Académique Documents
Professionnel Documents
Culture Documents
ONTENTS
DESIGN MANAGEMENT
A.
INTRODUCTION
B.
PROCESS FLOWCHART
1.0
SUBMISSION
1.1
1.2
1.3
1.4
1.5
TIME - Planning
1.1.1
Submission Planning
1.1.2
Overall Schedule
1.1.3
1.2.2
Estimate
Client Brief
1.3.2
1.3.3
Submission
1.3.4
Submission Drawings
1.3.5
1.3.6
Project Correspondence
REVIEWS
1.4.1
Strategy Review
1.4.2
1.4.3
Risk Analysis
1.4.4
LIMITS OF AUTHORITY
2.
DESIGN DEVELOPMENT
2.1
2.2
2.3
2.4
2.5
Procurement Schedule
2.1.2
Design Schedule
ADMIN - Controls
2.2.1
Project Filing
2.2.2
Document Controls
2.2.3
2.2.4
Minutes of Meetings
2.3.2
Cost Planning
Head Contract
2.4.2
Insurances
ADMIN - Registers
2.5.1
Consultant Register
2.5.2
Authorities Register
2.5.3
Drawing Register
2.5.4
NTRODUCTION
Submission
Design Development
Construction Management
1.0
2.0
3.0
4.0
5.0
Pre-Construction
Construction
Completion
Project Planning
Safety
The intent of the manuals is to provide examples of Inputs, Controls and Outputs for both Design
and Construction in accordance with the Lend Lease Project Management System.
It is also intended to set minimum standards for the respective disciplines as noted herein.
PROJECT
MANAGER
CLIENT
Lend Lease
ARCHITECT
ASIA
ENGINEERING
CONSULTANTS
SUBCONTRACTORS
SUPPLIERS
The process of the delivery of a typical project in Asia is best illustrated in the bar chart below :
LEND LEASE PROJECT MANAGEMENT DESIGN & CONSTRUCTION
DESIGN, DOCUMENTATION
AND AUTHORITY APPROVALS
TIME SAVING
BRIEF, CONCEPT
DESIGN,
QS CHECK,
FIXED LUMP SUM
10
CONSTRUCTION
20
30
40
50
60
70
80
90
100
% OF TIME TO COMPLETION
TRADITIONAL
DESIGN, DOCUMENTATION
AND AUTHORITY APPROVALS
TENDER, ASSESS
AWARD BUILDING
CONTRACT
BRIEF, CONCEPT
DESIGN,
AND BUDGET
PRICE
10
CONSTRUCTION
20
30
40
50
60
70
80
90
100
The advantages of the Lend Lease Project Management System from the Clients point of view are :
REGIONAL LL ASIA
Regional Director
Regional BDM
Asia
AsiaProjects
ProjectsOperations
OperationsManual
Manual--Issue
Issue11/ /Organisation
Introduction
Design Management
Revision 2, 28/10/98
BDM
Thai
BDM
Singapore
BDM
China
Regional OPM
BDM
Malaysia
BDM
India
BDM
Indonesia
OPM
Thai
OPM
Singapore
OPM
China
OPM
Malaysia
OPM
India
OPM
Indonesia
Fin. C
Thai
Fin. C
Singapore
Fin. C
China
Fin C
Malaysia
Fin. C
India
Fin. C
Indonesia
Operations
Manager
Estimating
Support
Project
Managers
Concept
Project
Engineering
Project
Managers
Delivery
Site
Engineers
Supervisors
Fin. / Admin
Support
Operations Manager :
The Operations Manager reports directly to the Regional Operations Manager. Duties, authorities
and responsibilities include but are not limited to the following :
Is totally responsible and has the authority for the effective management and successful delivery
of all projects.
Is responsible and has the authority to ensure that a suitable site organization exists to pursue
the Quality Assurance objectives and has the authority to make changes in the organization to
obtain the required quality levels.
Has the authority and will ensure that appropriate action is taken, upon recommendations of
the Project Manager Concept and the Project Manager Delivery.
Is responsible and has the authority to ensure that a suitable site organization and delivery
plan exists to implement the objectives of the business.
Has the authority to manage the total project management function of the business including
all disciplines of Design and Engineering at business and site level.
Is authorised to direct project management activities in order to develop and maintain the
correct level of competence and to enhance the companys technical reputation.
Is authorized to develop and maintain the overall project management capability of the company
by monitoring trends and developments in the industry and by initiating recruitment, promotion
and training programmes.
Ensures that each Project Manager establishes and implements the Occupational Health &
Safety and Environment and Quality Policies and Objectives for the specific projects.
Reviews project management cost estimates and assists in the preparation of proposals.
Assists the Business Development Manager in developing Business plans, and works with
other section heads in the preparation of budgets, organization charts and manpower
requirements.
The authority and responsibility for the interface between the design groups and the
construction site.
The authority and responsibility for executing QA Procedures and construction activities.
The authority and responsibility for establishing and maintaining contact with the Clients
representative and all departments within Lend Lease to coordinate the completion of the
contract.
Review QA documents and their production, specifications and drawings and prepares field
instructions for construction. He is authorised to recommend alterations to these documents.
Is authorised to plan and prepare schedules for execution of the contract and nominates
priorities for the construction, manufacturing and delivery of material to the site.
Is authorised and is responsible to ensure that all subcontractors are correctly implementing
their QA Procedures.
Supervision of Subcontract Personnel and suppliers.
Is authorised to ensure site EHS requirements are being met.
Coordination of construction activities to ensure that the required standards are met.
Is authorised to review contract drawings and specifications to make sure the fabricated
items are constructed to the plans and specifications. The Proejct Manager Delivery has the
authority to place on hold, or reject items which do not meet the required quality levels.
Is authorised to review and monitor the construction activities to see that applicable procedural
requirements are met, including QA and EHS.
Is authorised to ensure that all materials required for each (sub) contract package are as
required by the Specification.
Is authorised to supervise performance of all construction procedures and production tests,
by (sub) contractors. The Project Manager Delivery has the authority to reject a specific test
and make decisions on whether additional testing of the item should be administered.
Monitoring and documenting of Quality records which indicate compliance to Client & Authority
requirements.
Assurance that processes, examinations, inspection and tests of all subcontractors conform
to the requirements and are performed by trained and qualified personnel.
Submit final report and checklists at the completion of construction of the particular stage of
the project if the Quality Plan requires this action.
ROCESS FLOWCHART
1.
2.
3.
4.
5.
6.
7.
8.
9.
Process Stage
Process Activities for each stage
Activity Outputs
The reference section in the Asia Projects Operation Manual
DM for Design Management
CM for Construction Management
Asia Projects Operations Manual - Issue 1 / Generic Project Delivery Process Flowchart
Design Management
Revision 2, 28/10/98
Process Stage
Process Activity
Activity Outputs
MARKET PLAN
1.
Market/Client Plans
Client Risk & Opportunity
Assessment.
STRATEGY
2.
Letter
3.
Section Ref.
DM 1.4.1
4.
DM 1.2.1
CLIENT BRIEF
5.
DM 1.3.1
DM 2.2.4
DESIGN BRIEF
6.
7.
Engage Consultants
DM 2.3.1
CM 2.2.6
CONCEPT DESIGN
8.
DM 2.2.4
DM 2.2.2.8
CM 2.5.1
BUDGET PRICE
9.
Budget Price/Scope
Internal Approval
DM 2.2.4
DESIGN
DEVELOPMENT /
CONSTRUCTION
PLANNING
CONTRACT PRICE
Written Acceptance.
Design Authorisation.
DM 1.2.1
12. Design/Price/Scope
Preparation
DM 1.4.4
DM 2.2.4
DM 2.1.2
DM 2.5.3
DM 2.5.4
DM 1.3.2
DM 1.3.3
DM 1.3.4
DM 1.2.2
DM 1.3.5
Letter of Offer/Proposal.
Contract Price Review Meeting
Job Data Sheet.
DM 1.3.3.1
DM 1.4.4
CM 1.1.1
Asia Projects Operations Manual - Issue 1 / Generic Project Delivery Process Flowchart
Design Management
Revision 2, 28/10/98
Process Stage
SIGN CONTRACT
CONSTRUCTION
COMMENCE
Process Activity
Activity Outputs
Section Ref.
Written Acceptance.
Records of Contract
Negotiations/Resolutions
DM 2.4.1
DM 1.5
DM 1.4.3
Construction Authority.
Design Authority.
CM 1.1.2
DM 1.2.1
Minutes of Meeting
DM 2.2.4
Design Programme
Signed off drawing and spec.
Design Meeting Minutes.
DM 2.1.2
DM 2.2.2.2
DM 2.2.2
DM 2.5.3
DM 2.5.4
DM 2.2.2.8
Construction programmes.
CM 4.0
CM 1.3.1
Procurement programme.
Tenderer selection records &
tender package.
DM 2.1.1.
CM 2.2.2
CM 2.2.6
DM 2.2.4
CM 2.2.3
CM 2.2.4
CM 2.2.6
Document registers
S.Is includes Confirmation of
Verbal Instruction
RFIs
Drawings, specs, minutes,
correspondence, etc.
CM 2.9
CM 2.1.2
CM 2.7.5
CM 2.7.6
CM 2.9
CM 2.8.2
CM 2.9.13
Asia Projects Operations Manual - Issue 1 / Generic Project Delivery Process Flowchart
Design Management
Revision 2, 28/10/98
Process Stage
Process Activity
Activity Outputs
Section Ref.
Nonconformance / Corrective
Action Advice
Register of Nonconformances
and control system.
Audit programme, audit reports.
Customer Supplied Products/
Equipment Register.
CM 2.8.3
Delay Notification.
Job Diary.
CM 2.9.8
CM 2.7.4
DM 2.2.3
Variation Advice.
Variation Allocation Sheet.
Budget Transfer Input.
Purchase Order.
Order Amendment Advice
Progress Payment Input.
Request For Credit.
Client Progress Claim
Invoice.
Pro-Forma Invoice
Credit Note.
CM 2.1.2
CM 2.1.2
CM 2.1.1
CM 2.2.1
CM 2.2.5
CM 2.3.2
CM 2.3.4
CM 2.5.2
CM 2.5.1
CM 2.3.3
CM 2.3.4
CM 5.0
CM 3.1
CM 3.2
Defects register
CM 3.3
Defects register
CM 3.4/3.5
Meeting Minutes.
Asia Projects Operations Manual - Issue 1 / Generic Project Delivery Process Flowchart
Design Management
Revision 2, 28/10/98
UBMISSION
The appointed Project Manager Concept for a Project Submission is responsible for :
Time
Submission Planning
Overall Schedule
Cost
Design Authorisation
Estimate
Admin
Brief
Design Criteria
Submission Documents
Reviews
Strategy Review
Interview Price Review
Contract Price Review
This section of the Design Management Manual is intended to provide the Project Manager Concept
with the tools and examples to perform his responsibilities in preparing a Submission.
ime - Planning
Strategy Review
Concept Building Review
Interim Pricing Review
Contract Price Review
Letter of Offer
Description of the Project and the Site
The Profile of the Client
Performance Brief
General Specifications
Programmes
Price Savings & Rate Schedules
Project Philosophy and Team
Project Controls
Lend Lease Overview / Company Resume
Drawings / Sections / Perspective
Proposed Form of Contract
A List of Exclusion items
Executive Summary
Resources required
Identification of who is responsible for performing / managing / attending the above
reviews and items
Activity
Description
Orig
Dur
10
11
12
Days
13
14
15
16
17
18
19
20
21
22
23
24
25
26
Reviews
Strategy Review
Concept building review
Interim Pricing Review
Contract Price Review
Actions
Design
Design Authorisation singoff
Concept Design
Structural design
Final drawings
Perspective
Services
Services design brief
Services pricing
Review of services pricing
Compile services information for submmission
Estimating
Estimating
Program/P&S
Programme
P&S costing
1
1
1
1
Strategy Review
1
6
4
4
2
Concept Design
Structural design
Final drawings
Perspective
3
6
2
2
Services pricing
Review of services pricing
Compile services information for submission
Estimating
10
Programme
4
3
P&S costing
Outputs
Write performance brief
Compile general specs
Risk Assessment
Other submission information
Letter of offer
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
3
5
3
4
1
LLA1
Sheet 1 of 1
Authorities Program
Design Program
Client Approvals Program
Procurement Program
Construction Program
Handover and commissioning program
Authorities Inspection program
The overall program is prepared from first principles utilising the build up of unit rates and
standard construction techniques and methodology. This program is then reviewed to
ensure the logic is correct and that the critical path lies through the extended items.
This program will then form the basis of our contract duration and is known as the Contract
Schedule.
The Contract Schedule will then be further developed by the team to further compress the
overall delivery duration of the project. This work will result in a schedule known as the
Target Schedule. This is required to provide the shortest achievable overall construction
time which results in :
Float between the Contract Completion Date and the Target Completion Dates
The Operations Manager will review both the Contract and Target Schedules.
In all cases, times noted on each of the programs must be accompanied by back up
sheets listing the assumptions made on timing of critical and non critical activities. This
includes but may not be limited to production rates (crew size and rate per man day),
authorities approval times (previous experience), client approval times (local or overseas
approvals) and the like.
It will then be up to the project team (under the management of the Operations Manager)
to justify extensions to the above information based on issues such as locality of the
project, availability of resources and materials, inclement weather, extent of liquidated
damages, client expectation etc.
Activity
Description
Orig
Dur
Weeks
Construction
Preliminary works
Site establishment
Fencing etc to site
Level site
Mobilise piling rigs
Permit to commence piling
Start on site
Production shed
Building shell
Piling
Pile load test 1 & 4 x PDA's
Pile load test 2 & 4 x PDA's
Pile Caps
Erect precast columns (64@5)
Structural steel to roof level (6700m2 @ 200/day)
Install wall girts to shed sides
Measure gutters
Install gutters
Install roof sheet to main roof area
Install wall sheeting to main shed (394 linm @ 18)
Level 1
Underground services
Ground slab pour 1 (609m2)
Ground slab pour 2 (458m2)
Ground slab pour 3 (458m2)
Ground slab pour 4 (458m2)
Ground slab pour 5 (458m2)
Ground slab pour 6 (458m2)
Ground slab pour 7 (458m2)
Ground slab pour 8 (458m2)
Ground slab pour 9 (458m2)
Ground slab pour 10 (458m2)
Ground slab pour 11 (458m2)
Ground slab pour 12 (458m2)
Ground slab pour 13 (458m2)
Ground slab pour 14 (760m2)
Run Date
29OCT98
10
6
6
6
0
0
34
6
6
30
12
34
18
7
6
27
22
Piling
Pile load test 1 & 4 x PDA's
Pile load test 2 & 4 x PDA's
Pile Caps
Erect precast columbs (64@5)
Structural steel to roof level (6700m2 @ 200/day)
Install wall girts to shed sides
Measure gutters
Install gutters
Install roof sheet to main roof area
Install wall sheeting to main shed (394 linm @ 18)
Underground services
Ground slab pour 1 (609m2)
Ground slab pour 2 (458m2)
Ground slab pour 3 (458m2)
Ground slab pour 4 (458m2)
Ground slab pour 5 (458m2)
Ground slab pour 6 (458m2)
12
12
6
9
9
9
9
9
9
9
9
9
9
9
10
Early Bar
Progress Bar
Critical Activity
Site establishment
Fencing etc to site
Level site
Mobilise piling rigs
Sheet 1 of 4
Activity
Description
Orig
Dur
Level 2
Columns to mezz level pour 1
Columns to mezz level pour 2
Columns to mezz level pour 3
Form reo & pour mezz pour 1
Form reo & pour mezz pour 2
Form reo & pour mezz pour 3
Construct remaining mezz
Complete brickwork
Handover to start hoist works
Install hoist to mezz area
Finishes to mezz area
General Building
Erect steel columns as crane support
Erect UB as o/head crane rails
Construct brick upstand wall around shed
Install ventilation to walls
Doors & frames to perimeter
Plaster to brick wall
Sprinkler roughin to shed area
Electrical roughin to shed area
Misc fitout to shed area
Install roller shutter doors
12
12
5
4
6
6
24
4
6
18
0
12
Early Bar
Progress Bar
Critical Activity
12
12
22
6
6
12
36
30
24
6
Level 2
Commence works on level 2
Services roughin level 2
29OCT98
3
3
3
5
5
5
18
18
0
30
24
Office area
Level 1
Cure & strip level 1
Services roughin level 1
Perimeter brick walls
Install windows and doors
Plaster to external walls
Internal walls
Misc fitout internally
Ceilings to level 1
Flooring to level 1
Toilet fitout works
Run Date
Weeks
LLA2
Sheet 2 of 4
Activity
Description
Orig
Dur
5
4
6
6
24
4
6
18
3
8
8
3
5
5
12
24
0
60
0
Run Date
29OCT98
5
3
6
6
6
4
7
1
3
2
3
12
12
36
Early Bar
Progress Bar
Critical Activity
Weeks
Sheet 3 of 4
Activity
Description
Orig
Dur
TOP process
24
0
Early Bar
Progress Bar
Critical Activity
0
4
6
30
42
12
8
4
18
18
24
TOP process
Practical Completion
29OCT98
24
36
3
12
6
24
36
24
2
6
6
36
12
36
Run Date
Weeks
Practical Completion
LLA2
Sheet 4 of 4
Activity
Description
Orig
Dur
Weeks
Client Decisions
Client
Sign off drawings for JTC submission
Sign off drawings for BP submission
Sign off finishes schedule
Sign off door / hardware schedule
Client approval of elec fittings / fixtures etc
Client approval of fire services samples
Client approval of sanitary wares etc
Client approval of lift finishes
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
1
1
3
3
5
5
5
5
LLA3
Sheet 1 of 7
Activity
Description
Orig
Dur
Weeks
Authorities
JTC
JTC submission
JTC approval
JTC Signoff
URA Planning
URA submission
Provisional permission (PP) issued
Response to PP issues
Resubmission to URA
URA final planning approval (WP)
0
40
20
40
0
JTC submission
JTC approval
JTC Signoff
0
10
0
29OCT98
Registration
5
0
40
15
0
Submission
WD compliance
Resubmission
Clearance
40
25
20
0
Submission
40
25
20
0
Submission
40
25
20
0
Submission
40
25
Submission
Early Bar
Progress Bar
Critical Activity
URA submission
WD compliance
Resubmission
Clearance
WD compliance
Resubmission
Clearance
WD compliance
Resubmission
Clearance
WD compliance
LLA2
Sheet 2 of 7
Activity
Description
Orig
Dur
Resubmission
Clearance
LTA (Carparks)
Submission
WD compliance
Resubmission
Clearance
LTA (Roads & Transport)
Submission
WD compliance
Resubmission
Clearance
Services
PowerGrid
CS1 load application submission
compliance
Resubmission
Clearance
Telecoms
Line application
Clearance
PUB Water
Water application submission
WD compliance
Resubmission
Clearance
Structural
BSL (Substructure)
BSL submission
BSL approval
BSL (Superstructure)
BSL submission
BSL approval
Run Date
29OCT98
Resubmission
20
0
Clearance
30
20
20
0
Submission
30
20
20
0
WD compliance
Resubmission
Clearance
WD compliance
Resubmission
Clearance
35
15
20
0
Resubmission
Clearance
40
0
Line application
Clearance
Water application submission
WD compliance
20
15
15
0
Resubmission
Clearance
15
0
BSL submission
BSL approval
BSL submission
BSL approval
15
0
Early Bar
Progress Bar
Critical Activity
Weeks
LLA3
Sheet 3 of 7
Activity
Description
Orig
Dur
Weeks
Design
Architectural
Preparation of 1:100 Plans, sections, elevations
LL review
Issue to all consultants
Refinement
BP plans preparation (1:100)
LL review
LL issue of AFC (1:100)
Finishes schedule preparation
Issue finishes schedule AFC
Stair drawings (1:50)
LL review
Issue AFC stair drawings
Windows / cladding drawings (1:50)
LL review
Issue AFC window / cladding drawings
Toilet drawings (1:50)
LL review
Issue AFC toilet drawings
Door / hardware schedule & drawings (1:5 & 1:20)
LL review
Issue AFC schedule /drawings
Reflected ceiling drawings (1:50)
LL review
Issue AFC ceiling drawings
Tile layout drawings (1:50)
LL review
Issue AFC tiling drawings
Miscellabeous details / drawings
LL review
Issue AFC details / drawings
10
5
5
5
10
5
15
5
0
15
5
0
10
5
0
10
5
0
10
5
0
5
5
0
5
5
0
10
5
0
Structural
Prepare piling / substructure plans
LLS review
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
20
5
LLA3
Sheet 4 of 7
Activity
Description
Orig
Dur
Weeks
AC submission
Issue AFC
Prepare superstructure plans
LLS review
AC submission
Issue AFC
Electrical Services
15
3
25
5
20
3
10
5
5
15
20
10
0
Schematic diagram
LLS review
Services coordination
Issue AFC drawings
Compile samples
Order equipment
Plumbing & Sanitary
10
5
15
20
10
0
Schematic diagram
LLS review
Services coordination
Issue AFC drawings
Schematic diagram
LLS review
Services coordination
Issue AFC drawings
Compile samples
Order equipment
10
5
15
20
10
0
Schematic diagram
LLS review
Services coordination
Issue AFC drawings
Compile samples
10
5
15
5
5
AC submission
Issue AFC
Prepare superstructure plans
LLS review
AC submission
Issue AFC
Services coordination
Issue AFC drawings
Compile samples
Order equipment
Compile samples
Order equipment
Order equipment
Lift Services
Initial shop drawings
LLS review
Final shop drawings
LLS approval
Order equipment
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
LLS review
Final shop drawings
LLS approval
Order equipment
LLA3
Sheet 5 of 7
Activity
Description
Orig
Dur
Run Date
29OCT98
10
0
Early Bar
Progress Bar
Critical Activity
Weeks
Lift car finishes etc
Order lift car finishes
LLA3
Sheet 6 of 7
Activity
Description
Orig
Dur
Weeks
Procurement
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
18
24
24
48
72
60
60
60
42
30
36
72
36
60
60
60
60
60
60
60
60
LLA3
Sheet 7 of 7
1.2
COST - Budget
Preparation
Items to consider
Time taken by internal resources (CAD, PM, perspective, Structural design, Estimators,
Ops Mgr) and their relevant charge out rates
Printing costs for documents (perspectives etc)
Soils Investigation costs
Are there any external consultants involved due to local considerations (local
submissions, drafting services etc)
Ancillary charges that may be relevant (eg airfares of people)
DESIGN AUTHORISATION
Initial
DA Type
Variation
Budget Transfer
Project No.
Design Stage
DA NO
Pre-Contract
Post-Contract
Project Name
Project Descrip.
Client Name
Client Address
Project Timing
Submission by
Est. Start
Est. Compl.
Fee Type
Free Service
This Request
$ ________
New Budget
$ ________
Others (Specify)
FREE SERVICE/PROFIT
$ ________
AUTHORISATION
Operations Manager
Allocation
701
702
821
822
823
824
825
826
827
831
832
833
834
Marketing Manager
Description
Current
Budget
This
Authority
New
Budget
Project Management
Cost Plan & Estimation
Architectural
Structural
Mechanical & Electrical
Checker
Hydraulics
Quantity Surveying
Process Design
Soil Investigation
Surveying
PM Travel & Expenses
Printing
TOTAL
Date :
Consultant
CLIENT :
Date :
Type of Estimate :
Contract Type : (describe)
Built Area this scheme :
Value :
Duration
Information Available (describe)
Client Spec
Drawings
Soil Reports etc
Site visit by Estimator
Extent of Review :
Adjacent Properties
Adjacent Services
Topography etc
Extent of Sub-contract Cover
Place :
Nett wks
BRANCH :
Reviewer :
Project Mgr :
Delay wks
Gross wks
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
$
$
$
$
$
$
$
$
$
%
%
%
%
%
%
%
%
%
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Estimators Comments :
Estimate Summary
(and other Schedule) attached
Estimator :
PROJECT :
Estimator :
Action
Reviewers Comments :
Yes / No
Reviewer :
Definition of Built Area : Area of all covered building floor area, including covered carparks and ancilliary covered
building areas.
PR0212
PR0213
PR0214
PR0216
PR0220
PR0224
Date:
Unit
Quantity
Rate
General Fees
Local authority
Item
Insurance
Contractors All Risk
Public Liability
Claims under excess
% of Cont Sum
% of Cont Sum
Item
0
0
0
0.000
0
0
0
0
0
months
months
months
months
0.000
% of AP amt /mth
0.000
% of PB amt /mth
0.000
% of Ret /mth
0.000
% of DL amt /mth
Legal Fees
Stamp Duty
External Legal advice
LL Asia legal advice
% of Cont Sum
item
item
0
0
0
0.000
0
0
0
Surveying
Initial Survey and site control
Progressive checks
Final Check & certificate
Survey Equipment - theodolite
Survey Equipment - level, staff
Consumables (Pegs, brackets, etc)
Residual on survey equipment
Item
number
Item
Item
Item
Item
Item
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
number
number
number
number
number
number
number
number
number
number
number
number
number
number
number
number
number
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Site Office
Office Establishment
Office Rental / Construction
Conference room (6 x 3m)
Office Demobilisation
Staff Toilet
Worker toilet for site
Labour Camp
Labour Camp ablutions
Crane Hire for Office setup/demob
Airconditioners for office
Storage containers
Shade areas for carparking
Residual value of site office
m2
Item
m2
Item
m2
m2
number
Item
Item
number
number
Item
Item
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Bank Guarantees
Advance Payment
$
Performance Bond
$
Retention
$
Warranty (Defects Liability)
$
0
0
0
Date:
Unit
Quantity
Rate
Item
number
0
0
0
0
m
m2
Item
m
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
number
number
0
0
0
0
0
0
number
number
number
months
Item
Item
Item
Item
Item
Item
number
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Lights
Diesel Generators
Fuel for generators
Consumption for site
Consumption for camp
Recovery from subcontractors
Residual value of installation
number
number
months
Item
Item
Item
Item
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
PR0248 Security
Security guards for gate
Security guards for site
Nightlighting
ID Cards
0
0
0
0
0
0
0
0
0
0
0
0
0
months
months
Item
number
PR0282
PR0284
PR0286
PR0288
PR0289
Date:
Unit
Quantity
Rate
months
months
months
months
months
months
months
0
0
0
0
0
0
0
0
0
0
0
0
0
0
months
Item
months
Item
0
0
0
0
0
0
0
0
0
number
number
number
number
0
0
0
0
0
0
0
0
0
0
0
0
Safety
First Aid Kit / Supplies
Ladders
Overhead screens
Handrails
Induction package
Safety Officer visits
number
number
number
number
number
number
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Sundry Expenses
Photographs
Plan Printing
Stationery
Computer consumables
Entertainment
Expressway tolls
Petty Cash
months
months
months
months
months
months
months
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
% of Cont Sum
0.0000
Maintenance Allowance
PR0290
Scaffolding
By Subcontractors
SL0110
Direct Labour
Maid for site office
Cleaners in camp
Safety Crew
General Labour
months
months
months
months
0
0
0
0
0
0
0
0
0
0
0
0
months
months
months
months
0
0
0
0
0
0
0
0
0
0
0
0
SL0120
TOTAL
1.3 ADMIN/QUALITYDocumentation
Design Basis
1 Type of Industry
2 Production Process
3 Space Requirements
4 Area Proximities
5 Future Expansion
6 Administrative Procedures
7 Security
8 Signs
9 Site Details
10 Existing Building Details
11 Associated Companies
Factory Details
12 Materials
13 Truck Docks
14 Equipment
15 Loads
16 Hoists
17 Ventilation
18 Natural Lighting
19 Protection
20 Employees Entrance
Council
34 Zoning
35 Building Alignments
36 Easements
37 Required parking
38 Construction
39 Stormwater
40 Site Details
41 Plot ratio
42 Flooding
43 Operating Hours
Fire Chief
44 Hydrants
45 Sprinklers
46 Extinguishers
47 Doors
48 Inflammable and Explosives Goods
Office Details
21 Offices
22 Materials
23 Ventilation
24 Access to Factory
Amenities Details
25 Employees
26 Canteen
27 Furniture
28 First Aid
Services
29 Electricity
30 Plumbing
External Works
31 Roads
32 Landscaping
33 Construction
DESIGN BASIS
NOTE: Strike out questions irrelevant to this project
Item
1
Questions
Industry
a. Type of Industry
b. Product
c. Awards governing Employees
d. Raw Materials used
e. Hours of Operation
Production Process
a. Type
b. Means of Delivery
c. Delivery Times
d. Means of dispatch
e. Internal material Transport
f. Equipment
3
Space Requirements
a. Production
b. Storage
c. Warehouse
d. Ceiling Heights
e. Ancillary Areas
f. Parking
(see also council requirements)
4
Alternatives
Answer
Process flow
Product flow
Truck
Semi Trailer
Train
Forklift
Conveyor
Trolley
Size of machines
Weight of machines
List separate areas
Raw materials
During production
Packing materials
Finished Product
Cold Rooms
Explosive Store
Inflammable Store
Outdoor Bulk Store
Outdoor Rack
Underground Tanks
Product
Aisles (ASRS, VNA)
Loading Areas
Factory
Warehouse
Office
Plant Room
Boiler House
Garage
Gate House
Sub-Station
Weigh Bridge
Drawing Office
Laboratory
Staff
Employees
Clients
Area Proximities
Fill in attached Proximity Chart
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
Issue
- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
Revision 2, 28/10/98
Item
5
Questions
Future Expansion
a. Factory
b. Warehouse
c. Plant
d. Employees
e. Parking
f. New Products
Administrative Procedures
a. Intercom
b. Public Address
c. Telephones
Security
a. Theft
b. Fire
Hydrants
Signs
a. Location
Site Details
a. Survey
b. Zoning
c. Covenants
d. Site restrictions
10
h. Water Main
i. Sewer main
j. Stormwater Main
k. Gas Main
Existing Building Details
a. Existing Plan
b. Floor to floor height
c. Floor to ceiling height
d. Existing Amenities
11
Alternatives
Switch
Floor Grid
Ducted Skirting
Alarm
Fences
Sprinkler
Office
Factory
Free Standing
Attach plan showing
Dimension, levels location,
easements existing buildings
Buildings
Trees
Pipelines
Power cables
Bus Stops
(attach report)
Load
at depth of
Location / Size
Location / Size
Location / Size
Location / Size
Attach relevant plans
of existing building
Factory
Office
Factory
Office
Dining
Toilets
Lockers
Wash Rooms
Showers
Associated Companies
List building materials supplied by associated companies
Answer
FACTORY DETAILS
Item
12
Questions
Materials
a. Floor
b. Finish
c. Walls(subject to Council
approval)
13
14
15
16
d. Wall Finish
e. Ceiling and Height
f. Roof
g. Windows
h. Doors
i. Dust proofing
j. Gutters and downpipes
Truck Docks
a. Numbers
b. Location
c. Size
d. Type Trucks
e. Dock Height
f. Door Height
g. Awning
Equipments
a. Access Doors
b. Separate Footings
c. Floor Ducts
d. Floor Wastes
e. Tanks
f. Petrol Bowser
g. Incinerator
i) size
ii) materials to be burnt
Loads
a. Floor
b. Trusses
Hoists
a. Lifts / Hoists
b. Monorails
c. Fixed Cranes
Alternatives
Answer
Concrete/ Timber
Wood Float
Power Float
Vinyl / Tiles / carpet
RC concrete
Plasterboard
Brick
Concrete Block
Ribbed metal (trimdeck)
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
Issue
- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
Revision 2, 28/10/98
Item
17
18
19
20
Questions
Ventilation
a. Natural
Alternatives
Windows
Ridge Vent
Saw Tooth Glazing
b. Air Conditioning
Natural Lighting
(for artificial lighting see item 27.c)
a. Window
b. Roof
Fibreglass Sheets
Saw Tooth Glazing
Protection
a. Against bumping
b. Steam
c. Acid Attack
d. Theft
See Item 7.a.
e. Fire
See Item 7.b.
f. Smoke Vents (for insurance
premium)
g. Soundproofing
Nominate areas
h. Heat Insulation
Roof
Employees Entrance
a. Location
Answer
OFFICE DETAILS
Item
21
22
23
24
Questions
Offices
(give size or area required)
Manager
Company Secretary
Accountant
Chief Engineer
Sales Manager
General Office
Accounts Machines
Board Room
Strong Room
Records Room
Lunch Room
Materials
a. Floor
b. Floor Finish
c. Walls
d. Wall Finish
e. Partitions
f. Ceiling
g. Roof
h. Window
I. Skirting
Ventilation
a. Natural
b. Air Conditioning
c. Mechanical
Access To Factory
a. Desirability
b. Observation
Alternatives
Answer
Concrete
Timber
Essential
Desired
Not Critical
Factory Areas
Docks
Entry
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
Issue
- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
Revision 2, 28/10/98
AMENITIES DETAILS
Item
25
Questions
Employees
a. Factory
b. Warehouse
c. Office
26
27
28
Canteen
Type Service
Alternatives
Male
Female
Male
Female
Male
Female
Hot Meals
Tea Service
Lunch Room
Tuck Shop
Furniture
a. Locker
b. Seats
c. Dining Tables
d. Dining Chairs
e. Food Warmer
f. Hot Water Urns
First Aid
a. Resident Nurse
b. First Aid Room
Answer
SERVICES
Item
29
Questions
Electricity
a. Clocks
b. SSOs
c. Light Intensities
30
d. Burglar Alarm
e. Public Address
f. Telephones
g. Fire Alarm
h. Smoke Detectors
Plumbing
a. Sewer Disposal
b. Stormwater Disposal
c. Water Supply
d. Trade Wastes
e. Floor Wastes
f. Drinking Points
Alternatives
Answer
Number
Location
Location
Factory
Office
See item 7.a.
See item 6.a & 6.b
See item 6.c
See item 7.c.
See item 7.c.
Sewer (see also item 9.i)
Septic Tank
See item 9.j
See item 9.h
Location(see also item 4.d)
Size
Bubler
Water Cooler
g. Incinerators (sanitary)
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
Issue
- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
Revision 2, 28/10/98
EXTERNAL WORKS
Item
31
Questions
Roads
a. Width
b. Material
c. Kerbs
d. Entries from Streets
32
Landscaping
a. Lawns
b. Trees
c. Gardens
d. Surplus Soil Disposal
e. Extra Fill
33
Alternatives
Concrete
Bitumen
Gravel
Number
Location
Width
On Site
Off Site
On Site
Off Site
f. Wash-down areas
Construction
a. Temporary telephone
b. Temporary toilets
c. Temporary power
d. Access to Site
Answer
BUILDING AUTHORITY
Item
34
35
36
37
38
39
40
41
42
43
Questions
Zoning
Building Alignments / Setbacks
a. Front
b. Side
c. Rear
Easements
a. Stormwater
b. Road Widening
c. Sewer
d. Electricity
e. Covenants
Required Parking
a. Factory
b. Warehouse
c. Office
d. Customer parking in front of
building alignment
Construction
a. Walls
b. Roof
c. Columns
d. Ceilings
e. Parapets
f. Sprinklering of ceiling space
Stormwater
Disposal
Site Details
a. Site Plan
b. Soil conditions
Plot Ratio
Flooding
Allowable Operating Hours
Alternatives
Answer
Yes/No
External / Internal
External
Internal
To mains / to street
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
Issue
- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
Revision 2, 28/10/98
FIRE AUTHORITY
Item
44
45
46
47
48
Questions
Hydrants
Maximum spacing
Location
Sprinklers
a. Factory
b. Warehouse
c. Office
d. Ceiling Space
Alternatives
Minimum depth
See also item 36.f
Extinguishers
a. Soda Acid
Location
b. Foam
c. Co2
Doors
Maximum Distance
Inflammable and Explosive Goods
(See item 3.b for Types of materials)
Note: Special Treatment required
Answer
Design Criteria
Specifications
Are specifications relevant
Have specifications been reviewed for consistency.
Do specifications set standards that are not necessarily asked by the client (eg floor
tolerances / standard of paint finishing to steel etc)
Note that Lend lease Asia specifications available out of the Singapore office are to be
used as a guide to client specs. These are available for all structural, services and finishes
works.
1.3.3 SUBMISSION
Following the Strategy Review meeting, the Project Manager Concept shall be responsible
to compile a document which states quite clearly.
Letter of Offer
Description of the Project and the Site
The Profile of the Client
Performance Brief
General Specifications
Programmes
Price Savings & Rate Schedules
Project Philosophy and Team
Project Controls
Lend Lease Overview / Company Resume
Drawings / Sections / Perspective
Proposed Form of Contract
A List of Exclusion items
Executive Summary
Volume 1
Volume 2
Drawings.
The major features of our proposals which we believe will be of benefit to PBR Automotive include:
A.
Page 1
Lend Lease offers to Project Manager, Design and Construct the new manufacturing
facility for a base amount of forty-eight million one hundred and sixty thousand Baht (B
48,160,000) excluding V.A.T.
B.
C.
Page 2
D.
Our primary contact for questions concerning our submission is Mr. Michael Anderson on 253
9124, Fax 253 9165 or Home 671 1250.
On behalf of Lend Lease I would like to thank PBR Automotive for the opportunity of submitting this
proposal for the new manufacturing facility and we look forward to working closely with your team
on this development.
Yours faithfully,
LEND LEASE (THAILAND) LIMITED
John Imrie
Managing Director
JI/ai
Page 3
July, 1997
Page 1
Table of Contents
1.
Introduction
2.
3.
Proposal
4.
5.
6.
7.
Safety Plan
8.
Quality Assurance
Appendices
Page 2
A.
1
INTRODUCTION
Project
Location
Page 3
2
KEY PROJECT ISSUES
Project
Lend Lease has both a demonstrable track record and the local
expertise required to successfully deal with each of these
issues.
The specific approach Lend Lease is proposing to address each
of these key project issues is outlined in the following section.
Page 4
3
PROPOSAL
Programme
Page 5
Page 6
4
ACHIEVING THE
PROGRAMME
Design Team
Authority Requirements
Page 7
Site Management
Page 8
5
EXPERIENCE AND
CAPABILITY
Page 9
Pharmaceutical
Bayer Singapore, Cyanamid Faulding, Wellcome,
Essex Laboratories.
In each of these projects Lend Lease has provided a lumpsum service for the total delivery of the project to international
standards.
Page 10
Lend Leases focus in Thailand is the development of turnkey industrial projects for international clients. Lend Lease
has a staff of 10 expatriate and 20 Thai full-time professional
engineering staff, supported by site personnel and financial
and administrative staff.
Our key clients in Thailand include :
-
Page 11
Lend Lease Process Services works very closely with our clients
on a team basis to design, construct and wet or dry
commission process services and process lines. This service
is a turn-key risk taking delivery method, where Lend Lease
warrants the time, cost and quality of the installed systems.
Lend Lease also integrates this with the development of building,
building services and external works.
Page 12
General Manager
Amnuay Apisakkul
Design Manager
Peter Coon
Page 13
Project Manager
Michael Anderson
Site Manager
Taworn
Korbenjawan
Site Supervisor
Design Consultants
Subcontractors
Construction
Manager
Barney Phillips
6
SCOPE OF WORKS
AND SPECIFICATION
PBR AUTOMOTIVE
Page 14
INDEX
GENERAL
SECTION NO. 1
SITE
SECTION NO. 2
STRUCTURE
SECTION NO. 3
ARCHITECTURAL
SECTION NO. 4
SECTION NO. 5
PLUMBING AND
PROCESS PIPING
SECTION NO. 6
ELECTRICAL
SECTION NO. 7
FIRE PROTECTION
SECTION NO. 8
SPECIAL EQUIPMENT
SECTION NO. 9
EXTERNAL WORKS
SECTION NO. 10
EXCLUSIONS
SECTION NO. 11
SECTION NO. 1
GENERAL
LOCATION :
OWNER :
TYPE OF
BUILDING :
SIZE OF BUILDING:
AREA
SQ. Meters
Manufacturing
Office & canteen & amenities
TOTAL
Page 15
3000
900
3900 m2
BAY SIZE
13.3 m x 23 & 29 m
6 meter min. clear height in factory to underside of rafter
2.75 meter min. clear height in office
PLANT POPULATION
P.B.R Automotive (Thailand)
Plant Population
Stage : 1
Hourly :
Salaried :
Stage : 2
Hourly :
Salaried :
Stage 3 :
Hourly :
Salaried :
1st Shift
2nd Shift
3rd Shift
30
12
30
4
30
3
+ 20 = 50 + 20 = 50 + 20 = 50
+ 6 = 18 + 2 = 6 + 2 = 5
+ 20 = 70 + 20 = 70 + 20 = 70
+ 5 = 23 + 2 = 8 + 2 = 7
Combined
Hourly :
210
Salaried : 38
Note SPLIT
Page 16
TEMALE 40%
MALE
60%
SECTION NO. 2
SITE
Page 17
SECTION NO. 3
STRUCTURE
The utility load from the structural steel roof has been
determined for loads from the pipework, cable trays and
electrical lights at 15 kg/ m2.
Page 18
The following out buildings have been included :- Security guard house (one)
SECTION NO. 4
ARCHITECTURAL
Page 19
Special doors
Page 20
Truck doors
Canteen door
Pedestrian door
Pedestrian door
Chain operated roller
shutter door (1)
SECTION NO. 5
HEATING, VENTILATION AND AIR CONDITIONING
Design Condition
-
Page 21
SECTION NO. 6
PLUMBING
Potable water
Sanitary
Page 22
SECTION NO. 7
ELECTRICAL
High Voltage
Page 23
Factory
Office/ Canteen
External
14
14
2
Lighting
Lighting levels
The following lux levels are to be achieved.
400
350
500
150
lux
lux
lux
lux
Lightning protection
Telephone/ Data
Fees
Page 24
PEA fees are included except for the PEA bond which is
to be provided by the client.
SECTION NO. 8
FIRE PROTECTION
Page 25
SECTION NO. 9
SPECIAL EQUIPMENT
Page 26
SECTION NO. 10
EXTERNAL WORKS
Page 27
SECTION NO. 11
EXCLUSIONS
Page 28
Telephone handsets.
Dock levelers
Canteen furniture
Blinds
Clocks
Page 29
TOT fees
7
SAFETY PLAN
Page 30
1.
Project Goals
2.
Responsibilities
3.
Safety Management
4.
5.
Work Methods
-
Generally
Gravitational
Electrocution
Rubbish Removal
6.
7.
Training
8.
Emergency Plans
1.
Project Goals
The primary project safety goal is :
To provide a safe and healthy environment for the public
and all personnel included in the project.
The secondary project safety goal is :
To create an awareness of safety management and that
everyone is responsible.
2.
Responsibilities
Safety Management
4.
Page 31
1.
2.
3.
4.
5.
5.
Work Methods
(i)
Generally
(ii)
Gravitational
Page 32
(iii)
Electrocution
4.
5.
(iv)
3.
2.
Signs to state :
2.1
2.2
3.
4.
5.
(v)
Page 33
(iv)
Vehicles
6.
6.1
Training
Emergency Plans
8.1
Page 34
8.2
Page 35
8
QUALITY ASSURANCE PLAN
Design
Page 36
Construction
Page 37
Page 38
Page 39
APPENDIX A
Client References and Case Studies
Page 40
Documentation
Authorities submissions & liaison / approval
Brief
Specifications
Schedules (furniture, colors etc)
Meetings to be attended
Inspections
Coordination
Copies of drawings
Quality Assurance Reports
ITP input for commissioning
Other as necessary
The Project Manager Concept should discuss the consultant selection issue with the
Operations Manager
As part of the design fee estimate, it shall also be the Project Managers responsibility to
provide a detailed breakdown of the Project Management time required to produce the
deliverables as noted above. That is, he should determine how much of his own time is
required (and P.E. time) to manage the process.
An example of a spreadsheet used for a detailed breakdown of the design fee estimate is
attached.
Issue:
Role
Asia Projects
Asia Projects
Operations
Operations
Manual -Manual
Issue 1 -/ Issue
1.3 - Admin
1 / Master
/ Quality
Design
- Documentation
Fees Estimate
Design Management
Revision 2, 28/10/98
Date:
Name
Dur.
Total
0
0
item
item
0
0
item
item
0
0
0
0
mths
mths
mths
mths
0
0
0
0
mths
mths
mths
mths
mths
mths
0
0
item
item
0
0
item
item
Estimator
Estimator
0
0
mths
mths
0
0
mths
mths
Project Manager
mths
mths
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
0
item
item
item
item
0
0
0
0
0
item
item
item
item
item
Project Manger
Project Engineer
Project Manager
Project Engineer
See P&S Estimate
Project Engineer
Client
Legal / Client Financial
Authorities
Design / Estimate
Architectural
Structural / Geotechnical
M & E Design
It is the responsibility of the individual looking after the particular set of files to ensure that
filing is up to date and organized in accordance with these general guidelines.
1.4 REVIEWS
eviews / Quality
The opportunity
(B)
The Client
(C)
The Project
(D)
The Competition
(E)
The team
(F)
Program
(G)
The submission
(H)
Pricing Strategy
(I)
(J)
Summary
A.
The Opportunity
This should be an executive summary of what is involved in the Project, how did we get
involved, and the key points of the remaining items as listed below
B.
The Client
B.1
B.2
Financial strength
What the client wants in terms of commitments at this stage (lump sum, management
services etc)
C.
The Project
C.1
C.2
Is it a real project
What are the important aspects of the project (authorities, time, environment, market)
Extent (or deficiencies) of specific project information. For example, is there a needs
brief, project budget, site data, previous work
Restraints on project discussions with the client or outside parties (eg confidentiality)
Does the above information fit with what we know about the client.
D.
The Competition
We need to find out how the project will be reviewed. For instance
List of competitors
E.
The Team
E.1
E.2
F.
Construction planning
Estimating
Consultant selection
Selection criteria
Program
The strategy review must have, at its completion, an agreement of the outline program. This should
already have been prepared prior to the strategy review, and should be issued with 24 hours of its
completion. It must
Allow sufficient time for quantities, estimates, subcontract coverage and submission
material. Dont forget the time required for reviewing by Senior Management
Be realistic. If the submission can not be done in time, face up to it at Day 1. The time
can usually be extended if this is identified early enough, or additional resources can
be allocated to help
Where this is not possible, an early identification of time issues allows the team to agree on
compromises and consequent risks with sufficient time
Recognize that our competitors will usually have a harder time meeting tight time frames, and this
may suit our tactics
G.
The Submisison
The strategy review should agree what is required in the submission to the client. Key points to
establish are
H.
Method of presentation (written, verbal, model, video). Does presentation need to include
summary of LLC strength, experience etc.
Pricing Strategy
As part of the strategy review, the cost deliverables and pricing methodology must be defined.
Factors that must be considered in establishing the pricing strategy include
I.
From all of the above, you should have an idea of what the winning tactics should be. For instance:
What are the factors that will give us a competitive edge (eg time, corporate strength
etc)
J.
Is staged commitment the right way to go, or should we focus on lump sum D&C.
Commitment Summary
Agreement on restraints
Agreement to team
Lend Lease
Thailand
ANSELL SURAT THANI
MINUTES OF STRATEGY REVIEW MEETING
HELD IN LLT OFFICE ON TUESDAY 13 OCTOBER 1998 AT 10.30AM.
PRESENT :
Paul Gill
Puangsan Xumsai Na Ayudhaya
Damien Hertslet
Michael Anderson
Jeff Hall (Teleconference for part)
DISTRIBUTION:
All Attendees
Jeff Hall
Chidchai Mahachai
ITEM
BUSINESS
ACTION
1.0
The Opportunity
1.1
2.0
The Client
2.1
Page 1
DATE
Note
BUSINESS
ACTION
DATE
CEO
Harry Burrows
Pres. Healthcare
Roland Nonnenmacher
R&D Director
Paul Cacioli
*
MFR Director
John Gardiner
*
Financial
Directors
All Regions
GM Surat Thani
John Shields
Plant Director
All Regions
Project Engineer
Steve Jaeger
*
Marketing
Directors
All Regions
* Decision Maker
* Opinion Maker
2.3
Note
Note
Note
Page 2
BUSINESS
ACTION
3.0
The Project
3.1
Note
Note
3.2
4.0
The Competition
4.1
Note
Note
4.2
5.0
The Team
5.1
Page 3
DATE
Note
BUSINESS
Consultant selection is based on the consultants who have
worked on the Serm Suk project in Surat Thani which has been
inspected by Ansell.
Also these consultants can respond very quickly to meet the
needs of the Client Submission program.
Architect - C2
Str. Eng. - DT
M/E Eng. - Entech
6.0
The Program
6.1
Ansell have provided a very aggressive schedule for the bid and
buildings Attached is a schedule showing a time frame
including the submission time.
MA to discuss a realisticsubmission and project time with
Steve Jaeger.
ACTION
Note
MA/PG
7.0
The Submission
7.1
Note
Note
Note
7.2
7.3
Page 4
DATE
17-Oct-98
BUSINESS
ACTION
8.0
8.1
Note
Note
9.0
Commitment Summary
9.1
Agreed :- to bid
- bid team
- bid program
- submission content
- submission cost
- winning tactic
Page 5
DATE
(B)
Information being sent for subcontractor pricing (extent and gaps therein)
(C)
Check status of measuring versus status of design development. What are the gaps
that need to be filled prior to the final Contract Price Review.
Operations Manager
The complexity of the particular project will determine the time required / program for the
Interim Pricing Review.
For relatively simple projects, an Interim Pricing Review would be expected to be held
one (1) week after the Strategy Review. However if the project is large and / or complex,
then there wil need to be a program prepared detailing the various Interim Pricing Reviews
corresponding with design concept development.
A.
From a costing perspective, where are the rates for these items being obtained? Are
they relevant in todays market, or what adjustments need to be made?
The Estimator and Project Manager Concept should be prepared to justify (at Contract Price
Review) why these items do not have subcontract cover.
B.
Subcontractor Cover
B.1
Number of subcontractors being asked to price. Ideally there should be at least three
subcontractors pricing a similar scope
What is subcontracted (packaging of trades), and does this fit with lowest cost base /
client expectation? Can further breakdown of items (equipment supply for example)
provide a better cost ?
Preliminaries
Price Escalation
Builders work in Conjunction
Coordination of trades
If new subcontractors are being used, do they know LL standard contract conditions
etc? Are there benefits to be obtained from surety of payments etc?
Is the information being priced externally confidential? What are our competitors going
to do regarding subcontractor coverage, and how can we maintain confidentiality?
B.2
When are subcontractor prices being submitted, and who is responsible for vetting these
and compiling the costs for selection?
B.3
Are there opportunities to use alternative brands? How is this presented in the client
presentation to ensure issues are raised but not highlighted?
C.
The Unknowns
This particular review should note any items for which design or pricing is not possible, or for
which inadequate design is available. The Review should :
Determine what further works are required to fully price the project
Decide whether such design is obtainable within the time frame, and action accordingly.
If design is not possible, can provisional sums be used to adequately apportion the risk back
to the client. Is this acceptable to the client?
A.
Risk
This section should identify all of the risks on the project. It should include all risks, irrespective
of whether they are high or low risk
B.
Implication
This section should identify the implication of the risk, and then identify whether the risk is
perceived as high, medium or low risk
C.
D.
E.
Status DD/MM/YY
As part of the monthly project cost reviews, it is imperative that the risk analysis gets revisited and the idea of this column is to provide an updated status of the risk identified earlier
in the project, together with any further actions required on the risk identified.
Again, it is the Project Managers responsibility to update the risk assessment on a monthly
basis, for review and sign off by the Operations Manager.
AGENDA
ATTENDEES:
BDM
Operations Manager
OM
PMC
PMD
Cost Planner
CP
Reg OM
Others As Applicable
DATE:
.......................................................
TIME:
.......................................................
LOCATION:
.......................................................
Asia Projects Operations Manual - Issue 1 / 1.4 - Contract Price Review Format
Design Management
Revision 2, 28/10/98
2.0
CLIENT
2.1
2.2
2.3
3.0
3.1
3.2
3.3
3.6
3.7
4.0
CONSTRUCTION
3.4
3.5
4.1
4.2
4.3
4.4
4.5
PMC
PMC
PMC
PMC
PMC
PMC
BDM/PMC
BDM/PMC
BDM/PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
5.0
THE ESTIMATE
5.1
5.2
5.5
5.6
Estimate Methodology
Summary Of Estimating Review Held Prior To Contract Price Review
(Minutes To Be Attached)
Cover Pricing:
5.3.1
Procurement Strategy
5.3.2
Tender Invitation Documents
5.3.3
Subcontract Packaging
5.3.4
Subcontract Analysis Spreadsheets
5.3.5
Subcontract Analysis Summary Sheet
5.3.6
Items With No Subcontract Cover
Contract Price:
5.4.1
Contract Price Summary (In LL Standard Format)
5.4.2
Provisional Sums
5.4.3
Preliminaries And Supervision Costs
5.4.4
Design And Project Management Costs
5.4.5
Overheads
5.4.6
Taxes, Duties, Special Conditions
5.4.7
Currency Risks
5.4.8
Escalation
5.4.9
Contingency
5.4.10 Margin
Possible Reductions / Savings In Contract Price
Cost Comparison With Similar Projects
6.0
LEGAL
6.1
6.2
6.3
7.0
7.1
7.2
7.3
8.0
CONVERSION STRATEGY
8.1
8.2
8.3
8.4
5.3
5.4
CP
CP
CP
CP
CP
CP
CP
CP
CP
CP
CP/PMD
CP/PMD
CP
CP
CP
CP
CP
CP
CP
CP
PMC
PMD
PMD
ALL
ALL
ALL
PMC
ALL
PMC
PMC
Asia Projects Operations Manual - Issue 1 / 1.4 - Contract Price Review Format
Design Management
Revision 2, 28/10/98
NOTES:
This agenda is a minimum standard that is to be adopted for all Contract Price Reviews.
It is assumed that all relevant reviews (e.g. estimating, design, programme, etc) have been
undertaken and minuted prior to the Contract Price Review.
All agenda items must have supporting documentation that can be referenced during the
Contract Price Review as required.
Minutes of the Contract Price Review are to be taken, distributed and actioned within two
days of the meeting being held.
Asia Projects Operations Manual - Issue 1 / 1.4 - Contract Price Review Format
Design Management
Revision 2, 28/10/98
APPENDICES:
1.
2.
3.
4.
Asia
AsiaProjects
ProjectsOperations
OperationsManual
Manual- Issue
- Issue1 1/ Contract
/ 1.4 Contract
PricePrice
Review
Review
Appendices
Format
Design Management
Revision 2, 28/10/98
Description
Unit
Lend Lease
Asia
Qty
Rate Sub Total
Tenderer No. #1
Qty
Rate
Tenderer No. #2
Sub Total
Qty
Rate
Sub Total
Tenderer No. #3
Tenderer No. #4
Qty
Qty
Rate
Sub Total
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Initial Price
Total (Rs)
ADJUSTMENTS
1
2
3
4
ADJUSTED TOTAL
Adopted Variance
Trade Package
NOTES :
(a)
(b)
(c)
#1
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
#2
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
TENDERER
#3
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
=
=
=
0
0
0
#4
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
#5
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Contract
Price(Initial)
Contract
Price(Initial)
Contract
Price(Initial)
(Rs)
($US)
(Rs)
($US)
(Rs)
($US)
Comments / Notes
Trade Costs
Escalation
SUB TOTAL :
Overheads
Provisional Sums
Trade Contingency
Margin
5%
15%
RISK
IMPLICATION
1 CONVERSION / CLIENT
1.1
Registration of client
1.2
Stability of client
1.3
1.4
1.5
Project Team
1.6
Costs High
2 CONTRACTUAL
2.1
2.2
Form of Contract
Head Contract /
Subcontract Agreement
2.3
Liquidated Damages
2.4
Extensions of Time
2.5
Insurance - Workers
Compensation, Public
Liability, Contract Works,
Professional Indemnity
Client requested changes
Sub-contractor
2.6
2.7
2.8
2.9
2.10
Changes to Legislation /
Taxes / charges
Variation procedure
Time & Cost
Performance Guarantees / Is it required and how much for
Security Deposit
how long
H M L
CORRECTIVE
ACTION PROCEDURE
H M L MANAGEMENT/ ACTION
STATUS
STATUS
DD/MM/YY
NO
RISK
2.11
Consequential loss
2.12
2.13
Performance bond,
Retention
Defects Period
2.14
Time bars
2.15
Control of site
2.16
Payment Conditions
2.17
Completion
2.18
Currency risks
IMPLICATION
3 DESIGN
3.1
3.2
3.3
3.4
3.5
3.6
3.7
Geotechnical Risk
Engagement of
Consultants
Design Management
Design fitness for purpose
Design detailing and
co- ordination, buildability
Material selection
Detail design completion
responsibility
Costs implication
Full detailed drawings required
from consultants
4 AUTHORITIES
4.1
4.2
4.3
4.4
N/A
Being reviewed
Being reviewed
Delay to program: Cost
increases
H M L
CORRECTIVE
ACTION PROCEDURE
H M L MANAGEMENT/ ACTION
STATUS
STATUS
DD/MM/YY
NO
RISK
4.5
IMPLICATION
5 CONSTRUCTION
5.1
Warranties
5.2
5.3
5.4
5.5
Ground conditions
5.6
5.7
5.8
Optimum packaging
solutions
Quality of S/C
5.9
Direct Purchase
5.10
Direct Labor
5.11
5.12
5.13
5.14
Latent conditions
Construction period
Industrial disputation
Inclement weather
6. ESTIMATE
6.1
6.2
6.3
6.4
6.5
6.6
Cost increases
Cost increase
Local conditions being reviewed
Contract price uncertainty
Wrong price
Profit Loss
7 OH&S
7.1
7.2
H M L
CORRECTIVE
ACTION PROCEDURE
H M L MANAGEMENT/ ACTION
STATUS
STATUS
DD/MM/YY
imits of Authority
The attached sheets provide the Limits of Authority applicable to various functions of the
Operations process.
Responsibility for allocation of the Limits of Authority lie with the Regional Project Management
Director.
ABBREVIATIONS
The following abbreviations are used hereafter:Project Manager (PM); Site Manager (SM); Senior Project Manager (SPM); Project Director (PD);
Senior Site Manager (SSM); Business Development Manager (BDM); Design Manager (DM);
Construction Manager (CM); Local Operations Manager (LOM); Local Financial Controller (LFC);
Country Manager (LCM); Regional Legal Counsel (RLC); Marketing Director (MDR); Regional
Financial Controller (RFC); Regional Operations Manager (ROM); Regional Director (RD); Chief
Executive Officer (CEO)
DELEGATED LIMITS OF AUTHORITY
Design Authorisation (cumulative total per project/ key client)
i) Fully Paid Commission (with written Client commitment to pay):
SPM/PD/LOM/LCM
RD/ROM/MDR
Within Budget:
LCM/ROM $20,000
RD unlimited
Over Budget:
RD unlimited
Tenders, Proposals, Submissions, Letters of Offer with (or without) Price; Time & Contract
Commitments; Head Contract Conditions; Execution & Variations; Commercial
Assessments; other formal contracts; verbal, written or other actions commiting the
Company.
i) Company Commitments To Clients
LCM
ROM
RD
CEO
Asia Projects
Asia Projects
Operations
Operations
ManualManual
- Issue -1Issue
/ 1.5 -1Limits
/ 1.5 - Limits
of Authority
of Authority
- Asia
Design
Design Management
Management
Revision
Revision 2,
2, 28/10/98
28/10/98
Construction Authorisation
i) Head Contract Executed:
LCM:
ROM:
CEO:
RD:
CEO:
SPM/PD
DM/LOM
RD/ROM/LCM:
SPM/PD
DM/LOM
LCM:
RD/ROM:
$5,000
$10,000
$50,000
unlimited
SM:
CM/LOM
RD/ROM/LCM:
SM
CM/LOM
LCM:
RD/ROM:
Asia
Asia Projects
Projects Operations
Operations Manual
Manual - Issue 1 / 1.5 - Limits of Authority
Authority - Asia
Design
Design Management
Management
Revision
Revision 2,
2, 28/10/98
28/10/98
$ 0 or as allocated by ROM
$10,000
$150,000
unlimited
Overhead Expenditure
I) Within Budget:
These authorisations assume standard conditions of contract for each country. Changes to contract
conditions must be approved in accordance with the limits of authority for Head Contract conditions
Batch Approvals or Cheque Signatories
Authorised signatories
Note :
a) Changes to cheque signatories must be approved by the RFC & ROM
b) Two individuals must sign each cheque, unless specifically set-up as single signatory imprest account
c) A cheque signing register must be maintained in each Country and reconciled to cheque the LFC.
Declaration of Savings
I) Indicative Share of Savings Advice
LCM:
ROM:
RD/ROM/RFC
unlimited
Do not capitalise:
RD
CEO
LLAsia-Board
$75,000
$100,000
over $100,000
Regional Chief Information Officer must approve all EDP equipment (incl. that within established
budgets)
Asia Projects
Asia Projects
Operations
Operations
ManualManual
- Issue -1Issue
/ 1.5 -1Limits
/ 1.5 - Limits
of Authority
of Authority
- Asia
Design
Design Management
Management
Revision
Revision 2,
2, 28/10/98
28/10/98
Asia
Asia Projects
Projects Operations
Operations Manual
Manual -- Issue
Issue 11 // 1.5
1.5 -- Limits
Limits of
of Authority
Authority - Asia
Design
Design Management
Management
Revision
Revision 2,
2, 28/10/98
28/10/98
ESIGN DEVELOPMENT
The appointed Project Manager Delivery for the Design Development of a Project is responsible
for :
Time
Procurement Schedule
Design Schedule
Admin
Project Filing
Document Controls
PCG
Minutes of Meetings
Cost
PSAs
Cost Planning
Admin
Head Contract
Insurances
Registers
The section of the Design Management Manual is intended to provide the Project Manager
Delivery with the tools and examples to perform his responsibilities in Design Development.
2.1.1 Procurement
Schedule
2.1.2 Design Schedule
Piling
Pile caps
RC structure
Structural steel
Roofing / metal wall cladding
Brickwork & plaster
Tiling
Door frames, doors & hardware
Painting
Dry walls and ceilings
Electrical services
Hydraulic (plumbing & sanitary) services
Fire services
ACMV services
Lift Services
External works
Roller shutters
Aluminium windows / doors / louvres / glass
Specialist metalwork (stainless steel etc)
Generally, we should be trying to get drawings etc AFC at time of tender, however this
may not always be possible. Accordingly, the link to the design program is critical, and it
may be necessary to include tender drawings which are preliminary, and then the AFC
details to be finalised during the tender evaluation stage.
Prequalification of
Compile bid
Package
info required
tenderers
package
Description
(date)
(weeks)
(weeks)
Commercial
AFC
Bid Period
evaluation
drawings
(weeks)
(date)
(date)
Shop
Shop
drawing
drawing
Place order
time
approval
Lead Time
(weeks)
(weeks)
(weeks)
(date)
Asia
Asia
Projects
Projects
Operations
Operations
Manual
Manual
- Issue
- Issue
1 / 12.1
/ 2.1
- Time
Proc- program
Design Planning
backup
Design Management
Revision 2, 28/10/98
Activity
Description
Orig
Dur
Weeks
Procurement
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
18
24
24
48
72
60
60
60
42
30
36
72
36
60
60
60
60
60
60
60
60
LLA3
Sheet 7 of 7
Activity
Description
Orig
Dur
Weeks
Design
Architectural
Preparation of 1:100 Plans, sections, elevations
LL review
Issue to all consultants
Refinement
BP plans preparation (1:100)
LL review
LL issue of AFC (1:100)
Finishes schedule preparation
Issue finishes schedule AFC
Stair drawings (1:50)
LL review
Issue AFC stair drawings
Windows / cladding drawings (1:50)
LL review
Issue AFC window / cladding drawings
Toilet drawings (1:50)
LL review
Issue AFC toilet drawings
Door / hardware schedule & drawings (1:5 & 1:20)
LL review
Issue AFC schedule /drawings
Reflected ceiling drawings (1:50)
LL review
Issue AFC ceiling drawings
Tile layout drawings (1:50)
LL review
Issue AFC tiling drawings
Miscellabeous details / drawings
LL review
Issue AFC details / drawings
10
5
5
5
10
5
15
5
0
15
5
0
10
5
0
10
5
0
10
5
0
5
5
0
5
5
0
10
5
0
Structural
Prepare piling / substructure plans
LLS review
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
20
5
LLA3
Sheet 4 of 7
Activity
Description
Orig
Dur
Weeks
AC submission
Issue AFC
Prepare superstructure plans
LLS review
AC submission
Issue AFC
Electrical Services
15
3
25
5
20
3
10
5
5
15
20
10
0
Schematic diagram
LLS review
Services coordination
Issue AFC drawings
Compile samples
Order equipment
Plumbing & Sanitary
10
5
15
20
10
0
Schematic diagram
LLS review
Services coordination
Issue AFC drawings
Schematic diagram
LLS review
Services coordination
Issue AFC drawings
Compile samples
Order equipment
10
5
15
20
10
0
Schematic diagram
LLS review
Services coordination
Issue AFC drawings
Compile samples
10
5
15
5
5
AC submission
Issue AFC
Prepare superstructure plans
LLS review
AC submission
Issue AFC
Services coordination
Issue AFC drawings
Compile samples
Order equipment
Compile samples
Order equipment
Order equipment
Lift Services
Initial shop drawings
LLS review
Final shop drawings
LLS approval
Order equipment
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
LLS review
Final shop drawings
LLS approval
Order equipment
LLA3
Sheet 5 of 7
Activity
Description
Orig
Dur
Run Date
29OCT98
10
0
Early Bar
Progress Bar
Critical Activity
Weeks
Lift car finishes etc
Order lift car finishes
LLA3
Sheet 6 of 7
Activity
Description
Orig
Dur
Weeks
Client Decisions
Client
Sign off drawings for JTC submission
Sign off drawings for BP submission
Sign off finishes schedule
Sign off door / hardware schedule
Client approval of elec fittings / fixtures etc
Client approval of fire services samples
Client approval of sanitary wares etc
Client approval of lift finishes
Run Date
29OCT98
1
1
3
3
5
5
5
5
Early Bar
Progress Bar
Critical Activity
LLA3
Sheet 1 of 7
2.2
ADMIN - Controls
2.2.1
Project Filing
2.2.2
Document Controls
2.2.3
Project Control
Group Meetings
2.2.4
Minutes of Meetings
dmin / Quality
2.2.1.2 Distribution
Originals of correspondence do not require Branch filing unless requested by a Opeations
Manager. The onus rests on the person signing / receiving correspondence to distribute
same to persons on site / in Branch who should be aware of such correspondence.
2.2.1.5 Archiving
Upon completion of the project, the Project Manager Delivery shall be pack the files into
archive boxes duly referenced with description of the contents and arrange for these to be
sent to the nominated storage centre.
Copies of these files shall also be kept by the Project Manager Delivery on site.
CLIENT
Correspondence
Fax
Weekly Meeting / Handover
PCG Reports / Minutes
Presentations
Submissions
Miscellaneous
B
B1
B2
B3
B4
C
C1
C2
C3
C4
C5
C6
C7
C8
C9
C10
C11
C12
C13
C14
AUTHORITIES
JTC
URA
MINDEF
BCD
PWD / BSL
FSB
CBPU
NPB
TELECOM
POWERGRID
PUB Water Supply
LTA
BCD Culvert
Miscellaneous
D
D1
D2
D3
D4
D5
D6
D7
D8
D9
DESIGN / ESTIMATE
Design Meeting Minutes
Design Program
Design Fees
Drawing Register
Design Miscellaneous
Estimate
Subcontract Cover
Management Reviews
Cost Reports
E
E1
E2
ARCHITECTURAL
Correspondence
Miscellaneous
F
F1
F2
STRUCTURAL / GEOTECHNICAL
Correspondence
Miscellaneous
G
G1
G2
M&E DESIGN
Correspondence
Miscellaneous
CONSTRUCTION MANAGEMENT
FILES
H
H1
H2
PRELIMINARIES
Correspondence
Miscellaneous
I
I1
I2
I3
14
15
BUILDING STRUCTURE
Demolition / Site Earthworks
Correspondence
Tender / Contract Documentation
Variations
Progress Claims
Miscellaneous
J
J1
J2
J3
J4
J5
Piling
Correspondence
Tender / Contract Documentation
Variations
Progress Claims
Miscellaneous
K
K1
K2
K3
K4
K5
R.C.Works
Correspondence
Tender / Contract Documentation
Variations
Progress Claims
Miscellaneous
L
L1
L2
L3
L4
L5
M
M1
M2
M3
M4
M5
Roofing / RW Cladding
Correspondence
Tender / Contract Documentation
Variations
Progress Claims
Miscellaneous
N
N1
N2
N3
N4
N5
O
O1
O2
O3
O4
O5
P
P1
P2
P3
P4
P5
Miscellaneous
Q
Q1
Q2
Q3
Q4
Q5
Electrical
Correspondence
Tender / Contract Documentation
Variations
Progress Claims
Miscellaneous
R
R1
R2
R3
R4
R5
S
S1
S2
S3
S4
S5
Fire Protection
Correspondence
Tender / Contract Documentation
Variations
Progress Claims
Miscellaneous
T
T1
T2
T3
T4
T5
Lifts
Correspondence
Tender / Contract Documentation
Variations
Progress Claims
Miscellaneous
U
U1
U2
U3
U4
U5
Others
Correspondence
Tender / Contract Documentation
Miscellaneous
Progress Claims
Miscellaneous
V
V1
V2
V3
V4
V5
EXTERNAL WORKS
Correspondence
Tender / Contract Documentation
Miscellaneous
Progress Claims
Miscellaneous
W00
W01
W02
W03
SITE
External Correspondence
Related Correspondence
Incoming Correspondence
Outgoing Correspondence
W10
W11
W12
W13
W20
W21
W22
W23
W24
W25
W26
W27
W28
W29
Site / Management
Team Structure & Responsibilities
Directory / Contracts / Addresses
Registers
Site Review Meetings
Employment Personnel
Labour/Supervision Schedules
Annual Leave
Site Diaries
Diapadation Reports
W30
W31
W32
W33
W34
W35
W36
Financial
Cost Report
Design Budgets & Payments
Construction Budgets & Payments
Timesheets
Intercompany Changes
Targeted BOQ
W40
W41
W42
W43
W44
W45
W46
W50
W51
W52
W53
W54
W55
W56
W57
W58
W59
Quality Assurance
Project Quality Plan
Project Procedures
Quality Meetings
Training Records
Auditing Records
Non Conformance & Corrective Action Register
Inspection & Test Plans
Banking Element & System Commissioning
Test Results
Standard Forms
X
X1
X2
X3
INTERNAL CORRESPONDENCE
Incoming Correspondence
Outgoing Correspondence
Memorandums
Y
Y1
Y2
COMPLETION
Commissioning
Operation & Maintenance Manuals
Z
Z1
MISCELLANEOUS
Unclassified Correspondence
Asia
Asia
Projects
Projects
Operations
Operations
Manual
Manual
- Issue
- Issue
1 /12.2
/ 2.2.1.3
- Document
- E-Filing
Controls
index
Design Management
Revision 2, 28/10/98
Procedures that are mentioned in these flow charts are further expanded on and explained
in the following sections of this document.
It is important to note that the degree of control should be proportional to the degree of
risk and magnitude of documentation.
Smaller projects need not have the extent of controls that follow. This should be resolved
and agreed with Senior Management at the Pre-construction meeting.
Lend Lease adopts a standard Title Block for all projects which, where used correctly,
assists the Project Manager Delivery with the control of drawings.
Examples of standard Title Blocks are attached.
Notes on Title Blocks
Drawing title
Drawn by
Checked by
Approved by
Coordinated by
Drawing status
Scale
Project no.
Sheet no.
Issue no.
Issue no.
Revision no.
Revision description.
Date
Have all amendments since the last revision noted in the amendment box
b)
As described in the flowchart, the Project Manager Delivery upon receiving the drawing
from the Consultant must : record the date at which the drawing was received (on drawing transmittal), and check
that the appropriate signatures appear on the drawing
review the drawing to ensure it meets the design brief and the clients requirements,
using the drawing compliance sheet as a checklist
carry out a check to ensure the drawings are co-ordinated with other disciplines
have the cost planner check that the drawing conforms with the cost plan (where
applicable)
file document transmittal in the relevant project file.
If the drawing meets the above requirements, the Project Manager Delivery then stamps
the drawings as shown below.
OR
ED F
OV
PPR
:
PMD ptional.)
O
CP (
:
SPM
TION
RUC
E:
DAT :
E
DAT :
E
T
DA
ST
CON
Once signed and dated by the appropriate Project Manager, the drawing is passed on to the site
team (via drawing transmittal), and to the Cost Planner if required.
Notes :
(1)
(2)
No drawing shall be signed off by the PMD unless it has been approved in
writing / signed by the client
(3)
Signatures:
Draftsman
Designer
Co-ordinating Consultant
Chief Designer
Co-ordination Checks: -
Specification
Previous Issue
Other Consultants;
Architect
Structural
Mechanical
Electrical
Civil
Hydraulic
Fire
Traffic
Landscaping
Other
Compliance Checks:
Changes noted
Design Brief
Buildability
Safety Risk Assessment
Environmental Requirements
Authority Requirements
Cost Plan
FLOWCHART 1
AFC (WORKING DRAWINGS PROCEDURE)
Site Engineer
- Updates drawing register
- Updates distribution register
- Prints drawings
- Distributes Prints
RED STICK
SITE STICK
FILES
SUBCONTRACTORS
SEPIA FILE
the Designer;
Specification Writer;
Project Manager Delivery;
Cost Planner
Relevant Site Engineer
Specifications generally should use the Lend Lease Asia standard specifications, however
these must be modified by the Project Manager Delivery from time to time to reflect changes
to contract conditions and industry practices.
Copies of the LLA standard specifications are kept in the Lend Lease Singapore office on
the project file server computer network
FLOWCHART 2
SPECIFICATION PROCEDURE
CONSULTANT PRODUCES
SPECIFICATION USING LLA
STANDARD AS A BASE DOCUMENT
REVIEWED BY PROJECT
MANAGER, COST PLANNER
AND SENIOR SITE ENGINEER
SPECIFICATION SIGNED
OFF BY :- PROJECT MANAGER
- SITE ENGINEER
- COST PLANNER
ORIGINAL RETURNED TO
CONSULTANT
PROJECT MANAGER
RETAIN COPIES
NO
FLOWCHART 3
DRAWING AMENDMENTS
DATE:
DAY:
DISTRIBUTION TO:
ENGINEERS
DRAWING NO
FOREMAN
ISSUE
AFC
OTHER STAFF
DRAWING TITLE
NOTES
ACTION
FLOWCHART 4
DISTRIBUTION OF DOCUMENT DESPATCH ADVICE FORM
DOCUMENT DESPATCH
WRITTEN BY ASSISTANT
OR SITE ENGINEER
ACCOMPANIES
DOCUMENT
ADDRESS:
_____________________________
_____________________________
_____________________________
_____________________________
ATTENTION: _____________________________
COPIES
DRAWING No.
ISSUE
TITLE/REMARKS ETC.
Architectural
Structural
Services
Plans
Sections/elev
Details
Substructure
Superstructure
Steel
Mechanical
Electrical
Hydraulics
Fire Protection
Security
BMS
As Builts
Pre
Post
Stage 1
The sticks will hold all the latest issues of drawings submitted. When new and revised
drawings are submitted, the prints taken for the site sticks will replace any previous issue
of that drawing number. The superseded print is stamped with a superseded stamp and
then removed from the sticks and the revised issue of that drawing put into the stick in its
place.
Prints and / or sepias that become superseded should be kept and filed into horizontal
cabinets situated near the plan bench area.
FLOWCHART 5
WORKSHOP DRAWINGS
Workshop drawing
issued by subcontractor
LEND LEASE
Print to Site file
(unapproved)
CONSULTANT
Stamps approval or
comments as required
and returns to Lend
Lease
ENGINEER RESPONSIBLE
Assesses if drawings can be
approved & stamps as
applicable
Modifications
required
ENGINEER
Updates register
Takes copy for S/C
Print of approved
workshop drawing
returned to
subcontractor
Project:
Project No:
Contractor:
Discipline:
Drawing Nos.
Programmed
Actual
Programmed
Actual
Received
Received
Issued
Issued
Comments:
External PCGs
Generally, projects undertaken by the Company have an External PCG comprising
company and Client representatives. External PCGs should meet four to six weekly for
the project duration.
The Chairperson and key Company people should be nominated by the Operations
Manager, but on larger projects or Lend Lease projects, the CEO may nominate.
The Client should be encouraged to nominate its key people, at the highest decision
making level practical. The Client may also nominate/influence the selection of the
Chairperson and the attendees.
Internal PCGs
Some projects as nominated by the Company, may also have an Internal PCG established
to meet and discuss issues approximately 1 week prior to the External PCG. The Operations
Manager or CEO will appoint the Internal PCG membership and nominate its authority.
General
PCGs are formal in nature with Agendas and Reports including Procedural, Authorities,
Design, Procurement, Construction, Programme, Financial, Quality Assurance EH&S.
The attached is a sample format for the first PCG of a Project.
The PCG must not assume the role of Project Manager. It must review, approve, modify
or reject proposals placed before it. It must not manage.
As a general rule, PCGs do not approve expenditure for money. Where a Clients
representative is present at a PCG and gives approval to a proposal, the Company may
only proceed with the proposal when it is contractually authorised and payment
mechanisms are agreed.
The Project Manger, or Project Manager Delivery on construction only projects, is
responsible for scheduling PCG meetings and the preparation and distribution of Agendas,
Reports and Minutes.
MEETING NO. 1
Time of PCG
Attendees :
Client Representatives
Client Name
LL Representatives
Lend Lease
AGENDA
1.0
2.0
3.0
Authorities
4.0
Design
5.0
Construction
6.0
7.0
General Matters
APPENDICES
A.
B.
Authorities Register
C.
Design Schedule
D.
Drawing Register
E.
F.
Progress Photographs
G.
H.
I.
An important function of the PCG is to receive reports on the overall status of the project.
While this function may give rise to issues for consideration by the Project Team, the PCG is
not intended to be a problem solving forum.
Section 1.0 usually contains reference to the minutes of the previous PCG meeting.
Timing
PCG meetings are usually held on a monthly basis, with extra meetings being called
should the need arise. The timetable for forthcoming meetings is agreed at the
conclusion of each meeting.
(ii)
(iii)
Meeting
The PCG meeting is intended to be run on a formal basis with a nominated chairperson.
Together with actions arising out of general business in the meeting, resolutions will be
put for each report seeking acceptance of that report by the meeting.
Action : Nomination of Chairperson.
(iv)
Format
The format of the PCG meeting is as proposed in the Agenda. The PCG papers will
also follow this format, with the body of the report containing summary information
only. Details and supplementary data and programmes will generally be contained in a
series of Appendices to the main reports.
Typically, the following information is contained in Appendices:
As the project progresses, the agenda of the PCG can be tailored to suit the needs of
the project. For example, a section dealing with Completion and Handover will be
added as we near that stage of the project.
General
This section of the PCG Report provides an overview of the status of the approvals of
the Authorities having jurisdiction over the project.
For each of the various Authorities, the following information will be reported:
name of Authority
approval required
responsibility for submission
form and time of submission for approval
status of approval
approval date
conditions of approval.
This information is required for the Authorities Register which will be included in the
Appendix and will be updated at each report.
The bodies from whom approvals will be sought will include:
(ii)
a
b
c
Current Status
Introduction
This report aims to identify the status and progress of all aspects of the design and will be
the mechanism for seeking of key approvals.
Reporting of the following elements will be included:
Architectural Design
Structural Design
Services Design
Process Design
Design Consultants Quality Inspections
The approval process for each element can be agreed between Name of Client and Lend
Lease over the next month.
4.2
Current Status
The design status of Project Name can be described as follows :4.2.1 Conceptual Design & Authority Submission Design
4.2.2 Design Development for Tender
Architectural Design
b.
Structural Design
b.
Services Design
b.
Process Design
b.
4.2.3 Detail Design for Construction
a
b
c.
General
This section reports on progress and status of the following items:
As construction progresses, photographs of the project will also be included in each PCG
Report.
5.2
Current Status
Construction Activities
Major Construction Activities are :
a
c.
Investigation of site conditions involves :
a
c.
First major construction activity involves construction of :
a
c.
Second major construction activity involves construction of :
a
c.
Third major construction activity involves construction of :
a
c.
Procurement
Tenders already let out:
a
c.
c.
Tenders currently being prepared:
a
c.
Programme
The overall project schedule is attached in Appendix E and is marked up to reflect the current
status.
6.1
status of contract
status of progress claims and payments
forecast final project costs
variations and provisional sums.
other administrational matters including insurances, bank guarantees etc.
Current Status
The current contract financial status is reported as follows :-
$
_____________
6.2
_____________
Approved Variations
_____________
_____________
Pending Variations
_____________
_____________
_____________
Advance Payment
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Value Forecast
$
Cumulative Value
$
Claimed
$
Paid
$
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
6.3
______________________
______________________
______________________
______________________
7.1
Current Matters
Future meetings
A Timetable and location to be agreed.
APPENDIES
A.
B.
Authorities Register
C.
Design Schedule
D.
Drawing Register
E.
F.
Progress Photographs
G.
H.
I.
Project Name;
Meeting Reason / Title and Number;
Meeting Venue and Time;
Attendees;
Apologies;
Distribution Listing;
Acceptance of Previous Minutes;
Business/Discussion Items;
Minutes Taken By;
Closing Time of Meeting - Not mandatory.
At all times it is imperative to ensure that all action items are minuted.
When an action item is completed a record of the action occurring is to be recorded in the
minutes.
Where possible minutes shall be typed immediately upon completion of the meeting and
distributed, by the accepted project means, as soon as possible after production.
All minutes of meetings shall be in the hands of all attendees at no later than one
working day prior to the commencement of the next meeting.
Where possible the agenda shall be prepared and distributed to all attendees prior to the
commencement of the meeting.
The party responsible for producing the minutes of meetings is that person nominated as
the controller for that particular element of the project.
This person is also responsible for the signing - off of the minuted items.
EXAMPLE ONLY
PRESENT :
APOLOGIES
Nil
DISTRIBUTION :
Those Present
File A3
ITEM
1.0
BUSINESS
DATE
Note
Note
2.0
ACTION
DESIGN
2.1
Signed : _________________________
Date : ______________________
ost - Procurement/Committments
STANDARD FORMATS
There are four PSAs versions applicable to Lend Lease as a whole, however, the two
most frequent PSAs used are
Design Services - major works
Design Services - minor works
A copy of both of these types of PSAs is attached, together with typical appendices that
may be used as a base for structural and architectural engagements. The other two PSAs
used on a less frequent basis are one for LLDG and one for Non-Design services (e.g.
Wind Tunnel Tests, Acoustic Reports, etc.).
Prior to tendering or negotiating Professional Services Agreements with consultants, a
Project specific base Agreement to reflect the head contract must be developed by the
Project Manager in consultation and with approval of the Operations Manager and the
Regional Legal Officer. Based on the appropriate standard PSA version, the following
matters, as a minimum, must be considered in its preparation : Head Contract method of payment for design which may significantly affect consultant
fees;
Head Contract provisions in relation to design. These should be incorporated into
agreements and may include document insurance, professional indemnity insurance,
copyright, reports, etc;
Particular requirements for management systems including QA and EH&S
The Operations Manager must approve any changes to the conditions of standard PSAs.
Amendments to PSA schedules must also be authorised by the Operations Manager.
Checklists for Schedule A requirements in the PSA are available in the LLPS Blue Book
(Procurement / 08b Guidelines).
BETWEEN
AND
[CONSULTANT]
PROJECT : [
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Long Form)
Project Management / Page 1
Revision 2, 28/10/98
INDEX
Clause No.
Subject
Page
Agreement
Definitions
The Services
Scope of Responsibility
Insurances
Copyright
10
Quality
11
Confidentiality
12
Conflict of Interest
10
13
Termination
10
14
Notices
11
15
11
16
Interpretation
11
17
Arbitration
11
18
Entire Agreement
11
19
Millenium Warranty
11
Schedule A
The Services
13
Schedule B
14
Schedule C
15
Schedule D
Miscellaneous Items
16
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Long Form)
Project Management / Page 2
Revision 2, 28/10/98
THIS AGREEMENT is made the ..................... day of ......................... , 19 ............... between the
following parties:
1.
LEND LEASE (SINGAPORE) PTE LTD of 510 Thomson Road #06-01 SLF Building
Singapore 298135 (LLS); and
2.
........................................................................................................................................... of
............................................................................................................... (the Consultant)
RECITALS
A.
LLS has been engaged by the Client to commence the design of the Project to be located at
the Site.
B.
The Client and LLS are negotiating / have entered into the Head Contract whereby it is
intended that LLS will design and construct the Project.
C.
LLS wishes to engage the Consultant on behalf of the Client to perform the Services and the
parties have agreed that the Consultant will perform the Services on the terms set out herein.
The Consultant must provide the Services in accordance with this Agreement.
2.
LLS must pay the Consultant the Fees due in accordance with this Agreement.
3.
this page;
(b)
(c)
......................................................
......................................................
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Long Form)
Project Management / Page 3
Revision 2, 28/10/98
THE CONDITIONS
1.
DEFINITIONS
2.
THE SERVICES
2.1
The Consultant must provide the Services described in Schedule A and any services
necessarily incidental thereto in accordance with this Agreement.
2.2
Unless otherwise instructed in writing by LLS, the Consultant must commence the Services
not later that the date set out in Schedule D.
2.3
Where the Services have been commenced prior to the date of this Agreement the provisions
of this Agreement will apply as if those Services had been commenced after the date hereof.
2.4
If Schedule A prescribes the provision of the Services in stages, the Consultant must not
commence a stage, other than Stage 1, without the prior written approval of LLS. LLS must
provide written approval to the Consultant prior to requiring it to commence a stage other
than Stage 1. LLS will not be obliged to pay the Consultant for any Services performed
without this written approval.
3.
3.1
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Long Form)
Project Management / Page 4
Revision 2, 28/10/98
Before proceeding to detailed work for any design or drawing the Consultant must first
obtain LLSs approval to its proposed concept design(s).
3.1.2 The Consultant must examine the information and documents relating to the Project
referred to in Clause 4.1.1 and, subject to this Clause 3.1.2, will be deemed to have
satisfied itself of their sufficiency for the purpose of satisfying its obligations under this
Agreement. If the Consultant is not so satisfied it must advise LLS immediately in
writing requesting the further information, documents or amendments it requires.
3.1.3 The Consultant must perform the Services so as to meet the requirements of the
information and documents provided by LLS under Clause 4.1.1 including any
amendments thereto requested by LLS or requested by the Consultant and accepted
in writing by LLS.
3.1.4 If requested by LLS, the Consultant must provide LLS with a detailed programme and
a schedule of its resources showing to LLSs satisfaction how it intends to comply with
any programme provided under Clause 4.1.1.
3.1.5 The Consultant must co-ordinate its performance of the Services with other consultants
and contractors engaged by LLS. Without limiting the generality of the foregoing, the
Consultant must provide without charge to other consultants and contractors engaged
on the Project drawings / diskettes and other documentation relating to the Services
as may be reasonably required by them.
3.2
3.3
Nominated Personnel
3.3.1 The Consultant must ensure that subject to events beyond its control the personnel
listed in Schedule C are the key personnel performing the Services.
3.3.2 The Consultant must not change any of its personnel listed in Schedule C without the
prior written consent of LLS.
3.3.3 LLS may make at any time reasonable objections to any of the personnel listed in
paragraph 1 of Schedule C and to any replacement personnel. Upon receipt of a
written objection from LLS, the Consultant must use its best endeavours to replace the
person or persons to whom objection has been made.
3.4
Consultants Representative
The person referred to in paragraph 2 of Schedule C is the Consultants authorised
representative for all the purposes of this Agreement. The Consultant must advise LLS in
writing prior to changing its authorised representative.
3.5
Professional Services
3.5.1 The Consultant must perform the Services with the degree of professional skill, care
and diligence expected of a consultant experienced in providing the same or similar
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Long Form)
Project Management / Page 5
Revision 2, 28/10/98
services. The Consultant acknowledges that LLS has entered into this Agreement in
reliance upon the Consultants representation that it has the skill, experience and ability
to provide the Services.
3.5.2 The Consultant must hold all necessary certificates and registrations required in
Singapore for it to carry out the Services, and if so required, the Consultant must show
to LLS evidence as to the currency of such certificates.
3.5.3 The Consultant must ensure that designs, documents, types of materials and methods
of construction proposed or specified by the Consultant:
(a)
(b)
comply with all relevant codes, legislation, ordinances, regulations and Singapore
Standards, unless otherwise instructed by LLS; and
(c)
do not infringe any patent, registered design, copyright or other protected right.
have regard to any relevant cost plan or budget for the Project which is
communicated by LLS; and
(b)
3.5.5 The Consultant must make site inspections at such periodic intervals as the Consultant
may consider necessary to satisfy itself that the construction works of the Project are
being executed properly and to enable the Consultant to certify in accordance with
statutory and other requirements the completion of various stages of the Project.
3.5.6 The Consultant must advise LLS and obtain direction if the Consultant becomes aware
that the requirements of this Agreement conflict.
3.6
Design Review
LLS may engage a suitably qualified person to review the designs carried out by the Consultant.
When requested by LLS, the Consultant must provide to LLS in a timely manner, all relevant
information relating to the Consultants designs in order that the review may be expedited.
4.
LLSS ROLE
4.1
(b)
the programmes, which will set out the key dates for the provision of the Services;
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Long Form)
Project Management / Page 6
Revision 2, 28/10/98
(c)
the document schedules based on the programmes, which will set out the dates
on which the drawings, specifications and other documents to be provided by
the Consultant are required by LLS; and
(d)
4.1.2 LLS must endeavour to provide the further information, documents or amendments
requested by the Consultant under Clause 3.1.2 promptly so as not to delay the
Consultant in the provision of the Services.
4.2
Instructions
4.2.1 The Consultant must comply with LLSs instructions unless within 5 working days of
receipt of an instruction the Consultant advises LLS in writing that it has an objection
to the instruction and sets out therein the nature of the objection. The parties must
discuss the objection and then LLS must give a further instruction to the Consultant.
4.2.2 LLS may instruct the Consultant to make changes (including additions, omissions or
reductions) to the Services, programmes or document schedules and those changes
will become part of the Services, programmes or document schedules from the date of
each instruction.
4.2.3 If LLS instructs the Consultant to rectify errors or omissions for which the Consultant is
responsible found in drawings, specifications of other documents prepared by the
Consultant, the Consultant must comply immediately with the instruction and reissue
the drawings, specifications or other documents at its own cost.
(b)
4.3.2 Any change to the Fees will be based upon the Fees or the hourly rates set out in
Schedule B. Where hourly rates are applied LLS may set an upper limit of expenditure
which the Consultant must not exceed without prior written approval of LLS.
4.3.3 Notwithstanding any other clause in this Agreement, LLS will not be liable for the payment
of any fees in addition to the Fees referred to in Schedule B unless:
(a)
the Consultant complies with the notice provisions in Clause 4.3.1, and
(b)
the nature and approximate extent of any additional fees and the associated
work or services are approved in writing by LLS prior to commencement of the
additional work or services (unless this requirement is waived in writing by LLS).
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4.4
Approvals by LLS
Approvals given or reviews undertaken by or on behalf of LLS, will not alter or relieve the
Consultant of its obligations under this Agreement.
4.5
LLSs Representative
The person referred to in paragraph 3 of Schedule C is LLSs authorised representative for
all the purposes of this Agreement. LLS must advise the Consultant in writing prior to changing
its authorised representative.
5.
SCOPE OF RESPONSIBILITY
5.1
Scope of Responsibility
5.1.1 The Consultant indemnifies LLS against all claims, liability or loss in respect of personal
injury (including death) to any person or damage to any property (other than the Project)
arising out of or in connection with the Services, to the extent that the same is due to
the negligence or default of the Consultant or its employees, agents or contractors.
5.1.2 The Consultant will be liable for the care of all drawings, specifications and other
documents prepared by the Consultant or entrusted to it by LLS until they are returned
by the Consultant to LLS.
5.1.3 The Consultant acknowledges that should it breach this Agreement LLS may incur
costs and suffer losses in connection with the obligations of LLS under the Head Contract
including but not limited to damages for late completion, delay and disruption costs
and rectification costs.
6.
INSURANCES
6.1
6.2
Professional Indemnity
The Consultant must effect and maintain professional indemnity insurance with a limit of
indemnity of not less than the amount stated in Schedule D to this Agreement in respect of
legal liability arising from a breach of professional duty or negligence whether that duty is
owed in contract or otherwise by reason of any act error or omission by the Consultant or its
employees, agents or contractors.
The Consultant must effect this insurance prior to commencing the Services and must maintain
it for not less than 6 years after the completion of the Services or the termination of this
Agreement unless it is unable to continue to effect the full insurance during this period and
LLS gives written approval to reduce or discontinue the insurance.
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6.3
Evidence of Insurance
The Consultant must provide LLS, upon request, with evidence of the terms and currency of
the insurances referred to in this Clause.
7.
7.1
The fees for the Services are those set out in Schedule B (the Fees), as adjusted in
accordance with this Agreement.
7.2
At monthly intervals the Consultant may submit an invoice for the Fees due for Services
provided accompanied by information sufficient to allow LLS to verify each invoice to its
satisfaction.
7.3
Subject to the proper performance of the Services, LLS must pay the amount invoiced within
1 month of receipt by LLS of each invoice unless any amount is disputed by LLS in which
case LLS must pay the amount, if any, not in dispute.
8.
COPYRIGHT
8.1
Unless otherwise required by the Head Contract, copyright and ownership in all designs and
other information provided or prepared by the Consultant under this Agreement remains
with the Consultant.
8.2
LLS and the Client will have a licence to use those designs and information for any purpose
associated with the Project before or after its completion.
9.
9.1
9.1.1 advise LLS of EH&S hazards associated with designs, documents, types of materials
and methods of construction proposed or specified by the Consultant; and
9.1.2 provide assistance to LLS as reasonably required with regard to amending the
Consultants designs or other proposals, to achieve solutions to these hazards.
10. QUALITY
The Consultant must prepare and implement to the satisfaction of LLS a quality assurance
system for the Services in accordance with LLSs requirements.
11. CONFIDENTIALITY
11.1 The Consultant must keep secret and confidential and must not disclose to a third party
without the prior written consent of LLS information, data, specifications, drawings, reports,
accounts or other documents and things supplied or made available by LLS or the Client to
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the Consultant or brought into existence by the Consultant in the performance of or for the
purpose of performance of the Services and must take or cause to be taken such reasonable
precautions as may be necessary to maintain secrecy and confidentiality and prevent
disclosure, including obtaining confidentiality agreements in a form satisfactory to LLS from
its employees, agents and subcontractors.
11.2 The Consultant must not advertise, publish or release information to the public concerning
this Agreement, the Services or the operations of LLS or the Client without the prior written
consent of LLS (which will not be withheld if the information is legally required to be produced).
11.3 The obligations contained in this Clause will survive the term or termination of this Agreement
and will be enforceable at any time at law or in equity.
13. TERMINATION
13.1 LLS may terminate this Agreement by giving written notice to the Consultant if the Consultant
fails to rectify a default under this Agreement within 7 calendar days of a written request from
LLS to do so. Without limiting the generality of the foregoing, a default by the Consultant
includes:
13.1.1
13.1.2
13.1.3
13.1.4
13.2 If LLSs appointment under the Head Contract is terminated for any reason then this Agreement
will be deemed to be automatically terminated at the same time.
13.3 Notwithstanding any other provision of this Agreement, LLS, for its sole convenience, may
terminate this Agreement by giving 7 calendar days written notice to the Consultant.
13.4 If this Agreement is terminated under Clause 13.1, 13.2 or 13.3 LLS, without prejudice to
any other rights or remedies it may have, must pay the Consultant the Fees properly due for
the Services performed to the date of termination. In addition, if this Agreement is terminated
under Clauses 13.2 or 13.3 and the Consultant is not in default under this Agreement, the
Consultant will be entitled to reimbursement for any expenses reasonably incurred by it prior
to the date of receipt of the notice of termination in contemplation of it providing the balance
of the Services.
13.5 Upon the termination of this Agreement for any reason the Consultant shall issue a letter of
release together with original or certified true copies of drawings, authority submission
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approvals and other relevant documents to one or all of LLS, the Client and any relevant
authority, as LLS directs, to enable LLS to appoint a replacement consultant on behalf of the
Client to continue with the Services without delay.
13.6 Subject to Clauses 13.1 to 13.5, the parties acknowledge that their rights to terminate this
Agreement are governed by the common law.
14. NOTICES
Any notice given under this Agreement will be given properly if delivered by hand or sent by certified
mail or facsimile to the address of the party to receive the notice stated in Schedule D (or such
other address as may be notified in writing by one party to the other).
16. INTERPRETATION
16.1 The headings are for reference purposes only and must not be used in the interpretation of
this Agreement.
16.2 This Agreement must not be construed to the disadvantage of LLS on the basis of LLS
putting forward this Agreement.
17. ARBITRATION
17.1 Any difference or dispute between LLS and the Consultant shall be referred to arbitration by
a person to be agreed upon between the parties or failing agreement within 14 days after
either party has given to the other a written request to agree to the appointment of an Arbitrator,
a person to be nominated by the President of the Singapore Institute of Architects at the
request of either party.
17.2 Unless otherwise agreed to by LLS, the Consultant shall continue to carry out the Services
despite any reference to arbitration hereunder.
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The Subcontractor must ensure that all software, hardware and firmware including computer
programmes, and any other material, facility or device (the Programs) contained within the
Works which are in any way affected by dates:
(a)
(b)
(c)
will in all circumstances provide full functionality and operate without adverse effect
with respect to all dates; and
(d)
(ii)
(iii)
leap years;
(iv)
(v)
The Subcontractor must ensure that all modifications, including revisions, additions,
omissions and upgrades to the Programs must comply with the requirements of this
clause.
19.2 The Consultant warrants that no specification, drawing, or other material produced by the
Consultant pursuant to this Agreement will in any way conflict with the requirements of the
above warranty and that the Consultant will generally provide its Services in such a way as
to enable all Subcontractors to comply with the above warranty.
19.3 The Consultant warrants that no failure of the Consultants own software, hardware or firmware
in relation to the transition from 31 December 1999 to 1 January 2000 will prevent the
Consultant from providing its Services in accordance with this Agreement.
19.4 The Consultant will ensure that the provisions of this Clause 19 will be reflected in all
agreements between the Consultant and any sub-consultants it engages in relation to the
Project.
Encs.
MM/sk
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SCHEDULE A
THE SERVICES
The Consultant must perform and provide (and the Fees will be deemed to be paid in respect of)
the following specific services and any services necessarily incidental thereto:
b)
c)
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SCHEDULE B
FEES AND HOURLY RATES
b)
c)
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SCHEDULE C
PERSONNEL AND REPRESENTATIVES
(1)
(2)
(3)
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SCHEDULE D
MISCELLANEOUS ITEMS
1.
2.
3.
Consultant
Attn :
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BETWEEN
AND
[CONSULTANT]
PROJECT : [
This is a short standard form Professional Services Agreement (PSA) for use for appointing
consultants based on architectural services only. This form of contract may only be used
with the permission of the appointed Project Director. As a rule, the long form PSA is to
be used at all times.
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[ LLS LETTERHEAD ]
Consultant
Address of
Consultant
Attn :
Dear Sirs
[ Description of Project ]
On behalf of our client, [ name of client ] , we are pleased to advise that you have been appointed
as the architectural consultant for the above project on the terms set out in this letter.
1.
5
2.5
2.5
BP Submission
BP Approval
20
15
2.
5
40
TOP
CSC
5
100
THE SERVICES
You must provide the following services including any services incidental thereto:
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2.1
To prepare, certify and submit the necessary drawings to all authorities concerned and to
obtain the necessary clearances and approvals as required by the Planning Act, the Building
Control Act and all other relevant Acts having jurisdiction over the proposed development.
2.2
To liase closely with the relevant authorities in order to obtain the necessary clearances and
approvals within the shortest possible time frame and in any event not later than the date(s)
set out in the attached design programme.
2.3
To prepare detailed drawings or such design input as is necessary for the due and proper
completion of the project.
Before proceeding to detailed work for any design or drawing you must first obtain Lend
Leases approval to your proposed concept design.
2.4
To provide all the necessary prints of drawings for submission to the authorities. Upon
approval of the plans, issue to LLS a complete set of certified true copies of the approval
plans.
2.5
To provide copies of preliminary drawings to LLS for comments and 3 copies of approved
drawings for construction. Additional prints, if required, shall be reimbursed at cost.
2.6
To provide without charge drawings / diskettes and other documentation relating to the
Services to other consultants and contractors engaged by Lend Lease on the project as may
be reasonably required by them.
2.7
To attend regular site and / or design meetings for proper co-ordination of works.
2.8
2.9
To carry out all necessary site inspections in order to endorse the Certificate of Supervisions
and any other certifications required by the authorities.
2.10 To apply to the relevant authorities for the Certificate of Statutory Completion and / or
Temporary Occupation Permit upon completion of the works.
2.11 To prepare as-built drawings and issue 2 sets of the drawings to LLS.
2.12 [Consider any other services to be listed having regard to any special conditions
under the Head Contract......]
3.
PROFESSIONAL SKILL
You must perform the Services with the degree of professional skill, care and diligence expected of
a consultant experienced in providing the same or similar services. You must ensure that the
designs, documents, types of materials and methods of construction proposed or specified by you
are suitable for their intended purposes.
4.
You must perform the Services in accordance with the design programme attached hereto and any
additional more detailed programmes issued by Lend Lease from time to time. If for any reason
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you fall behind any programme Lend Lease may issue a further acceleration programme which
you must immediately comply with.
If you become aware of any matter which may change or delay the performance of the Services
you must advise Lend Lease immediately.
5.
You must comply with all instructions given to you from time to time by Lend Lease in relation to the
Services.
6.
VARIATIONS
Lend Lease may instruct you at any time to make a change to the Services. If you believe that any
such change should lead to an increase in your fees, you must give written notice of this belief to
Lend Lease within 7 calendar days of you being notified of the change. If you do not give such
written notice you will not be entitled to any increase in your fees in respect of the change.
7.
STATUTORY OBLIGATIONS
You must, at your own expense, comply with and give all notices required by all laws effecting the
Services, including Acts of Parliament and subsidiary legislation, codes of practice and requirements
of competent authorities. Upon completion of the Services or upon termination of your appointment
for any reason, you must surrender to Lend Lease any documents in your possession issued by or
evidencing the approval of authorities in connection with the Services.
Without limiting the generality of the foregoing, you must hold all necessary professional certificates
and registrations required in Singapore in order to lawfully carry out the Services.
8.
INSURANCES
You must show evidence of the currency of these insurances at the request of Lend Lease.
9.
You are liable for and shall indemnify Lend Lease against all losses, damages and costs which it
may incur arising out of or in connection with an act or omission by you or by any person within
your control, including without limitation, any losses and damages suffered by Lend Lease under
its Head Contract with the Client.
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10. TERMINATION
Lend Lease may terminate your appointment by written notice to you if you fail to rectify a default
under this appointment letter within 7 calendar days of a written request from Lend Lease to do so.
In addition, for its sole convenience, Lend Lease may terminate your appointment by giving you 7
calendar days written notice.
If the Head Contract between Lend Lease and the Client terminates for any reason then your
appointment shall be deemed to be automatically terminated at the same time.
Upon the termination of your appointment for any reason you must issue a letter of release together
with original or certified true copies of drawings, authority submission approvals and other relevant
documents to one or all of Lend Lease, the Client and any relevant authority, as Lend Lease
directs, to enable a replacement consultant to be appointed without delay.
11. ASSIGNMENT
You must not assign any of your rights under this appointment letter or subcontract any part of the
Services without Lend Leases consent.
Please signify your acceptance of the terms of this letter of appointment by signing, dating and
returning the duplicate copy of this letter.
Yours sincerely
.......................................................................................................................................................
We, (name of Consultant), hereby accept our appointment under this letter on the terms set out
herein.
Signed for
and on behalf of
[ CONSULTANT ]
......................................................
......................................................
Date : ..........................
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BETWEEN
AND
[CONSULTANT]
PROJECT : [
This is a short standard form Professional Services Agreement (PSA) for use for appointing
structural engineers. This form of contract may only be used with the permission of the
appointed Project Director. As a rule, the long form PSA is to be used at all times.
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[ LLS LETTERHEAD ]
Consultant
Address of
Consultant
Attn :
Dear Sirs
[ Description of Project ]
On behalf of our client, [ name of client ] , we are pleased to advise that you have been appointed
as the structural engineer consultant for the above project on the terms set out in this letter.
1.
5
5
Piling Submission
Piling Approval
Structural Submission
Structural Approval
10
5
15
5
5
40
TOP
CSC
5
100
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2.
THE SERVICES
You must provide the following services including any services incidental thereto:
2.1
Design and prepare all necessary structural drawings and other documents including detailed
drawings for authority approvals and for construction of the project.
Before proceeding to detailed work for any design or drawing you must first obtain Lend
Leases approval to your proposed concept design.
2.2
Design and prepare all necessary architectural and structural drawings for culvert entrance
including submission to relevant authority departments for approval of plans. The scope for
this work also includes arranging for inspections and liaison with the relevant authorities for
receipt of the CSC.
2.3
To provide such design input as is necessary for the due and proper completion of the
project.
2.4
To carry out regular site inspections to ensure that construction of the project is being executed
properly.
2.5
2.6
To liaise with authorities and carry out all works necessary to ensure that due approvals and
clearances are obtained within the shortest possible periods up to CSC stage and in any
event not later than the date(s) set out in the attached design programme.
2.7
To provide your professional judgements, statements and opinions and attend meetings as
and when requested by Lend Lease.
2.8
Four copies of each drawing and all necessary authority submission drawings to be provided
free of charge. Any additional copy submission drawings to be reimbursed at cost.
You must also provide without charge drawings / diskettes and other documentation relating
to the Services to other consultants and contractors engaged by Lend Lease on the project
as may be reasonably required by them.
2.9
Two sets of as-built drawings to be provided to Lend Lease free of charge upon receipt of
TOP for the project.
2.10 [Consider any other services to be listed having regard to any special conditions
under the Head Contract........]
3.
PROFESSIONAL SKILL
You must perform the Services with the degree of professional skill, care and diligence expected of
a consultant experienced in providing the same or similar services. You must ensure that the
designs, documents, types of materials and methods of construction proposed or specified by you
are suitable for their intended purposes.
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4.
You must perform the Services in accordance with the design programme attached hereto and any
additional more detailed programmes issued by Lend Lease from time to time. If for any reason
you fall behind any programme Lend Lease may issue a further acceleration programme which
you must immediately comply with.
If you become aware of any matter which may change or delay the performance of the Services
you must advise Lend Lease immediately.
5.
You must comply with all instructions given to you from time to time by Lend Lease in relation to the
Services.
6.
VARIATIONS
Lend Lease may instruct you at any time to make a change to the Services. If you believe that any
such change should lead to an increase in your fees, you must give written notice of this belief to
Lend Lease within 7 calendar days of you being notified of the change. If you do not give such
written notice you will not be entitled to any increase in your fees in respect of the change.
7.
STATUTORY OBLIGATIONS
You must, at your own expense, comply with and give all notices required by all laws effecting the
Services, including Acts of Parliament and subsidiary legislation, codes of practice and requirements
of competent authorities. Upon completion of the Services or upon termination of your appointment
for any reason, you must surrender to Lend Lease any documents in your possession issued by or
evidencing the approval of authorities in connection with the Services.
Without limiting the generality of the foregoing, you must hold all necessary professional certificates
and registrations required in Singapore in order to lawfully carry out the Services.
8.
INSURANCES
You must show evidence of the currency of these insurances at the request of Lend Lease.
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9.
You are liable for and shall indemnify Lend Lease against all losses, damages and costs which it
may incur arising out of or in connection with an act or omission by you or by any person within
your control, including without limitation, any losses and damages suffered by Lend Lease under
its Head Contract with the Client.
10. TERMINATION
Lend Lease may terminate your appointment by written notice to you if you fail to rectify a default
under this appointment letter within 7 calendar days of a written request from Lend Lease to do so.
In addition, for its sole convenience, Lend Lease may terminate your appointment by giving you 7
calendar days written notice.
If the Head Contract between Lend Lease and the Client terminates for any reason then your
appointment shall be deemed to be automatically terminated at the same time.
Upon the termination of your appointment for any reason you must issue a letter of release together
with original or certified true copies of drawings, authority submission approvals and other relevant
documents to one or all of Lend Lease, the Client and any relevant authority, as Lend Lease
directs, to enable a replacement consultant to be appointed without delay.
11. ASSIGNMENT
You must not assign any of your rights under this appointment letter or subcontract any part of the
Services without Lend Leases consent.
Please signify your acceptance of the terms of this letter of appointment by signing, dating and
returning the duplicate copy of this letter.
Yours sincerely
.......................................................................................................................................................
We, (name of Consultant) , hereby accept our appointment under this letter on the terms set
out herein.
Signed for
and on behalf of
[ CONSULTANT ]
...............................................................
...............................................................
Date : ...................................
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BETWEEN
AND
[CONSULTANT]
PROJECT : [
This is a short standard form Professional Services Agreement (PSA) for use for appointing
consultants based on combined architectural & structural engineering services. This
form of contract may only be used with the permission of the appointed Project Director.
As a rule, the long form PSA is to be used at all times.
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Project Management / Page 1
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[ LLS LETTERHEAD ]
Consultant
Address of
Consultant
Attn :
Dear Sirs
[ Description of Project ]
On behalf of our client, [ name of client ] , we are pleased to advise that you have been appointed
as the combined architectural / structural consultant for the above project on the terms set out in
this letter.
1.
2.
5
2.5
2.5
10
5
5
2.5
10
5
2.5
40
5
5
100
THE SERVICES
You must provide the following services including any services incidental there to:
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2.1
To prepare, certify and submit the necessary drawings to all authorities concerned and to
obtain the necessary clearances and approvals as required by the Planning Act, the Building
Control Act and all other relevant Acts having jurisdiction over the proposed development.
2.2
To prepare all necessary structural plans and calculations and have these issued to the
appointed Accredited Checker for him to carry out the checking works.
2.3
Upon completion of the checking works by the Accredited Checker, submit all necessary
documents to the authority for approval.
2.4
To liase closely with the relevant authorities in order to obtain the necessary clearances and
approvals within the shortest possible time frame and in any event not later than the date(s)
set out in the attached design programme.
2.5
2.6
To prepare detailed drawings or such design input as is necessary for the due and proper
completion of the project.
Before proceeding to detailed work for any design or drawing you must first obtain Lend
Leases approval to your proposed concept design.
2.7
To provide all the necessary prints of drawings for submission to the authorities. Upon
approval of the plans, issue to LLS a complete set of certified true copies of the approval
plans.
2.8
To provide copies of preliminary drawings to LLS for comments and 3 copies of approved
drawings for construction. Additional prints, if required, shall be reimbursed at cost.
2.9
To provide without charge drawings / diskettes and other documentation relating to the
Services to other consultants and contractors engaged by Lend Lease on the project as may
be reasonably required by them.
2.10 To attend regular site and / or design meetings for proper co-ordination of works.
2.11 To provide professional judgments, statements or opinions as and when necessary.
2.12 To carry out all necessary site inspections in order to endorse the Certificate of Supervisions
and any other certifications required by the authorities.
2.13 To apply to the relevant authorities for the Certificate of Statutory Completion and / or
Temporary Occupation Permit upon completion of the works.
2.14 To prepare as-built drawings and issue 2 sets of the drawings to LLS.
2.15 [Consider any other services to be listed having regard to any special conditions
under the Head Contract.........)
3.
PROFESSIONAL SKILL
You must perform the Services with the degree of professional skill, care and diligence expected of
a consultant experienced in providing the same or similar services. You must ensure that the
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designs, documents, types of materials and methods of construction proposed or specified by you
are suitable for their intended purposes.
4.
You must perform the Services in accordance with the design programme attached hereto and any
additional more detailed programmes issued by Lend Lease from time to time. If for any reason
you fall behind any programme Lend Lease may issue a further acceleration programme which
you must immediately comply with.
If you become aware of any matter which may change or delay the performance of the Services
you must advise Lend Lease immediately.
5.
You must comply with all instructions given to you from time to time by Lend Lease in relation to the
Services.
6.
VARIATIONS
Lend Lease may instruct you at any time to make a change to the Services. If you believe that any
such change should lead to an increase in your fees, you must give written notice of this belief to
Lend Lease within 7 calendar days of you being notified of the change. If you do not give such
written notice you will not be entitled to any increase in your fees in respect of the change.
7.
STATUTORY OBLIGATIONS
You must, at your own expense, comply with and give all notices required by all laws effecting the
Services, including Acts of Parliament and subsidiary legislation, codes of practice and requirements
of competent authorities. Upon completion of the Services or upon termination of your appointment
for any reason, you must surrender to Lend Lease any documents in your possession issued by or
evidencing the approval of authorities in connection with the Services.
Without limiting the generality of the foregoing, you must hold all necessary professional certificates
and registrations required in Singapore in order to lawfully carry out the Services.
8.
INSURANCES
You must show evidence of the currency of these insurances at the request of Lend Lease.
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Revision 2, 28/10/98
9.
You are liable for and shall indemnify Lend Lease against all losses, damages and costs which it
may incur arising out of or in connection with an act or omission by you or by any person within
your control, including without limitation, any losses and damages suffered by Lend Lease under
its Head Contract with the Client.
10. TERMINATION
Lend Lease may terminate your appointment by written notice to you if you fail to rectify a default
under this appointment letter within 7 calendar days of a written request from Lend Lease to do so.
In addition, for its sole convenience, Lend Lease may terminate your appointment by giving you 7
calendar days written notice.
If the Head Contract between Lend Lease and the Client terminates for any reason then your
appointment shall be deemed to be automatically terminated at the same time.
Upon the termination of your appointment for any reason you must issue a letter of release together
with original or certified true copies of drawings, authority submission approvals and other relevant
documents to one or all of Lend Lease, the Client and any relevant authority, as Lend Lease
directs, to enable a replacement consultant to be appointed without delay.
11. ASSIGNMENT
You must not assign any of your rights under this appointment letter or subcontract any part of the
Services without Lend Leases consent.
Please signify your acceptance of the terms of this letter of appointment by signing, dating and
returning the duplicate copy of this letter.
Yours sincerely
.......................................................................................................................................................
We, (name of Consultant) , hereby accept our appointment under this letter on the terms set
out herein.
Signed for
and on behalf of
[ CONSULTANT ]
...............................................................
...............................................................
Date : ...................................
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Short Form - Combined architectural & structural)
Project Management / Page 5
Revision 2, 28/10/98
SCHEDULE A
(FOR ARCHITECTURAL CONSULTANTS ONLY)
THE SERVICES
The Consultant shall perform and provide the following specific services and any services necessarily
incidental thereto:
1.
PROJECT SCOPE
[Provide a brief description of the Project, i.e. a summary of the full scope of works]
The scope of the services covers the following elements of the project
Amenity Building
2.
2.1
2.1.1 Scope
Examine/comment on site options and external works (roads, drainage and minor sewer)
to ensure compliance with the requirements of the authorities.
Site sizing/selection
Make presentations
Site Masterplan
Site Plan
External Works Infrastructrure
Concept Plans, Elevations and Sections
Outline Specification
2.2
2.2.1 Scope
2.2.2 Documentation
2.3
2.3.1 Scope
2.3.2 Documentation
2.4
CONSTRUCTION STAGE
2.4.1 Scope
2.4.2 Documentation
2.5
2.5.1 Scope
Assist in the commissioning of all services system (i.e. electrical, mechanical, a.c.,
sanitary and plumbing, fire protection, communication)
Apply and obtain Temporary Occupation Permit and subsequently the Certificate of
Statutory Completion within the time frame as specified in the programme.
Obtain all necessary authority endorsement on Final Drawings and documents
2.5.2 Documentation
SCHEDULE A
(FOR CIVIL & STRUCTURAL ENGINEERS)
THE SERVICES
The Consultant shall perform and provide the following specific services and any services necessarily
incidental thereto:
1.
PROJECT SCOPE
[Provide a brief description of the Project, i.e. a summary of the full scope of works]
The scope of the services covers the following elements of the project :
Applicable road works (under the Street Works Act), road widening woks, drainage
and minor sewer
2.
2.1
PROPOSAL/CONTRACT STAGE
2.1.1 Scope
Examine/comment on site options and external works (roads, drainage and minor sewer)
Assist with preparation of Client brief where required
Advise on statutory and authority requirements
Assist Master planning alternatives
Critique various schemes addressing advantages and disadvantages
Inspect/measure up/audit existing buildings
Assist/input into cost plan for options
Develop concept and presentation drawings
Examine/comment on stucture buildability and feasibility
Assist in the selection/recommendation of the preferred scheme
Make presentations
Attend meetings - Design/Client/Authorities
Provide advice on geotechnical matters when requested by LLS
Prepare structural concept for approval by LLS
2.1.2 Documentation
Site Masterplan
Site Plan
External Works Network
Concept Plans, Elevations and Sections
Outline Specification
2.2
2.2.1 Scope
2.2.2 Documentation
2.3
2.3.1 Scope
2.3.2 Documentation
2.4
CONSTRUCTION STAGE
2.4.1 Scope
2.4.2 Documentation
2.5
2.5.1 Scope
2.5.2 Documentation
SCHEDULE A
(FOR MECHANICAL & ELECTRICAL ENGINEERS)
THE SERVICES
The Consultant shall perform and provide the following specific services and any services necessarily
incidental thereto:
1.
PROJECT SCOPE
[Provide a brief description of the Project, i.e. a summary of the full scope of works]
The scope of the services covers the following elements of the project
Electrical Installations
Security Systems
2.
Liaising and co-ordinating with LLS/Architect and authorities for utilities supplies and
connection.
Receiving instructions from LLS and co-ordinating with the Architect in establishing
design criteria and data, examining, evaluating and recommending suitable systems
and layout.
Conduct site inspections to check compliance with the relevant codes and regulations.
Review the Design and Construct sub-contractors proposals and provide advice on
their designs.
Assist LLS to write and compile specifications for M&E Subcontracts which are to be
contracted on design and construct basis.
Review and examine contractors proposals, shop drawings and details for compliance
to specifications.
Attend project Design meetings and periodic site inspections during the implementation
of works.
Attending regular site meetings conducted by LLS, issuing instructions to LLS with
regards to M&E Contractors work performance and compliances to specifications and
variation work.
Assist with the testing, commissioning and hand-over of the completed works.
Assist in the obtainment of approvals of plans submitted by the respective Design &
Build sub-contractors.
Attend and liaise with the relevant Government Authorities and issue any certificate of
supervision required thereof for the Works.
Definitions
Cost Planning
Cost Plan
Estimate
Indicative
Budget
Contract
: the actual process of quantifying and pricing the estimate for a set
design at a particular point in time.
1. Control of Cost
The costs and profitability of the project are largely determined at the design stage. As
the project proceeds further into the construction stage, risk of losses remain present,
but opportunities for cost reduction or profit improvement diminish.
Although in some rare cases cost may be of secondary importance to quality or speed
of building, it usually is of the utmost importance.
One of the major problems in designing any building is to maintain control over cost as
design decisions are made, so that the completed project is finished within the clients
budget.
Cost planning is the most positive step that can be taken to control the costs of a
project, to ensure a direct relationship between initial and final project costs.
Cost planning enables the PM to observe and control the interaction of design and
cost during the design process, and maintain the overall scheme within the budget
limitations.
2. Early commitment
With the effective use of cost planning, management can confidently commit the
company to a project at an early stage. Conversely the client, faced with a professional
approach to control the project, should also have that extra confidence required to
accept an early commitment.
An early commitment is in the clients and Lend Leases interest.
The first cost given to the client is always THE PRICE, therefore, care and consideration
should be given to this costing it must be viable. Cost planning will not perform
miracles and that should be taken into account when making a commitment. That is,
the cost plan must be realistic and achievable, reflecting both the budget and needs of
the client.
The cost plan should be initially produced to match the clients needs. The user needs
brief and then the concept design should be controlled in accordance with that initial
cost plan, ie. the cost plan must relate to a specific scope of work.
Cost Planning is redundant if :
- the user needs brief and cost plan are never matched,
- changes are decided on to reduce costs but are not accepted or reflected in the
documentation as it emerges,
- changes are agreed but not contractually confirmed.
3. Clients confidence
Involving the client in the decision making process, when considering fully costed and
evaluated alternative design solutions presented in a professional manner, improves
the clients perception of Lend Leases solution to the clients needs.
If an alternative is proposed which involves extra cost, this should be conveyed to the
client at an early stage.
3. Construction Involvement
Construction personnel and the proposed Project Manager Delivery should be
involved in evaluating design solutions, so that their input can be taken into account
when a decision is made.
type of project
complexity of project
type of client
complexity of client
contractual arrangement
risks
a meaningful brief
design criteria
sketch drawings
room data sheets
drawings, as they are being developed, as well as presentation or final drawings
outline specification, finishing schedule, door schedule etc.
site information including levels, existing services under, over and around, soils
report etc., etc.
special requirements ie. staging
special contract conditions
design and construction programme
construction requirements
other relevant information
3. Project Engineering
When looking at different design options project engineering skills should be used
to advise and control the designers. Why not try?, can it be built?, hows that built?,
etc. type questions must asked.
During the design process various options should be compared to see which is the
optimum solution this is not purely a question of price.
It is vital to look at different structural and faade options. However, there is a limit
to the number of options to be considered. Many options really are not worth
considering and this should be realised at an early point.
It is important when considering different options to take into account other items
that may be affected.
All details should be queried where a complicated solution has been proposed.
These small details can cost us a great deal when we get to actual construction on
site.
5. Level of Detail
The amount of detail incorporated in the cost plan at any stage in the design process
varies according to the information and time available.
Listed below is an indication of the process through which a project should proceed.
Information Available
1. Project Definition Stage
a) Brief
Costing Method
a) an all-up cost per m2 of gross
building area for indicative budgets
only, (Note: this is an extremely
unreliable basis upon which to start)
b) Plan outlines
3. Sketch Plan Stage
a) Brief
b) Preliminary drawings
d)
Detailing
5. Final Design
All final Approved For Construction
drawings, specifications etc. have
crept in.
Head Contract
2.4.2
Insurances
2.4.1.1 Definition
A contract is an agreement made between two or more parties whereby legal
obligations are created which the law of a country will enforce.
To be valid, a contract must have the following six essentials :
1.
2.
3.
4.
2.4.1.2 Terminology
There are various words and expressions which are constantly used in our
contracts, so lets start with some definitions.
Parties
Parties will normally mean the signatories to the contract. In the case of a Head
Contract, these will be the Client and Lend Lease. Examples of non-parties will
be subcontractors, consultants, neighbours, tenants and members of the general
public.
Contract
A contract is an agreement consisting essentially of an offer and acceptance. A
contract need not be written - it can be entirely oral or it can be a mixture of oral
and written terms. Lend Lease expects you to contract on its behalf only in the
written form.
The Lend Lease standard Project Management Agreement is a contract which
consists of the following contract documents :
The Agreement
Conditions of Engagement
All Appendices
Specifications
Drawings
Damages
The standard remedy for breach of contract is damages - a sum of money.
Sometimes, a breach of contract will not cause any loss to the innocent party. In
this case, there would be no entitlement to damages.
Damages are sometimes split up as between direct and consequential damages.
Both forms of damage are recoverable as long as they are a foreseeable result
arising from the breach. An example of direct damages would be where a
contractor installs facades in a defective manner. The direct damage is the cost
of remedying the defective installation.
An example of consequential damages is if one of the facades falls off and hits,
say, a parked car. The damage to the parked car is consequential or resultant
from the breach of defective installation. The damage to the parked car is clearly
foreseeable and therefore recoverable.
It is not necessary and is sometimes confusing to categorize damages as between
direct and consequential. Essentially, a party in breach of contract will be liable
for all damages that are a foreseeable result of the breach. This is why it is
important that Lend Lease limits its liability in the contract.
Liquidated Damages (LD)
This is a pre-agreed rate of losses payable regardless of the actual losses (if
any).
For more details see later items
Limitation of Liability
A limitation of liability is an express term in a contract where one party limits its
liability for any breach of the contract or negligence.
If we have a LD clause in the Head Contract we should state in the contract that
this is the limit of our liability to the client for late completion and we are not
otherwise liable in damages to the Client in any way.
Indemnity
This is an undertaking by one party to reimburse the other party for its liability to
third parties. For example, Lend Lease might agree to indemnify the Client against
liability that the client might suffer arising from legal proceedings brought against
it by the owner of an adjoining property for damage caused to that adjoining
property during the course of our construction works.
Negligence
Negligence is different from breach of contract. It is possible to be in breach of
contract but not be negligent and vice versa.
Guarantee
A guarantee is an agreement by a third party (ie. not a party to the contract) to
guarantee the obligations and performance of one of the parties to the contract.
Lend Lease In-House Terminology
In our in-house standard documents the following expressions are used :
Practical Completion is of the Project/ Head Contract.
Substantial Completion is of the Subcontract Works.
Date for Practical Completion is the contractual date as extended under the
contract.
Date of Practical Completion is the actual date.
The Agreement
Conditions of Engagement
Specifications
Drawings
Appendices
All of these documents form part of the contract and should set out accurately
the agreement reached between Lend Lease and the client. As all documents
form part of the contract we need to be careful to review the draft documents
before signing in order to ensure that there are no internal inconsistencies.
The Agreement
This is a short 2-3 page document which sets out the most significant terms of
the Head Contract. The representatives of Lend Lease and the Client bind
themselves to the Head Contract by signing on the last page of the Agreement.
The Agreement contains the most significant terms such as :
description of project
summary of Lend Leases services
price
time for completion
performance bond given by Lend Lease
Conditions of Engagement
The Conditions of Engagement is the standard Lend Lease document that sets
out the legal terms applying for the project.
Specifications
The Specifications document sets out the agreement of the parties as to the
detail of the building.
Lend Lease Singapore has a standard Specifications document.
Drawings
The Contract Drawings also form an important part of the Head Contract. These
will often form an Appendix to the Contract and the front page of the Appendix
will set out a list of the Drawings.
Appendices
There will often be a number of Appendices attached to the Head Contract.
Examples include :
Bonus Payable
S$0.00
Lend Lease will not be liable to the client for any losses in excess of the limit of
liquidated damages stated in the Appendix which arises out of or is connected
with late or delayed completion of the project or any part thereof, whether by way
of liquidated damages or in any other way whatsoever.
2.4.1.7 Insurances
There are various types of insurances that Lend lease must arrange. Set out
below is a brief description of the following types of insurances :
1.
2.
3.
4.
Most of these project insurances are very similar for each of Singapore, Thailand,
Indonesia and Malaysia.
Contractors All Risks/ Public Liability
The Client will normally require Lend Lease to take out CAR insurance for the
project.
A typical CAR policy has two sections :
1. Section I - Contract Works
2. Section II - Third Party Liability
Section I - Contract Works
Under this section the contract works are insured meaning all of the works carried
out by Lend Lease and our subcontractors including preparatory work on the
site, the execution of temporary structures, and all materials stored on site to be
incorporated into the structure.
The CAR policy is an all risks cover which means that every hazard is covered
unless it is specifically excluded. This means that almost any sudden and
unforeseen loss or damage which happens to the contract works will be
indemnified.
The usual examples of hazard are fire, lightning, explosion, crashing aircraft,
flood, windstorm, earthquake, theft, bad workmanship and negligence.
The insurance cover is for the full contract value set out in the Head Contract.
The normal arrangement is that Section I of the Policy expires on practical
completion. Thereafter, the Client is responsible for insuring the Works.
It is important to inform the Client of this transfer in risk.
Section I remains for the protection of Lend Lease and its subcontractors during
the Defects Liability Period (DLP) for the following two circumstances :
for damage that occurred prior to practical completion but only became
apparent during the DLP, and
where Lend Lease or one of our subcontractors causes damage to the Clients
property while carrying out defect rectification work.
Section II - Third Party Liability
Section II of the CAR policy insures Lend Lease and its subcontractors against
damage that we may negligently cause to third party property.
Examples include damage to :
adjoining properties.
discrete parts of the project that have been handed over to the Client (eg.
partial handovers).
injury to persons visiting the site who are not employed by Lend Lease,
subcontractors or the Client.
injury to persons outside of the site, eg. object falling from structure which hits
pedestrian.
The limit of coverage for third party damage (both personal and property) is
normally S$2,000,000 for any one occurrence.
Excesses
The CAR Insurance Policy will normally contain excesses for both Section I and
II.
The normal excess in Singapore is S$1,000 for both Sections I and II, however,
be aware that the amount of excesses can vary.
If damage is caused by a subcontractor our practice is that the subcontractor
should pay for any excess. It is important to spell this out in the Subcontract and
advise the subcontractor of the particular excesses applying for the project.
Therefore, the Completed Operations Liability policy goes one step further. Using
the same example of a fire in a switchboard which was installed by Lend Lease
during the construction period, the policy covers both the building which Lend
Lease constructed and the adjoining building. It excludes the faulty switchboard
itself.
In addition to the property damage exposure outlined above, there is also the
bodily injury exposure. For instance, if a window were to fall out of a completed
building injuring a pedestrian, then the policy would cover these sorts of exposures.
The Completed Operations Policy specifically excludes liability arising from faulty
design. This exposure is covered under the Group Professional Indemnity policy.
Therefore, the Completed Operations insurance only covers liability arising from
faulty materials and faulty workmanship.
2.4.1.9 Retention
Sometimes a Client will try to withhold a certain percentage of each progress
payment paid to Lend Lease. This is called retention and should be resisted by
Lend Lease as it can significantly effect our cash flow.
The Client argues that it wants retention as a form of financial pressure on Lend
Lease to complete the project properly. If the Client demands retention, one
tactic is for Lend Lease to give a counter-offer of a Bankers Guarantee. This is
usually the cheaper option for Lend Lease.
2.4.2 INSURANCES
Insurance coverage on all projects is a Lend Lease mandatory requirement.
General
Lend Lease have a regional insurance programme covering their Asian operations effective
1 June 1998. This should be used to cover all projects up to a contract value of S$20
million.
Where the contract value exceeds this figure then the project should be referred for
quotation purposes.
Where the Owner provides insurances, then the Difference in Conditions (D.I.C.) rate
should be allowed for within the contract sum to ensure that the coverage purchased
complies with Lend Leases minimum insurance requirements.
Rating
Contract Works
D.I.C.
Projects Insured
All operations undertaken by or on behalf of Lend Lease involving demolition, removal,
construction, reconstruction, renovation, repair, alteration, refurbishment and extension
where the following incidental operations
drainage, sewerage, water reticulation, power supply and water treatment pipelines,
roads, airstrips, railways,
dams, canals, channels,
harbour and wet works,
tunnels, shafts and declines,
bridges
form no more than 25% of the total value of the Contract Works, OR where the total
contract value of the Contract Works is less than S$250,000.
Notification
Notification is required only when a local policy is required under law or contract. Where
a local policy is required the attached pro-forma sheet should be completed and forwarded
to Aon in Singapore, together with extracts out of our Head Contract, prior to project
commencement.
Workmens Compensation
Our regional Insurer, QBE Insurance (International) Insurance in Singapore have offices
around the region. These offices have been requested to provide competitive ratings for
workmens compensation coverages through Aons local operation. Where QBE do not
have local representation then an office with a strategic partnership/alliance with QBE will
be utilised to achieve the same result. The Project Manager should liaise with the
Operations Manager to determine cover required before approaching Aon.
For Singapore projects workmens compensation is covered by QBE. The rate is 0.54%
on the estimated labour component of the project cost (this is regulated as being 20% of
project cost for construction works).
Excesses
Current excesses are
Contract works
Liability
Special Issues
The following list is not all inclusive, but provides a list of basic insurance issues which
might be required to be amended depending on the provisions in our Head Contract
Maintenance/Defects
Liability Period
- standard allowance is 12 months from Practical Completion/
handover.
Maintenance/Defects
Liability Period
- extended maintenance covering causes occurring during the
construction period.
Owners Mortgagees
INSURANCE PROCEDURE
2.
3.
Contract Value :
Currency
4.
Construction Period :
5.
6.
Scope of Works :
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
7.
8.
Attach copies of sections relating to insurances contained within the head contract.
9.
10.
Temporary Buildings
Is the cost of temporary structures and buildings contained within the Head Contract amount.
If yes : do nothing.
If no : provide details.
11.
12.
Additional Information :
a)
b)
c)
d)
What are the Third Party surrounding properties in the vicinity of the construction project.
What is the distance of the nearest surrounding Third Party property.
2.5
ADMIN - Registers
2.5.1
Consultant Register
2.5.2
Authorities Register
2.5.3
Drawing Register
2.5.4
Specification &
Document Register
dmin - Registers
Address
e-mail
fax
Handphone
Pager
Telephone
Position
Personnel
in charge
Company
Consultant
CONSULTANT REGISTER
AUTHORITIES REGISTER
PLANNING
DEPT.
SECTION
JTC
Land Owner Endorsement
URA
Plan lodgment
LTA
Roads & Transport
ENV
CBPU Pre-Consultation
FSB
Building Plan
MINDEF
Height Control Requirements
BUILDING PLAN
BCD
Building Plan Registration
Building Plan Submission
FSB
Building Plan
Services (ACMV)
Services (Fire Protection)
LTA
Roads & Transport
Car Park
ENV
Pollution Control
(CBPU)
Sewerage (Sanitary & Plumbing)
Environmental Health
Drainage
STRUCTURAL WORKS
BSL
Piling
Piling Permit
Super-Structure
Super-Structure Permit
INFRASTRUCTURE - INTERNAL
PUB
Water
POWER
Electricity Supply
GRID
TELECOM
Telephone Infrastructure
CONTACT
PERSON
CONTACT
PH.
REFERENCE NO.
Date
REVISION
SIZE
DRAWING DESCRIPTION
A: DESIGN DISCIPLINE
ITEM DRAWING NOS.
DRAWING REGISTER
Project No :
Project Name :
Register
Date
No.
Title
Rev.
Locations Pages
001
002
003
004
005
006
007
008
009
010
011
012
013
014
015
016
017
018
019
020
021
022
023
024
025
026
027
028
029
030
031
032
033
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