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PJMCA > Chap 7 > Flashcards

Chap 7 Flashcards

1
Q

Project Delivery Methods

A
  • Design-Bid-Build
  • Design & Build
  • Public-Private Partnership
  • Term Contracts
  • Management/Maintenance Contracts
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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
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3
Q

who do maintenance for DBB?

A

owner / whoever owner appoints

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4
Q

owner pay consultant to do what? (DBB)

A

design & supervision services

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5
Q

Owner pay contractor based on (DBB)

A
  • lump sum contract
  • bill of quantities(BQ) contract
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6
Q

what do contractor do in DBB

A
  • construct the work according to design
  • supplies materials & labor
  • completes & hands over project to owner
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7
Q

examples of DBB

A
  • HDB housing
  • Condo
  • Office
  • Hotels
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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
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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
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10
Q

Most common type of PPP

A
  • Design-Build-Finance-Operate
  • DBFO
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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
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12
Q

Build of DBFO

A
  • Private partner build
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13
Q

Finance of DBFO

A
  • private partner raise $$$ through bank loans, bonds, and equity etc
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14
Q

Operate in DBFO

A

Private Partner provide ancillary and/or core operation services

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15
Q

PPP examples

A
  • Large projects
  • Sports facilities
  • Education facilities, including student hostels
  • hospitals & polyclinics
  • expressways
  • and more
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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
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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
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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
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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
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20
Q

Considerations in Management/maintenance contracts

A

Scope of work –> process –> Risk

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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
  1. Operational Management
  2. Accounting & Financial Management
  3. Administrative & Secretarial Services
  4. Corporate Communication
  5. Community Management Services
  6. Car Parking Management
  7. Tenancies & Lease Management
  8. Procurement & QS Services
  9. Project Management
  10. Fire Safety Management
  11. 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
  1. Operational Management
  2. Quality & Performance Management
  3. Resource Management
  4. Risk Management
  5. Security & Fire Management
  6. Space Management
  7. Catering Services
  8. 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

PJMCA (8 decks)

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