This project is co-financed by the European Union and the Republic of Turkey 1 Bölgesel Rekabet Edebilirlik Operasyonel Programı’nın Uygulanması için Kurumsal

This project is co-financed by the European Union and the Republic of Turkey

1

Bölgesel Rekabet Edebilirlik Operasyonel Programı’nın Uygulanması için Kurumsal Kapasitenin Oluşturulmasına Yönelik Teknik Yardım

Technical Assistance on Institutional Building for the Implementation of RCOP in Turkey

IPA Funds Programme Management 12-19 sept. 2011



What is Project Management?What is Project Management?

Time ManagementCost ManagementHuman Resources ManagementQuality ManagementStakeholder ManagementRisk ManagementContract Management

Procurement Management Dispute management

Interface ManagementTarget management



Time ManagementTime Management

Is not only the accomplishment of the task on time, but managing the time for the benefit of project

Should be implemented with a methodology and tools

Uses techniques such as CPM, GANNT and PERT

Carried out concurrently with the Human Resources and Cost Management



Cost ManagementCost Management

Does not mean to implement a project on the lowest cost

May be interpreted as to accomplish the project the pre-determined cost and at the highest benefit / cost ratio

Uses the budget as an important data source and supplies input for techniques such as CPM and PERT

Should be carried out concurrently with the Human Resources, Time and Contract management



28-30/04/07

Human Resources Human Resources ManagementManagement

Nothing related to herding. Can not be carried out by Shepherds.

Do not assign tasks for people, but allocates sound people for tasks

Software, hardware, working environment as well as psychology are important factors for sound HR Management

Should be carried out concurrently with Cost and Time management.



Quality ManagementQuality Management

Does not mean to perform a task at very high quality. It means completing a task in compliance with the pre-determined quality.

Can be certified (or not) under ISO 9000

Uses the Quality Management System as one of the most important tools.

Must include monitoring, recording, control, correction, corrective action and preventive measures.



Stakeholder ManagementStakeholder Management

Coordinates the communication with the Stakeholders and the participants and ensure stakeholder participation

Initiates with Stakeholder analysis, continue with the involvement of the stakeholders in the project and ceases with stakeholder evaluation.

Not follows the stakeholders. Acts proactively

Includes Physical and IT techniques as well as sociological and psychological tools



Risk ManagementRisk Management

It does not mean to avoid risks, it is a tool to foresee the risks

Risks and Probabilities should be determined beforehand.

Risk action plans and scenarios should be prepared.

Implemented as proactive or reactive measures



28-30/04/07Contract Management Training

Interface (Integration) Interface (Integration) ManagementManagement

Perform coordination of the Project with the other ongoing projects.

Like the Stakeholder Management it is not carried out within the boundaries of but at the boundaries.

Closely related with the national, regional and local planning and is a tool of total cost management.

Data flow and cooperation is a must for implementation.



Target ManagementTarget Management

Any successful management does not ensure that the work will necessarily hit the target.

Vitally important for the planning projects and programmes

Carried out by the Senior Project Management or the Program Management.

Efficient implementation of monitoring and target evaluation is a must

LFA is the most important management tool.



Contract ManagementContract Management

Tender decision

Selection of procurement method

Determination of the PQ criteria

Collection of proposals

Call for proposalsTender Launch

Preparation of the tender document Evaluation of PQ

Evaluation of the proposals

Selection of the eligible proposal

Contract negotiations

Contract Award

Post-implementation liabilities

Expiration of the Contract

Dispute Management

Implementation of the contract

Preparation of the PQ documents




VisionVision inin TenderingTendering



Luxury (Expensive) Long Life

Basic (Cheap)High Performance

(Short Life)

Rugged (Reliable)

VisionVision



Tender DocumentsTender Documents

General Conditions for Tenderers

Particular Conditions for Tenderers

General Conditions of Contract

Particular Conditions of Contract

Technical Specifications /ToR

Drawings

Addendums

Guarantee Forms

General Conditions for Qualification

Particular Conditions for Qualification

Qualification Forms




28-30/05/07 Contract Management Training

CommunicationCommunication

CorrespondencePre-tender meeting Site visit AddendumsTime extension

Legal basisUnfair CompetitionAdvantageTiming





Instructions Instructions to Tenderersto Tenderers

GENERAL Scope of Bid Source of Funds Corrupt Practices Eligible Bidders Eligible Materials, Equipment and

Services Contents of Bidding Documents

Sections of Bidding Documents Clarification of Bidding Documents,

Site Visit, Pre-Bid Meeting Amendment of Bidding Documents

Preparation of Bids Cost of Bidding Language of Bid Documents Comprising the Bid Letter of Bid and Schedules Alternative Bids Bid Prices and Discounts Currencies of Bid and Payment Documents Comprising the Technical

Proposal Documents Establishing the Qualifications

of the Bidder Period of Validity of Bids Bid Security Format and Signing of Bid 18




Instructions Instructions to Tenderersto Tenderers

Submission and Opening of Bids Sealing and Marking of Bids Deadline for Submission of Bids Late Bids Withdrawal, Substitution, and

Modification of Bids Bid Opening

Award of Contract Award Criteria Notification of Award Signing of Contract Performance Security

Evaluation and Comparison of Bids Confidentiality Clarification of Bids Deviations, Reservations, and

Omissions Determination of Responsiveness Nonmaterial Nonconformities Correction of Arithmetical Errors Conversion to Single Currency Margin of Preference Evaluation of Bids Comparison of Bids Qualification of the Bidder Employer’s Right to Accept Any Bid,

and to Reject Any or All Bids




Prepare the tender documents

Distribute the tender documents

Confirm that they are received

Set the date forsite visit and inform

the tenderers

Determinethe attendants

for site visit

Guide the visitors in the site

Collect the written questions

Prepare the answers

Get for the receipt of

addendums

Distribute the addendums

Send minutes of meeting and

ensure receipt

Answer the questions

in the meeting

Return the proposals

which are late

Collect the proposals

IPA Experts to do..IPA Experts to do..



Evaluation of the ProposalsEvaluation of the Proposals

General and Administrative Evaluation Eligibility Integrity Legality Deviations and exceptions Key personnel Equipment

Technical Evaluation Technical eligibility Qualification Method statements Quality assurance Working schedule

Financial Evaluation (RB) Investment costs Cash flow and net present

value Payment schedule Financing terms and conditions Daily works Advance payment Interest Provisional Sums Provisional Items Guarantees and insurances Contingencies



Correction of the ErrorsCorrection of the Errors

Multiplication errors Addition errors incompatibilities in letters and numbers Degree errors Dissimilarity of the original and copy Major deviations Adjustments Advantage co-efficient Provisional sums and Provisional Items Price adjustments and future estimations



Open the proposals

Evaluate the eligibility

of the proposals

Check if any deviation

Request additional information if necessary

Evaluate the proposals

Check the conditions of the funding institute

Return the ineligible proposals

Correct the errors

Get the the performance guarantee

Write the letter of acceptance

Decide the award and get approval

Rank the proposals

Prepare the contract

Sign the contract

Inform the loosers

Return the tender guarantees of

the loosers



22 11/04/23

Quality Cost based exampleQuality Cost based example

Teknik Puan = Hesaplanmış Teknik Puan x Teknik Puan Ağırlığı

Mali Puan = (En Düşük Teklif Fiyatı / Teklif Fiyatı) x Mali Puan Ağırlığı

Toplam Puan = Mali Puan + Teknik Puan



23

11/04/23

Şirket Adı Teknik Puan (A)

Ağırlıklı Teknik

Puan (B)

Teklif Fiyatı

(C)

En düşük teklif(D)

Mali Puan(E)

Ağırlıklı Mali

Puan (F)

Toplam Puan

Sıra

0,80 * A D/C 0,2 x E B + F

Bilir Mühendislik

78,35 62,68 1.230.000 1.230.000 100,00 20,00 82,68 5

MJK Müşavirlik

94,56 75,65 1.800.000 1.230.000 68,33 13,66 89,31 3

ABC Consult 68,12 ELENMİŞTİR

Çalış Mühendislik

84,45 67,56 1.400.000 1.230.000 87,86 17,57 85,13 4

Koş Müşavirlik

98,40 78,72 1.950.000 1.230.000 63,08 12,61 91,33 2

Ankara Ltd. 96,85 77,48 1.650.000 1.230.000 75,55 15,11 92,59 1




Final NotificationsFinal Notifications

Letter of acceptance

Letter of intent





Com

men

cem

ent D

ate

Com

plet

ion

of D

rawi

ngs

Com

men

cem

ent D

ate

Con

stru

ctio

n C

ompl

etio

n Ta

rget

Take

-ove

rTa

keov

er C

ertif

icat

eD

efec

ts L

iabi

lity

Perio

dD

efec

ts L

iabi

lity

Cer

tific

ate

Dra

ft Fi

nal S

tate

men

t Fi

nal P

aym

ent C

ertif

icat

e

Delays Tests on DefectCompletion Liability < 28 days < 56 days

Period < 28 daysTendering Design Tendering Construction (If Specified)Period Period

21 days noticeDesign Phase Construction Phase Defect Rectification Phase

50% 50%Retention release



Basic PrincipalsBasic Principals

Identification and management of risks Effects of risk management to price Cost variation when risk is transferred to the contractorMethods of avoiding claims

Identifying the hot spotsActing against problems at the beginning of the project Problem solving techniques

Friction caused by claimsResolution of claims with cooperation



Basic PrincipalsBasic Principals

Amicable solutionIdentification of claims in advanceExaggerated claims ??Financing Plan Budget Monitoring



Contract – HighlightsContract – Highlights

Time ExtensionAdditional PaymentGeneral Conditions Special Conditions



Contract – HighlightsContract – Highlights

Delays Changed Circumstances Abandonment, Suspension or TerminationPayment Outputs Conflict of Interest / Corruption and Fraud

Universal Law SystemsUniversal Law Systems

German Law (Favouring the Employer and the Supplier)

French Law (Favouring the Employee and the Buyer)

British Law (in balance)

Reasons for ClaimsReasons for Claims

MisstatementWithout anybody's faultUncertainty of documentsWilful misinterpretation

Legal negligenceDirect breach of contract

Ambiguous Contracts Ambiguous Contracts

General AmbiguityHierarchy of the contract documentsFuzzy expressions"Eligible" Contractor and Consultant

Claims for Price Claims for Price AdjustmentsAdjustments

Claims due to delaysVerification of the critical pathQuantitative analysisAgreement on the secondary costs

Claims due to time extensionOverheads

Claims concerning break-down of the activities



ChangesChanges

Cardinal ChangeChanges which highly affect the content of the work

Constructive changeThe instructions which are not defined clearly within the contract

Formal changeChanges which do not affect the content of the contract significantly

Cost Increase Cost Increase

Client's RequestsRevisionsIncrease of decrease in the content of the ServicesPredefined variations and flexibilitiesEffects of increasing, decreasing of the content of the Services and break down



DelaysDelaysAn extraordinary event or circumstance beyond control of the parties preventing both or one of the parties from fulfilling their liabilities is considered as a Force Majeure (Events from God)Delays caused by the Client shall be accepted not in the responsibility of the other partyThe circumstances and events which can be controlled by the Contractor shall not be considered as eligible reasons for delayThere is no time extension for ineligible delays and legal penalties shall be applied



Stakeholders of Contract Management



MainMain Stakehodlers Stakehodlers İşveren

İşi ihaleye çıkaran ve işin bitiminde teslim alacak olan gerçek ya da tüzel kişi, genel olarak diğer aktörler ile yapılan tüm sözleşmelerin taraflarından biri. “İdare” olarak da adlandırılabilir (Client) ,

Yüklenici Sözleşmesinde tanımlı işleri yapmak üzere, İşveren’e karşı

taahhütte bulunmuş gerçek ya da tüzel kişi, İşveren - Yüklenici sözleşmesinin taraflarından biri. “Müteahhit” olarak da adlandırılabilir (Contractor),

Danışman İşveren tarafından belli yetkilerle, işin teknik ve/veya idari ve/veya

mali yönetimine atanmış ve yükleniciye bildirilmiş gerçek veya tüzel kişi, İşveren - Danışman sözleşmesinin taraflarından biri. “Mühendis” olarak da adlandırılabilir (Consultant – Engineer),





ContCont.Tedarikçi

Proje içinde belli bir malın teminini üstlenmiş, gerçek ya da tüzel kişi. “Satıcı” olarak da adlandırılabilir (Supplier),

Alt-yüklenici Yüklenicinin, işinin belirli bir parçasını yaptırmak için anlaştığı

gerçek ya da tüzel kişi, Yüklenici-Alt Yüklenici sözleşmesinin taraflarından biri. “Taşeron” olarak da adlandırılabilir (Subcontractor),

Alt-danışman Mühendisin, sorumluluğu altındaki hizmetlerden belirli bir

bölümünü yaptırmak için anlaştığı gerçek ya da tüzel kişi, Mühendis-Alt danışman sözleşmesinin taraflarından biri. “Taşeron mühendis” olarak da adlandırılabilir (Subconsultant),


This project is co-financed by the European Union and the Republic of Turkey Finansör

İşin yapılması için gerekli finansmanı sağlayan gerçek ya da tüzel kişi, İşveren-Finansör ve Yüklenici-Finansör anlaşmalarının taraflarından biri. “Banka – finans kuruluşu” gibi de adlandırılabilir (Financier),

Arabulucu Herhangi iki taraf arasında meydana gelen uyuşmazlık ve

anlaşmazlıkların, hakem ya da mahkemeye gitmeden dostça ve pratik olarak çözülmesi için, taraflarca sözleşme görüşmelerinde üzerinde uzlaşılmış ve atanmış gerçek kişi (Adjudicator),

Hakem Herhangi iki taraf arasında meydana gelen uyuşmazlık ve

anlaşmazlıkların, hakemlik yöntemleri ile çözülmesi için, taraflarca sözleşme görüşmelerinde uzlaşma sağlandığı durumlarda uyuşmazlık meydana geldiği zaman, hakemlik kurallarına göre, davayı yönetmek ve kararı vermekle yetkili gerçek kişi (Arbitrator)

ContCont.



Questions?Questions?

43IPA Funds Programme Management 12-19 sept. 2011