Chap 7 Flashcards
1
Q
Project Delivery Methods
A
- Design-Bid-Build
- Design & Build
- Public-Private Partnership
- Term Contracts
- Management/Maintenance Contracts
2
Q
What does DBB do?
A
- traditional method & most projects in SG use this
- owner engages consultants to design project & draft tender doc
- tenderers will bid for project
- owner employs successful tenderer to construct & complete building
- contractor carry out construction according to what consultants say
- contractor delivers project to Owner
3
Q
who do maintenance for DBB?
A
owner / whoever owner appoints
4
Q
owner pay consultant to do what? (DBB)
A
design & supervision services
5
Q
Owner pay contractor based on (DBB)
A
- lump sum contract
- bill of quantities(BQ) contract
6
Q
what do contractor do in DBB
A
- construct the work according to design
- supplies materials & labor
- completes & hands over project to owner
7
Q
examples of DBB
A
- HDB housing
- Condo
- Office
- Hotels
8
Q
Design & Build (D&B)
A
- tenderers construct AND design
- contract to develop the full design & build project
- Contractor may employ in-house
architects, engineers & other professionals - Contractor may outsource the design work to Consultants (i.e. engages external Consultants to provide the design)
- Owner provides design briefs & engages a Main Contractor to design & build the project
9
Q
Public-Private Partnership (PPP)
A
- A model where public sector to engage private sector providers in delivering non-core government services, if it is more efficient to do so
- Long-term (15 – 30 years) partnering relationships to deliver services
- Focus on acquiring services at the most cost effective basis, rather than directly owning & operating
assets - A PPP service provider provides the design, construction, operation & management of the
facility - The PPP service provider obtains his own financing
for the whole project
10
Q
Most common type of PPP
A
- Design-Build-Finance-Operate
- DBFO
11
Q
Design of DBFO
A
- Private sector design the facility according to the public’s requirements
- only sets minimal input specifications on how facility is to be built
12
Q
Build of DBFO
A
- Private partner build
13
Q
Finance of DBFO
A
- private partner raise $$$ through bank loans, bonds, and equity etc
14
Q
Operate in DBFO
A
Private Partner provide ancillary and/or core operation services
15
Q
PPP examples
A
- Large projects
- Sports facilities
- Education facilities, including student hostels
- hospitals & polyclinics
- expressways
- and more
16
Q
Term Contract
A
- Contractor appointed for a specified period/term based on a Schedule of Rates (SOR), usually about two to three years
- Contractor on standby for undertaking work when called upon via a service request or work order
- Response time to a contractor is usually specified, e.g. within a day
- Contractor bears the risk of being able to perform the
works at the agreed SOR - Term contracts are ideal for carrying out maintenance & repair work e.g. A&A, painting & redecoration, roadworks
17
Q
maintenance aspect of projects
A
- Contractor manages the building process for the Owner for a fee
- Essentially, a contract to manage rather than a contract to build
18
Q
Definition of management/maintenance contracts
A
- Formal agreement between two parties
- which states that one party will provide periodic
maintenance of a building, vehicle, equipment - belonging to another party in good conditions by
regularly checking and repairing it - when necessary
- for a fixed fee or agreed fees for a specific time period
19
Q
Characteristics of management/maintenance contracts
A
- The contractor accepts all
the risks & benefits associated with cost - It is for a fixed term at a
fixed amount - The work is recurring
- Work is carried out in a built environment to support the client’s operation
20
Q
Considerations in Management/maintenance contracts
A
Scope of work –> process –> Risk
21
Q
Scope of work in considerations
A
Comprehensive & Non - Comprehensive
22
Q
Process in considerations
A
Planned & unplanned
23
Q
Risk in considerations
A
Critical & non-critical
24
Q
Fault classifications
A
- Normal
- Urgent
- Critical
25
Q
Normal in Fault Classifications
A
- Faults, breakdown or defects which are of routine nature, such as:
- UPS breakdown or fault, as the power supply will be by-passed manually
- Monitor, keyboard or mouse not functioning
26
Q
Urgent in Fault Classifications
A
- Faults, breakdown or defects that are not critical but can lead to a critical situation when a second failure occurs in combination of some more conditions, such as:
- Loss of signal or communication to the server
- Restoration of software
27
Q
Critical in Fault Classifications
A
- Faults, breakdown or defects directly affecting the continuity& functionally of the entire network, such as:
- Total system failure or network clashes
28
Q
Call-out time
A
- period of time commencing when a fault condition has been
reported to the Contractor and - finishing when suitably qualified maintenance personnel arrive at the site and start maintenance
29
Q
Normal call out time
A
Non-peak: 90 min
Peak: 120 min
30
Q
Urgent call out time
A
Non-peak: 60 min
Peak: 120 min
31
Q
Critical call out plan
A
Non-peak: 30 min
Peak: 120 min
32
Q
Down time
A
- commence from the time a fault, breakdown, defect or request for work is - reported by employer/user to contractor
- An item found not in a condition to perform its intended function
- period of time employer is deprived of use of item/facility from when the issue occurs to when function is restored
33
Q
Normal in down time
A
24 hours
34
Q
Urgent in down time
A
8 hours
35
Q
Critical down time
A
1 hour
36
Q
People on a contractual Arrangement
A
- managing agent
- total/integrated FM contractor
37
Q
Managing Agent
A
Manages the client’s
organization’s own employees
38
Q
Total/Integrated FM Contractor
A
Manages all maintenance
offering as a single point of
responsibility
39
Q
Contractual Arrangement for Managing agent
A
- Client organisation does not wish to hand over control of its services
- Client organisation does not have the skill or expertise to manage services efficiently & effectively
- Appointing a client representative
- Contracts with service providers under the client organisation
40
Q
Scope of services of managing agents
A
- Operational Management
- Accounting & Financial Management
- Administrative & Secretarial Services
- Corporate Communication
- Community Management Services
- Car Parking Management
- Tenancies & Lease Management
- Procurement & QS Services
- Project Management
- Fire Safety Management
- Environment & Safety Management
41
Q
Total facilities management contractor
A
- Client organisation passes the full responsibility to a single total/integrated
FM contractor for a fixed price - Total/Integrated FM contractor can actually subcontracts all or most of the work
- Offers a more complete & competitive solution to the client organisation’s
42
Q
Scope of services of Total facilities management contractor
A
- Operational Management
- Quality & Performance Management
- Resource Management
- Risk Management
- Security & Fire Management
- Space Management
- Catering Services
- Project Management
43
Q
Different types of contracts means
A
different payment methods
44
Q
method of payment will determine
A
- risks faced by contractor
- incentive of contractor to provide quality work at an economical price
45
Q
Lump Sum
A
- Contractors execute contract work for a stated total sum of
money - It gives the Owner some certainty about the likely cost of the
works - Used for small contracts where the tenderers produce their own quantities & submit a lump sum for the works based on completed working drawings & details together with a full specification
- Lump sum contracts might be less appropriate where speed is important, or where the nature of the works is not well defined
- Not intended for projects where extensive variations are anticipated
46
Q
Bills of Approximate Quantities
A
- Used in urgency where less time for firm design & quantities
- Approximate quantities are used at pre-contract phase & complete re-measurement is done at the final account stage
47
Q
Prime Cost
A
- Various terms have been used to describe ‘prime
cost’ arrangements e.g. cost plus, cost reimbursement, target cost - There is great uncertainty not only to what is to be built, but also the financial commitment
- Contractor paid for what he spends, namely, prime cost (actual cost of labour, plant & materials) plus a fee to cover overheads & profit
48
Q
Schedule of Rates
(SOR)
A
- Contractor agrees to execute work at a value
determined at end of contract by a complete
measurement & valuation of work in accordance with
agreed rates - Owner may supply a SOR covering each item of work
which the contractor will state a percentage above or
below the rates given or the contractor may be required to enter rates against each item of work
49
Q
What are variations?
A
Variations are changes to the original contracted works, materials or method
of working during the project period
50
Q
Interim payments and final accounts
A
- Interim payments are periodic amounts disbursed to the contractor during the progress of a project for the work done
- Contract conditions require interim certificates to be issued at prescribed intervals, usually one month
- Interim certificates are not precise accounting but an approximation only, being payment on account to aid cash flow with no finality & commitment to or by either of the contracting party
- The final account represents a detailed statement of the overall cost of the project
51
Q
Liquidated damages
A
- Completion of project in building work is usually referred to as practical completion or substantial completion
- Contractor is required to complete the works such that it has achieved a state of readiness for use or occupation by the Owner
- In the event of delay or when the contractor fails to meet the date of completion, Liquidate Damages (LD) will be
imposed - LD is a contractually agreed sum in the event of default by the contractor, and there is no need to prove actual damage
- Amount of LD must not be a penalty, i.e. it is a genuine
pre-estimate of the loss that building owner is likely to
suffer if works are delayed
