PROJECT OF HIGHRISE BUILDING – SERVICES IN LANDZONE CT8 PROJECT MANAGEMENT QUALITY ASSURANCE PLAN - PLANNING SCHEDULES ARTELIA VIETNAM Fl.11, HQ Building 193 C3 Bà Triệu Ha Noi Tel.: +84 (04) 3734 7260 DATE: NOV 2017 REF: CT8.ART.QAP.PSC PROJECT OF HIGHRISE BUILDING – SERVICES IN LANDZONE CT8 project management QUALITY ASSURANCE PLAN - PLANNING SCHEDULES REVISION COMMENTS DATE 00 DRAFT for comment 01/11/2017 st submission 01 02 03 LƯU CHUYỂN TỚI Client – MY DINH REAL ESTATE INVESTMENT JOINT STOCK COMPANY PM - ARTELIA Consultants/ Contractors / CT8.ART.QAP.PSC / NOV 2017 A PROJECT OF HIGHRISE BUILDING – SERVICES IN LANDZONE CT8 project management QUALITY ASSURANCE PLAN - PLANNING SCHEDULES CONTENTS DIFFERENT KINDS OF PROJECTS SCHEDULE USEFUL HINTS TO ELABORATE PROJECT SCHEDULES _ 2.1 OVERALL TIME FRAME FOR EXECUTION 2.2 PROVISION FOR BAD WEATHER _ 2.3 HOLIDAYS _ 2.4 FLOAT _ 2.5 PREPARATION PERIOD _ 2.6 HANDOVER _ 2.7 SENSITIVE PHASE AND MILESTONE _ 2.8 INCASE OF LATE DECISION BY THE CLIENT 2.9 H&S ASPECTS WORKING OF THE TIME SCHEDULES _ 3.1 INFORMATION MEDIUM 3.2 SUPPORT FOR ANTICIPATING EVENTS 3.3 CHECKING PROGRESS _ EXTENSION OF CONSTRUCTION TIME _ APPLICATION OF PENALTIES _ / CT8.ART.QAP.PSC / NOV 2017 B PROJECT OF HIGHRISE BUILDING – SERVICES IN LANDZONE CT8 project management QUALITY ASSURANCE PLAN - PLANNING SCHEDULES DIFFERENT KINDS OF PROJECTS SCHEDULE Project schedules are different according to the phase considered, and as such, the method to elaborate and to use them is different The following chart shows the different possible types: Design phase Procurement Construction phase RoS Overall master schedule Design Master Schedule Works master schedule Detailed Design schedule Detailed work schedule Schedule of finishes Prelim acceptance Hand-over RoS: period for rectifying snags after preliminary acceptance) The following schedule summarizes the main aspects for each the time schedule: Main objective Contents Contractual aspect When it is issued Possibility of updating / CT8.ART.QAP.PSC / NOV 2017 PROJECT OF HIGHRISE BUILDING – SERVICES IN LANDZONE CT8 project management QUALITY ASSURANCE PLAN - PLANNING SCHEDULES Name Overall Master Schedule Main objective Following the feasibility phase, this schedule details the deadlines for the project, according to the decisions made by the Client Defines overall duration for each project phase Design Master Schedule To remind objectives of the different design phases To show the main milestones regarding Client’s decisions (date at the latest) Overall framework for detailed design schedule Detailed Design Schedule To check: -Client’s decisions to be made -Progress and workload of each designer To define dates at the latest to issue design files Works Master schedule Appended to tender documents, it serves as a basis for negotiation with contractors After negotiation and possible update, it serves as a contractual document for each contractor Content Not too detailed (30 to 100 activities) on A3 Milestones and period of time shown: Possibly between the Client and his representative or -Main Client’s decisions -Administrative phases -Main design phases -Overall execution phase -Handing over activities between the Client and the Project Management / Design team Not too detailed (50 to 150 activities) It shows for each party (Client, PM, design team) the overall schedule for: -Development phase -Design phase -Permitting phase -Detailed engineering -Procurement To determine critical activities and as such to control sensitive points Schedule of finishes To plan work finishes, commissioning, tests before handing over the project Update Never, except in case of important modification of the project decided by the Client Possibly between the Client and the Project Management / Design team At the end of preliminary design phase – At the beginning of development phase Possibly, in function of delayed Client’s decision and/or modification of project scope For each designer, it details: - Client’s decisions or approvals - Development phase - Design phase - Permitting phase - Detailed engineering - Procurement phase Possibly between the Client and the Project Management / Design team About one month before the beginning of each phase Possibly, in function of delayed Client’s decision or of issuance of design documents Level of detail: 50 to 150 activities on a A2 document (or several A3) Yes, it is a contractual document to be signed between the Client and the contractors As such, it is appended to the contract At the same time as the issuance of the tender file Never, except in case of important modification of the project decided by the Client Yes – The contractor shall participate to the elaboration of such schedule To be issued as soon as possible after contractor’s appointment Yes, if necessary, in agreement with the Project Manager (however, the period of time between updates shall not be less than monthS It shows: Main interfaces that trigger execution of each contractor It is the true tool to manage the It is important to schedule some site, by checking progress of float with the Master Work works zone by zone Schedule in order to face potential unexpected site events To allow the contractors to organise their workload Issuing when? At beginning of the project Overall time frame for each contractor with at least the following milestones and deadlines: It is the basis for establishing -Site preparation detailed works schedule and allowing comparison during the - Construction design – manufacturing of equipment execution phase External constraints -Lock up, roofed in -Handing over activities Detailed Works Schedule Contractual aspects Level of detail depending of complexity (several A3 + A0 format to be posted on wall) (to be analysed case by case) It allows the site management to control the process Shall show by geographical zone all (application of penalties in case of related activities delays) By zone and trades: -Tests -Inspections before preliminary acceptance – Acceptance -Rectification of snags -Handing over as-built documents and safety file / CT8.ART.QAP.PSC / NOV 2017 May be issued in several phases according to overall duration No, in general, except As a general rule, No, in general formal agreement of months the (phase with short contractors beginning of duration) inspections in view of preliminary acceptance PROJECT OF HIGHRISE BUILDING – SERVICES IN LANDZONE CT8 project management QUALITY ASSURANCE PLAN - PLANNING SCHEDULES USEFUL HINTS TO ELABORATE PROJECT SCHEDULES 2.1 OVERALL TIME FRAME FOR EXECUTION It shall always be perfectly well identified by the Project Manager It includes the preparation phase, the execution itself and operations prior hand-over 2.2 PROVISION FOR BAD WEATHER If the contractual conditions allow it, 20 working days per civil year may be added and shall appear on the time schedule (preferably at the end of the construction period in order to let it appear as a float) 2.3 HOLIDAYS If it is agreed to close down the site during holiday, the related period shall clearly appear on the work schedule This is also valid for bank holidays 2.4 FLOAT A float shall be either formally agreed with the Client, or scheduled within the contractual period, in order to face potential unexpected events Intermediate floats may also be considered as far as possible when programming the tasks 2.5 PREPARATION PERIOD It is essential to schedule this period (usually one month at least for large projects) in order to ensure a good kick-off of works and to comply with H&S requirements In case of an accident, our penal responsibility would be established if this preparation period is shown nowhere on the schedules 2.6 HANDOVER As certain technical trades need a long period for testing and commissioning equipment, the time necessary for such tests and their processing need to be scheduled well in advance (including connections or any other sensitive tasks) On large building projects, inspections prior to hand-over may proceed at the same time as the last works It is essential to schedule a period of time for the last preliminary acceptance inspections / CT8.ART.QAP.PSC / NOV 2017 PROJECT OF HIGHRISE BUILDING – SERVICES IN LANDZONE CT8 project management QUALITY ASSURANCE PLAN - PLANNING SCHEDULES 2.7 SENSITIVE PHASE AND MILESTONE Some phases must be particularly followed-up with a more detailed and more specific study For instance: Transition between design and execution Execution of the structure Execution of the ground floor structure (often different from other levels) Moreover, it is essential to underline some important dates of the project, which constitute major intermediate milestones For instance: 2.8 End of structural works on the roof Roofed in Lock-up Sample unit Tests in specific zones Preliminary inspections before hand-over IN CASE OF LATE DECISION BY THE CLIENT The Work schedules shall never show dates or milestones of the Client’s or the Project Management’s decision In case of late decision, the contractors could use it for potential claims A schedule of decisions may be established separately, if necessary 2.9 H&S ASPECTS The work schedule shall also take into account H&S regulatory requirements: preparation period, overlapping jobs, and elements that contribute to the site welfare: definitive lighting of basements, installation of final guardrails at the soonest, optimisation of the workforce density on site WORKING OF THE TIME SCHEDULES Once the time schedules elaborated, they shall be used efficiently to ensure the good progress of the project These programs: Represent an information medium for all parties and contractors on the targets to reach Are useful supports to anticipate their actions Allow checking progress / CT8.ART.QAP.PSC / NOV 2017 PROJECT OF HIGHRISE BUILDING – SERVICES IN LANDZONE CT8 project management QUALITY ASSURANCE PLAN - PLANNING SCHEDULES 3.1 INFORMATION MEDIUM To keep such documents confidential would not be very useful It is essential that they are distributed without restrictions On A3 format: for distribution to all parties On a large format (A0): to be posted in the meeting room Each party shall receive a program in a suitable format (for instance: by zone for the construction manager, by trade for the Contractors or with summarized for the Client) and shall be fully aware of the content The Project Manager shall particularly follow up such distribution 3.2 SUPPORT FOR ANTICIPATING EVENTS Programs shall also be used to anticipate future actions by: 3.3 Identifying all coming actions in the short and middle term Detecting critical activities Increasing awareness and motivating the different parties, not only the Contractors, but also the Design team and the Client Triggering the preparation of actions: supplies, manpower… CHECKING PROGRESS Checking progress embraces different actions: To store information To analyse and to report information (mainly to the Client) To act on the events and the Contractors To assess the opportunity for penalties According to the nature, the importance and the contents of the mission, the Project Manager may either check himself/herself the progress (or let it done by a member of his/her team) or let it done by a specialist (sub-contracted) for large projects For the control of project progress, the following actions are required as a minimum: Drawing weekly a broken line showing actual progress on the large format schedules posted in the meeting room Making a copy of these schedules in order to ensure the saving of information Reporting the progress of the essential tasks in the weekly site meeting report, outlining delays Making pressure on the late Contractors by demanding that they submit as soon as possible an efficient action plan to catch up the delay Informing without delay by post concerned contractors in case of application of penalties One should note that a late announced penalty has lost a large part of its effect / CT8.ART.QAP.PSC / NOV 2017 PROJECT OF HIGHRISE BUILDING – SERVICES IN LANDZONE CT8 project management QUALITY ASSURANCE PLAN - PLANNING SCHEDULES EXTENSION OF CONSTRUCTION TIME It is our role to request an amendment of the overall timeframe every time it is justified by events such as: Occurrence of important and unexpected events Important increase in the quantities of works to be performed Noticeable change of the project’s brief Occurrence of force majeure events This revision of the overall duration may result only from a negotiation between the Client and the Contractors It is our role to bring objective data that will be used to find the best compromise Very often, the Client refuses to extend the time In this case, Artelia’s role is to record the request and its relevant elements and to assure the Client that for our part, everything will be done to try to complete the project on time During these negotiations, Artelia should avoid being the Contractor’s spokesman, but should rather be the Client’s advisor In the case that extension of time is granted, the following elements shall be considered: Drafting and signature of variation order Update of programs Revision of potential existing penalties APPLICATION OF PENALTIES The delay for handing over is a collective failure: everything shall be done to avoid it and the corresponding penalties In case of delay observed during the works The contractor shall be informed by written, without waiting the end of the task A written action plan to catch up the delay shall be demanded Ensure a specific follow-up with implementation of remedial actions As soon as it is detected, the delay shall be managed in relation with the Client In this respect, Artelia shall: Keep a written record of this subject (mails, minutes of meeting with the Client) Try to find solutions in agreement with the Client that encourage the Contractor to reach the target rather than to apply penalties meetings / CT8.ART.QAP.PSC / NOV 2017