PROJECT EXECUTION PLANName of proje

PROJECT EXECUTION PLAN

Name of project

Revision Prepared by Reviewed by Approved by Effective Date
Rev. B Emmanuel Hubert
Archetype Richard Crowther
Archetype Herve Boone
Archetype 25TH JANUARY 2010

This document is the property of Archetype Group.
All rights reserved. Violators will be pursued under civil and criminal law.

TABLE OF ONTENTS
1 PURPOSE OF THE PEP 3
2 SCOPE OF THE PEP 4
3 PROJECT DEFINITION 5
3.1 PROJECT OVERVIEW 5
3.2 PROJECT MANAGEMENT SCOPES OF SERVICES 7
3.3 PROJECT ORGANIZATION 15
3.4 PROJECT OBJECTIVES 16
4 ARCHETYPE VIETNAM PROJECT MANAGEMENT SYSTEM 17
4.1 INTRODUCTION 17
4.2 MOBILIZATION AND ORGANIZATION PLAN 17
4.3 PROJECT COORDINATION PROCEDURE 21
4.4 DOCUMENTATION AND RECORDS MANAGEMENT PLAN 22
4.5 COMMERCIAL MANAGEMENT CONTROL PLAN 22
4.6 PLANNING AND PROJECT CONTROL PLAN 23
4.7 RISK MANAGEMENT PLAN 23
4.8 DESIGN MANAGEMENT PLAN 24
4.9 SAFETY MANAGEMENT PLAN 24
4.10 PROJECT QUALITY PLAN 25
4.11 COMPLETION PLAN 25
5 CORPORATE AUDIT PLANNING 26
6 DUTY STATEMENTS OF PROJECT MANAGEMENT KEY STAFF 27
6.1 ARCHETYPE PROJECT DIRECTOR 27
6.2 ARCHETYPE PROJECT MANAGER 27
6.3 ARCHETYPE DEPUTY PROJECT MANAGER 28
6.4 ARCHETYPE PROJECT CONTROL MANAGER 28
6.5 ARCHETYPE COST MANAGER 28
6.6 ARCHETYPE PLANNING MANAGER 29
6.7 ARCHETYPE TENDER AND PROCUREMENT MANAGER 29
6.8 ARCHETYPE QS ENGINEER 30
6.9 ARCHETYPE CONTRACT MANAGER 30
6.10 ARCHETYPE DESIGN MANAGER 30
6.11 ARCHETYPE DOCUMENT CONTROLLER 31
6.12 ARCHETYPE CONSTRUCTION MANAGER 31
6.13 ARCHETYPE SAFETY MANAGER 31
6.14 ARCHETYPE SITE ENGINEERS 32

1 PURPOSE OF THE PEP

The Project Execution Plan (PEP) is a statement of policies and procedures that outlines the management approach to be adopted by Archetype Vietnam (ACT) for the delivery of the Project under the conditions of the Contract between Archetype and the Client.
It has been developed to meet the specific requirements of the project, within the frame work of the said Contract.

The Procedures set out in the PEP will serve as the principle guideline for planning, monitoring and safeguarding all matters related to the successful outcome of the Project.

It describes the project, the relationships, roles, and objectives of the stake holders and outlines the important delivery issues on the project.
It refers to a suit of subordinate plans and procedures which will be created during the life of the project to detail the processes to be implemented to deliver the Project.

2 SCOPE OF THE PEP

This Project Execution Plan notably covers the items listed below:
• Organization,
• Management System,
• Constraints and risks,
• Project Planning and Controls,
• Review and Audit,
• Duty Statement of Staff.

The Project delivery is subdivided into four key phases:
• Mobilization,
• Pre-construction,
• Construction and installation,
• Completion and Commissioning.

All the plans and procedures in the Quality Management System refer to these phases.
3 PROJECT DEFINITION

3.1 PROJECT OVERVIEW
The Project’s name is EVERRICH II – Phase 1, located in district 7 of Ho-Chi-Minh City.
Informations for the whole project
- Land area : 112,585 sqm
- Number of buildings : 12
- Lowest Building : 10 storeys
- Highest Building : 38 storeys
- Total of apartments : 3,125 units
- Density : 24%
- Plot Ratio : 4.92
- Total GFA : 546,158 sqm
- Landscape : 36,459 sqm
- Function : Residential and Commercial Center

The project will be divided into 3 phases:
Phase 1
- Blocks : A (13 floors)
B (from 13 to 38 floors)
C (38 floors)
D (from 37 to 10 floors)
- Total of apartments : 1,043 units
- GFA : 183,814 sqm (excluding basement)
- Semi-basement : 10,760 sqm
- Total GFA : 194,574 sqm (including basement)

Phase 2
- Blocks : F, G, H, I
- Total of apartments : 1,178 units
- GFA : 196,293 sqm

Phase 3
- Blocks : E, J, K, L
- Total of apartments : 905 units
- GFA : 154,293 sqm

The current scope is for Phase 1 only.

3.2 PROJECT MANAGEMENT SCOPES OF SERVICES
The following scopes of services, as agreed, are to be provided by Archetype.
3.2.1 Project Management
Taking into account Client’s constraints and objectives in term of Budget, Planning and Quality, the Project Manager will set up the strategy for the Design, the Procurement Work Package, the selection of Contractors during the Pre-construction Phase.
During the Construction Phase, he will then implement such strategy with the help of his Project Control team who will assist him in coordinating or monitoring the risks, planning, quality, safety and cost aspects.
The Project Management shall include the following services:
3.2.1.1 Design Management
 Assist the Client in finalizing the Design Brief, which takes into consideration the project budget & timeline as well as all stakeholders’ requirements,
 Assist the Client in selecting all required designers and consultants,
 Prepare and manage the design schedule, including milestones for main design events & deliverables,
 Coordinate the design consultants in order to have the full design documentation issued within the design schedule and as per Design Brief requirements,
 Manage regular project meetings with Client, designers and consultants,
 When necessary, coordinate specialist consultants that are appointed for specific design requirements,
 Coordinate the issue of statutory design documentation for Authorities approval,
 Manage design change process,
 Manage the project master document register for all design documents,
 Perform regular internal reviews of the design documentation in order to minimize potential design risks regarding cost and time,
 Organize the design review, to be performed by an independent consultant, in accordance with prevailing regulations,
 Ensure design approved for construction is transferred to the Quantity Surveyor (QS) for tender preparation.

3.2.1.2 Cost Management
 Develop Cost Management procedures with QS,
 Coordinate with QS to obtain the construction cost estimate based on the concept or preliminary design,
 Review project cost plan prepared by QS and obtain approval from Client,
 Prepare Construction Cash flow forecasts,
 Monitor Consultant deliverables and certify Consultant payments,
 Review and evaluate Consultant claims and manage change orders.

3.2.1.3 Planning
 Prepare a “Project Master Schedule” and evaluate different construction strategies to achieve client’s time, cost and quality objectives,
 Prepare a “Work Breakdown Structure” (WBS) by breaking down the complete works into packages,
 Identify long-lead materials and equipment,
 Define critical path,
 Monitor deliverables release dates by consultants,
 Regular review and update of the Project Master Schedule, notify any relevant party that is in delay and report to Client.

3.2.1.4 Tender Management
 Set up Procurement Strategy for the Project and define Work Packages in accordance with the Project Master Schedule,
 Review the tender documentation prepared by the QS,
 Manage the overall tender process (pre-qualification, invitation, submission, analysis, interview, evaluation) with the assistance of the QS,
 Review final tender evaluation from QS and issue recommendation to Client for contractor selection,
 Review Contracts prepared by the QS prior to signature by Client.

3.2.1.5 Reporting
The Project Manager will provide the following reports:
- Monthly report, which will include Design progress and issues regarding Design, Construction progress and issues, risk register, cost Report, tracked schedule and delay analysis,
- Fortnightly report,
- Design Development report.

3.2.2 Construction Management
Construction Management aims at delivering the Construction Works to the Owner within agreed duration, accident free and in compliance with quality specifications.
The Construction Manager will therefore organize, schedule, mobilize, and coordinate on site the contractors selected by the Project Manager and the Owner. During the construction works, he will inspect and monitor such contractors in order to achieve project targets.
The key areas of management are as follow:

3.2.2.1 Risks, Constraints’ reviews and strategy
At Project Start up, The Construction Manager, in coordination with other parties, will perform a risk review to identify all the risks, events, which may impact the course of the Project in relation to the Construction. The Risk Register will list all agreed preventive actions and monitor their impact. Such impacts will then be included within Project Schedule and Budget.

3.2.2.2 Organization
 Monitor and coordinate the general construction program,
 Mobilize Contractors and perform Induction with regards to the project requirements and programs,
 Monitor construction processes,
 Update Periodic Risk Analysis and monitor prevention actions and their potential impacts.

3.2.2.3 Planning
 Review Construction Program and WBS issued by the Project Manager,
 Perform Weekly Progress updates and reports,
 Follow-up the lists of main equipment/material orders both for direct supply by the Owner and for supply by the contractors,
 Report on deviations.

3.2.2.4 Safety Coordination
 Issue Project Safety Requirement, review Contractor Safety plan, inspects Contractor Safety Organization,
 Perform Hazard assessment and Monitor prevention action program, Inspect Construction works and manage Safety Non-Conformities,
 Chair Safety Committee on a monthly basis to review the Safety implementation.

3.2.2.5 Quality Management
 Issue Project Quality Plan, review Contractor Quality plan, inspects Contractor Quality Organization,
 Review Method statement, and validate ITPs prepared by the Contractor,
 Manage inspections for Construction Works, manage acceptance records and Non-Conformities,
 Audit Manufacturer and perform shop inspections if agreed within Contract conditions,
 Coordinate all necessary material samples submittal from the Contractors and g

PROJECT EXECUTION PLAN

Name of project

Revision Prepared by Reviewed by Approved by Effective Date
Rev. B Emmanuel Hubert
Archetype Richard Crowther
Archetype Herve Boone
Archetype 25TH JANUARY 2010

This document is the property of Archetype Group.
All rights reserved. Violators will be pursued under civil and criminal law.
 
TABLE OF ONTENTS
1 PURPOSE OF THE PEP 3
2 SCOPE OF THE PEP 4
3 PROJECT DEFINITION 5
3.1 PROJECT OVERVIEW 5
3.2 PROJECT MANAGEMENT SCOPES OF SERVICES 7
3.3 PROJECT ORGANIZATION 15
3.4 PROJECT OBJECTIVES 16
4 ARCHETYPE VIETNAM PROJECT MANAGEMENT SYSTEM 17
4.1 INTRODUCTION 17
4.2 MOBILIZATION AND ORGANIZATION PLAN 17
4.3 PROJECT COORDINATION PROCEDURE 21
4.4 DOCUMENTATION AND RECORDS MANAGEMENT PLAN 22
4.5 COMMERCIAL MANAGEMENT CONTROL PLAN 22
4.6 PLANNING AND PROJECT CONTROL PLAN 23
4.7 RISK MANAGEMENT PLAN 23
4.8 DESIGN MANAGEMENT PLAN 24
4.9 SAFETY MANAGEMENT PLAN 24
4.10 PROJECT QUALITY PLAN 25
4.11 COMPLETION PLAN 25
5 CORPORATE AUDIT PLANNING 26
6 DUTY STATEMENTS OF PROJECT MANAGEMENT KEY STAFF 27
6.1 ARCHETYPE PROJECT DIRECTOR 27
6.2 ARCHETYPE PROJECT MANAGER 27
6.3 ARCHETYPE DEPUTY PROJECT MANAGER 28
6.4 ARCHETYPE PROJECT CONTROL MANAGER 28
6.5 ARCHETYPE COST MANAGER 28
6.6 ARCHETYPE PLANNING MANAGER 29
6.7 ARCHETYPE TENDER AND PROCUREMENT MANAGER 29
6.8 ARCHETYPE QS ENGINEER 30
6.9 ARCHETYPE CONTRACT MANAGER 30
6.10 ARCHETYPE DESIGN MANAGER 30
6.11 ARCHETYPE DOCUMENT CONTROLLER 31
6.12 ARCHETYPE CONSTRUCTION MANAGER 31
6.13 ARCHETYPE SAFETY MANAGER 31
6.14 ARCHETYPE SITE ENGINEERS 32
 
1 PURPOSE OF THE PEP

The Project Execution Plan (PEP) is a statement of policies and procedures that outlines the management approach to be adopted by Archetype Vietnam (ACT) for the delivery of the Project under the conditions of the Contract between Archetype and the Client.
It has been developed to meet the specific requirements of the project, within the frame work of the said Contract.

The Procedures set out in the PEP will serve as the principle guideline for planning, monitoring and safeguarding all matters related to the successful outcome of the Project.

It describes the project, the relationships, roles, and objectives of the stake holders and outlines the important delivery issues on the project. 
It refers to a suit of subordinate plans and procedures which will be created during the life of the project to detail the processes to be implemented to deliver the Project.

2 SCOPE OF THE PEP

This Project Execution Plan notably covers the items listed below: 
• Organization,
• Management System,
• Constraints and risks,
• Project Planning and Controls,
• Review and Audit,
• Duty Statement of Staff.

The Project delivery is subdivided into four key phases: 
• Mobilization,
• Pre-construction, 
• Construction and installation, 
• Completion and Commissioning.

All the plans and procedures in the Quality Management System refer to these phases.
3 PROJECT DEFINITION

3.1 PROJECT OVERVIEW 
The Project’s name is EVERRICH II – Phase 1, located in district 7 of Ho-Chi-Minh City.
Informations for the whole project
- Land area  : 112,585 sqm
- Number of buildings  : 12
- Lowest Building  : 10 storeys
- Highest Building  : 38 storeys
- Total of apartments  : 3,125 units
- Density  : 24%
- Plot Ratio  : 4.92
- Total GFA : 546,158 sqm
- Landscape : 36,459 sqm
- Function : Residential and Commercial Center

The project will be divided into 3 phases:
 Phase 1
- Blocks  : A (13 floors)
 B (from 13 to 38 floors)
 C (38 floors)
 D (from 37 to 10 floors)
- Total of apartments : 1,043 units
- GFA : 183,814 sqm (excluding basement)
- Semi-basement : 10,760 sqm
- Total GFA  : 194,574 sqm (including basement)

Phase 2
- Blocks  : F, G, H, I
- Total of apartments : 1,178 units
- GFA : 196,293 sqm

Phase 3
- Blocks  : E, J, K, L
- Total of apartments : 905 units
- GFA : 154,293 sqm

The current scope is for Phase 1 only.

3.2 PROJECT MANAGEMENT SCOPES OF SERVICES
The following scopes of services, as agreed, are to be provided by Archetype.
3.2.1 Project Management
Taking into account Client’s constraints and objectives in term of Budget, Planning and Quality, the Project Manager will set up the strategy for the Design, the Procurement Work Package, the selection of Contractors during the Pre-construction Phase.
During the Construction Phase, he will then implement such strategy with the help of his Project Control team who will assist him in coordinating or monitoring the risks, planning, quality, safety and cost aspects.
The Project Management shall include the following services:
3.2.1.1 Design Management
 Assist the Client in finalizing the Design Brief, which takes into consideration the project budget & timeline as well as all stakeholders’ requirements,
 Assist the Client in selecting all required designers and consultants,
 Prepare and manage the design schedule, including milestones for main design events & deliverables,
 Coordinate the design consultants in order to have the full design documentation issued within the design schedule and as per Design Brief requirements,
 Manage regular project meetings with Client, designers and consultants,
 When necessary, coordinate specialist consultants that are appointed for specific design requirements,
 Coordinate the issue of statutory design documentation for Authorities approval,
 Manage design change process,
 Manage the project master document register for all design documents,
 Perform regular internal reviews of the design documentation in order to minimize potential design risks regarding cost and time,
 Organize the design review, to be performed by an independent consultant, in accordance with prevailing regulations,
 Ensure design approved for construction is transferred to the Quantity Surveyor (QS) for tender preparation.

3.2.1.2 Cost Management
 Develop Cost Management procedures with QS,
 Coordinate with QS to obtain the construction cost estimate based on the concept or preliminary design,
 Review project cost plan prepared by QS and obtain approval from Client,
 Prepare Construction Cash flow forecasts,
 Monitor Consultant deliverables and certify Consultant payments,
 Review and evaluate Consultant claims and manage change orders.

3.2.1.3 Planning
 Prepare a “Project Master Schedule” and evaluate different construction strategies to achieve client’s time, cost and quality objectives,
 Prepare a “Work Breakdown Structure” (WBS) by breaking down the complete works into packages,
 Identify long-lead materials and equipment,
 Define critical path,
 Monitor deliverables release dates by consultants,
 Regular review and update of the Project Master Schedule, notify any relevant party that is in delay and report to Client.

3.2.1.4 Tender Management
 Set up Procurement Strategy for the Project and define Work Packages in accordance with the Project Master Schedule,
 Review the tender documentation prepared by the QS,
 Manage the overall tender process (pre-qualification, invitation, submission, analysis, interview, evaluation) with the assistance of the QS,
 Review final tender evaluation from QS and issue recommendation to Client for contractor selection,
 Review Contracts prepared by the QS prior to signature by Client.

3.2.1.5 Reporting
The Project Manager will provide the following reports:
- Monthly report, which will include Design progress and issues regarding Design, Construction progress and issues, risk register, cost Report, tracked schedule and delay analysis,
- Fortnightly report,
- Design Development report.
 
3.2.2 Construction Management
Construction Management aims at delivering the Construction Works to the Owner within agreed duration, accident free and in compliance with quality specifications.
The Construction Manager will therefore organize, schedule, mobilize, and coordinate on site the contractors selected by the Project Manager and the Owner. During the construction works, he will inspect and monitor such contractors in order to achieve project targets. 
The key areas of management are as follow:

3.2.2.1 Risks, Constraints’ reviews and strategy
At Project Start up, The Construction Manager, in coordination with other parties, will perform a risk review to identify all the risks, events, which may impact the course of the Project in relation to the Construction. The Risk Register will list all agreed preventive actions and monitor their impact. Such impacts will then be included within Project Schedule and Budget.

3.2.2.2 Organization
 Monitor and coordinate the general construction program,
 Mobilize Contractors and perform Induction with regards to the project requirements and programs,
 Monitor construction processes,
 Update Periodic Risk Analysis and monitor prevention actions and their potential impacts.

3.2.2.3 Planning
 Review Construction Program and WBS issued by the Project Manager,
 Perform Weekly Progress updates and reports,
 Follow-up the lists of main equipment/material orders both for direct supply by the Owner and for supply by the contractors,
 Report on deviations.

3.2.2.4 Safety Coordination
 Issue Project Safety Requirement, review Contractor Safety plan, inspects Contractor Safety Organization,
 Perform Hazard assessment and Monitor prevention action program, Inspect Construction works and manage Safety Non-Conformities,
 Chair Safety Committee on a monthly basis to review the Safety implementation.

3.2.2.5 Quality Management
 Issue Project Quality Plan, review Contractor Quality plan, inspects Contractor Quality Organization,
 Review Method statement, and validate ITPs prepared by the Contractor,
 Manage inspections for Construction Works, manage acceptance records and Non-Conformities,
 Audit Manufacturer and perform shop inspections if agreed within Contract conditions,
 Coordinate all necessary material samples submittal from the Contractors and g

0/5000

Từ: -

Sang: -

Kết quả (Việt) 1: [Sao chép]

Sao chép!

DỰ ÁN THỰC HIỆN KẾ HOẠCHTên của dự ánPhiên bản chuẩn bị bằng cách xem xét lại bởi sự chấp thuận của ngày có hiệu lựcRev B Emmanuel HubertNguyên mẫu Richard CrowtherNguyên mẫu Herve BooneNguyên mẫu 25 tháng 1 năm 2010 Tài liệu này là tài sản của nguyên mẫu nhóm.Tất cả các quyền. Vi phạm sẽ được theo đuổi theo luật dân sự và hình sự. BẢNG ONTENTS1 MỤC ĐÍCH CỦA PEP 3CÁC PHẠM VI 2 CỦA PEP 43 CÁC DỰ ÁN ĐỊNH NGHĨA 53.1 TỔNG QUAN VỀ DỰ ÁN 53.2 PHẠM VI QUẢN LÝ DỰ ÁN CỦA DỊCH VỤ 73.3 DỰ ÁN TỔ CHỨC 153.4 MỤC TIÊU 16HỆ THỐNG QUẢN LÝ DỰ ÁN VIỆT NAM 4 NGUYÊN MẪU 174.1 GIỚI THIỆU 174.2 VẬN ĐỘNG VÀ TỔ CHỨC KẾ HOẠCH 174.3 THỦ TỤC ĐIỀU PHỐI DỰ ÁN 214,4 TÀI LIỆU VÀ QUẢN LÝ HỒ SƠ KẾ HOẠCH 224.5 KẾ HOẠCH KIỂM SOÁT QUẢN LÝ THƯƠNG MẠI 22LẬP KẾ HOẠCH 4.6 VÀ KẾ HOẠCH KIỂM SOÁT DỰ ÁN 234.7 KẾ HOẠCH QUẢN LÝ RỦI RO 234.8 KẾ HOẠCH QUẢN LÝ THIẾT KẾ 244.9 KẾ HOẠCH QUẢN LÝ AN TOÀN 244.10 DỰ ÁN CHẤT LƯỢNG KẾ HOẠCH 254.11 HOÀN THÀNH KẾ HOẠCH 255 CÔNG TY KIỂM TOÁN KẾ HOẠCH 266 NHIỆM VỤ BÁO CÁO QUẢN LÝ DỰ ÁN CHÍNH NHÂN VIÊN 276.1 GIÁM ĐỐC DỰ ÁN NGUYÊN MẪU 276.2 QUẢN LÝ DỰ ÁN NGUYÊN MẪU 276.3 NGUYÊN MẪU PHÓ GIÁM ĐỐC DỰ ÁN 286.4 BỘ ĐIỀU KHIỂN DỰ ÁN NGUYÊN MẪU 286.5 QUẢN LÝ CHI PHÍ NGUYÊN MẪU 286.6 QUẢN LÝ KẾ HOẠCH NGUYÊN MẪU 296.7 NGUYÊN MẪU ĐẤU THẦU VÀ MUA SẮM QUẢN LÝ 296.8 NGUYÊN MẪU QS KỸ SƯ 306.9 NGUYÊN MẪU HỢP ĐỒNG QUẢN LÝ 306,10 QUẢN LÝ THIẾT KẾ NGUYÊN MẪU 306,11 NGUYÊN MẪU TÀI LIỆU ĐIỀU KHIỂN 316,12 QUẢN LÝ XÂY DỰNG NGUYÊN MẪU 316.13 QUẢN LÝ AN TOÀN NGUYÊN MẪU 316,14 NGUYÊN MẪU TRANG WEB KỸ SƯ 32 1 MỤC ĐÍCH CỦA PEPCác dự án thực hiện kế hoạch (PEP) là một tuyên bố về chính sách và thủ tục phác thảo phương pháp tiếp cận quản lý để được thông qua bởi nguyên mẫu Việt Nam (ACT) cho việc phân phối của dự án theo các điều kiện của hợp đồng giữa nguyên mẫu và khách hàng.Nó đã được phát triển để đáp ứng các yêu cầu cụ thể của dự án, trong khung làm việc của hợp đồng cho biết.Các thủ tục đặt ra trong PEP sẽ phục vụ như là phương châm nguyên tắc cho kế hoạch, giám sát và bảo vệ tất cả các vấn đề liên quan đến kết quả thành công của dự án.Nó mô tả dự án, các mối quan hệ, vai trò, và mục tiêu của chủ sở hữu cổ phần và vạch ra các vấn đề quan trọng giao hàng vào dự án. Nó dùng để chỉ một phù hợp với các đơn vị kế hoạch và thủ tục sẽ được tạo ra trong cuộc sống của dự án để chi tiết các quy trình được thực hiện để cung cấp các dự án.CÁC PHẠM VI 2 CỦA PEPĐáng chú ý là kế hoạch thực hiện dự án này bao gồm các mục được liệt kê dưới đây: • Tổ chức,• Quản lý hệ thống,• Hạn chế và rủi ro,• Quy hoạch và điều khiển,• Xem xét và kiểm toán,• Tuyên bố nhiệm vụ của nhân viên.Việc phân phối dự án này được chia thành bốn giai đoạn chính: • Vận động,• Xây dựng trước, • Thi công lắp đặt, • Hoàn thành và đưa vào hoạt động.Tất cả các kế hoạch và thủ tục trong hệ thống quản lý chất lượng là những giai đoạn.3 CÁC DỰ ÁN ĐỊNH NGHĨA3.1 DỰ ÁN TỔNG QUAN Tên của dự án là EVERRICH II-giai đoạn 1, nằm ở quận 7 thành phố Hồ Chí Minh.Thông tin cho toàn bộ dự án-Diện tích đất: 112,585 m2-Số của tòa nhà: 12-Xây dựng thấp nhất: tầng 10-Cao nhất xây dựng: 38 tầng-Tổng số căn hộ: 3.125 đơn vị-Mật độ: 24%-Lô tỷ lệ: 4.92-Tất cả GFA: 546,158 m2-Cảnh quan: 36,459 m2-Chức năng: Trung tâm dân cư và thương mạiDự án sẽ được chia làm 3 giai đoạn: Giai đoạn 1-Khối: Một (13 tầng) B (từ 13 đến tầng 38) C (38 tầng) D (từ 37 tầng 10)-Tổng số căn hộ: 1.043 đơn vị-GFA: 183,814 m2 (trừ tầng hầm)-Bán tầng hầm: 10,760 m2-Tất cả GFA: 194,574 m2 (bao gồm tầng hầm)Giai đoạn 2-Khối: F, G, H, I-Tổng số căn hộ: 1.178 đơn vị-GFA: 196,293 m2Giai đoạn 3-Khối: E, J, K, L-Tổng số căn hộ: 905 đơn vị-GFA: 154,293 m2Phạm vi hiện hành là cho giai đoạn 1 chỉ. 3.2 PHẠM VI QUẢN LÝ DỰ ÁN CỦA DỊCH VỤPhạm vi sau đây của dịch vụ, theo thoả thuận, đang được cung cấp bởi nguyên mẫu.3.2.1 quản lý dự ánTham gia vào tài khoản khách hàng hạn chế và mục tiêu trong nhiệm kỳ của ngân sách, kế hoạch và chất lượng, quản lý dự án sẽ thiết lập các chiến lược cho việc thiết kế, Mua sắm cho gói công việc, việc lựa chọn các nhà thầu trong giai đoạn trước khi xây dựng.During the Construction Phase, he will then implement such strategy with the help of his Project Control team who will assist him in coordinating or monitoring the risks, planning, quality, safety and cost aspects.The Project Management shall include the following services:3.2.1.1 Design Management Assist the Client in finalizing the Design Brief, which takes into consideration the project budget & timeline as well as all stakeholders’ requirements, Assist the Client in selecting all required designers and consultants, Prepare and manage the design schedule, including milestones for main design events & deliverables, Coordinate the design consultants in order to have the full design documentation issued within the design schedule and as per Design Brief requirements, Manage regular project meetings with Client, designers and consultants, When necessary, coordinate specialist consultants that are appointed for specific design requirements, Coordinate the issue of statutory design documentation for Authorities approval, Manage design change process, Manage the project master document register for all design documents, Perform regular internal reviews of the design documentation in order to minimize potential design risks regarding cost and time, Organize the design review, to be performed by an independent consultant, in accordance with prevailing regulations, Ensure design approved for construction is transferred to the Quantity Surveyor (QS) for tender preparation.3.2.1.2 Cost Management Develop Cost Management procedures with QS, Coordinate with QS to obtain the construction cost estimate based on the concept or preliminary design, Review project cost plan prepared by QS and obtain approval from Client, Prepare Construction Cash flow forecasts, Monitor Consultant deliverables and certify Consultant payments, Review and evaluate Consultant claims and manage change orders.3.2.1.3 Planning Prepare a “Project Master Schedule” and evaluate different construction strategies to achieve client’s time, cost and quality objectives, Prepare a “Work Breakdown Structure” (WBS) by breaking down the complete works into packages, Identify long-lead materials and equipment, Define critical path, Monitor deliverables release dates by consultants, Regular review and update of the Project Master Schedule, notify any relevant party that is in delay and report to Client.3.2.1.4 Tender Management Set up Procurement Strategy for the Project and define Work Packages in accordance with the Project Master Schedule, Review the tender documentation prepared by the QS, Manage the overall tender process (pre-qualification, invitation, submission, analysis, interview, evaluation) with the assistance of the QS, Review final tender evaluation from QS and issue recommendation to Client for contractor selection, Review Contracts prepared by the QS prior to signature by Client.3.2.1.5 ReportingThe Project Manager will provide the following reports:- Monthly report, which will include Design progress and issues regarding Design, Construction progress and issues, risk register, cost Report, tracked schedule and delay analysis,- Fortnightly report,- Design Development report. 3.2.2 Construction ManagementConstruction Management aims at delivering the Construction Works to the Owner within agreed duration, accident free and in compliance with quality specifications.The Construction Manager will therefore organize, schedule, mobilize, and coordinate on site the contractors selected by the Project Manager and the Owner. During the construction works, he will inspect and monitor such contractors in order to achieve project targets. The key areas of management are as follow: 3.2.2.1 Risks, Constraints’ reviews and strategyAt Project Start up, The Construction Manager, in coordination with other parties, will perform a risk review to identify all the risks, events, which may impact the course of the Project in relation to the Construction. The Risk Register will list all agreed preventive actions and monitor their impact. Such impacts will then be included within Project Schedule and Budget.
3.2.2.2 Organization
 Monitor and coordinate the general construction program,
 Mobilize Contractors and perform Induction with regards to the project requirements and programs,
 Monitor construction processes,
 Update Periodic Risk Analysis and monitor prevention actions and their potential impacts.

3.2.2.3 Planning
 Review Construction Program and WBS issued by the Project Manager,
 Perform Weekly Progress updates and reports,
 Follow-up the lists of main equipment/material orders both for direct supply by the Owner and for supply by the contractors,
 Report on deviations.

3.2.2.4 Safety Coordination
 Issue Project Safety Requirement, review Contractor Safety plan, inspects Contractor Safety Organization,
 Perform Hazard assessment and Monitor prevention action program, Inspect Construction works and manage Safety Non-Conformities,
 Chair Safety Committee on a monthly basis to review the Safety implementation.

3.2.2.5 Quality Management
 Issue Project Quality Plan, review Contractor Quality plan, inspects Contractor Quality Organization,
 Review Method statement, and validate ITPs prepared by the Contractor,
 Manage inspections for Construction Works, manage acceptance records and Non-Conformities,
 Audit Manufacturer and perform shop inspections if agreed within Contract conditions,
 Coordinate all necessary material samples submittal from the Contractors and g

đang được dịch, vui lòng đợi..

Kết quả (Việt) 2:[Sao chép]

Sao chép!

đang được dịch, vui lòng đợi..

Kết quả (Việt) 3:[Sao chép]

Sao chép!

đang được dịch, vui lòng đợi..

Các ngôn ngữ khác

Hỗ trợ công cụ dịch thuật: Albania, Amharic, Anh, Armenia, Azerbaijan, Ba Lan, Ba Tư, Bantu, Basque, Belarus, Bengal, Bosnia, Bulgaria, Bồ Đào Nha, Catalan, Cebuano, Chichewa, Corsi, Creole (Haiti), Croatia, Do Thái, Estonia, Filipino, Frisia, Gael Scotland, Galicia, George, Gujarat, Hausa, Hawaii, Hindi, Hmong, Hungary, Hy Lạp, Hà Lan, Hà Lan (Nam Phi), Hàn, Iceland, Igbo, Ireland, Java, Kannada, Kazakh, Khmer, Kinyarwanda, Klingon, Kurd, Kyrgyz, Latinh, Latvia, Litva, Luxembourg, Lào, Macedonia, Malagasy, Malayalam, Malta, Maori, Marathi, Myanmar, Mã Lai, Mông Cổ, Na Uy, Nepal, Nga, Nhật, Odia (Oriya), Pashto, Pháp, Phát hiện ngôn ngữ, Phần Lan, Punjab, Quốc tế ngữ, Rumani, Samoa, Serbia, Sesotho, Shona, Sindhi, Sinhala, Slovak, Slovenia, Somali, Sunda, Swahili, Séc, Tajik, Tamil, Tatar, Telugu, Thái, Thổ Nhĩ Kỳ, Thụy Điển, Tiếng Indonesia, Tiếng Ý, Trung, Trung (Phồn thể), Turkmen, Tây Ban Nha, Ukraina, Urdu, Uyghur, Uzbek, Việt, Xứ Wales, Yiddish, Yoruba, Zulu, Đan Mạch, Đức, Ả Rập, dịch ngôn ngữ.