not be able to easily share that person with another functional area. Some of this is also related to our culture. We have to consider whether a different organizational structure would help. If it would, we may have an organization problem. If it wouldn't help, our culture is probably not supportive of resource sharing.
The organizational structure can also help or hinder the success rate. The structure can determine how well we focus on projects and how easy it is to share resources between organizations.
Recommendation
1. Consider the system of Project Management structure. Develop individual assessment form for functional manager, project manager. By involving functional management in project initiation activities-recognizing that functional managers often have the best insight into the skills and limitations of staff members-we made the process of assigning resources to roles more collaborative. We also instituted a formal requisition process for internal resources. Project managers were added to the performance development process training classes and required to provide periodic performance-related information to functional managers. At the same time, functional managers now shared individual goals and objectives with project managers, seeking to align project assignments with objectives
2. Build up the enterprise culture and create the transparent competition among departments. Have good authority system and empowerment so that all the department leaders can have the conditions to give out the right decisions
3. Have clear annual plan and transfer this plan to every department, every individual. Check, monitor and access this plan monthly, quarterly to create fair in bonus sharing
4. Re-define Roles and Responsibilities: establish a policy statement and matrix document that clearly identified the project manager and functional manager roles and responsibilities.
5. Establish a Communications Plan: developed a comprehensive program communications plan identifying who reports what to whom, and when. Acknowledge the information needs of the functional management team by including them in the communications plan. Project websites could be established to facilitate communications.
His thesis abstract is copied and posted
Abstract
A project organization is a structure that facilitates the coordination and implementation of project activities. Its main reason is to create an environment that fosters interactions among the team members with a minimum amount of disruptions, overlaps and conflict. One of the important decisions of project management is the form of organizational structure that will be used for the project. Each project has its unique characteristics and the design of an organizational structure should consider the organizational environment, the project characteristics in which it will operate, and the level of authority the project manager is given. A project structure can take on various forms with each form having its own advantages and disadvantages. One of the main objectives of the structure is to reduce uncertainty and confusion that typically occurs at the project initiation phase. The structure defines the relationships among members of the project management and the relationships with the external environment. The structure defines the authority by means of a graphical illustration called an organization chart.
Tuesday 15 February 2011
Monday 14 February 2011
Integrated Project Management Assessment For Development Property Project At Capital Fund In Viet Nam
Vietnam’s economy has been tremendously grown recently. Due to this economic growth, people from urban places move to major cities to seek employment which leading to huge demand for residential apartments as well as public building such as office and commercial or retail center. Currently, the supply could not match the demand which causes high property price particularly for residential projects with area yet to be built with investors camping in the streets to get a chance to buy off-plan.
Mr. Nguyen Phan Hoa Binh, the author, recognizes that in the planning management process, the link between business strategy plans and the project execution plan are not properly planned, organized, controlled and evaluated because of the critical problems such as:
1. The constraint of matrix organization structure at portfolio Project
2. The constraints of communication, difference communication channel
3. The conflict interest between shareholders
Due to these problems, Mr. Binh made a research which purpose was to analyze the said problems in order to come up with suggestions on how these should be solved. The objectives of his research were to: (1) explore the structure of close end property fund, to explore the linking structure model of portfolio company with the structure of property fund; (2) review the literature of strategic planning, the project strategy; (3) investigate the planning process of property project, to critical analysis and identify what is missing link between business strategy (fund) and project management (portfolio) via two case studies that the study author is working on it; and (4) adopt the project strategy in the project management in the aim to add a new tool to project execution that will contribute to project success and overall business results as initiation plan from property fund.
Conclusion
In the competitive market and globalization, the project strategy is the essential competitive weapon for company organization in the coming years. These are selecting the right strategy at the project initiation, making it compatible to the business strategy, carefully articulating the four components of project strategy will contribute to project success and overall business results.
Mr. Binh investigated the organization of property fund structure aiming to deeply understand the property fund structure that form up the portfolio company. It is the tool that helps to define the end property product, and its explicit competitive advantage. Based on the project case study- Aqua City Development, Mr. Binh has emphasized on how to define project strategy, how to define end project, how to define the project scope and classify project type. Although it has limited constraints to implement the project strategy, however the immediate mitigation plan could be solved out the critical issue in this case.
Argument hypothesis and External condition
As hypothesis statement, the project strategy framework can be used as a tool to start a strategic process. It will be succeeded when it has a clear project definition, project production. It needs to build up a flexible organizational structure that helps facilitate the competitive attribute.
The strategy framework could elaborate in the integrated project management when project cultures obtain the reciprocal relationship between project stakeholders and shareholder, but it is not an easy mission for the project strategy developer.
As a conclusion, the author could argue that the project strategy framework need to be defined and elaborated in interactive and cyclic way with its four element.
Recommendation
The concept of project strategy and integrated project management is still not common, while there are many developer properties provide the similar product. The project manager is required to expand the role that plays in the project development business and add more responsibility, which will contribute to project success. It could be done, when the project manager could be learn how to direct the new path will lead to better project results and better business performance.
His thesis abstract is copied and posted.
Abstract
The purpose of this study report investigate the integrated planning process of portfolio project, which is formed up by property development fund. As working at the property development fund in Viet Nam for four years, the study author recognizes the missing link between business strategies (fund level) and project execution plan (portfolio level) when the project runs in the implementation planning process. It could be argued that the project strategy plan has not been emphasized in this case or it has not been integrated and controlled properly during the day-to-day project execution work that involves both effectiveness and efficiency for project evaluation. In this study report, the author refers the summary literature review that focusing how to move corporate strategy to project strategy. The study report has combined a project case study (Aqua City Project) in the aim to analyze the organization structure/ functional management analysis/ project strategy/ project planning process to explore the missing link of project strategy and project implementation plan in this case.
How to have “a two way influence between strategy and project management” is an finding attempt that the author would like to capture the strategic approach to apply in the integrated project management development activity that serve to get the project runs in the competitive advance of energizing prosperity. It needs to get the project manager to expand the role that steps up in the project development business. It will gain more project succeed when the link between project strategy and project implementation has been integrated in the strategically.
Keywords: Strategic project management, Project strategy framework, Project execution plan
Mr. Nguyen Phan Hoa Binh, the author, recognizes that in the planning management process, the link between business strategy plans and the project execution plan are not properly planned, organized, controlled and evaluated because of the critical problems such as:
1. The constraint of matrix organization structure at portfolio Project
2. The constraints of communication, difference communication channel
3. The conflict interest between shareholders
Due to these problems, Mr. Binh made a research which purpose was to analyze the said problems in order to come up with suggestions on how these should be solved. The objectives of his research were to: (1) explore the structure of close end property fund, to explore the linking structure model of portfolio company with the structure of property fund; (2) review the literature of strategic planning, the project strategy; (3) investigate the planning process of property project, to critical analysis and identify what is missing link between business strategy (fund) and project management (portfolio) via two case studies that the study author is working on it; and (4) adopt the project strategy in the project management in the aim to add a new tool to project execution that will contribute to project success and overall business results as initiation plan from property fund.
Conclusion
In the competitive market and globalization, the project strategy is the essential competitive weapon for company organization in the coming years. These are selecting the right strategy at the project initiation, making it compatible to the business strategy, carefully articulating the four components of project strategy will contribute to project success and overall business results.
Mr. Binh investigated the organization of property fund structure aiming to deeply understand the property fund structure that form up the portfolio company. It is the tool that helps to define the end property product, and its explicit competitive advantage. Based on the project case study- Aqua City Development, Mr. Binh has emphasized on how to define project strategy, how to define end project, how to define the project scope and classify project type. Although it has limited constraints to implement the project strategy, however the immediate mitigation plan could be solved out the critical issue in this case.
Argument hypothesis and External condition
As hypothesis statement, the project strategy framework can be used as a tool to start a strategic process. It will be succeeded when it has a clear project definition, project production. It needs to build up a flexible organizational structure that helps facilitate the competitive attribute.
The strategy framework could elaborate in the integrated project management when project cultures obtain the reciprocal relationship between project stakeholders and shareholder, but it is not an easy mission for the project strategy developer.
As a conclusion, the author could argue that the project strategy framework need to be defined and elaborated in interactive and cyclic way with its four element.
Recommendation
The concept of project strategy and integrated project management is still not common, while there are many developer properties provide the similar product. The project manager is required to expand the role that plays in the project development business and add more responsibility, which will contribute to project success. It could be done, when the project manager could be learn how to direct the new path will lead to better project results and better business performance.
His thesis abstract is copied and posted.
Abstract
The purpose of this study report investigate the integrated planning process of portfolio project, which is formed up by property development fund. As working at the property development fund in Viet Nam for four years, the study author recognizes the missing link between business strategies (fund level) and project execution plan (portfolio level) when the project runs in the implementation planning process. It could be argued that the project strategy plan has not been emphasized in this case or it has not been integrated and controlled properly during the day-to-day project execution work that involves both effectiveness and efficiency for project evaluation. In this study report, the author refers the summary literature review that focusing how to move corporate strategy to project strategy. The study report has combined a project case study (Aqua City Project) in the aim to analyze the organization structure/ functional management analysis/ project strategy/ project planning process to explore the missing link of project strategy and project implementation plan in this case.
How to have “a two way influence between strategy and project management” is an finding attempt that the author would like to capture the strategic approach to apply in the integrated project management development activity that serve to get the project runs in the competitive advance of energizing prosperity. It needs to get the project manager to expand the role that steps up in the project development business. It will gain more project succeed when the link between project strategy and project implementation has been integrated in the strategically.
Keywords: Strategic project management, Project strategy framework, Project execution plan
Friday 11 February 2011
Owner’s Project Control Strategy
Success or failure of a project relies on how it is being controlled. Project control strategy is an activity which compares overall project performance against the planned project. The purpose of project control strategy is to evaluate and analyze the project situation, generation of forecasts, and definition of actions to be implemented in the whole project process.
That is a process that should be continued during the construction period to make certain that the final product meets the quality, completion and budget expectations of the owners. Project control process can be divided into three major areas: the control of cost, time, and quality during the design phases; the control of cost, time, and quality during the tendering phases; and the control of cost, time, and quality during the construction phases of the project.
Mr. Nguyen Le Thuan made a case study which objectives were to: (1) study the framework and identify the problems of owner’s project control process; and (2) study the practical implementation of the framework in terms of effectiveness and obstacles.
Conclusion
There were too many components that caused problems in project control. Despite of the project owner’s effort to solve the problems and arranged all requirements in suitable order, still there were some causes that made the project out of control. In this case study, Mr. Thuan found some problems in project control such as:
1. Poor estimating techniques and/or standards, resulting in unrealistic budgets
2. The technical design is lack of regulatory system or legal appropriation
3. Database is not correct
4. Value engineering is not popular
5. Awareness of standard design is limited
6. Policies and procedures are always changed
7. Communication and coordination among participants are not homogeneous
8. Need correct awareness to lowest bid.
9. The project owner uses nominated contractor method in tender stage
10. Inadequate work breakdown structure
11. No management policy on reporting and control practices
12. Management reduces budgets or bids to be competitive
13. Inadequate formal planning having unnoticed result, or often uncontrolled, thus increases in scope of effort
14. Poor comparison of actual and planned costs
15. Comparison of actual and planned costs at the wrong level of management
16. Unforeseen technical problems and unforeseen financial fluctuation.
17. Schedule delays that require overtime or idle time costing
Conclusion for Owner’s Project Cost Control in Design Stage
The project owner should specify all performance and design standard. The design professional is responsible for producing a set of preliminary drawings as well as written report for approval by the owner. The responsibility of the designer comprises drafting complete specifications for inclusion in project tender documents, approving or initiating all design related deletions, additions and changes to project specifications and accepting ultimate responsibility for the safety and utility of all project design elements.
In this phase, the project owner must approve all design related work performed and must coordinate the overall design integration, safety of the public, compliance with legal and codes.
Conclusion for Owner’s Project Control in Tender Stage
All services must be specifically required in the contract documents and not be in violation of any applicable law. Tender documents should be clear before they are issued. The content includes tender time, date, approximate contract amount, project location, licensing requirements, approximate size, plus tender, payment bond requirements, performance, etc.
Conclusion for Owner’s Project Control in Construction Stage
The fundamental purpose of the conference is to establish acceptable ground rules for all parties concerned, and to assure that each party understands the complete job requirements and coordinates its work to produce a completed job in a minimum amount of time, with maximum economic gains, and in proper coordination with the owner, architect, engineer, prime contractor, and all subcontractors. The pre-construction conference is primarily concerned with management and operational considerations. It is in these areas of contract interpretation and clarification that the greatest value of the construction conference can be achieved.
Progress payment and management of progress payments begins with the contract specifications clearly stating how the contractor’s work progress is to be measured, how payments are determined based on the measured progress, and what documents and reports are required to be submitted by the contractor to justify the payment request. The project owner should authorize payment only when the contractor’s progress payment request is in full compliance with the contract requirements and the progress claimed has been independently verified by supervisor.
Periodically, perhaps monthly, the project owner should compare schedule progress with that shown on the project program. The purpose is to determine whether those various activities were planned.
Recommended framework for owner’s project control:
Based on the literature review, case study and PMBOK (third edition), Mr. Thuan recommended a framework for an owner’s project control as shown in the table below:
Abstract
The report expresses the key issues in Project Control Strategy that known as the important factor for any owner wants to develop and survive in the construction industry.
This study, which refers to the theories have expressed the concept of project control process in design stage, tender and construction stage. What should the owner control in these stages? How can the owner control in these stages? The study has briefed the factors that most effect to them, they consist of cost, quality and schedule. Through a case study, project control problems will be analyzed. Some proposed solutions are recommended in order to help the owner can be improved in project control process.
That is a process that should be continued during the construction period to make certain that the final product meets the quality, completion and budget expectations of the owners. Project control process can be divided into three major areas: the control of cost, time, and quality during the design phases; the control of cost, time, and quality during the tendering phases; and the control of cost, time, and quality during the construction phases of the project.
Mr. Nguyen Le Thuan made a case study which objectives were to: (1) study the framework and identify the problems of owner’s project control process; and (2) study the practical implementation of the framework in terms of effectiveness and obstacles.
Conclusion
There were too many components that caused problems in project control. Despite of the project owner’s effort to solve the problems and arranged all requirements in suitable order, still there were some causes that made the project out of control. In this case study, Mr. Thuan found some problems in project control such as:
1. Poor estimating techniques and/or standards, resulting in unrealistic budgets
2. The technical design is lack of regulatory system or legal appropriation
3. Database is not correct
4. Value engineering is not popular
5. Awareness of standard design is limited
6. Policies and procedures are always changed
7. Communication and coordination among participants are not homogeneous
8. Need correct awareness to lowest bid.
9. The project owner uses nominated contractor method in tender stage
10. Inadequate work breakdown structure
11. No management policy on reporting and control practices
12. Management reduces budgets or bids to be competitive
13. Inadequate formal planning having unnoticed result, or often uncontrolled, thus increases in scope of effort
14. Poor comparison of actual and planned costs
15. Comparison of actual and planned costs at the wrong level of management
16. Unforeseen technical problems and unforeseen financial fluctuation.
17. Schedule delays that require overtime or idle time costing
Conclusion for Owner’s Project Cost Control in Design Stage
The project owner should specify all performance and design standard. The design professional is responsible for producing a set of preliminary drawings as well as written report for approval by the owner. The responsibility of the designer comprises drafting complete specifications for inclusion in project tender documents, approving or initiating all design related deletions, additions and changes to project specifications and accepting ultimate responsibility for the safety and utility of all project design elements.
In this phase, the project owner must approve all design related work performed and must coordinate the overall design integration, safety of the public, compliance with legal and codes.
Conclusion for Owner’s Project Control in Tender Stage
All services must be specifically required in the contract documents and not be in violation of any applicable law. Tender documents should be clear before they are issued. The content includes tender time, date, approximate contract amount, project location, licensing requirements, approximate size, plus tender, payment bond requirements, performance, etc.
Conclusion for Owner’s Project Control in Construction Stage
The fundamental purpose of the conference is to establish acceptable ground rules for all parties concerned, and to assure that each party understands the complete job requirements and coordinates its work to produce a completed job in a minimum amount of time, with maximum economic gains, and in proper coordination with the owner, architect, engineer, prime contractor, and all subcontractors. The pre-construction conference is primarily concerned with management and operational considerations. It is in these areas of contract interpretation and clarification that the greatest value of the construction conference can be achieved.
Progress payment and management of progress payments begins with the contract specifications clearly stating how the contractor’s work progress is to be measured, how payments are determined based on the measured progress, and what documents and reports are required to be submitted by the contractor to justify the payment request. The project owner should authorize payment only when the contractor’s progress payment request is in full compliance with the contract requirements and the progress claimed has been independently verified by supervisor.
Periodically, perhaps monthly, the project owner should compare schedule progress with that shown on the project program. The purpose is to determine whether those various activities were planned.
Recommended framework for owner’s project control:
Based on the literature review, case study and PMBOK (third edition), Mr. Thuan recommended a framework for an owner’s project control as shown in the table below:
AbstractThe report expresses the key issues in Project Control Strategy that known as the important factor for any owner wants to develop and survive in the construction industry.
This study, which refers to the theories have expressed the concept of project control process in design stage, tender and construction stage. What should the owner control in these stages? How can the owner control in these stages? The study has briefed the factors that most effect to them, they consist of cost, quality and schedule. Through a case study, project control problems will be analyzed. Some proposed solutions are recommended in order to help the owner can be improved in project control process.
Thursday 10 February 2011
Project Management Life Cycle and Risk Managerment in a New Residental Development Project in Vietnam
The development of residential projects in urban areas in Dong Nai province is still not uniform just like in other parts of Vietnam. The nature of this project usually involves large capital and needs long time to accomplish due to many elements concerned such as government regulations and policies which are indispensable.
Mr. Tran Thanh Liem wanted to study the project management life cycle in new residental deveplopment project in Vietnam and the most serious proplems arising from every stage of project life cycle.
The objective of his study were to: (1) identify project tasks and activities for accomplishment and find out proplems affecting the project time; (2) propose strategies to effectively eliminate or mitigate major risks; and (3) propose solutions that identify and prevent risks for the sister projects.
Conclusions
The investment in real estate sector in Vietnam is currently out with a difference. Applying the expertise of professional knowledge and ability to finance is unlikely to succeed when investing in Vietnam.
The case study revealed a practical implementation in the early stages of residential development policy of Dong Nai province in particular and Vietnam in general. The author introduced a project with very nice location in the center of Bien Hoa city which is belong to Company D2D (a Vietnamese company which is knowledgeable on laws and policies in Vietnam and capable of performing the procedures quickly) and Joint venture company Berjaya D2D (having capacity on the implementation of procedures, adequate financial capacity, investment experience and professionalism in the field of real estate investment).
This project has all the favorable factors for success. Currently it is also one of the most successful projects of the company D2D, but the schedule shows that the project still face a lot of problems (risks), which mostly concerned to the management and policies of the government.
The report may not offer the most complete risk factors in various stages of project implementation, but clear description of the risk factors affecting the schedule of most projects in Vietnam are well established such as clearance problem and progress delay. In addition, the author proposed appropriate strategies to mitigate these major risks.
Recommendations
The author had clarified the stages in the life cycle of a project and the main works done at each stage. He also determined main risks causing delay in the implementation of D2D residential projects, its secondary project in particular and all investment projects in the field of real estate in Vietnam in general.
This study proposes some recommendations for each delay problem as shown in the tale below:
When implementing real estate projects in Vietnam, anticipate that there are many negative issues in the system of policies and regulations and have to set the elimination risks that causing uncontrollable delays.
To reduce the delay problems for similar projects in the future, this study proposes some guidelines as follows:
1. To find out carefully the system of Vietnam's policies and continuously update the change of policies during the time of project execution in order to timely adjust work flow at various stages of the project life cycle; identity sufficient risk of external and internal environment of the project in accordance with reality.
2. Together with changing policies, the corruption in Vietnam is an ominous issue and investors even consultants can not understand all the issues for investment. However, the costs for Vietnamese consultants is so cheap compared with other countries, sometimes it is necessary to pay more payola for direct consultant from administrative official.
3. To implement the procedures while waiting for the approval of governments.
4. To survey, evaluate and recommend appropriate solutions for compensation and ground clearance in order to ensure the interests of the parties and minimize delays in this stage.
5. To set up land use planning appropriate with the project requirements in each stage and progress of the mobilization of capital investment
6. To research the plan for construction planning in order to ensure compliance with long-term development strategy, to take factors fluctuations in policy and plan for appropriate preventive.
7. To train or mobilize experts with full experience in the concerned fields such as planning, design, construction techniques and finance and to set up competence project team for the best implementation.
8. To conduct activities in order to control and limit the adverse impact of risks to ensure the project in time. Risk control plan should be implemented in conjunction with several measures from the active standby to deal with the risks, actively avoid and share the risk, promptly response when risks occur.
9. To establish early warning systems and handle risk.
10. To develop a plan for mobilizing capital to response the progress of the project.
11. Risk management should be considered as an important part of project management and construction law , urban planning law, housing law or government decrees.
12. To focus on the initiation stages : Investment report, Feasibility Study, Project planning and Detail Design.
His thesis abstract is copied and posted.
Abstract
Vietnam has just been developing in recent years. Together with urban development, real estate and construction market are growing rapidly. The speed of economic development is growing rapidly but substandard managerial capacity has not satisfy the actual requirements, so great urban areas of Vietnam are now facing with complicated issues of urbanization process and urban development such as migration, accommodation, labor, career, traffic jam, flood, environment pollution.
The real estate and construction fields have reputation of the most opportunity, risk, expensiveness and challenge. The implementation of construction also requires long time with huge investment capital and various participating components.
Besides, there are so many unsound problems, for example government policies in real estate market and construction industry are usually amended and overlapped among authorities. Therefore; the implementing process of project will be usually changed, risks would easily arise and we will meet difficulties in estimation, appreciation and control… All these will make project not completed as expected.
Mr. Tran Thanh Liem wanted to study the project management life cycle in new residental deveplopment project in Vietnam and the most serious proplems arising from every stage of project life cycle.
The objective of his study were to: (1) identify project tasks and activities for accomplishment and find out proplems affecting the project time; (2) propose strategies to effectively eliminate or mitigate major risks; and (3) propose solutions that identify and prevent risks for the sister projects.
Conclusions
The investment in real estate sector in Vietnam is currently out with a difference. Applying the expertise of professional knowledge and ability to finance is unlikely to succeed when investing in Vietnam.
The case study revealed a practical implementation in the early stages of residential development policy of Dong Nai province in particular and Vietnam in general. The author introduced a project with very nice location in the center of Bien Hoa city which is belong to Company D2D (a Vietnamese company which is knowledgeable on laws and policies in Vietnam and capable of performing the procedures quickly) and Joint venture company Berjaya D2D (having capacity on the implementation of procedures, adequate financial capacity, investment experience and professionalism in the field of real estate investment).
This project has all the favorable factors for success. Currently it is also one of the most successful projects of the company D2D, but the schedule shows that the project still face a lot of problems (risks), which mostly concerned to the management and policies of the government.
The report may not offer the most complete risk factors in various stages of project implementation, but clear description of the risk factors affecting the schedule of most projects in Vietnam are well established such as clearance problem and progress delay. In addition, the author proposed appropriate strategies to mitigate these major risks.
Recommendations
The author had clarified the stages in the life cycle of a project and the main works done at each stage. He also determined main risks causing delay in the implementation of D2D residential projects, its secondary project in particular and all investment projects in the field of real estate in Vietnam in general.
This study proposes some recommendations for each delay problem as shown in the tale below:
When implementing real estate projects in Vietnam, anticipate that there are many negative issues in the system of policies and regulations and have to set the elimination risks that causing uncontrollable delays.To reduce the delay problems for similar projects in the future, this study proposes some guidelines as follows:
1. To find out carefully the system of Vietnam's policies and continuously update the change of policies during the time of project execution in order to timely adjust work flow at various stages of the project life cycle; identity sufficient risk of external and internal environment of the project in accordance with reality.
2. Together with changing policies, the corruption in Vietnam is an ominous issue and investors even consultants can not understand all the issues for investment. However, the costs for Vietnamese consultants is so cheap compared with other countries, sometimes it is necessary to pay more payola for direct consultant from administrative official.
3. To implement the procedures while waiting for the approval of governments.
4. To survey, evaluate and recommend appropriate solutions for compensation and ground clearance in order to ensure the interests of the parties and minimize delays in this stage.
5. To set up land use planning appropriate with the project requirements in each stage and progress of the mobilization of capital investment
6. To research the plan for construction planning in order to ensure compliance with long-term development strategy, to take factors fluctuations in policy and plan for appropriate preventive.
7. To train or mobilize experts with full experience in the concerned fields such as planning, design, construction techniques and finance and to set up competence project team for the best implementation.
8. To conduct activities in order to control and limit the adverse impact of risks to ensure the project in time. Risk control plan should be implemented in conjunction with several measures from the active standby to deal with the risks, actively avoid and share the risk, promptly response when risks occur.
9. To establish early warning systems and handle risk.
10. To develop a plan for mobilizing capital to response the progress of the project.
11. Risk management should be considered as an important part of project management and construction law , urban planning law, housing law or government decrees.
12. To focus on the initiation stages : Investment report, Feasibility Study, Project planning and Detail Design.
His thesis abstract is copied and posted.
Abstract
Vietnam has just been developing in recent years. Together with urban development, real estate and construction market are growing rapidly. The speed of economic development is growing rapidly but substandard managerial capacity has not satisfy the actual requirements, so great urban areas of Vietnam are now facing with complicated issues of urbanization process and urban development such as migration, accommodation, labor, career, traffic jam, flood, environment pollution.
The real estate and construction fields have reputation of the most opportunity, risk, expensiveness and challenge. The implementation of construction also requires long time with huge investment capital and various participating components.
Besides, there are so many unsound problems, for example government policies in real estate market and construction industry are usually amended and overlapped among authorities. Therefore; the implementing process of project will be usually changed, risks would easily arise and we will meet difficulties in estimation, appreciation and control… All these will make project not completed as expected.
Wednesday 9 February 2011
Risk Management of Basement Construction Affecting Adjacent Buildings: A Case Study of Construction Project in Ho Chi Minh City, Vietnam
With restricted height in the central of Ho Chi Minh City, basements for building are even more needed. However, recently, a lot of basement construction has encountered incidents affecting adjacent buildings which may be due to difference in geologic conditions and number of basements, and probably use of different execution method.
Mr. Dang Tuan Anh made a research just to present the risks that are related to basements construction by top-down method with diaphragm wall for soil retaining. This is an advanced execution method and usually use for those buildings having more than two basements. However, if risks in this method were not checked carefully, it will seriously affect adjacent buildings.
The table below shows some typical problems and consequences of basements construction in Ho Chi Minh City:
With these problems, developing risk management frame in basements construction is critically important to reduce impacts on adjacent buildings.
Conclusions
At present, most of the buildings in Ho Chi Minh City have basements. Therefore, risk management to reduce impact on adjacent buildings becomes more and more important. Practice shows that quite many projects caused problems during process of basement construction and create serious consequences such as damages, collapse and casualties.
From data analyses, the problems below still need to address:
The above problems are mainly due to subjective factor and lack of experience of the managers. Besides, awareness of Clients in preparing finance for risk management is one of the key issues. If the budget of risk management is not enough, plans for risk management will be limited and not efficient.
Recommendations
It is necessary to have adequate finance package to cover risk management, and based on that finance, planning risk management will be studied carefully and combined from experts. In addition, advanced techniques and equipments can be used to observe, prevent and deal with incidents when they happen.
For those risks that might cause serious incidents (pierced holes on diaphragm wall, deformation of king-post system, etc), there must have strict observation and control. It is necessary to plan urgent risk-solving methods with respect to manpower, equipment and finance. Moreover, establishing good relationship with people who live around the project is also very important to have their cooperation during the process of observing and solving incidents, even temporary moving if necessary. Therefore, professional verifying teams should be combined to observe and propose solutions when problems occur. This will set surrounding people’s mind as well as local government’s mind at rest.
It is suggested to study carefully risk management frameworks whichever is suitable with each specific project to get the most efficient and which will contribute in achieving the project.
His thesis abstract is copied and posted below.
Abstract
This project report studied about risk management of basement construction affecting adjacent buildings. In the field of construction, basement construction in rural areas is one of the most risky and difficult works.
To limit risks in this issue, it is very important to study about risk identification and solving methods when preparing and constructing basements. Although many projects have risk management system, risk still occurs, even causing very serious damages.
Therefore, experience and thoughts in risk identification becomes more and more critical.
Mr. Dang Tuan Anh made a research just to present the risks that are related to basements construction by top-down method with diaphragm wall for soil retaining. This is an advanced execution method and usually use for those buildings having more than two basements. However, if risks in this method were not checked carefully, it will seriously affect adjacent buildings.
The table below shows some typical problems and consequences of basements construction in Ho Chi Minh City:
With these problems, developing risk management frame in basements construction is critically important to reduce impacts on adjacent buildings. Conclusions
At present, most of the buildings in Ho Chi Minh City have basements. Therefore, risk management to reduce impact on adjacent buildings becomes more and more important. Practice shows that quite many projects caused problems during process of basement construction and create serious consequences such as damages, collapse and casualties.
From data analyses, the problems below still need to address:
The above problems are mainly due to subjective factor and lack of experience of the managers. Besides, awareness of Clients in preparing finance for risk management is one of the key issues. If the budget of risk management is not enough, plans for risk management will be limited and not efficient.Recommendations
It is necessary to have adequate finance package to cover risk management, and based on that finance, planning risk management will be studied carefully and combined from experts. In addition, advanced techniques and equipments can be used to observe, prevent and deal with incidents when they happen.
For those risks that might cause serious incidents (pierced holes on diaphragm wall, deformation of king-post system, etc), there must have strict observation and control. It is necessary to plan urgent risk-solving methods with respect to manpower, equipment and finance. Moreover, establishing good relationship with people who live around the project is also very important to have their cooperation during the process of observing and solving incidents, even temporary moving if necessary. Therefore, professional verifying teams should be combined to observe and propose solutions when problems occur. This will set surrounding people’s mind as well as local government’s mind at rest.
It is suggested to study carefully risk management frameworks whichever is suitable with each specific project to get the most efficient and which will contribute in achieving the project.
His thesis abstract is copied and posted below.
Abstract
This project report studied about risk management of basement construction affecting adjacent buildings. In the field of construction, basement construction in rural areas is one of the most risky and difficult works.
To limit risks in this issue, it is very important to study about risk identification and solving methods when preparing and constructing basements. Although many projects have risk management system, risk still occurs, even causing very serious damages.
Therefore, experience and thoughts in risk identification becomes more and more critical.
Tuesday 8 February 2011
Risk Factors In Resettlement Project Project: A Case Study Of Binh Khanh Development Project
In recent years, Vietnam’s construction industry has improved. However, many projects which invested by the government are still meeting some problems like cost overrun and schedule delay, which are caused not only by weak project management but also complicated legal procedures.
Ho Chi Minh City is one of the centers of Vietnam with a rapid growth in economic. However, the urban projects development in Ho Chi Minh City is not synchronic and slow because problems happened in investment process. The main reason is the land clearance and resettlement. Resettlement projects were built without profit for moving vulnerable people before the main project were deployed.
Mr. Le Minh Dang made a case study to research and find out the risk factor occurs in each stage of a resettlement development project, and then analysis impact of some typical risk factors, and propose effective method to mitigate them and ensure project objectives. The objectives of his study were to: (1) identify risks create in resettlement development project in each stage and find out risk factors effect to project finance, implementation; (2) propose strategies to effectively eliminate or mitigate major risks; and (3) propose solutions that identify and prevent risks in similar projects and improve management of Resettlement development project.
Conclusions
The case in this report described a special project implementation of urban development in Ho Chi Minh City, and obviously revealed high-risk factors that can seriously affect the success of the project. Actually, the government has enormous efforts to overcome policy and reduce the cumbersome procedures in investment, but investors still face a lot of problems (risks) when implementing project.
The report may not define all problems in various stages of project implementation because the author only analyzed main problems that may affect the efficiency of the projects such as: progress delay and project costs incurred compared to initial estimates. Based on the analysis, the author proposed appropriate strategies to mitigate these major risks and problems as shown in the table below.
Recommendations
In scope of this report, the author just emphasized major problems effecting on Binh Khanh project objective. The findings of this study are expected to contribute to identify major risks and more effective project management process in project. To achieve this objective, this study proposed some recommendation:
1. Researched carefully feasibility study, legal procedures, investment policies to ensure compliance with long-term development strategy, taking factors fluctuations in policy and plan for appropriate preventive.
2. To train or recruit experts with full experience in the concerned fields, such as planning, design, construction techniques, financial ... to set up competence project team for the best implementation.
3. Investigate and research risk factors of project, impact of risks to the investment effectiveness of the project. Setup the risks control plan to minimize impact of risks to project, especially in project finance.
4. Setting up risk monitor plan for opportune action such as dealing with the risks, actively avoid and share the risk, promptly response when risks occur.
5. Develop a plan to mobilize capital to meet the progress of the project.
6. Propose and persuade Director Board to approve risk management and risk management cost.
7. Especially focus on the initiation stage: Investment report, Feasibility Study, Project planning and Detail Design.
8. The Investors should monitor to changing of investment policies to avoid the risk factors effect to project planning.
9. Design&Build contractor must be selected by biding. The contractor must have appropriate capacity management and experience in Design&Build method.
His thesis abstract is copied and posted below.
Abstract
Social projects that change patterns of use of land, water, and other natural resources can cause a range of resettlement effects. Resettlement losses most often arise because of land acquisition, through expropriation and the use of eminent domain or other regulatory measures, to obtain land. Housing, community structures and systems, social networks, and social services can be disrupted. Productive assets, including land, income sources, and livelihoods can be lost. Cultural identity and potential for mutual help may be diminished. Loss of resources for subsistence and income may lead to exploitation of fragile ecosystems, hardship, social tensions, and impoverishment. In urban areas, displaced people might swell a growing squatter population. The people affected have no option, and must try to rebuild their lives, incomes, and asset base elsewhere.
To ensure that some people are not disadvantaged in the process of development, the Government tries to avoid or minimize resettlement effects by Real estate law.
The law stipulated the rate of land for resettlement and business. The investor have to develop the resettlement projects for vulnerable people.
So, the management of resettlement projects is an important issue for the investor because the resettlement projects are always low benefit and affect to time schedule and cost of the main project.
The purpose of management of resettlement project is identify all problems before they occur so that management may be planed and mitigate adverse impacts on achieving objectives. To effectively manage the resettlement project, it is necessary for organizations to identify important issues in time, cost, quality and safety , then provide a suitable method to manage in each stage of resettlement project life cycle and suggest the effective solution methods as minimized, shared, transferred, avoided or accepted but can not be ignored.
Ho Chi Minh City is one of the centers of Vietnam with a rapid growth in economic. However, the urban projects development in Ho Chi Minh City is not synchronic and slow because problems happened in investment process. The main reason is the land clearance and resettlement. Resettlement projects were built without profit for moving vulnerable people before the main project were deployed.
Mr. Le Minh Dang made a case study to research and find out the risk factor occurs in each stage of a resettlement development project, and then analysis impact of some typical risk factors, and propose effective method to mitigate them and ensure project objectives. The objectives of his study were to: (1) identify risks create in resettlement development project in each stage and find out risk factors effect to project finance, implementation; (2) propose strategies to effectively eliminate or mitigate major risks; and (3) propose solutions that identify and prevent risks in similar projects and improve management of Resettlement development project.
Conclusions
The case in this report described a special project implementation of urban development in Ho Chi Minh City, and obviously revealed high-risk factors that can seriously affect the success of the project. Actually, the government has enormous efforts to overcome policy and reduce the cumbersome procedures in investment, but investors still face a lot of problems (risks) when implementing project.
The report may not define all problems in various stages of project implementation because the author only analyzed main problems that may affect the efficiency of the projects such as: progress delay and project costs incurred compared to initial estimates. Based on the analysis, the author proposed appropriate strategies to mitigate these major risks and problems as shown in the table below.
Recommendations In scope of this report, the author just emphasized major problems effecting on Binh Khanh project objective. The findings of this study are expected to contribute to identify major risks and more effective project management process in project. To achieve this objective, this study proposed some recommendation:
1. Researched carefully feasibility study, legal procedures, investment policies to ensure compliance with long-term development strategy, taking factors fluctuations in policy and plan for appropriate preventive.
2. To train or recruit experts with full experience in the concerned fields, such as planning, design, construction techniques, financial ... to set up competence project team for the best implementation.
3. Investigate and research risk factors of project, impact of risks to the investment effectiveness of the project. Setup the risks control plan to minimize impact of risks to project, especially in project finance.
4. Setting up risk monitor plan for opportune action such as dealing with the risks, actively avoid and share the risk, promptly response when risks occur.
5. Develop a plan to mobilize capital to meet the progress of the project.
6. Propose and persuade Director Board to approve risk management and risk management cost.
7. Especially focus on the initiation stage: Investment report, Feasibility Study, Project planning and Detail Design.
8. The Investors should monitor to changing of investment policies to avoid the risk factors effect to project planning.
9. Design&Build contractor must be selected by biding. The contractor must have appropriate capacity management and experience in Design&Build method.
His thesis abstract is copied and posted below.
Abstract
Social projects that change patterns of use of land, water, and other natural resources can cause a range of resettlement effects. Resettlement losses most often arise because of land acquisition, through expropriation and the use of eminent domain or other regulatory measures, to obtain land. Housing, community structures and systems, social networks, and social services can be disrupted. Productive assets, including land, income sources, and livelihoods can be lost. Cultural identity and potential for mutual help may be diminished. Loss of resources for subsistence and income may lead to exploitation of fragile ecosystems, hardship, social tensions, and impoverishment. In urban areas, displaced people might swell a growing squatter population. The people affected have no option, and must try to rebuild their lives, incomes, and asset base elsewhere.
To ensure that some people are not disadvantaged in the process of development, the Government tries to avoid or minimize resettlement effects by Real estate law.
The law stipulated the rate of land for resettlement and business. The investor have to develop the resettlement projects for vulnerable people.
So, the management of resettlement projects is an important issue for the investor because the resettlement projects are always low benefit and affect to time schedule and cost of the main project.
The purpose of management of resettlement project is identify all problems before they occur so that management may be planed and mitigate adverse impacts on achieving objectives. To effectively manage the resettlement project, it is necessary for organizations to identify important issues in time, cost, quality and safety , then provide a suitable method to manage in each stage of resettlement project life cycle and suggest the effective solution methods as minimized, shared, transferred, avoided or accepted but can not be ignored.
Monday 7 February 2011
Assessment of Risks on Design Management Aspects in Luxury Hotel Development Projects
Each building project has a unique process. Thus, requirements for planning, construction, and service systems of most modern buildings are really complex, and taking control of the process becomes a continuing issue for management, as the pressures to satisfy these diverse requirements are often conflicting.
The hotel that was being studied in this case has many complex issues which required comprehensive incorporation with a great diversity of technological inputs and diverse requirements from clients to adapt the market needs. This is the first issue for the design management team to focus on & build their competency.
Ms. Tran Thi Thien Trang made a case study which main objectives were to find out the risks or obstacles in a hotel construction projects and to conduct a risk mitigation to improve the situation. In order to achieve her main objectives, the following sub-objectives needed to accomplish: (1) to identify the risk factors by averaging different views of project experts, PM, CM, DM for the hotel project through project phases impacted by design management aspects; and (2) propose mitigation for the major project risks averaged by different views of PM, CM, DM and literature review.
General conclusion for the risk identified of this case study
This research found out series of consequences caused from management aspects to the project. Mitigation for the shown obstacles are systematized under scheme by necessary activities remarked in each stage. With appropriate project coordination, stake holder requirement and adequate management tools will lead to the success of the project.
Causes of the risks discussed are mostly come from:
1. Lack of the process for controlling project program, un-stable program, restrain schedule
2. Defining scope and client/operator requirement.
3. Inadequate in contract review, procedures and strategy in tender
4. Organization between construction and design management team with other department
and lead to negative results to project
5. Obstacles caused to next stages to be run.
6. Project delay from sub-key project mile stone to potential delay in final completion date.
7. Reworks are often occurred due to the project condition of management, which in turn lead to cost overrun,
8. Project quality would be potential affected since design deliverables under expected.
Design management responsibilities and scope of work
The list below shows the design management responsibilities and scope of works. Based on this, it is clear that design management team is one of the most important key departments in a project that contribute much to reducing project risks impacted by design factors as well as improve project quality in general. These responsibilities are as follows:
1. DM prepares coordinating schedule with required inputs, outputs, its milestones to ensure clear project targets and programs.
2. DM establishes tools to control design quality and to manage project requirement coming from owner, operators and other.
3. DM identifies additional consultants, pre-selection, evaluation and final selection (such as kitchen and laundry, lighting, SPA specialists or any other required consultants...) to ensure required inputs for project on time.
4. DM reviews consultant contracts to ensure required scope of services in lined with project program and DM reviews contractor contracts to ensure arranged scope of work reflected on design document to be bound in contracts, to ensure contractor service or their deliverable/ offers met project requirement.
5. DM sets up target dates for design output and to ensure the timely submission of the design so as to obtain expected project milestones and in line with intended purposes.
6. DM sets up program required operators, owners and third parties review and approval to ensure designs complies with requirements and design can be moved to next stage.
7. DM reviews with clients and design consultants to clarify required code and standard for project, in compliance with government.
8. DM manages and coordinates all issues on design aspects in during project phases so as to ensure design quality, project budget, project schedule in lined with project program contracted with owner and operators.
9. DM coordinates design during phases and with cost estimation to ensure design within budget, and DM evaluates and prepares MEMOs, letters for phase completion record to owner.
10. DM develops/ monitors/ controls drawing schedules in coordination with the design consultants.
11. DM establishes design procedures with associated flowcharts, forms and reports during phases.
12. DM develops/ monitors and controls drawing schedules in coordination with the design consultants.
13. DM effectively communicates & coordinates with various designs to ensure conformity of designs as well as minimize conflict among designs.
14. DM chairs design review workshops and meetings.
15. DM verifies design development against the agreed brief to ensure designs met project, owner / operators objectives.
16. DM verifies design deliverables with contract, with owner and operator requirement.
17. DM organizes value-engineering workshops.
18. DM prepares scope of work of contractor to ensure design consultants providing comprehensive design information for tender purpose.
19. DM prepares tender document to call contract together with relevant parties.
20. DM evaluates tender submission by coordinate with experts in the project.
21. DM reviews shop drawings together with CM, then works with design consultant and owner, operator to ensure latest design come to site for executing on time.
22. DM prepares plan for solving and updating changes to construction works, changes management during construction stage.
23. DM controls also the proper coordination between the Architect, the C&S and the Engineering Consultants and others.
24. DM manages design information filing well in a system.
25. DM is a center to manage, to coordinate with all design consultants, owners, operators, independent checkers, QS department and construction management team to ensure quality for project optimized in term of design impacts.
Her thesis abstract is copied and posted below.
Abstract
Project outputs are in lined with client’s expectation in term of time, cost and quality, which is one of the targets of a project and the competitive factors among organizations. On PMC aspect, how to sail successfully the wind for obtaining objectives is a critical point that I focus to study. My research is based on surveys about the project risks on design management aspect impacted by planning stage and been causes for other next stages. Risk assessment is studied together with theory application for reducing the consequences of poor performance; What to be prepared, done shall be systemized as a well being prepared for future projects (Risk management) and a contribution to improve overall project management performance through project phases.
The Le Meridien Saigon Hotel is the case for this thesis, it is located in heart of the center of Ho Chi Minh city, invested by TP& 990 co. Ltd and operated by Starwood organization with Le Meridien brand name, a mix project with 5 star international hotel and office grade A. Thus, it seems challenge for management!
‘Do the right thing at beginning stage’.
The hotel that was being studied in this case has many complex issues which required comprehensive incorporation with a great diversity of technological inputs and diverse requirements from clients to adapt the market needs. This is the first issue for the design management team to focus on & build their competency.
Ms. Tran Thi Thien Trang made a case study which main objectives were to find out the risks or obstacles in a hotel construction projects and to conduct a risk mitigation to improve the situation. In order to achieve her main objectives, the following sub-objectives needed to accomplish: (1) to identify the risk factors by averaging different views of project experts, PM, CM, DM for the hotel project through project phases impacted by design management aspects; and (2) propose mitigation for the major project risks averaged by different views of PM, CM, DM and literature review.
General conclusion for the risk identified of this case study
This research found out series of consequences caused from management aspects to the project. Mitigation for the shown obstacles are systematized under scheme by necessary activities remarked in each stage. With appropriate project coordination, stake holder requirement and adequate management tools will lead to the success of the project.
Causes of the risks discussed are mostly come from:
1. Lack of the process for controlling project program, un-stable program, restrain schedule
2. Defining scope and client/operator requirement.
3. Inadequate in contract review, procedures and strategy in tender
4. Organization between construction and design management team with other department
and lead to negative results to project
5. Obstacles caused to next stages to be run.
6. Project delay from sub-key project mile stone to potential delay in final completion date.
7. Reworks are often occurred due to the project condition of management, which in turn lead to cost overrun,
8. Project quality would be potential affected since design deliverables under expected.
Design management responsibilities and scope of work
The list below shows the design management responsibilities and scope of works. Based on this, it is clear that design management team is one of the most important key departments in a project that contribute much to reducing project risks impacted by design factors as well as improve project quality in general. These responsibilities are as follows:
1. DM prepares coordinating schedule with required inputs, outputs, its milestones to ensure clear project targets and programs.
2. DM establishes tools to control design quality and to manage project requirement coming from owner, operators and other.
3. DM identifies additional consultants, pre-selection, evaluation and final selection (such as kitchen and laundry, lighting, SPA specialists or any other required consultants...) to ensure required inputs for project on time.
4. DM reviews consultant contracts to ensure required scope of services in lined with project program and DM reviews contractor contracts to ensure arranged scope of work reflected on design document to be bound in contracts, to ensure contractor service or their deliverable/ offers met project requirement.
5. DM sets up target dates for design output and to ensure the timely submission of the design so as to obtain expected project milestones and in line with intended purposes.
6. DM sets up program required operators, owners and third parties review and approval to ensure designs complies with requirements and design can be moved to next stage.
7. DM reviews with clients and design consultants to clarify required code and standard for project, in compliance with government.
8. DM manages and coordinates all issues on design aspects in during project phases so as to ensure design quality, project budget, project schedule in lined with project program contracted with owner and operators.
9. DM coordinates design during phases and with cost estimation to ensure design within budget, and DM evaluates and prepares MEMOs, letters for phase completion record to owner.
10. DM develops/ monitors/ controls drawing schedules in coordination with the design consultants.
11. DM establishes design procedures with associated flowcharts, forms and reports during phases.
12. DM develops/ monitors and controls drawing schedules in coordination with the design consultants.
13. DM effectively communicates & coordinates with various designs to ensure conformity of designs as well as minimize conflict among designs.
14. DM chairs design review workshops and meetings.
15. DM verifies design development against the agreed brief to ensure designs met project, owner / operators objectives.
16. DM verifies design deliverables with contract, with owner and operator requirement.
17. DM organizes value-engineering workshops.
18. DM prepares scope of work of contractor to ensure design consultants providing comprehensive design information for tender purpose.
19. DM prepares tender document to call contract together with relevant parties.
20. DM evaluates tender submission by coordinate with experts in the project.
21. DM reviews shop drawings together with CM, then works with design consultant and owner, operator to ensure latest design come to site for executing on time.
22. DM prepares plan for solving and updating changes to construction works, changes management during construction stage.
23. DM controls also the proper coordination between the Architect, the C&S and the Engineering Consultants and others.
24. DM manages design information filing well in a system.
25. DM is a center to manage, to coordinate with all design consultants, owners, operators, independent checkers, QS department and construction management team to ensure quality for project optimized in term of design impacts.
Her thesis abstract is copied and posted below.
Abstract
Project outputs are in lined with client’s expectation in term of time, cost and quality, which is one of the targets of a project and the competitive factors among organizations. On PMC aspect, how to sail successfully the wind for obtaining objectives is a critical point that I focus to study. My research is based on surveys about the project risks on design management aspect impacted by planning stage and been causes for other next stages. Risk assessment is studied together with theory application for reducing the consequences of poor performance; What to be prepared, done shall be systemized as a well being prepared for future projects (Risk management) and a contribution to improve overall project management performance through project phases.
The Le Meridien Saigon Hotel is the case for this thesis, it is located in heart of the center of Ho Chi Minh city, invested by TP& 990 co. Ltd and operated by Starwood organization with Le Meridien brand name, a mix project with 5 star international hotel and office grade A. Thus, it seems challenge for management!
‘Do the right thing at beginning stage’.
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