PROJECT FINAL EXAMINATION

MPM HA NOI - INTAKE 2011

02nd December 2012

Last 02nd December, MPM program organized Project Final examination for MPM students at AITVN in Ha Noi. Students who have passed this exam will attend the Graduation ceremony at AIT Thailand on 18 December 2012.

GOOD NEWS

Hi Dr. Hadi,

Would like to give you an update since many things have happened recently. Now I have completely finished my PhD. The award will be conferred on 19 December. Concerning my job hunting, I received two offers from UNSW and Australian Defence Force Academy. Both were really good and after much consideration, I decided to take the offer from the UNSW. I will formally be a lecturer there on 7 January.



Regards,

Mr. Riza Yosia Sunindijo

CEIM-2004

Development of Quality Management System in Hospital Construction Project - A Case Study of the Projects Management Board of Investment and Construction of Thoi Lai Districts

by

NGUYEN TIEN THUC

Abstract

The report raises important issues in quality management systems (QMS), it emphasizes the important factors for any organization that would grow and survive in the free trade market.

In which this study refers to the theory and the standard system, presents the concept of quality in construction, models of quality management systems in the organization, the requirements necessary for system quality management of the Owner in construction and its benefits. The research presented briefly the factors most affecting the quality of the project from the public report and the key points to control the quality of construction from design phase to construction phase. The report introduced a model of QMS for the construction company for the purpose based on the available model of quality control and edit the successful application of model quality management of the company to have is a project that really matter.

Report the results of a study, carried out to examine the basic factors affecting the quality of a construction project. It also aims to identify the factors showed a strong correlation to performance quality. The ultimate goal is to provide clients, project management, monitoring, consulting and contractor information can help them become more effective with their limited resources and achieve the ultimate goal better quality. 

Executive summary

Rationale of research

This research has been conducted to study quality issues in construction projects of Vietnam, in recent years quality of construction works marked as question in public as well as private projects.

Objectives of study

To propose recommendation for improvement in quality of construction by studying and analysing  quality management systems and practices in construction projects, quality management system in development and implementation in hospital construction project.

Methodology

In this research, case study approach has been used to focus on studying and analysing different sources of data to develop a quality management model for owner

Exploratory research is used in reviewing the literature to develop a model for building construction projects in Vietnam.

Findings and conclusion

By observing case of hospital construction project based on  available data and observations it is very much clear that the responsibilities at each level are clearly defined. The overall management system of the project is clearly defined and managed, but still there are some problems in some areas which needed to examine.

The project staff needs to train and encouragement for quality of work, leadership and stability within organization.

Morale improvement of staff, customer focused and quality checks from start of conceptual design.

Recommendations

Need of a clear mechanism from project manager to improve quality in construction and to reduce risk of early quality.

·         Control measures must be designed from the product when completed.

·         To determine the quality control tasks from the beginning.

·         To select the contractor fully qualified and experienced.

·         Regular training and quality control training for staff.

Need of developing evaluation system from owner side, which will collect and store updated data the contractors completed projects. The evaluation system clearly defines the method of assessment.

·         Develop a quality benchmarking assessment skills of construction contractors, materials and equipment during construction.

·         Establishing a benchmark for assessing the safety and sustainability of the project.

·         Establishing a benchmark for assessing the response of work with the regulations on construction rules and technical standards may be applied to build the project.

·         Establishing a benchmark assessment of the art construction.

·         As a basis for evaluating and scoring capabilities businesses such as contractors involved in tendering for other projects.

·          As a basis, the documentation for quality control of a new work.

·          Making facilities and materials for the workshop on improving quality control in order to draw experiences for subsequent work.

PROJECT FINAL EXAMINATION

MPM HO CHI MINH CITY - INTAKE 2011

23rd & 24th November 2012

Last 23rd and 24th November, MPM program organized Project Final examination for 18 MPM students at AITVN in Ho Chi Minh city. Committee members were Dr. Hadikusumo, Dr. Chotchai and Dr. Santi.
Students who have passed this exam will attend the Graduation ceremony at AIT Thailand on 18 December 2012.

Presentation of MPM5 student

Group photo after exam

INVESTMENT COST CHANGES FOR AGRICULTURAL PROCESSING PLANT

by

Nguyen Nam Cuong

Abstract

Vietnam is a developing country with about 70% of the population works in the fields related to agriculture and rural. Through a process of development since the Doi Moi to now, Vietnam has become one of the world’s leading exporters of rice and many agricultural commodities such as coffee bean, cashew nut, black pepper… However, almost of agricultural commodities are exported in raw material types or semi products. On other hand, the procurement and exporting system has not been paying attention enough to develop correspondingly.

As the result, the value of exported agricultural products of Vietnam is normally underestimated in the international markets because of low quality. The low margin of agriculture products, in turn, contributes to increase income gap between rural and urban area. Therefore, one of the key objectives of the Vietnamese Government is to develop systems for storage and processing of agricultural products, improving production and processing capacities, autonomy in purchasing and export of agricultural commodities with quality, contributing to improving Vietnam’s position on world agricultural markets.

Executive summary  

Rationale of research

This research has been conducted to find out the way for capital estimates and analysis of estimates

Through frame work, the focus of evaluation is on financial problems analyze and change in actual cash flows and why these changes occur.

Objectives of study

To propose a solution through analysis, doing general feasibility study of project and analysis, evaluation of project cost changes.

Methodology

The qualitative approach has been used to resolve issues during construction to achieve performance.

The process includes data collection, processing and data analysis. Considering mutual relationship inside and outside using standards, normative in accordance and propose solution.

Findings and conclusion

Investment project being important document for owner to assess investment decision, owner can see big picture of project.

However the important factor in investment project is construction cost, which always seen with bias. The feasibility study is always dependant on owner and consultant and project management methods so as to reduce risk in cost fluctuation. And owner can control cash flows.

 List of factors affecting investment project

• Expertise and experience in project management of the Owner.
• The financial capability of the Owner.
• The professional ability and knowledge related to the field of investment consultancy and project design.
• Ability to coordinate the implementation of tasks between the Owner and contractors design and consulting in the preparation period of investment.
• Ability to coordinate between the Owners and construction contractors in the construction process.
• The professionalism of the construction contractor.
• Mechanisms and incentives to support investment in the locality.

The agricultural processing plant from initial stage to implementation is long process with constant change; thus success of project depends upon owner control on such movements and ensuring quality and time of investment.

During the project, the change in cost is often by different reasons, divided into four stages.

1.       The cost of construction in terms of rates of investment costs for Feasibility Study.

2.       The cost determined by the total estimated cost.

3.       The value determined by the construction contractor's proposal is approved.

4.      The actual value of the settlement package.

It is almost impossible to determine the final cost of each package at construction stage except package having fix-price, and change in cost can only be observed in above three steps.

For the changes in fourth stage that can determine final value,it is necessary to consider risk in construction process

·         Project area actually decreased compared to the record.

·         The detail design is inappropriate to the construction.

·         Price volatility of construction materials.

·         Difficult to find workers and construction equipment.

·         The impact of weather on the construction process.

·         Fluctuation of currency exchange rates.

The owner can have actively appropriate countermeasures, to minimize the negative impacts, including the choice of contractual form, in accordance, and contract with the consultant of supervisor, design consultants and contractors to strictly control the changes arising in the construction process. These are also the mission of Project Management.

MPM Can Tho 2013

OWNER’S PROJECT SCHEDULING STRATEGY

A CASE STUDY OF

SHB - DA NANG F.C SPORTS AND TRAINING COMPLEX CENTRE PROJECT 

by

Vuong Hoang Thang

Abstract

A successful construction project is the one that completion within destined time, budget and quality. Project scheduling and project scheduling management are very important parts of any project as they provide the project team, sponsor, and stakeholders a picture of the project’s status at any given time.

The Project schedule is the roadmap for how the project will be executed. A successful construction project is also meaning a successful project scheduling and it is executed in the boundaries schedule's creation.

This report review project scheduling and management theory, time management functions and delay risks address into scheduling management commonly applied in developed countries and developing countries and Vietnam.

The report study the scheduling and management strategy applied in a construction project in Danang city, Vietnam. From the study case, the report identifies and analyses the practical application of project scheduling management functions and strategy. Then, reviews practices of the project scheduling management and suggest some improvements strategy can be applied

Executive summary 

Rationale of research

This research has been conducted to identify scheduling problems and propose good project scheduling practice and strategy for the owner.

Objectives of study

To identify project delay and risks of project delay in construction stages, and approach to schedule creation to propose owners strategy for project scheduling management.

Methodology

The exploratory research method is used to study delay and understand factors that affect project scheduling management.

By undergoing into project case and practice implementing in scheduling management .

Findings and conclusion

The administration of schedule is the most significant concerns of project management for  project owner, as an investor, mainly concerned about the profitability of investment.

The project scheduling management is resulted from the frame of project management planning and related directly to time aspect in each project.

considering the review of project schedule management, analysing the practice in Project of SHB-Danang Sports and Trainings Complex Centre, 1^st phase, a project sponsored by non-state owner resources. The learning from the study is that from the initial stage up to now this project is applied some project management tools and methods to manage cost, time, procurement, etc. And the same to other common projects in Vietnam the scheduling management and time management is always a big challenge to the Owner.

The Owner of project (SHB) wished of completion construction and moving the club into new centres at the end of September 2012 latest. The construction duration is planned maximum of 8,5 months from the earth works till completion the 1^st phase. However, the actual performance is slow than schedule and now estimated delay about 5 months hopefully.

The project was traditional design bid and built, each participant team was working well at their responsibility and used computer tools to reduce risk.

But the major problems were in communication and decision making which caused delay and un-professional attitude from owner side.

The team got some unrealistic milestones but overall project management unit from owner side is weak.

Recommendations

To put project schedule on realistic channel owner should focus on following points

·         Set & manage Buffer in the time frame and activities duration.

·         Reduce dependencies by applying tools and methods such as: WBS, OBS, CPM, LSM, PERT and delay risk management.

·         In the estimation of task / activities, should focus on the Critical path, LOB.

·         Develop communication and report mechanism with some tools such as EV, SV, in order to update and adjust baseline making decision of the Owner.

·         Set penalty/ award provision in the contract both to the contractor and the designer.

·         Put realistic milestones into the contract and general time frame and bound to all the project's stakeholders (Owner, PMU, PMC, and contractor, and consultants, designer).