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THE REGIONAL STATE OF OROMIYAOROMIYA ROADS AUTHORITY (ORA)
UNIVERSAL RURAL ROADS PROGRAMME (URRAP) TECHNICAL SUPPORT SERVICES
TRAINING ON
CONTRACT MANAGMENT
Presentation on Project Cycle, Project Management, Contract
Administration and Contract Management Tools
Presenter: Bekele Jebessa
ETHIO INFRA ENGINEERING PLCP.O.Box 14487Addis Ababa, EthiopiaTelephone +251 011 646 7195Fax +251 011 647 8091E-mail: eie@ethionet.etWebsite: www.ethioinfra.com
REGIONAL ROADS AUTHORITY
In Collaboration with
OUTLINE OF PRESENTATION
PART 1 PROJECT CYCLE
PART 2PROJECT MANAGMENT
PART 3CONTRACT ADMINISTARTION
PART 4CONTRACT MANAGEMENT TOOLS
PART I1.1 PROJECT
PROJECT
Discrete package of policies and institutional or other actions designed to achieve a specific development objective (or set of objectives) within a designated period
PROJECTS are
•Capital Investment in Civil Works and equipment
•Services for Design, Engineering Supervision
•Strengthening Local Institutions, Training
•Improvement in policies (pricing, subsidies, cost recovery, cost sharing,….)
•PLAN FOR TIME BOUND IMPLEMENTATION
PART I1.1 PROJECT ….(CONT’D)
PROJECT OBJECTIVES
• MEETING UNSATISFIED NEEDS
•OVERCOMING CONSTRAINTS TO DEVELOPMENT
•Material
•Human
•Institutional
•CONSERVING NATURAL RESOURCES
PART I1.2 PROJECT CYCLE
IDENTIFICATION
PREPARATION
APPRISAL
NEGOTIATION
IMPLEMENTATION
EVALUATION
PART I1.2 PROJECT CYCLE….(CONT’D)
IDENTIFICATION
•Joint Regional (RRA)/Zone/Wereda involvement
•Sources
RRA, staff
Local administration
•Provides Outline of Project
beneficiaries
alternatives
Issues
Processing requirements
PART I1.2 PROJECT CYCLE….(CONT’D)
PREPARATION
•Responsibility of Zone/Wereda
•Available Assistances (Technical/Financial)
RRA/ Regional /Federal Road Authority
Project preparation facilities
Technical recommendation
•Studies (technical, environment, financial)
•Tasks (Surveying, investigation, mapping)
•Final designs, Bid Documents
•Staffing and Training
•Equipment, vehicles
PART I1.2 PROJECT CYCLE….(CONT’D)
APPRISAL
•Responsibility of RRA/Federal
Multi- disciplinary team (field)
Appraisal Report (AR)
•Economic Analysis
Benefit to the Wereda
Poverty Reduction
Access to facilities
•Technical
Review of designs, cost estimates
Implementation Scheduled
PART I1.2 PROJECT CYCLE….(CONT’D)
APPRISAL
•Financial
Project financial viability
•Sociological
Beneficiaries
PART I 1.2 PROJECT CYCLE….(CONT’D)
NEGOTIATIONS /HIGH LEVEL PRESENTATION
•Preparation of Legal Agreement
•Presentation to MoT
•Signing
•Effectiveness
PART I 1.2 PROJECT CYCLE….(CONT’D)
IMPLEMENTATION / SUPERVISION
•Implementation is responsibility of Zone/Wereda
•RRA responsibilityMonitoring
Advice
Ensure the budge allocated /approved used for purpose intended
Ensure procurement is economic and provides fair opportunities
•Supervision methodologyReview of progress report
Filed visits
Review and approve
•Changes in Scope / Costs
PART I 1.2 PROJECT CYCLE….(CONT’D)
EVALUATION
•Completion Report Prepared byRRA Contract Implementation Staff
Desk and field reviewers
Analysis of success and failures
•Analysis used for FUTURE PROJECT DESIGN
PART I 1.2 PROJECT CYCLE….(CONT’D)
Illustration
Draft_Final_URRAP Manual\Design-1\Project identification.pdf
PART II2.1 PROJECT MANAGEMENT
SCHEDULINGThe timing of the work and the management of the project end date are two of the most watched and sensitive areas of most projects. task relationship planning—a key component of the critical path method (CPM).
It takes some knowledge of scheduling conventions, and some patience to do it right the first time.
All too often, we rush to get that first schedule out, eventually wasting way more time trying to fix the poor schedule later.
PART II2.1 PROJECT MANAGEMENTCRITICAL PATH SCHEDULING The first step is always the sameidentify the work to be scheduled before you can determine when the work will be done. Front-end steps:Identify the project objectives and constraints;initiate strategic planning and performe a stakeholder analysis.develope a set of frameworks for the workscope and timing.WBS as a framework for identification of the project tasks.Project Milestone Schedule as a framework to develop the detailed project schedule.
The next steps include:Creating a list of all the tasks to be performed.Estimating the probable duration of each task.Defining the precedence relationships between tasks.Identifying date constraints and imposed dates.
PART II2.1 PROJECT MANAGEMENT
Defining Tasks A favored way of building the list of tasks is to use a work breakdown structure (WBS) that is based on either deliverables or phases.
The WBS is then developed down to lower levels, such as major components, subsets, or milestones within each deliverable, and then further, down to groups of tasks that I like to call work packages.
A work package is a set of tasks, usually under the responsibility of a single party, that represents a minor deliverable or milestone.
Each task will have a single party identified as the responsible owner. Tasks may have one or more resources assigned and may have budgets (later). Every task (like every project) has an identifiable start and finish.
Estimating Task Durations The most common is to just come up with an estimated time and establish that as the task duration.
PART II2.1 PROJECT MANAGEMENT
Task Precedence Relationships and Date Constraints Scheduling, of course, is deciding when the work will be performed. A date committed by contract or other agreement. Dependencies on other tasks.Availability of required conditions (weather, space, permits, funding, etc.).Availability of materials.Availability of labor resources.The critical path method allows the specification of any and all of these constraining and dependency conditions. The normal process calls for the identification of task dependencies, followed by the imposition of dates that will force the calculated timing to be overridden. Defining Dependencies The default dependency is a Finish to Start (FS) relationship. That is, task B cannot start until task A is finished. However, conditions may exist where an overlap is possible. For instance, task B can start 2 days after task A starts. This is designated as a Start to Start (SS) relationship.
There can also be instances where 2 tasks can start independently of each other, but the completion of one is dependent upon the completion of another. Here, you would use the Finish to Finish (FF) relationship. For instance, task B can finish 5 days after the completion of task A (FF-5). The duration of the delay (in this case, 5 days) is called the lag.
PART II2.1 PROJECT MANAGEMENT
PRACTICAL SCHEDULING
When Will the Work Be Done?Milestone-drivenPrecedence-drivenResource-driven
PART II2.1 PROJECT MANAGEMENT
PRACTICAL RESOURCE SCHEDULINGPractical resource scheduling is best achieved via a balance of long-term resource aggregation (analysis of predicted resource loads) and short-term resource leveling (possibly with user intervention). Resource aggregation is the tally of effort for each resource for each time period. These results can be viewed in resource histograms or resource tables (spreadsheets)
For a long-term evaluation, use resource aggregation to observe the potential impact on resources. Generally, a coarse view (weekly for a project over six months) will be sufficient. Identify periods of potential overloads. Identify strategic alternatives (shifting priorities, delaying lower priority projects, outsourcing, extra hires, overtime, reducing scope, reducing quality, panic).
PART II2.1 PROJECT MANAGEMENT
CONCEPTS AND ISSUES OF PROJECT BUDGETING AND COST CONTROL
There are several phases of cost management. These may include:
Proposal or preplanning phaseSpending authorizationProject cost plan (or budget)Collection of actual cost dataBilling and chargebacksCost performance analysisRemedial actionsReplanningEnd of project analysis and recommendations
PART III3.1 CONTRACTUAL RELATIONSHIPS
Tripartite Relationship
Employer, Contractor and Supervisor [Consultant]
PART III3.1 CONTRACTUAL RELATIONSHIPS(CONT’D)
EMPLOYER
Develops Contract Documents / Approve adoption of Design
Prepares specifications / Settles payments for works executed
CONTRACTR
Delivers Quality Project
Executes Works as per contractual norm/trade corrective measure
SUPERVISOR [Engineer]
Supervision of Works and Contract administration
Recommends payment for works executed, design, specification
PART III 3.2 STANDARD SPECIFICATION
STANDARD SPECIFICATION AND METHOD OF MEASUREMENT
LABOUR BASED CONSTRUCTION OF WEREDA ROADS
FINAL DRAFT, NOVEMBER 2011
SPECIFICATIONStandards of Material
Workmanship
Performance criteria
Measurement of Works
Bill Items
PART III
3.2 STANDARD SPECIFICATION (CONT’D)Specification for LABOUR BASED CONSTRUCTION OF WEREDA ROADS
Equipment
Equipment needed to perform for each URRAP work
Equipment needed to perform for each URRAP work
Materials
Describes and defines the type and quality of main materials which are to be incorporated into the URRAP work
ConstrictionMethodology
The general methodology for performing the work, states and mandatory requirements required standards of workmanship quality and any required testing.
Measurement for payment
describes in what unit and how the accomplished work is to be measured for the application of unit payment rates.
PART III3.2 STANDARD SPECIFICATION (CONT’D)
Users of Specifications
Contractor / URRAP Contractor’s
to bid on a project
during construction contractor’s crew uses specifications
Managers prepares the required submittals (material test data, shop drawings', etc)
Material supplies, equipment purchase is based on specification
Compliance with specification is handled through the submittal process
PART III3.2 STANDARD SPECIFICATION (CONT’D)
Users of Specifications
Client / Employer / Owner
needs o know what he or she is buying for the money
to specify his or her preferences
To specify product or end result
Record of what is being built
PART III3.2 STANDARD SPECIFICATION (CONT’D)
Users of Specifications
Consultant / Engineer
overseeing enforcement of the specifications during construction
filed inspection and quality assurance
Checks the materials and equipments
To direct the Contractor
For unacceptable work, to inform the Owner / Client and instruct the contractor to fix the problems and to comply with the specifications
PART III3.3 CONTRACT ADMINISTRATION
Project Team
Following the award and successful signing of the contract with the Contractor, one of the major tasks of the Client is to appoint a Project Management Team that should oversee the implementation of the Contract to its completion.
This function is important and must be dealt with decisively
before the contractor is given possession of site if future problems are to be avoided
The Composition of the Project Management Team
Director
Project Coordinator
Project Coordinator
Supervising Consultant
PART III3.3 CONTRACT ADMINISTRATION (CONT’D)
The Role of the Supervising ConsultantDuring the Construction stage, the consultant is required to
carry out supervision of the works and ensure that the works are carried out to the required standards as specified in the contract.
Failure by the consultant in this stage may lead to inferior workmanship and quality of work and no value for money.
The role of the contractor is to directly control the construction Works according to provisions of the Contract.
assembles and organizes the necessary resources of labour, materials and plant and equipment
guided by Conditions of the Contract and Specifications provided in the Contract Document
supervised by the Supervising Consultant through site visits and site meetings.
PART III3.3 CONTRACT ADMINISTRATION (CONT’D)
Main activities
Site Possession
Works Inspection & Approval
Site Instructions, Day Works & Variation Orders
Site Meetings & Progress Reporting
Measurements & Payments
Management of Disputes
The Defects Liability Period & Final Completion
Enforcement of Labour Standards
PART III3.3 CONTRACT ADMINISTRATION (CONT’D)
Project documentation and document management
GeneralContacts- A list of all persons and organisations with whom the Client corresponds during the life of the project, with relevant contact information.
Programme/schedule- The master project schedule, including the original baseline and all updates, together with any supplementary related information such as detailed subnetworks, resource studies and analyses of schedule trends.
PART III3.3 CONTRACT ADMINISTRATION (CONT’D)
Project documentation and document management
Contract documentationThe contract itself, as amended by variations (change orders) during the projectDrawings. Design drawings from the design professional, as revised throughout the project, with any supplementary sketches that may be issued.Specifications. Technical specifications, plus general and special conditions and other parts of the project documents manual.Insurance. Certificates of all insurance carried by the contractor,Bonds. Similar to insurance; contractor’s copies of its performance and payment bonds
PART III3.3 CONTRACT ADMINISTRATION (CONT’D)
Project documentation and document management
Contract Communication recordsMeeting minutes. Records of all meetings held at the jobsite or elsewhere if pertaining to the project; regularly scheduled general and other special meetings of any kind.Telephone records. Brief records of all telephone calls placed or received at the jobsite. Conversation records. Often simply a memorandum to the file to record an understanding resulting from a conversation that was less formal than a meeting.
PART III3.3 CONTRACT ADMINISTRATION (CONT’D)
Project documentation and document managementProject status documentationReportsCorrespondencesMaterials Management Financial Management
PART III3.3 CONTRACT ADMINISTRATION (CONT’D)
Project documentation and document managementDispute managment
The issues that are the subjects of claims tend to depend upon the type of contract.For example in a fixed-price contract, a claim may be filed by the contractor if finds conditions at the site to be different from those represented by the contract documents The kinds of conditions giving rise to claims by the contractor include late payments, changes
PART III3.3 CONTRACT ADMINISTRATION (CONT’D)
Project documentation and document managementProject Close-out
Before it can be declared finished, a number of activities must take place and several responsibilities must be fulfilled
Proper records of the testthe removal of various temporary facilities Reinstate, disturbed landscaping, need to be put back to their original condition
PART IV4.1 GUIDELINES
Refer to the specific contract
Develope chcek-list and guidelines based on the specificationSERIES 2000: SETTING OUT AND SITE CLEARANCE DIVISION 2100: SETTING OUT THE HORIZONTAL ALIGNMENT DIVISION 2200: SITE CLEARANCESERIES 3000: EARTHWORKSDIVISION 3100: ESTABLISHMENT OF THE VERTICAL ALIGNMENTDIVISION 3200 EMBANKMENTSDIVISION 3300: CONSTRUCTION OF THE ROAD FORMATIONDIVISION 3400: EXCAVATION FOR STRUCTURESSERIES 4000: CULVERT AND DRAINAGE WORKSDIVISION 4100: INSTALLATION OF CONCRETE PIPE CULVERTSDIVISION 4200 MASONRY FOR MINOR DRAINAGE STRUCTURESDIVISION 4300 CONCRETE FOR MINOR DRAINAGE STRUCTURESDIVISION 4400 CHECK DAMS IN SIDE DRAINSDIVISION 4500: STONE PITCHINGDIVISION 4600: GABIONSDIVISION 4700: DRIFTS AND VENTED CAUSEWAYSDIVISION 4800: CHECK DAMS IN EROSION GULLIES
PART IV4.1 GUIDELINES (CONT’D)
Refer to the specific contract and work breakdown structure
based on the specificationSERIES 5000: GRAVELLING AND STABILIZATIONDIVISION 5100: GRAVELLING AND STABILIZATIONDIVISION 5200: CHEMICAL STABILISATIONSERIES 6000: IMPROVED SURFACINGSDIVISION 6100: HAND-PACKED STONE AND MORTARED HAND PACKED STONE PAVINGDIVISION 6200: STONE SETTS AND COBBLESTONE PAVINGDIVISION 6300: FIRED CLAY BRICK PAVEMENTDIVISION 6400: NON-REINFORCED CONCRETE PAVEMENTSERIES 7000: ROAD FURNITUREDIVISION 7100: TRAFFIC SIGNSDIVISION 7200: GUARD RAILSSERIES 8000: STRUCTURES (INCLUDING BOX CULVERTS, SLAB CULVERTS AND BRIDGES WITHSPANS LESS THAN 12 METRES)DIVISION 8100 FORMWORK FOR REINFORCED CONCRETE DIVISION 8200 REINFORCING STEELDIVISION 8300: CONCRETEDIVISION 8400: STONE MASONRY STRUCTURESDIVISION 8500: RIPRAP
PART IV4.2 CONTRACT MANAGEMENT TOOLS
Develope
chcek-list and forms
Illustration Draft_Final_URRAP Manual\design approval checklist 2nd rev..pdf
PART IV4.2 CONTRACT MANAGEMENT TOOLS (CONT’D)
Refer to the specific contract
Develope chcek-list and guidelines based on the specification
IllustrationDraft_Final_URRAP Manual\Design-1\design checklist.pdf
IllustrationDraft_Final_URRAP Manual\Design-2\design approval checklist 2nd rev..xls
PART IV4.2 CONTRACT MANAGEMENT TOOLS (CONT’D)
Refer to the specific contract
Develope chcek-list and guidelines based on the specification
IllustrationDraft_Final_URRAP Manual\Supervision\Appendix I - Standard Forms for Site Adminisration\dialy site daiary Forms.pdf
IllustrationDraft_Final_URRAP Manual\Supervision\Appendix II - Inspection Forms and Quality Tests\Revised_INSPECTION_CHKLIST_URRAP November 02, 2012.pdf
ETHIOPIAN ROADS AUTHORITY (ERA)
ETHIO INFRA ENGINEERING PLC
REIONAL ROADS AUTHORITY (RRA)
In Collaboration
with
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