Project management plan

The objective of this document is to inform the Owner the organization plan and the executive method of APAVE Vietnam and South East Asia’s project management. This is to obtain/ satisfy the requirements of project and of customers.

PROJECT MANAGEMENT PLAN

CODE: AVN-CTC-QLDA

Specialist of

Technical-Operation Division

Assistant of Deputy General

AMENDMENT RECORD: in one issue

1 Objective

The objective of this document is to inform the Owner the organization plan and the executive method of APAVE Vietnam and South East Asia’s project management This is to obtain/ satisfy the requirements of project and of customers

2 Scope of application

This document is applied in APAVE Vietnam and South East Asia’s and the parties which are related to the projects managed by APAVE Vietnam and South East Asia

3 Reference

Quality Manual of APAVE Vietnam and South East Asia

The current edition of ISO 9001

Decree 12/2009/NĐCP issued on 12/02/2009 about the Construction Management for Construction works and the current documents

Decree 209/2004/NĐCP issued on 16/12/2004 about the Quality Management for Construction works

4 Content

4.1 Project Management Principles

APAVE Vietnam and South East Asia manages projects basing on the following principles:

Comply with the Owner's contract,

Comply with the construction law, Decree 12/2009/NĐCP and Decree 209/2004/NĐCP

Apply the management model based on the current ISO 9001

4.2 Project Management Objectives

Project management objectives are determined to satisfy the Owner’s requirements of:

Scope of work

Quality of the construction work

Execution progress of the construction work

Ensure the contract expense

4.3 Project Management Deployment

4.3.1 Presentation of construction project

Name of construction project

Project location

The Owner

The Project Management Consultant

The contractors

Scale of construction project

Structure of construction project

Architecture of construction work

Technical systems

4.3.2 Requirements of the Owner

Quality of construction work

Completion time of construction work

Execution manners

Other requirements

4.3.3 Scope of work

Scope of project management is based on the memorial minutes which is established between the Owner and APAVE Vietnam and South East Asia

Scope of work usually consists of:

Support the Owner in project execution, from the investment preparation to the investment execution

Support the Owner in project execution in the investment completion

Technical design/ construction drawing design verification and estimate of expenditure

Tender planning, tender organization, tender evaluation and tendering result submission to the Owner

Negotiation organization, submission to the Owner

Management and operation of construction project, consisting of:

- Quality management

- Quantity management

- Schedule management

- Cost management

- Human resources management

- Risk management

- Communication management

- Procurement management

- Labor safety & Environmental hygiene management

Legality verification of the related works in construction phase

Verification of acceptance documents, as-built quality/ quantity documents

Supporting the Owner in documents/ records establishment and storage

- Legal documents

- Quality documents

- Material documents

- Labor safety documents

4.3.4 Appointment of Project Director and Project Manager

Project Director

Project Director shall be APAVE Deputy General Director, Branch Managers or Division Managers depending on the project scale

Project Director shall bear the principle responsibility for executing the requirements

in the contract between APAVE Vietnam and South East Asia and the Owner in project execution

Project Director shall bear responsibilities to the General Director of APAVE Vietnam and South East Asia in consequences of management, of Project Management Board operation and in ensuring the project quality to the contract requirements

Project Manager

Project Manager shall be appointed with rights and responsibilities in order to ensure that he can bring into play the competence of Project Management Board to satisfy the Owner’s requirements

4.3.5 Project management for construction works

Basing on the scope of work assigned by the Owner, the construction projects managed by APAVE Vietnam and South East Asia are divided into the following phases:

4.3.5.1 Design phase

The Big Projects Management Board and APAVE branch offices near the sites shall support

in this phase It consists of the following affairs :

Planning the organization of a designer selection and an evaluation board (if needed) The invited designers must have appropriate design experiences

Organizing a designer selection

Negotiating contract with the design consultant

Deploying preliminary design, technical design and construction drawing design steps

Supervising and controlling the design process

Supporting the Owner in selecting design solutions

Verifying designs and estimating of expenditure

Reviewing verification results and amending

Submitting drawing designs to the Owner

Submitting cost estimate documents to the Owner

References:

Procedure for verifying the structural design of civil and industrial construction works,

AVN-CTC-P01

Procedure for verifying the cost estimate document, APS-CTC-P03

Instruction for checking the calculation and design of foundation of construction

works, AVN-CTC-P01-I01

Instruction for checking the design calculation of reinforced concrete structure,,

AVN-CTC-P01-I02

4.3.5.2 Tender phase

The Big Projects Management Board and APAVE branch offices near the sites shall support

in this phase It consists of the following affairs :

Planning the organization of a tendering, ensuring that attending contractors must know and have much experiences in the same construction works

Supporting the Owner in approving tender plans

Supporting the Owner in organizing a Tender Evaluation Board, verifying consultant’s tender evaluation results, selecting the winner

Supporting the Owner in establishing Tender selection documents and notifying tendering results

Supporting the Owner in negotiating contract with selected parties

Submitting contracts to the Owner for approval

References:

Procedure for consultation of tender arrangement for erection & purchasing of material & equipment, AVN-CTC-P03

4.3.5.3 Construction phase

Project Management in construction phase includes following processes:

Prepraring process

Planning process

Executing process

Supervising process

Closing process

A) Preparing

Understand the requirements of Owner about the scope of work, schedule to put the buildings into operation, quality requirement and construction method;

Make the general organization diagram of the project

Project Management Organization Diagram

Project Management Organization Diagram includes Project Director, Project Manager, Site Secretary, project management team, supervising team, supportive departments from company's offices and from APAVE group

Project Management Board shall receive technical support from APAVE France, APAVE Malaysia, Big Project Department, Technical Operation Department of APAVE Viet Nam & Southeast Asia

Besides, branches of APAVE which are near the project site shall support design verification, consultation to select tender and human resource

Make total project schedule to be approved by Owner Construction schedule shall

be made in accordance with the compensation plan, demolishment, re-establishment and commision requirement of Owner

Legal requirement, kick-off conditions and requirements of other organization (if any)

Project's budget

OWNER

PROJECT MANAGEMENT CONSULTANT APAVE VN & SEA

DESIGN

CONSULTANT

SUPERVISING CONSULTANT

CONSTRUCTOR CONSTRUCTION QUALITY

CONTROL

STATE DEPARTMENTS

B) Planning

Planning process for project mangement shall be prepared after the contract between APAVE Vietnam & South East Asia and the Owner is signed

Construction management plan shall be made prior to the construction phase and shall

be summited to the Owner for approval before use

Construction management plan shall includes:

Intergrated mangement plan

- Definition, preparation, integration and cooperation small plans to monitor and control overall project

- Establishing procedures for project construction cooperation

- Establishing the plan to monitor and control the general situation of the project

Scope management plan

- Determining the work, items based on the scope of work stated by the Owner

 work, items that belong to structural construction

 work, items that belong to M/E

 work, items that belong to architecture and finishing work

 Other works that are relevant to the protect

- Establishing the Work Breakdown Structure and numbering work, items

- Making the plan to supervise, take and check over the project

Schedule management plan

- Determining the order of work, items, including strutural construction, M&E, architecture

- Estimating the resource to carry out the construction work, items

- Estimate the time to conduct construction work, items

- Make the project schedule

- Make the plan to monitor the construction schedule at site

Cost management plan

- Estimation, budget for the project

- Establishing the procedure to check the payment to contractor

- Acheiving the agreement among the participants about the procedures, forms, receipts, responsibilities as a legal base for payment

- Making statistic list to record all payments in chronologic order

- Achieve the agreement with Contractor about the payment procedure and and payment plan

Quality management plan

- Establishing standards related to the project and executive methods

- Building quality objectives

- Building management system and quaility assurance system in accordance with TCVN ISO 9000

Reference: Quality Manual, AVN-QMS-M

Human resource management plan

- making human resource plan, searching human resources and appointing personels into appropriate positions corresponding to each construction phase (including structural construction and infrastructure phase, M&E phase and finishing phase)

- Responsibilities and reporting level of each position

Communication management plan

- Communication methods, communication hierarchy, weekly meeting plans

- Plans to report the construction schedule to the Owner

Risk management plan

For longterm project, it's necessary to determine risks that might affect the project,

as well as their characteristics, and reaction plan to minimize their impact

Materials, equipment supply and procurement management plan

- making plan to assure that materials, equipment shall be supplied in time, in accordance with construction schedule:

 plans to supply materials and equipment for structural items

 plans to supply materials and equipment for M&E items

 plans to supply materials and equipment for architectural items, fishing work

- Checking the materials' quality to be supplied

- Checking the origine of materials and equipment, quantity and specifications in conformity with the design requirement, checking the quality certificate of equipment and materials

- Plans to manage the supply and procurement contracts

Document management plan

Establishing procedures to control document and records

Reference: Document control procedure, AVN-QMS-P01

Record control procedure, AVN-QMS-P02

Labor safety and environmental hygiene management plan

Establishing methods and procedures to assure labor safety which is based on the labor safety codes & standards, labor safety decrees

Establishing plans to collect wastes, garbages, keep the construction site dry and clean

Reference: Instruction for labor safety and environmental hygiene, AVN-PIM-I03

C) Executing

Control, coordinate the activities of project based on approved plan

Apply the system’s procedures to ensure the quality of project

Make the periodical payment report and balance report to the Owner

Attend with the Owner to explain the balance report

Human resource management including the human appointment, ability improvement and member interface ensures that the project is well done;

Exchange and supply information in time to right object

Guide the contractor to implement the labour safety and site sanitary mission

D) Monitoring, supervising and controlling

The construction project monitoring, supervising and controlling processes ensure that all the execution works are carried out as requirements, all risk problems are identified in time so that the reparation action will be performed; and the regular monitoring and measurement can identify all the changes compared with plan

Project performance situation supervising and controlling:

- The informations about project performance situation shall be collected and measured To make the project performance reports, supply the information about workload, progress, cost, manpower, quality and risk All the evaluation of work’s process and tendency will be performed to ameliorate the process effectively

- Project management parts will make the project performance report to Project Manager

- Monitor all the design changements (if any)

- Verify, reckon up all the complaint of Contractor and report to the Owner

- If there is any variation, it should be coordinated with design consultancy, contractor to make the actuality confirming record , reason of the variation and report to the Owner

- Monitor, reckon up and synthetize all the contract breachs of Contractor record including the loss and report to the Owner

Reference:

Procedure for supervision work of civil and industrial construction, AVN-CTC-P02 Unified technical procedure for construction inspection, APS-CTC-P02

Instruction for supervising of civil engineering construction, AVN-CTC-P02-I12

Supervising and quantity management:

- Supervise, reckon up and update the work’s quantity in defined period (monthly) Work’s quantity shall be supervised by items: structure and infrastructure, M&E and architecture

- The verification and comparation compare between the actuality and as-built drawing of each item is used to confirm the finishing quatity and is basis for the payment to Contractor from the Owner

- Base on the work structure in planning stage, to identify the variation of quantity

in project performance process

- Indentify the reason of variations for the approval of the Owner

- Confirm the variation quantities

- Make the periodical report about finishing work to the Owner

The schedule supervising and controlling:

- Supervise and evaluate the execution progress of Contractor and report to the Owner for approval

- Supervise, reckon up and update the actual work on site: starting time and finishing time of each task Verify and compare the actual progress with the approved

- Propose to the Owner, Contractor the specific and in time method to keep the schedule

- Modify the schedule if needed

- Control all the changes of project’s schedule

- Identify the reason and period of time of the execution delay

Cost Supervising and controlling:

- Reckon up all payment situation following time progress

- Control the change of cost, unit cost

- Consider the influence of the elements to the changes of project budget and control these changes

Project quality upervising and controlling:

- Monitor the quality of these items: structure, M&E, and architect

- Indentify the way to eliminate the reasons which influence to quality

Reference:

Instruction for checking the construction of reinforced concrete structure at site,

AVN-CTC-P02-I01

Instruction for steel structure construction checking, AVN-CTC-P02-I02

Instruction for external drainage construction checking, AVN-CTC-P02-I03

Instruction for bored pile and wall in trench construction checking,

AVN-CTC-P02-I04

Instruction for testing piles by P.I.T method, AVN-CTC-P02-I05