Action For Client,Contractors ...
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The document outlines recommendations for various actors to curb corruption in the construction sector. It recommends that governments, clients, companies, financial institutions, trade associations, auditors, shareholders, and civil society all implement strict anti-corruption policies and work together transparently. Specific recommendations include implementing ethics codes, conducting due diligence on partners, using project integrity pacts, blacklisting corrupt companies, and establishing an independent organization to monitor standards and report corruption.
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The document discusses using one's life to create positive memories for others rather than focusing on acquiring wealth and possessions. It emphasizes that when one dies, the only things that remain are the memories left with other people through acts of kindness and love. The document encourages the reader to appreciate each day and live it to the fullest by helping others and expressing gratitude and care for the important people in their life.Learn BEM: CSS Naming Convention
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This document discusses risks in construction contracts. It begins by defining what a construction contract is, noting that it is a legal agreement that governs a construction project and aims to allocate and mitigate risks between parties. It then describes the key parties that are typically involved in a construction contract - the employer/owner, contractor, subcontractors, tenderer, and agent. The document outlines some of the major risks that construction contracts aim to address, such as land acquisition risks for the owner, cost overruns and delays for contractors, and payment risks for subcontractors. Overall, the document provides background on construction contracts and highlights how they are used to allocate risks between parties involved in construction projects.Prieto Swain Placilla Duvall Diwik Aba 2009 Final
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This document summarizes a paper on public-private partnerships (PPPs) for infrastructure projects in the United States. It begins with definitions of PPPs and examples of different PPP models. It then discusses issues for PPPs in more depth, including the types of partnerships available, factors to consider in structuring partnerships, and examples of levers that can be used in transportation PPPs regarding equity contributions and tolling policies. The document provides an overview of considerations for both public and private partners in the developing U.S. PPP market.Learn Past Exp
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Procurement design is critical to the success of government contracting. Two key case studies are highlighted:
1) Melbourne trams and trains franchises - The franchises were operationally successful but one operator withdrew after suffering $300 million in losses due to an unrealistic bid based on misunderstanding requirements and overestimating patronage. Officials were found to have generated "bid fever" where price was the sole factor.
2) National Health Service IT project - The project was beset by delays and cost overruns after requirements were poorly defined at the start. Officials failed to properly understand the scale and complexity of the project.
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Procurement design is crucial to the success of government contracting. Officials must clearly specify requirements and select suitable partners at commercially sustainable prices. However, in some cases studied, contracts were signed before projects were fully defined. Additionally, excessive focus on price over quality and unrealistic assessments of requirements led to failures, as seen in the Melbourne trams and trains example where the leading operator withdrew due to large financial losses. Proper procurement design is key to aligning public and private interests and avoiding controversies.Learn Past Exp
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1) Melbourne trams and trains franchises - The franchises were operationally successful but one operator withdrew after suffering $300 million in losses due to an unrealistic bid based on misunderstanding requirements and overestimating patronage. Officials were found to have generated "bid fever" where price was the sole factor.
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This document discusses project execution and contracting. It explains that large projects are normally contracted out, while small projects may be done in-house. Medium projects can be a mix of contracting and in-house work. Statutory approvals are required before project execution. Contracts must satisfy elements like offer/acceptance and consideration to be valid. Turnkey contracts assign all responsibility to the contractor, while non-turnkey contracts divide the work into packages contracted separately. Tenders are used to solicit bids from contractors in a transparent manner.Assignment 1 Complete
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The document summarizes a report on contract administration and site management for a health centre extension project. It recommends using a JCT Intermediate Contract with Quantities due to its flexibility and simplicity compared to other standard forms. The contract administrator's role is described as both desk-based and requiring site presence to monitor progress and ensure compliance with health and safety regulations. Statutory approvals from planning and building control authorities are necessary and the approval process involves submitting plans and allowing inspections. Risks associated with the site such as ground conditions and potential delays must be managed under the contract.Zaid Mahayni - Bankability of BOT Arrangements - CEPMLP 2000-2001
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This document discusses earned value management (EVM) as a tool for evaluating project productivity. EVM involves creating a baseline schedule with planned labor hours and quantities for each activity. A planned S-curve is then generated showing cumulative planned hours over time. Actual progress is measured by "earned hours," which are calculated as actual quantities multiplied by planned labor units. Comparing earned hours to planned hours indicates whether a project is ahead or behind schedule. EVM further analyzes efficiency by tracking actual hours worked versus earned hours to identify if labor is under- or over-productive. The document provides an example to illustrate these EVM concepts.Pgpm14 infrastructure development
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Governments and public entities spend huge public money for purchase of goods, services and construction of works. Therefore, it is vital that procurement system shall not only be efficient but also be transparent, fair & just without compromising the quality of output. Various stakeholders have different interests in influencing the decision-making. This paper elaborates various possible alternative strategies available for procurement. Depending upon environment and various challenges, one can choose the best mode, method & process of procurement. The procurement could be for goods, work, services, consultancy etc. Consultancy contracts are different game altogether, because they have more emphasis on intellectual inputs rather than mere physical outcome. The scope of this paper is limited to works procurement.Determinative forum - 19 August
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The document discusses alternative dispute resolution options for construction contracts in Australia, focusing on single person dispute boards. It notes that standard construction contract forms in Australia are often heavily modified, potentially making risk allocation uncertain. While mediation and arbitration are commonly used for dispute resolution, less common options like single person dispute boards and dispute advisory services are discussed. The benefits of having dispute resolution processes embedded in contracts from the start and harmonized with legislation are outlined.Chapter 3How We Get the Work In This Chapter How the .docx
Chapter 3How We Get the Work In This Chapter How the .docxketurahhazelhurst
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Chapter 3
How We Get the Work
In This Chapter
How the contractor tracks down projects to bid on
How the bidding process works
How the constructor prepares for the
competition
The different criteria used to
Before you can start managing any project, you must have a project to determine the winners
manage. To get a project to manage, the contractor must first find projects to bid and then win the opportunity to build them. Finding and getting work is a crucial factor in the success of a construction firm. Obtaining information about upcoming projects is a big part of the overall market- ing effort of the construction company.
Some companies can boast of a certain number of negotiated projects that are just handed to them because of reputation or prior dealings with a happy client. However, in the majority of cases, contractors must com- pete for their work and their livelihood. In the old days, this competitive process was pretty straightforward. But today it has become quite com- plex, and the strategies employed to win the project require abilities that were not needed before, such as negotiation, presentation, team-building, and communication skills.
The construction industry has always been a very competitive business, and today the competition has become even more aggressive. The stakes are higher, the margins are lower, and the skills that must be employed are at a different level. Today all aspects of your game must be operating at full capacity in order to win projects. Owners are much more sophisti- cated and make much greater demands. But the game is indeed a challeng- ing one, and the rewards can be significant.
The various factors considered before competing
70 Chapter 3
Finding the Work
Like most industries, construction firms must battle for their share of the mar- ket. The bulk of a companys workload will be secured through a rigorous price- bidding competition. But even before contractors decide to compete, they must first do some reconnaissance work and determine where the projects are, what they entail, and when they will be put out for bid.
The first step in the process is to determine who is preparing to build new projects and when they will be ready to start. It is imperative that the contrac- tor find and maintain a relatively constant stream of potential jobs in order to stay in business. For a construction company to be successful, it must engage in an intelligence-gathering effortscoping out new work and keeping an ear to the ground, so to speak, regarding project design starts and capital improvement campaigns among investors and the corporate world. An uninformed contractor who does not find out about a project until it has already broken ground with equipment and materials being delivered has missed an opportunity to win that project. The bottom line is that there are more contractors competing for the work than there is work to compete for, and any missed opportunity is a mistake.
I do ...Fi dic silver book
Fi dic silver bookmoodlyd
油
The document discusses turnkey contracting and the FIDIC Silver Book, which aims to provide owners certainty of cost and schedule for large projects by transferring significant risks to contractors. However, the document argues that a true turnkey solution is difficult to achieve in practice due to the complex nature of large projects. While the Silver Book and turnkey contracts aim to make contractors responsible for all risks, in reality many risks remain shared between owners and contractors. Large projects also typically involve multiple turnkey contractors, complicating responsibility and dispute resolution. Therefore, owners' expectations of a complete risk transfer and single point of accountability are often not fully met.IRJET- Analysis of Contractual Communication among Parties to the Contract wi...
IRJET- Analysis of Contractual Communication among Parties to the Contract wi...IRJET Journal
油
1) The document discusses communication gaps among parties in construction contracts and their resulting disputes. It analyzes various reasons for disputes, including lack of communication.
2) The research aims to examine causes of disputes, reasons for lack of communication among stakeholders, and the impact of poor communication. It identifies 14 common causes of disputes through literature review and surveys stakeholders.
3) The analysis finds the top reasons for lack of communication are differences in skill levels, weak organizational structure, improper communication channels, and a lack of effective platforms. It also classifies relationships between clients and contractors into four types: adversarial, guarded adversarial, informal partners, and project partners.Ethics and Integated Design-Build services 062916
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油
This document discusses best practices for engaging mechanical, electrical, and plumbing (MEP) subcontractors early in integrated project delivery. It recommends a three-step process: 1) Subcontractor "auditions" where subcontractors present their qualifications without a contractual agreement; 2) A planning stage agreement (part 1 of 2) if the audition is satisfactory, defining work to be performed; 3) A construction subcontract (part 2 of 2) executed after design development when subcontractors have invested resources with an expectation to perform the work. The document emphasizes establishing clear expectations and commitments at each stage to ensure fair and ethical treatment of subcontractors while allowing the contractor to receive needed expertise and input to benefit the projectLegal and regulatory aspect of project finance
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油
This document discusses the legal and regulatory aspects of project finance. It begins by explaining that every project finance is subject to some laws and regulations to allow for unanimous decisions, proper planning, timely actions, and clear allocation of duties. Section 2 notes that current trends involve strengthening project finance rules to bring certainty, clarity, and allow for quick decisions. Section 3 outlines the typical project configuration including a special purpose vehicle and key project parties such as sponsors, contractors, lenders, and government. It also describes some fundamental provisions of key contracts like shareholder agreements, EPC contracts, and O&M contracts. Section 4 predicts that future trends will involve new technologies affecting laws and regulations, requiring rules for financing new project completion techniques involving both humanTUDARCO-PROCUREMENT ISSUES IN OIL AND GAS CONTRACTS
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The document discusses procurement issues and practices in the oil and gas industry in Tanzania. It begins by defining procurement and outlining key principles like transparency, fairness and value for money. It then examines different contracting concepts and strategies used for complex oil and gas projects. These include using individual contracts or consolidated EPIC and alliance contracts. The document also covers rules for procurement from international standards and specific procedures for procuring oil products in Tanzania. It concludes by discussing performance evaluation of suppliers in the industry.The Ultimate Startup Guide for First-Time Entrepreneurs by Experienced Entrep...
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Procurement design is critical to the success of government contracting. Two key case studies are highlighted:
1) Melbourne trams and trains franchises - The franchises were operationally successful but one operator withdrew after suffering $300 million in losses due to an unrealistic bid based on misunderstanding requirements and overestimating patronage. Officials were found to have generated "bid fever" where price was the sole factor.
2) National Health Service IT project - The project was beset by delays and cost overruns after requirements were poorly defined at the start. Officials failed to properly understand the scale and complexity of the project.
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1) Melbourne trams and trains franchises - The franchises were operationally successful but one operator withdrew after suffering $300 million in losses due to an unrealistic bid based on misunderstanding requirements and overestimating patronage. Officials were found to have generated "bid fever" where price was the sole factor.
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1. The document provides guidance on international competitive bidding procedures for procurement under ADB financing projects. It discusses key steps like advertising bids, evaluating bids, and awarding contracts.
2. Contract packaging aims to divide project requirements into a manageable number of contracts large enough for international competition. Factors like nature, value, and market conditions are considered to determine appropriate contract groupings.
3. The document outlines different types of contracts like turnkey contracts where a single contractor is responsible for design, construction and operation of a facility, and alternatives like design-build that involve less employer control but may have cost advantages. Proper contract selection depends on project complexity and capacity of executing agencies.PROJECT CONTRACTS.pptx
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This document discusses project execution and contracting. It explains that large projects are normally contracted out, while small projects may be done in-house. Medium projects can be a mix of contracting and in-house work. Statutory approvals are required before project execution. Contracts must satisfy elements like offer/acceptance and consideration to be valid. Turnkey contracts assign all responsibility to the contractor, while non-turnkey contracts divide the work into packages contracted separately. Tenders are used to solicit bids from contractors in a transparent manner.Assignment 1 Complete
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The document summarizes a report on contract administration and site management for a health centre extension project. It recommends using a JCT Intermediate Contract with Quantities due to its flexibility and simplicity compared to other standard forms. The contract administrator's role is described as both desk-based and requiring site presence to monitor progress and ensure compliance with health and safety regulations. Statutory approvals from planning and building control authorities are necessary and the approval process involves submitting plans and allowing inspections. Risks associated with the site such as ground conditions and potential delays must be managed under the contract.Zaid Mahayni - Bankability of BOT Arrangements - CEPMLP 2000-2001
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Chapter 3
How We Get the Work
In This Chapter
How the contractor tracks down projects to bid on
How the bidding process works
How the constructor prepares for the
competition
The different criteria used to
Before you can start managing any project, you must have a project to determine the winners
manage. To get a project to manage, the contractor must first find projects to bid and then win the opportunity to build them. Finding and getting work is a crucial factor in the success of a construction firm. Obtaining information about upcoming projects is a big part of the overall market- ing effort of the construction company.
Some companies can boast of a certain number of negotiated projects that are just handed to them because of reputation or prior dealings with a happy client. However, in the majority of cases, contractors must com- pete for their work and their livelihood. In the old days, this competitive process was pretty straightforward. But today it has become quite com- plex, and the strategies employed to win the project require abilities that were not needed before, such as negotiation, presentation, team-building, and communication skills.
The construction industry has always been a very competitive business, and today the competition has become even more aggressive. The stakes are higher, the margins are lower, and the skills that must be employed are at a different level. Today all aspects of your game must be operating at full capacity in order to win projects. Owners are much more sophisti- cated and make much greater demands. But the game is indeed a challeng- ing one, and the rewards can be significant.
The various factors considered before competing
70 Chapter 3
Finding the Work
Like most industries, construction firms must battle for their share of the mar- ket. The bulk of a companys workload will be secured through a rigorous price- bidding competition. But even before contractors decide to compete, they must first do some reconnaissance work and determine where the projects are, what they entail, and when they will be put out for bid.
The first step in the process is to determine who is preparing to build new projects and when they will be ready to start. It is imperative that the contrac- tor find and maintain a relatively constant stream of potential jobs in order to stay in business. For a construction company to be successful, it must engage in an intelligence-gathering effortscoping out new work and keeping an ear to the ground, so to speak, regarding project design starts and capital improvement campaigns among investors and the corporate world. An uninformed contractor who does not find out about a project until it has already broken ground with equipment and materials being delivered has missed an opportunity to win that project. The bottom line is that there are more contractors competing for the work than there is work to compete for, and any missed opportunity is a mistake.
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2) The research aims to examine causes of disputes, reasons for lack of communication among stakeholders, and the impact of poor communication. It identifies 14 common causes of disputes through literature review and surveys stakeholders.
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油
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