UKUR BAHAN : quantity surveying

Quantity surveying

2012-01-09T20:25:00.000-08:00

Arup provides cost management and quantity surveying (QS) services on a vast range of construction projects, including buildings, civil engineering, industrial, infrastructure and major highways projects.

The firm's QS specialists are an integral part of the design and project management team on projects of all sizes and levels of complexity.

What sets Arup apart is that its cost managers and quantity surveyors are fully integrated into the engineering environment to provide an effective means of achieving the client's objectives. They contribute to projects with in-depth knowledge of built environment design and the concerns of designers and clients. They share the firm's commitment to sustainable development, project performance and life-cycle analysis.

Design decisions and cost control
The capital cost of a construction project is largely determined by decisions made by the client with their design team. The best outcomes are possible when each decision on the scope or quality of the project is made in the full knowledge of its impact on cost and the value that it provides to the client’s business.
Arup's teams know that effective cost management comes from total integration into the design process. As full members of the project team, they use proven procedures and systems designed to give full access to current information on the budget and forecast cost to completion, thereby helping to shape the evolving design to match the client’s aspirations.

Cost control and value management
Cost planning and value management include the evaluation of alternative design against the client’s value criteria for function, quality and durability. The evaluation techniques enable the design team to optimise the design to fit within the client's budget.

Cost control is achieved through formal change control procedures and regular cost reporting. This is designed to give up to-date cost information to the client and the designers and to provide a full audit trail of changes against an approved budget.

Procurement, tendering and contract administration
Arup's project and cost management team includes experienced quantity surveyors based around the world. Their services range from project conception to design development and include advice on procurement and tendering methodologies, management of the procurement process from tenderer selection through tender evaluation to contract award, and post-contract administration, leading to the agreement of the final account, including the resolution of potential contractual disputes.

Knowledge sharing through the firm's internal networks allows resources and experience to be drawn from many locations around the firm to support and supplement core teams.

http://www.arup.com/Services/Quantity_surveying.aspx

QS and Value Engineering

2012-01-09T20:15:00.000-08:00

Our surveyors – qualified as both chartered quantity surveyors and as cost engineers – are equally experienced in building and civil engineering contracts and the separate methods of measurement and technology attached to each.

Our client list includes a wide range of companies and authorities from both the private and public sectors, for whom we have undertaken work varying greatly in scale and type, for example:

Building and civil engineering developments
Industrial and warehouse schemes
Microelectronic, pharmaceutical and chemical facilities
Education buildings
Airports and hotels
Office developments and fitouts

Our core services – which we can provide either as part of a multi-disciplinary in-house team or as an independent service - include:

Feasibility cost estimates
Detailed cost plans and estimates
Comparative costings
Bills of Quantities
Tender advice and management
Tender evaluation and reports
Post contract cost control
Value engineering

When it comes to value engineering, we seek to help our clients achieve specified functions at minimum cost without detriment to quality, reliability, delivery and performance. Our services are geared towards:

Determining the best project value for money – least whole life cycle cost

Eliminating/modifying non-essential project items

Maximising the project’s functional value – layout, material types, buildability – without sacrificing quality, reliability and performance.

http://www.mottmac.ie/skillsandservices/quantitysurveying/

Hotel 30 tingkat siap 15 hari

2012-01-09T19:31:00.000-08:00

Bangunan Hotel Ark setinggi 30 tingkat yang mencipta rekod berjaya disiapkan dalam masa 15 hari. - AGENSI

BEIJING 9 Jan. - Sebuah syarikat pembinaan China, sekali lagi mencatat rekod dunia apabila berjaya menyiapkan pembinaan bangunan hotel setinggi 30 tingkat hanya dalam tempoh 15 hari atau 360 jam.

Hotel Ark, seluas 17,000 meter persegi yang dibina oleh Broad Group, syarikat pakar seni bina, siap dalam 15 hari selepas sebelum ini mencipta rekod membina bangunan hotel setinggi 15 tingkat juga dalam tempoh 15 hari.

Apa yang lebih menarik, bangunan itu berjaya disiapkan tanpa sebarang kecederaan di kalangan pekerja dan ia mampu bertahan dalam gempa bumi sekuat 9 pada skala Richter.

Semua bahan yang digunakan adalah daripada jenis pasang siap di mana bahan-bahan binaan terlebih dahulu diproses di kilang dan pekerja hanya perlu menyambungkan komponen-komponen tersebut untuk menjadikannya satu bangunan.

Untuk menyiapkan struktur komponen utama, ia hanya mengambil masa 46 jam dan tempoh 90 jam lagi digunakan untuk menyiapkan bahagian luaran.

Struktur bangunan itu juga kalis bunyi dan mampu menebat arus udara panas, selain mempunyai pemantau kualiti udara di setiap bilik hotel. - AGENSI

Kerjaya: Juruukur bahan

2011-12-27T23:49:00.001-08:00

Oleh Khairina Yasin, kayrina@bharian.com.my
2010/06/03

MOHD ASHRI (kiri) menekankan semangat kerja berkumpulan bagi memastikan kejayaan sesebuah projek pembinaan.

Menuntut semangat kerja berkumpulan, ketelitian

PERKEMBANGAN pesat sektor pembinaan negara menyaksikan lebih banyak peluang kerjaya sebagai arkitek, jurutera atau juruukur bahan diperlukan industri berkenaan.

Dikategorikan sebagai kerjaya profesional, populariti arkitek atau jurutera dilihat lebih menyerlah berbanding dengan juruukur bahan yang kurang menonjol biarpun peranannya begitu penting dalam menjayakan sesebuah projek pembinaan.

Senario itu diakui juru ukur bahan bertauliah, Sr Mohd Ashri Yusuf yang berpengalaman hampir 20 tahun dalam kerjaya berkenaan.

Kini berjaya menubuhkan syarikat perunding ukur bahan sendiri, May Consult di Gombak, Selangor, Ashri mengakui ramai yang masih kabur dengan peranan dan skop tugas sebagai juruukur bahan.

Katanya, juruukur bahan banyak terbabit secara langsung dalam pengurusan kewangan dan kontrak binaan bermula dari awal sehingga peringkat penyelesaian akaun muktamad.

“Selain bertindak sebagai penasihat dalam projek pembinaan khususnya di peringkat perancangan mengenai peruntukan kos, saya juga bertanggungjawab menyediakan kajian bagi menyelidik sama ada sesebuah projek yang dirancangkan itu mampu memberi keuntungan atau sebaliknya.

“Kerjaya ini menuntut semangat kerja berkumpulan apabila perlu bekerjasama dengan pelbagai pihak termasuk perunding reka bentuk bagi memastikan kejayaan sesebuah projek pembinaan,” katanya.

Mohd Ashri menjelaskan, kerjasama dengan perunding reka bentuk penting bagi menentukan setiap elemen bangunan yang dicadangkan berpadanan dengan peruntukan kewangan yang disediakan.

Katanya, skop tugas juruukur bahan juga dilakukan secara berperingkat, bermula dengan menyediakan kajian kemungkinan, menyiap dan menganalisis dokumen tender.

“Seterusnya memeriksa dokumen kontrak dan insuran, melakukan penilaian dan perubahan kerja, mempertimbangkan tuntutan kontraktor selain menilai keperluan lanjutan masa sehingga menyelesaikan akaun penamat.

Katanya, kerjaya ini memerlukan ketelitian dan ketepatan dalam pengiraan kos kerana ia membabitkan aspek kewangan.

Justeru katanya, pengetahuan dan kemahiran dalam sains, matematik dan statistik amat diperlukan untuk menjadi juruukur bahan.

“Sejak kebelakangan ini, wujud permintaan tinggi terhadap juruukur bahan dan ia dikatakan masih belum mencukupi biarpun beratus graduan dilahirkan universiti tempatan setiap tahun.

“Gambaran ini secara tidak langsung menunjukkan prospek cerah kerjaya sebagai juruukur bahan,” katanya.

Sama seperti arkitek dan jurutera, pengalaman dan khidmat terbaik juruukur bahan turut membolehkan mereka memohon status profesional sekali gus membuka peluang menubuhkan firma perundingan sendiri.

INFO: IPTA yang menawarkan program Ukur Bahan
Universiti Teknologi Malaysia
Universiti Teknologi Mara
Universiti Islam Antarabangsa Malaysia
Universiti Malaya

Projek Hospital Shah Alam: Kerajaan tanggung lebihan kos RM70 juta

2011-10-16T23:59:00.000-07:00

Neo Chee Hua | Oct 14, 2011 05:10:46 pm

Akhirnya, Gadang Holdings Bhd yang "direstui" Kementerian Kerja Raya (KKR) memperolehi projek Hospital Shah Alam, mungkin dilihat sebagai tanda noktah kepada kemelut yang berlaku sekian lama. Namun demikian, di sebalik kemelut ini, timbul pertikaian ketidaktelusan dalam kementerian kerajaan, di mana KKR menyerah projek ini kepada Gadang tanpa melalui Kementerian Kewangan dan Jabatan Perdana Menteri, dan mengakibatkan kerajaan perlu menanggung lebihan kos setinggi RM70 juta.

Dalam satu kenyataan di Bursa Malaysia pada 10 Oktober 2011, Gadang Holdings Bhd mengumumkan bahawa anak syarikatnya Gadang Engineering (M) Sdn Bhd telah memperolehi projek Hospital Shah Alam, dengan kontrak bernilai RM410.87 juta. Projek ini akan disiapkan dalam tempoh 24 bulan.

Pernah dalam satu laporan eksklusif, MerdekaReview (edisi bahasa Cina) melaporkan bahawa terdapat enam syarikat yang menyertai perbidaan semula projek ini, dan Gadang Holdings Bhd yang "direstui" KKR telah berjaya memperolehi projek tersebut. Sebagaimana yang diketahui, harga bidaan asal yang dikemukakan Gadang Holdings Bhd adalah RM431.66 juta, namun telah dikurangkan kepada RM410.87 juta kemudiannya, dan disiapkan dalam tempoh 24 bulan.

Masalah ketidaktelusan

Menurut laporan sebelum ini, setelah perbidaan tamat pada Disember 2010, KKR mengesyorkan Gadang Holdings Bhd kepada Kementerian Kewangan. Namun demikian, Kementerian Kewangan mengeluarkan surat perintah pada 22 Mac 2011 kepada KKR, menyatakan bahawa cadangan Gadang sebagai kontraktor projek Hospital Shah Alam tidak diluluskan, malah meminta agar KKR mengadakan perbidaan semula.

Walaupun KKR membuat rayuan kepada Kementerian Kewangan pada Jun 2011, agar Gadang Holdings Bhd yang berjaya dalam perbidaan dipertimbangkan semula oleh Kementerian Kewangan untuk mengambil-alih projek Hospital Shah Alam. Namun demikian, bukan sahaja Kementerian Kewangan menolak permintaan KKR dalam surat balasnya, malah cuba menyenaraikan Frontier Structure Sdn Bhd yang tidak berkelayakan ke dalam senarai perbidaan semula.

Bukan itu sahaja, lebihan kos untuk projek Hospital Shah Alam melebihi RM70 juta selepas perbidaan semula, mengakibatkan nilai kontrak baru melebihi nilai kontrak asal yang diluluskan, malah di luar bidang kuasa Kementerian Kesihatan untuk meluluskannya. Kementerian Kesihatan perlu mendapatkan persetujuan Unit Perancang Ekonomi (EPU) sebelum mengeluarkan surat kelulusan. Oleh yang demikian, Kementerian Kesihatan menangguhkan kelulusan yang diminta oleh KKR.

Dengan kata lain, walaupun Kementerian Kewangan telah mengeluarkan surat untuk tidak meluluskan Gadang Holdings Bhd daripada mengambil-alih projek Hospital Shah Alam, namun KKR bukan sahaja tidak menurut perintah Kementerian Kewangan, malah terus mengumumkan bahawa projek ini diserah kepada Gadang Holdings Bhd tanpa melalui Kementerian Kewangan. Sebagaimana yang diketahui, bukan sahaja Kementerian Kewangan, malah Jabatan Perdana Menteri tidak mengetahui keputusan KKR ini.

Lebihan kos yang ditanggung

Lantaran daripada penyerahan projek ini kepada Gadang Holdings Bhd, ia bermakna kerajaan perlu menanggung lebihan kos lebih daripada RM70 juta. Menurut dokumen Kementerian Kesihatan, kos projek melonjak kepada RM556.51 juta selepas perbidaan semula, mencatat lebihan kos sebanyak RM74.91juta berbanding nilai kontrak asal.

Ia sebenarnya menunjukkan bahawa kerajaan BN masih mengekalkan budaya ketidaktelusan dalam perbidaan. Ia bercanggah dengan program transformasi kerajaan yang disarankan kerajaan Najib, dan menyebabkan dasar pembaharuan dalam bidang perkhidmatan awam ini menjadi hanya satu retorik semata-mata.

Lebih penting, masalah lebihan kos projek Syarikat Hospital Shah Alam mungkin tidak dapat diselesaikan dengan pengambil-alihan oleh Gadang Holdings Bhd. Isu pokoknya, walaupun Gadang Holdings Bhd berjaya memperolehi projek ini dengan sokongan KKR, namun projek Hospital Shah Alam ini juga berdepan dengan risiko kegagalan atau lebihan kos sekali lagi.

Ini kerana walaupun Gadang Holdings Bhd memiliki rekod membina hospital, namun pada hakikatnya ia tidak memiliki pengalaman yang sebenar dan profesional yang khusus. Menurut maklumat yang diperolehi MerdekaReview sebelum ini, Gadang Holdings Bhd walaupun pernah memperolehi satu projek Hospital Rehabilitasi Cheras pada tahun 2008, namun syarikat ini terpaksa mendapatkan bantuan luar, iaitu perkhidmatan rundingan yang berkenaan dengan peralatan perubatan - kerana tidak memiliki pengetahuan dan pakar dalam bidang yang berkenaan.

http://merdekareview.com/bm/news.php?n=12358

Ulasan: Kerajaan tanggung lebihan kos RM70 juta ertinya wang rakyat dicuri lagi di depan mata kita. RM70 juta bukan 70 sen.

Dapat tender tentera RM2b guna 16 syarikat berbeza

2011-10-14T02:22:00.000-07:00

Seorang peniaga dapat tender tentera RM2b guna 16 syarikat berbeza

KUALA LUMPUR: Kementerian Pertahanan dituntut untuk memberi penjelasan berhubung amalan pemberian tender berkaitan urusan ketenteraan secara terus kepada individu tertentu hingga menyebabkan seseorang peniaga memiliki pelbagai tender dengan nilai terkumpul RM2 bilion.

Berucap di Parlimen, Ketua Pembangkang, Datuk Seri Anwar Ibrahim mendedahkan, semakan melalui Suruhajaya Syarikat Malaysia (SSM) menunjukkan sebanyak 16 syarikat bumiputera yang dimiliki individu yang sama, diberi tender secara terus, antaranya melibatkan urusan katering dan pengangkutan.

Antaranya, kata beliau, Sajian Komatra Sdn Bhd yang mengendalikan perkhidmatan katering bagi zon utara dan timur Semenanjung dengan nilai RM600 juta dan Gatmata Sajian Sdn Bhd (bagi Sabah, Sarawak dan Labuan) dengan nilai kontrak berjumlah RM800 juta, sedangkan ia dimiliki peniaga yang sama.

Beliau berkata, ia memberi gambaran seolah-olah tiada ada peniaga Melayu lain yang layak menerima tender berkenaan, sedangkan Anwar berpendapat, sebahagian tender berkenaan sepatutnya turut diagih kepada koperasi tentera dan bekas tentera.

“Perkara ini mesti disiasat. Seolah-olah ada satu pakatan di peringkat tertinggi Kementerian Pertahanan, dengan penglibatan satu atau dua orang tokoh Umno, atas nama Ketuanan Melayu. Ini merupakan cara jijik dan penipuan, dengan menggunakan nama kementerian untuk memperkaya individu tertentu.

“Adakah ini betul-betul tanda bahawa kita patriotik kepada negara, dengan memunggah kekayaan sendirian, atas nama Melayu? Adakah tidak ada bekas anggota tentera atau koperasi tentera yang boleh mengendalikan urusan itu?” soalnya lagi.

Ketua Umum KEADILAN itu juga menyatakan mustahil tender sedemikian besar boleh diagih tanpa pengetahuan peringkat kementerian.

“Kelompok inilah yang paling lantang, kononnya mempertahankan “Ketuanan Melayu ”, tetapi sebenarnya hanya menggendutkan dan membuncitkan perut sendiri,” kata Anwar.

Short URL: http://www.keadilandaily.com/?p=2122

Komen: Demikianlah UMNO mencuri wang rakyat selama ini.

Kontrak baik pulih Parlimen secara runding terus?

2011-10-14T02:08:00.001-07:00

Mahfuz persoal kontrak baik pulih parlimen secara runding terus

KUALA LUMPUR: Ahli Parlimen Pokok Sena, Datuk Mahfuz Omar mempersoalkan langkah Kementerian Kerja Raya menganugerahkan secara terus kontrak membaik pulih Parlimen kepada sebuah syarikat tanpa melalui proses tender terbuka.

Syarikat yang dimaksudkan itu adalah TRC Corporation, sebuah syarikat sama yang dianugerahkan kontrak membina istana berharga RM11 juta milik bekas
Perdana Menteri, Tun Abdullah Ahmad Badawi yang terletak di Jalan Mahameru.

Menurut Mahfuz, beliau mempersoalkan mengapa tidak ada sebut harga dikeluarkan kepada syarikat berkenaan, yang juga dikatakan kontraktor yang pembinaan pengkalan kapal selam di Sabah yang bernilai RM400 juta

“Surat setuju (dari Kementerian) dikeluarkan tanpa penelitian kos.

“Kita tidak mahu pembaikpulihan (bangunan parlimen) dibuat tanpa penelitian kos,” terang Mahfuz kepada KeadilanDaily.com di lobi Parlimen.

November tahun lepas, Menteri Kerja Raya, Datuk Shaziman Abu Mansor mengumumkan bangunan Parlimen yang sudah berusia hampir lima dekad akan melalui pengubahsuaian struktural secara menyeluruh bagi menyelesaikan masalah kerosakan yang sering berlaku sebelum ini.

Oleh itu, dewan persidangan Parlimen dipindahkan buat sementara waktu ke dewan serbaguna berdekatan Parlimen.

Short URL: http://www.keadilandaily.com/?p=10051

Ulasan: Padahal JKR sudah berpengalaman dan sudah ada panduan mengenai penggunaan kontrak terbuka dan secara terus. Kalau tak berhati wang rakyat akan dicuri melalui kontraktor kroni melalui pelaksanaan projek awam. Sila lihat kes seumpama ini dalam Laporan Audit Negara. Apa khabar PSRM? Masihkah bertenaga melawan rasuah dan penyelewangan dalam negara kita?

Kos tambahan Istana Negara kayakan kroni Umno- Azan

2011-10-14T02:08:00.000-07:00

Oleh: Masdar Wahid

KUALA LUMPUR: Ahli Parlimen Indera Mahkota, Azan Ismail mempersoalkan lebihan kos pembinaan Istana Negara yang meningkat sekali ganda kepada RM811 juta berbanding kos asalnya sekitar RM400 juta.

Azan berkata, selepas belanjawan untuk sesuatu projek dilulus di dewan rakyat, kebiasaannya terdapat kos tambahan yang digunakan untuk menguntungkan syarikat pemaju yang ada kaitan dengan Umno.

“Belanjawan tambahan inilah yang kita persoalkan kerana lazimnya kos asal projek akan melonjak dan tiada jawapan memuaskan dari kerajaan persekutuan,” katanya mengulas sebaran gambar istana berkenaan di blog dan laman sosial Facebook.

Menurutnya lagi beliau mengesyaki kos tambahan berkenaan digunakan untuk membiayai kempen pilihan raya Umno.

“Akhirnya, wang rakyat itu juga akan disalur untuk membiayai kempen Umno BN menjelang Pilihan Raya Umum (PRU) akan datang,” katanya dihubungi Keadilandaily.com.

Sebelum ini, Ketua Pembangkang, Datuk Seri Anwar Ibrahim mendedahkan kos asal pembinaan Istana Negara yang ditawarkan oleh Maya Maju (M) Sdn Bhd di bawah konsep penswastaan bernilai RM 394,803,200.00

Namun, harga yang ditawar Jabatan Kerja Raya (JKR) secara rundingan terus pula berjumlah RM 649,995,507.51

Projek itu yang sepatutnya siap pada 29 November 2010 dipinda sehingga Februari 2011 dengan kosnya melonjak lagi kepada RM811.2 juta.

Syarikat berkenaan dikatakan dikuasai Datuk Man bin Mat yang juga Bekas Bendahari Umno Merbok, Kedah.

Rekod menunjukan semasa kontrak ditawar kepada syarikat ini, ia ditakrif sebagai ‘DORMANT’ oleh Suruhanjaya Syarikat Malaysia (SSM).

Ini bermakna, syarikat ini tidak menjalankan apa-apa kegiatan perniagaan, tidak mempunyai ‘track record’ dan pengalaman dalam pembangunan dan pembinaan. Ia hanya didaftar sebagai syarikat pembinaan pada Ogos 2008 selepas mendapat kontrak pembinaan Istana Negara pada Oktober 2007.

Syarikat ini juga tidak mempunyai lesen ‘PKK’ yang wajib untuk dipertimbang kontrak dari JKR dan tidak berdaftar dengan ‘CIDB’ yang merupakan syarat wajib kepada semua kontraktor pembinaan.

Akhbar The Star bertarikh 27 Jun 2010 melaporkan ramai buruh asing digunakan untuk pembinaan Istana Negara Baru tersebut, tetapi tidak dibayar upah.

Short URL: http://www.keadilandaily.com/?p=21206

Komen: Demikianlah bagaimana BN/UMNO mencuri wang rakyat melalui pelaksanaan projek awam. Sila lihat kes seumpama ini dalam Laporan Audit Negara. Apa khabar PSRM? Masihkah bertenaga melawan rasuah dan penyelewangan dalam negara kita?

Ownership of Design

2011-10-12T23:06:00.000-07:00

Question

Our Consultant in final stage to completed a design of water and road projects which will be implemented under FIDIC Red Book.
I would like to know during the implementation who will be responsible to any error in the final design. Design Consultant, Client or Contractor?

Answer

The principle is that each party is responsible for what he/she is doing.

I understand that you are the Client, have a contract with a Consultant and under this contract the Consultant has to issue a design. Under this contract, the Consultant is responsible for the design, i.e. any defect of the design is the Consultant responsibility.

The Client will sign a FIDIC Red Book contract with a Contractor which will have to execute works according to the design given by the Client. Under this contract, the Employer is responsible for the design, since he provided the design.

In case a defect of the design is found during the implementation of the works contract, the Client is responsible for this in his relation with the Contractor. Due to the fact that the design was not issued by the Client, but for the Design Consultant, the Design Consultant is responsible for the design in the relation between the Client and the Design Consultant, but within the works contract the Client remains responsible for the design.

Practically, for a defect found in the design during the implementation of the works contract, the Contractor will receive financial compensations from Client, and the Client will receive financial compensation from the Design Consultant through the service contract concluded between the Client and the Design Consultant. The safest way for the Client to recover his loses/damages because of the defects in the design issued by a Design Contractor is to have a valid performance guarantee or performance bond delivered by the Design Consultant and, in case the Design Consultant refuses to compensate the Client for his losses because of the bad design, the Client can make a claim under the performance guarantee/bond.

During the implementation of the works contract, the Client is responsible for the design in relation with the Contractor, and the Design Consultant is and remains responsible for the design in relation with the Client. The Design Consultant cannot be responsible for the design in relation with the Contractor, since the Contractor and the Design Consultant has no relationship, either contractual or other kind of relationship. The Client provided a design to the Contractor and these 2 have a contractual relationship, therefore the Client is responsible in relation with the Contractor for what he was provided (this case, the design).

These above are not applicable in case, during the implementation of the works contract, the Contractor proposes a change/modification of the Works to make better the project. This case, the modification is to be dealt under Sub-Clause 13.2 [Value Engineering] and the Contractor is responsible for the changed design, therefore for any defect of this part of the final design. For all the other parts of the design, the Client remains responsible in relation with the Contractor, and the Design Consultant in relation with the Client.

http://en.allexperts.com/q/Construction-Law-914/2010/1/ownership-Design.htm

Poor management added to costs

2011-10-12T23:02:00.000-07:00

Written by Sharon Tan, R B Bhattacharjee, M Shanmugam
Friday, 29 May 2009 12:03

KUALA LUMPUR: The Port Klang Free Zone (PKFZ) had a project management record that raises troubling questions, the PriceWaterhouseCoopers (PwC) report on the project shows.

The audit firm criticises the PKFZ (project management) on four counts:
• Firstly, a RM1 billion development contract was awarded to Kuala Dimensi Sdn Bhd (KDSB) before a project masterplan was finalised.

In violation of sound project management practice, the Port Klang Authority (PKA) had entered into a RM1 billion contract with KDSB on March 27, 2004, nine months before the Jebel Ali Free Zone International/ The Services Group Inc (JAFZI/TSG) masterplan was ready.

The issues that such indiscipline raises are that the financial viability of the development would be difficult to ascertain since the project’s cost parameters could not have been accurate, and the return on investment undefined.

Also, it would be highly risky to undertake capital expenditure of this magnitude before getting an accurate picture of the demand and supply of these facilities, which a masterplan would provide.

As the PwC report points out: “The JAFZI/TSG Masterplan which addressed, among other things, market demand, development approach and financial projections, was finalised in December 2004. In essence, the JAFZI/TSG Masterplan recommended a mixed development strategy — a single phase for infrastructure works and multiple phases over eight years for the light industrial units (LIU). This staggered development for the LIU was recommended for cashflow considerations and to match expected future demand.”

The worst, it appeared, was waiting to happen. The PwC report notes: “The entire project including the LIU was completed within 24 months, resulting in excess LIU capacity. As at Dec 31, 2008, occupancy rate of the LIU was only 15%.”

• Secondly, PwC says, the PKA may not have received value for money due to its heavy reliance on KDSB as the turnkey developer.

This is putting it mildly, to say the least. “PKA’s approach to the project was that, this being a turnkey development, the onus was on KDSB to deliver the completed works to PKA, with minimal supervision,” the report said.

It illustrates the pitfalls by suggesting that PKA “could have better managed the project” by appointing a qualified supervising officer to safeguard its interest, ensuring that detailed specifications were submitted with the agreement, undertaking competitive tenders, adhering to the JAFZI/TSG Masterplan for phased development, complying with PWD standard terms for contracts and appointing independent quantity surveyors early in the development.

• Thirdly, project management and control over the project was weak.

To illustrate, the report cites some examples: In an agreement dated March 27, 2004, PKA did not require detailed building/ infrastructure specifications, the scope of work for the turnkey developer KDSB or a fixed contract price; there was no requirement for preliminary cost estimates; no requirement for quantity surveyors to be appointed before works started in July 2004; nor for KDSB to submit plans and drawings on a timely basis.

Further, the development agreements were weak compared to the PWD’s standard contract terms for design guarantee and defect liability. Unlike the PWD contracts, for example, the PKFZ agreements did not require KDSB to deposit a design guarantee bond. Also, none of the notices of payment presented by KDSB were forwarded to the quantity surveyors for their independent verification, PwC said.

• Fourthly, only the light industrial units had been issued with certificates of fitness at the end of December 2008. The defect liability period had expired and certain defects remain to be rectified.

In view of these issues, the PwC report concludes, the project had been poorly executed, which resulted in higher project outlay, significant financing costs, weak control over KDSB’s billings, a surplus of LIU and delays in the issuance of the certificate of fitness (CF).

PKFZ: Issues concerning the project
• The Cabinet approved proposal to purchase land but subsequent development proposals were not tabled to Cabinet for approval.
• Port Klang Authority (PKA) did not alert the Cabinet in a timely manner of its inability to finance the project from internal funds.
• PKA board did not exercise oversight and adequate governance over the implementation of the project. Key matters were not tabled to Board.
• Advice of the Attorney-General was not sought and certain Finance Ministry regulations were not complied with.
• There could be potential conflict of interests arising from the involvement of parties who had prior association with either the land or Kuala Dimensi Sdn Bhd (KDSB).
• Finance Ministry’s soft loan interest will increase the project outlay from RM4.9 billion to RM7.4 billion. If the soft loan is not restructured, the outlay will increase to RM12.45 billion.
• PKA could have reduced funding costs had it complied with Ministry of Finance’s recommendation to issue government bonds and developed the project in phases.
• The land was acquired at special value exceeding the market value.
• KDSB may have overcharged PKA for interest by between RM51 million and RM309 million with regard to the land purchase.
• Development Agreement 3 (DA3) (the supplementary agreement that expanded the scope of development of the project from 400 acres to 1000 acres for RM1 billion on deferred payment basis) was not a fixed sum contract and did not stipulate a rate for professional fees claimable by KDSB.
• PKA incurred claims of RM95.256 million for general preliminaries cost that was not specified in the development agreement (DA).
• The final account for DA3 did not have any deduction for value of work not done on three infrastructure components — monsoon drain system, water supply system and two bridges — in the land purchase agreement.
• KDSB was awarded the RM1 billion development contract before project masterplan was finalised.
• PKA may not have received value for money due to its heavy reliance on KDSB as the turnkey developer.
• Project management and control over the project was weak.
• Project status as at Dec 31, 2008 — only the light industrial units (LIUs) have been issued with certificate of fitness (CF). The defect liability period has expired and certain defects remain to be rectified.
• PKA has projected that it will be in a cumulative cash deficit position in 2012 and will not be able to repay the Finance Ministry soft loan instalments from that year.
• Letter of support issued by Transport Ministry could be construed as a guarantee that PKA would meet its obligations on a full and timely basis.
• The project’s actual occupancy of 14% is low and not generating sufficient revenue to cover its operating expenses.
• Port Klang Free Zone Sdn Bhd (PKFZSB) has incurred losses since its incorporation and has negative shareholders’ funds as at Sept 30, 2008.

This article appeared in The Edge Financial Daily, May 29, 2009.

Ulasan: Beginilah antaranya bagaimana wang rakyat dibazirkan oleh kerajaan BN.

Design Guarantee Bond

2011-10-12T22:58:00.000-07:00

Merujuk kepada Klausa 22.2 Borang JKR 203 / 2007 ada menyatakan untuk setiap projek yang dilaksanakan oleh pihak kerajaan mengkehendaki supaya pihak kontraktor menyediakan Design Guarantee Bond yang bernilai 5% daripada nilai kontrak yang mempunyai 'design'.

Bon Jaminan Rekabentuk (Design Guarantee Bond) boleh disediakan oleh pihak bank atau syarikat insuran. Bon Jaminan Rekabentuk ini perlu disediakan sebaik sahaja Sijil Perakuan Siap Kerja atau Certificate Of Practical Completion (CPC) dikeluarkan. Tempoh bon ini perlu sah sehingga tempoh 5 tahun dari tarikh CPC dikeluarkan.

Sekiranya, pihak kontraktor gagal menyediakan Bon Jaminan Rekabentuk ini, pihak kerajaan berhak menuntut melalui Bon Pelaksanaan yang telah disediakan ketika awal projek bermula.

http://borak-qs.blogspot.com/2011/09/design-guarantee-bond.html

Perbezaan Definasi Pegawai Penguasa (S.O) dan Pengarah Projek (P.D)

2011-10-12T22:56:00.000-07:00

Seringkali dilihat pihak-pihak yang terlibat di dalam pentadbiran kontrak atau industri binaan tidak memahami akan maksud dan perbezaan istilah di antara Pegawai Penguasa (P.P) atau Superintending Officer (S.O) dengan Pengarah Projek (P.P) atau Project Director (P.D).

Kedua-dua Pegawai Penguasa (S.O) atau Pengarah Projek (P.D) adalah didapati mempunyai kuasa dalam pentadbiran kontrak sesuatu projek. Walaupun dilihat, kedua-duanya mempunyai persamaan tetapi sebenarnya mempunyai perbezaan yang tersendiri.

Istilah Pegawai Penguasa (P.P) secara umumnya digunakan untuk projek yang dilaksanakan secara konvensional, dimana kontraktor yang dilantik untuk melaksanakan kerja adalah menggunakan borang kontrak JKR 203A atau JKR203.

Istilah Pengarah Projek (P.D) pula, secara umumnya digunakan untuk projek yang dilaksanakan secara 'design and build'. Dimana didalam projek secara design and build. Kontraktor adalah didapati untuk bertanggungjawab, menyediakan rekabentuk dan melaksanakan kerja. Disini dapat difahami akan skop tugas Pengarah Projek (P.D) adalah berlainan dengan tugas seorang Pegawai Penguasa (P.P) dalam kontrak konvensional.

Walaubagaimanapun, tugas kedua-duanya iaitu P.P dan P.D didapati mempunyai persamaan dari segi kuasa mengeluarkan sijil-sijil perakuan seperti Perakuan Kelambatan Dan Lanjutan Masa (EOT), Perakuan Siap Kerja (CPC), Perakuan Kerja Tak Siap (CNC) dan Perakuan Siap Memperbaiki Kecacatan (CMGD).

Secara kesimpulannya, perbezaan terhadap istilah P.P dan P.D dapat dilihat menerusi penggunaan jenis kontrak samaada ia mengunakan secara tradisional atau design and build.

http://borak-qs.blogspot.com/2011/02/perbezaan-definasi-pegawai-penguasa-so.html

Tanggungjawab seorang Pegawai Penguasa (P.P)

2011-10-12T22:53:00.000-07:00

Siapakah Pegawai Penguasa (PP) atau Superintending Officer (S.O)?

Dalam amalan kerja JKR, Pegawai Penguasa atau S.O. adalah orang yang bertanggungjawab dan mempunyai kuasa untuk memantau sesuatu projek daripada peringkat permulaan sehinggalah tamat kecacatan (defect) projek tersebut.

Antara tanggungjawab atau tugas-tugas yang perlu dipikul oleh Pegawai Penguasa (SO) adalah seperti berikut:

Memastikan kualiti bahan yang digunakan dan tahap mutu kerja adalah mematuhi kontrak

Memastikan peraturan-peraturan pihak berkuasa tempatan (PBT) dan pihak berkuasa lain yang mempengaruhi Kerja tersebut dipatuhi semasa pelaksanaan kerja

Memastikan Kontraktor tidak mengabaikan hal kebajikan pekerjanya, khususnya berkaitan dengan keselamatan dan perlindungan insuran, dan pekerja-pekerja menerima gaji yang kena dibayar kepada mereka

Memastikan tempoh liputa insurans yang diperlukan di bawah peruntukan yang berkenaan dalam Kontrak tidak luput semasa kerja-kerja sedang berjalan, dan jika perlu mengambil tindakan melanjutkan tempohnya

Memantau kemajuan Kerja Kontraktor dan jika perlu mengambil tindakan awal untuk memberi lanjuta masa (EOT) atau mengenakan ganti rugi tertentu dan diteapkan (LAD) dan/ atau menamatkan pengambilan kerja Kontraktor, dan

Memastikan Kerajaan menunaikan obligasinya di bawah Kontrak kepada Kontraktor yang seperti berikut:

Kontraktor tidak dihalang atau disekat atau ditegah daripada menjalankan kerja-kerjanya sejajar dengan Kontrak

Kelulusan dan keputusan yang dipohon oleh Kontraktor diberi dengan segera; dan
Bayaran kepada Kontraktor disediakan dengan segera dan mematuhi peruntukan yang berkenaan dalam Kontrak.

http://borak-qs.blogspot.com/2011/10/tanggungjawab-seorang-pegawai-penguasa.html

Sijil Perakuan Tak Siap Kerja @ Certificate Non Completion (CNC)

2011-10-12T22:51:00.000-07:00

Sijil Perakuan Tak Siap Kerja atau Certificate Non Completion (CNC) ialah sijil perakuan yang dikeluarkan oleh pihak majikan atau klien kepada pihak kontraktor apabila ia didapati tidak layak untuk diperakukan bagi pengeluaran Perakuan Kelambatan Dan Lanjutan Masa (EOT).

Kesan daripada pengeluaran Sijil Perakuan Tak Siap Kerja (CNC), pihak kontraktor akan dikenakan Denda Ganti Rugi Ditetapkan (LAD) seperti yang terkandung di dalam borang kontrak sehinggalah kerja itu siap.

Walaubagaimanapun, sekiranya selepas Sijil Perakuan Tak Siap Kerja (CNC) dikeluarkan, dan didapati prestasi kerja kontraktor masih tidak memuaskan, pihak klien mempunyai hak untuk menamatkan kerja kontraktor.

Kontraktor adalah tidak dibenarkan untuk dikenakan denda LAD ketika pembayaran interim sehinggalah Perakuan Sijil Tak Siap Kerja (CNC) dikeluarkan dan ditandatangani oleh pihak Pegawai Penguasa (SO) atau Pengarah Projek (PD).

http://borak-qs.blogspot.com/2011/08/sijil-perakuan-tak-siap-kerja.html

Sijil Perakuan Siap Kerja @ Certificate Practical Completion (CPC)

2011-10-12T22:49:00.000-07:00

Apabila sesuatu projek yang sedang dilaksanakan itu telah siap atau telah mencapai keperluan untuk bangunan tersebut berfungsi serta pihak Pegawai Penguasa (SO) telah berpuas hati. Pihak Pegawai Penguasa (SO) tersebut boleh memperakukan kepada pihak kontraktor untuk pengeluaran Sijil Perakuan Siap Kerja atau Certificate Practical Completion (CPC).

Peruntukan klausa di dalam borang kontrak atau Conditions Of Contract yang berkaitan dengan Perakuan Sijil Perakuan Siap Kerja (CPC) adalah seperti berikut:

a) Klausa 39- Borang JKR 203A versi 10/83
b) Klausa 41- Borang Kontrak Design And Build (PWD Form DB/T) version 2002

Kesan daripada pengeluaran Sijil Perakuan Siap Kerja (CPC) adalah seperti berikut:

1- Tempoh Liabiliti Kecacatan (DLP) bermula iaitu selama 1 tahun untuk kontrak konvensional dan selama 2 tahun untuk kontrak secara reka dan bina (design and build)

2- Kontraktor layak dipertimbangkan pengeluaran Bon Pelaksanaan samaada menggunakan kaedah Jaminan Bank atau Wang Jaminan Pelaksanaan dengan 50% atau 2.5% daripada nilai asal bon pelaksanaan.

3-Sekiranya pihak kontraktor tersebut dikenakan denda LAD atas kegagalan menyiapkan kerja dalam tempoh yang dibenarkan atau kegagalan untuk memperolehi Perakuan Kelambatan Dan Lanjutan Masa (EOT), pelaksanaan keatas denda tersebut automatik ditamatkan sehingga tarikh CPC dikeluarkan

http://borak-qs.blogspot.com/2011/06/sijil-perakuan-siap-kerja-certificate.html

Perakuan Kelambatan Dan Lanjutan Masa (EOT)

2011-10-12T21:32:00.000-07:00

Apabila sesuatu projek itu dirasakan mengalami kelewatan dan mempunyai alasan diberi Lanjutan Masa. Maka Perakuan Kelambatan Dan Lanjutan Masa atau Extension Of Time (EOT) boleh dikeluarkan kepada pihak kontraktor sekiranya ia didapati layak untuk memperolehinya.

Hampir semua jenis kontrak yang berkaitan kontrak pembinaan seperti Borang PAM atau Borang JKR 203 atau JKR D&B mengandungi peruntukan untuk pengeluaran Perakuan Kelambatan Dan Lanjutan Masa (EOT) kepada pihak kontraktor.

Di dalam Borang JKR 203 versi 2007, klausa peruntukan Perakuan Kelambatan Dan Lanjutan Masa (EOT) ialah pada Klausa 43.

Antara alasan-alasan yang dibenarkan untuk kelulusan pengeluaran EOT adalah seperti berikut

Force majoure
Keadaan cuaca buruk lebih dari keadaan biasa
Pertelingkahan antara 2 pemilik tanah berjian
Pengeluaran Arahan Perubahan Kerja (VO) oleh klien
Kelewatan kontraktor menerima tapak bina daripada klien
Kelewatan artis tradesman yang dilantik oleh klien
Berlaku rusuhan atau mogok yang memberi kesan kepada pelaksanaan kerja di tapak
Kelewatan perlantikan Sub Kontraktor Dinamakan (NSC)

Kesan daripada pengeluaran sijil Perakuan Kelambatan Dan Lanjutan Masa (EOT) adalah seperti berikut:

Tempoh penyiapan asal akan berubah ke tempoh masa yang baru
Kontraktor tidak boleh dikenakan Denda LAD
Kontraktor perlu melanjutkan tempoh liputan untuk polisi insuran dan jaminan bank pada bon pelaksanaan atau bayaran pendahuluan (sekiranya perlu)
Kontraktor diminta untuk mengemukakan program kerja (work programme) yang baru

http://borak-qs.blogspot.com/2011/04/perakuan-kelambatan-dan-lanjutan-masa.html

Quantity surveyor : Job Description, Employers, Career Development & Case Study

2011-10-12T21:23:00.000-07:00

A quantity surveyor manages all costs relating to building and civil engineering projects, from the initial calculations to the final figures. Surveyors seek to minimise the costs of a project and enhance value for money, while still achieving the required standards and quality. Many of these are specified by statutory building regulations, which the surveyor needs to understand and adhere to.

A quantity surveyor may work for either the client or the contractor, working in an office or on-site. They are involved in a project from the start, preparing estimates and costs of the work. When the project is in progress, quantity surveyors??

The title of the job may also be referred to as a construction cost consultant or commercial manager.

Typical work activities

Typical tasks may include:
preparing tender and contract documents, including bills of quantities with the architect and/or the client;
undertaking costs analysis for repair and maintenance project work;
assisting in establishing a client’s requirements and undertaking feasibility studies;
performing risk and value management and cost control;
advising on procurement strategy;
identifying, analysing and developing responses to commercial risks;
preparing and analysing costings for tenders;
allocating work to subcontractors;
providing advice on contractual claims;
analysing outcomes and writing detailed progress reports;
valuing completed work and arranging payments;
maintaining awareness of the different building contracts in current use;
understanding the implications of health and safety regulations.

Areas requiring more specialised knowledge include:
offering advice on property taxation;
providing post-occupancy advice, facilities management services and life cycle costing advice;
assisting clients in locating and accessing additional and alternative sources of funds;
enabling clients to initiate construction projects;
advising on the maintenance costs of specific buildings.

http://www.prospects.ac.uk/quantity_surveyor_job_description.htm

Quantity surveyors : Employers

The three major employers of quantity surveyors are the offices of private practice quantity surveyors (PQS), the surveying sections of building and civil engineering contractors, and local authorities and government agencies.

Many of these employers operate as multidisciplinary teams or departments, so quantity surveyors are likely to be working alongside other surveying professionals, such as civil engineers and architects. Quantity surveyors who work for contractors are often likely to be based on-site, working with site agents or contract managers.

Other types of organisations likely to employ quantity surveyors include large engineering consultancies and housing associations. Specialist house builders seek the expertise of quantity surveyors, as do some commercial companies, or indeed any public body with a large property portfolio.

Large international mechanical contractors and petroleum engineering companies often recruit quantity surveyors under the alternative title of cost engineer.

http://www.prospects.ac.uk/quantity_surveyor_vacancy_sources.htm

Quantity surveyor : Career development

Experienced quantity surveyors may undertake project management, effectively controlling the whole of a project on behalf of the client from initial design stage through to completion. This development is largely due to the growth of expertise in cost predictions and control. It has led surveyors to use their skills in wider spheres of activity, e.g. cost engineering in the petro-chemical and engineering industries. With experience, some take on more strategic roles in value engineering and risk assessment, while others may specialise in contractual disputes.

The Chartered Institute of Building (CIOB) has many members who work as quantity surveyors. Students seeking work in the civil engineering, petro-chemical and general engineering construction industries may consider joining the Chartered Institution of Civil Engineering Surveyors (ICES) , approximately half of whose members are qualified quantity surveyors. Similarly, it may be worth joining the The Association of Cost Engineers (ACostE) .

There are opportunities for working abroad. The Royal Institution of Chartered Surveyors (RICS) advertises vacancies with international employers through the jobs section of their website, RICS Recruit.

Case studies : Chartered quantity surveyor: Simon Kempthorne

Simon studied for a construction management and surveying degree at the University of Reading. He is currently a chartered quantity surveyor at EC Harris.

I attended a careers fair at my university during my second year and was welcomed by EC Harris who gave me the opportunity to conduct a summer placement. This proved to be invaluable during my final year at university as I was able to utilise the skills I had learnt. I was also offered a full-time graduate role once I had completed my degree.

My subject of study was hugely relevant to my current position as it is an accredited degree by the Royal Institution of Chartered Surveyors (RICS). This enabled me to qualify for chartered status and I was able to complete the RICS Assessment of Professional Competence (APC) whilst working. This involved two years practical experience and passing an interview with a panel of assessors. The RICS professional qualification is highly regarded worldwide and I believe that it will prove to be a springboard to future career progression.

On a typical day I divide my time amongst the projects I am working on. I really enjoy this way of working as I am always facing new and exciting challenges across all phases of the built. I am able to frequently visit construction sites, which is great as you can physically see the fruits of your hard work. This ensures the work is consistently varied and interesting.

My role has developed from assisting in the commercial management of high-rise commercial and residential towers in the City of London to commercially managing the creation and operation of a large portfolio of built assets across Greater London for a leading public sector client. My career ambitions are to take an active role in developing the business through building excellent relationships with new and existing clients.

I enjoy working as part of a team in order to reach a common goal by sharing ideas, decision making and responsibilities. I especially enjoy the energy and innovative thinking that a high performing team provides. I also enjoy the variety of work which the profession provides and the opportunities for international mobility that EC Harris offers.

I find the most challenging parts of my job are managing team members and the expectations of clients. This will often involve challenging opinions and ideas of others in order to innovate and develop further ideas to tackle a problem.

The public sector presents many challenges. The best thing about working for the public sector is being able to provide tangible benefits to the public and being able witness the essential function and enjoyment the built asset provides.

I believe the construction industry presents many exciting opportunities. For those interested in a career in the industry I would recommend undertaking an accredited degree by the RICS. If this is not possible then seeking out an employer who can provide you with the training needed to enjoy a hugely rewarding career.

http://www.prospects.ac.uk/case_studies_chartered_quantity_surveyor_simon_kempthorne.htm

The Role of a Quantity Surveyor

2011-10-12T20:30:00.001-07:00

The role of a quantity surveyor is to manage the costs relating to building projects. This may include new builds, renovations or maintenance work. From early design costs to final figures, quantity surveyors seek to minimise the costs of the project and enhance value for money whilst ensuring that the project meets all legal and quality assurance requirements.

Quantity surveyor duties typically include:
Conducting feasibility studies to estimate materials, time and labour costs
Preparing, negotiating and analysing costs for tenders and contracts
Coordination of work effort
Advising on a range of legal and contractual issues
Valuing completed work and arranging for payments

Qualifications

To become a quantity surveyor a degree or a professional qualification accredited by the Royal Institute for Chartered Surveyors (RICS) is required. The following degrees are considered most relevant to the role of a quantity surveyor:
Surveying
Construction
Civil engineering
Structural engineering

Entry into the profession without a degree or a relevant degree is possible. For those without a degree or HND some employers may be prepared to fund a part time degree top-up course. For those with a non-relevant degree will need to take an RICS recognised postgraduate conversion course.
Skills and Knowledge

In addition to the above qualification requirements employers also look for the following qualities:
Methodical way of thinking
Good knowledge of construction
Excellent problem solving skills
Good financial and numeracy management skills
Excellent communication and negotiating skills
The ability to absorb complex information and assess requirements readily
Computer literate
A clear understanding of HSE building regulations and legal guidelines

Career opportunities

After several years of experience in the industry many quantity surveyors have the opportunity to either become a contractor or move into a more lucrative consultancy based role. There is also scope to work abroad especially in places with large construction projects such as Dubai. To find out more about working in Dubai click here.

An alternative route for some is to move into a project management role. With specialist knowledge of cost assessments and control, many quantity surveyors enjoy using their skills and knowledge in wider sphere of activity.
http://www.technojobs.co.uk/info/candidate-guides/role-of-a-quantity-surveyor.phtml

What skills do you need to be a quantity surveyor?

2011-10-12T20:30:00.000-07:00

Answer:

Quantity Surveyors have usually completed an appropriate tertiary degree course and undertaken work experience which qualifies them for membership of the Australian Institute of Quantity Surveyors.

TAFE Certificates and Diplomas qualify technicians who assist quantity surveyors in the office or on site, where they may specialise in particular aspects of the profession.

Quantity Surveyors work on projects ranging from office blocks, schools, hospitals, factories to bridges, railways, oil and mining development, shipbuilding and large process engineering works such as oil refineries. Anywhere, indeed, that major construction work is carried out.

The Quantity Surveyor, also known as a Construction Economist, or Cost Manager, is one of a team of professional advisers to the construction industry.

As advisers they estimate and monitor construction costs, from the feasibility stage of a project through to the completion of the construction period. After construction they may be involved with tax depreciation schedules, replacement cost estimation for insurance purposes and, if necessary, mediation and arbitration.

Quantity surveyors are employed predominantly on major building and construction projects as consultants to the owner, in both the public and private sectors. They may also work as academics in the building and construction disciplines and in financial institutions, with developers and as project managers.

Quantity Surveyors work closely with architects, financiers, engineers, contractors, suppliers, project owners, accountants, insurance underwriters, solicitors and Courts and with all levels of government authorities.

Quantity surveyors get their name from the Bill of Quantities, a document which itemises the quantities of materials and labour in a construction project. This is measured from design drawings, to be used by the contractors for tendering and for progress payments, for variations and changes and ultimately for statistics, taxation and valuation.

At feasibility stage quantity surveyors use their knowledge of construction methods and costs to advise the owner on the most economical way of achieving his requirements. Quantity surveyors may use techniques such as Cost Planning, Estimating, Cost Analysis, Cost-in-use Studies and Value Management to establish a project budget.

During design the quantity surveyor ensures that the design remains on budget through Cost Management. Essential additions are offset by identified other savings.
On completion of design and drawings, the quantity surveyor may prepare a Bill of Quantities, which is issued with the specification, for use by contractors in submitting tenders. The contractor's quantity surveyors/estimators generally prepare tenders, and may price alternatives for consideration.

The quantity surveyor is usually involved in assessing tenders and may also have been asked to advise on the type of contract or special clauses in it.

During construction the quantity surveyors are called on to fairly value progress payments at regular intervals. They will also value changes to design or quantities which may arise by reference to appropriate Bill of Quantities rates.

The contractor's quantity surveyor/contract administrator will have prepared claims for progress payments and additional work.

When construction is complete the quantity surveyor can produce depreciation schedules of the various project components and advise on realistic insurance replacement costs. In the case of construction disputes the quantity surveyor is often called on as an expert witness, and some quantity surveyors act as arbitrators. Both the contractor's and owner's quantity surveyors will be involved in this.

In addition to new projects, quantity surveyors also use their skills in refurbishment of old buildings, alterations to existing buildings and insurance replacement estimates. In public authorities they maintain cost statistics on a state or nation-wide basis, and there are opportunities for academic careers in the building disciplines.

Quantity surveyors must have orderly and analytical minds and be prepared to work to very rigid time schedules. As decisions involving large sums of money are often made using information produced by them they must be accurate in all aspects of their work.

Quantity surveyors work in the private sector with consulting firms, in the public sector mainly with the State Government Departments/Authorities and the Australian Construction Service, and increasingly with building contractors, financiers, property developers, project managers and universities.

http://wiki.answers.com/Q/What_skills_do_you_need_to_be_a_quantity_surveyor

Resolving conflict in the workplace

2011-10-12T20:28:00.001-07:00

Conflicts at work can put extra pressure and unnecessary stress on us. Jobs can be demanding enough without the feeling that we are being victimised or bullied in some way.

In a way, the recession has added to this pressure. With companies cutting back and more redundancies being made, employees feel as though they have to work harder in order to keep their job secure – meaning extra work, more hours and more stress – ultimately leading to more conflicts in the workplace.

But this doesn’t mean it should be accepted in the workplace. And the first step, Cary Cooper, psychologist at Lancaster University, believes is to recognise this conflict: “It could start with aggressive behaviour in a meeting, colleagues not socialising or employees gossiping.”

The Advisory, Conciliation and Arbitration Service (Acas) believes that conflict at work can take many forms. It can be an individual with a grievance, a problem between an employee and a manager or conflict between two co-workers. However, all conflicts can get in the way of work and make a business less productive.

Common reasons for conflicts in the workplace can be office romances which turn sour, misunderstandings, jealously, a dislike of someone and, of course, excessive workload.

But where do you start if you feel that there is conflict between you and a colleague or a boss? Communication is the most important aspect at this stage. If a boss or colleague is unaware of your unhappiness with a situation then you must voice your concerns. But always at an appropriate time.

“Address your boss or colleague when they are not in a state of stress. This is important as there can be a lot of stress in the workplace. If they are not in the right frame of mind, you may not get the reaction you were expecting,” says Cooper.

Pick a quiet time when you and your colleague are not riddled with deadlines or back-to-back meetings. Use a calm tone of voice and ask for a professional setting to do it in. Accusing a colleague of conflict in front of others or in an unprofessional tone will not improve the situation.

Cooper also advises that we give specific examples of conflict which have arisen. “This way we are pinpointing on a specific time which made us feel victimised or bullied, rather than just generalising.”

Acas also advises that you should try to bring up a conflict before it gets out of hand. It could just be a misunderstanding, and the quicker it is diffused, the better; otherwise, it could have a detrimental effect on the rest of your colleagues and the company as a whole.
But what if the conflict persists?

If talking to your colleague or boss about the problem doesn’t have the outcome you were hoping for it’s important to seek advice or support from a higher level. Companies will usually have systems in place to deal with conflicts in the workplace.

Options available to you are speaking with a HR member within your company or a union representative and getting advice from outside sources such as the Acas helpline. If you are making a formal complaint you may need evidence, so first keep a record of events where you think you are a victim of conflict – including dates, times and descriptions of what happened. Also keep copies of anything else which you may think is relevant – such as emails, notes or letters. If it gets as far as a hearing, then you will need these as evidence.

If the conflict ends amicably, it shouldn’t just be forgotten and swept under the carpet; otherwise, the same problems may arise again and again. Time and effort needs to go into repairing this relationship. “You need to invest in that relationship again. Be co-operative, friendly and social because that element of your relationship has disappeared, and you need to get it back again,” says Cooper.

Most of all a conflict at work, whatever form it takes, shouldn’t be ignored. Unresolved conflict at work can backfire professionally and personally, so act before a minor conflict becomes a major one and not only affects you but also the business you’re working for.

Case study

Jenny was working as a shop assistant in a shoe shop and felt that the assistant manager was picking on her. “For some reason, she just didn’t like me. It made it a misery to have to go to work every day when I knew she would get me to do the most menial tasks.” Jenny finally plucked up the courage to talk to the manger about what was happening.

Thankfully, he handled it professionally and talked to both her and the assistant manager separately and together about their problems and helped them to work through them. “I found out that the assistant manger was bringing in her problems from home and taking them out on me and the rest of the staff. After we talked it through, things got much better.”

http://www.careerstructure.com/careers-advice/life-at-work/resolving-conflict-in-the-workplace

World Cup shows benefits of working on big projects

2011-10-12T20:26:00.000-07:00

One of the most anticipated sporting events of the year is about to begin. The World Cup has shown that construction jobs abroad can be very rewarding – and not only by offering a new scenery and experience you may not be able to get locally. To show its appreciation for all the hard work done on the 10 world-class football arenas in South Africa, FIFA has given each of the 27,000 workers two tickets to a World Cup match at the venue they helped build.

“We want to say a big thank you to the men and women whose hard work, skill and creativity brought us to the point we’re at today. It is amazing what you have achieved and we hope that you will enjoy your World Cup experience,” said Jordaan, who together with the FIFA Secretary General handed over a symbolic ticket to Patrick Geqeza, who represented the construction workers at the ticketing event.

From the upgrading of the transport infrastructure, hotel and accommodation facilities as the stadiums which were either refurbished or built from scratch in nine host cities, construction companies and the workers received a major boost in these tough economic times.

“I am really proud when I look at the work my fellow workers and I have done over the years. The chance to sit in the stadiums we have built for a World Cup match is a perfect reward, something we would have never imagined,” said Geqeza, who has been part of the reconstruction of the Soccer City stadium from day one.

The tickets fulfil a promise made in September 2008 by FIFA President Joseph S. Blatter and the 2010 Organising Committee (OC).

The Ticket Fund, which is the body responsible for the distribution of the tickets, has set aside other tickets with the aim of having a wider impact on South African society. FIFA has worked with its partners adidas, Coca-Cola, Hyundai, Kia, Sony and Visa on community projects focusing on education, health and the environment. Another 66,000 are being allocated as a reward to South Africans in recognition of their contributions to these programmes. All the FIFA Partner projects are based on long-term partnerships that hope to create opportunities for South Africans for years to come.

http://www.careerstructure.com/careers-advice/life-at-work/world-cup-shows-benefits-of-working-on-big-projects

How to motivate your team members

2011-10-12T20:23:00.000-07:00

When it comes to construction management jobs, it may seem like the best way to ensure success is to adopt a tough, target-driven approach. After all, most of the time, your objective is clear – complete a project. You figure, focus on your end product and everything will be alright. The problem with this is that it ignores your most important resource: your team. You may have a clear vision but your employees may not have the same goals those of the business. And managers can’t succeed on their own.

To move your company forward, you need to engage your team. You will get the most out of your staff if they feel like there is a shared vision between them and management.

Are you a people person?

The Work Foundation surveyed energy company EDF Energy and public services company Serco, as well as four other large businesses, and found that the most successful business leaders adopted a highly people-centred approach.

“Outstanding leaders focus on people, attitudes and engagement, co-creating vision and strategy”, says Penny Tamkin, whose team conducted 250 interviews over two years for the January 2010 report. “They manage performance holistically, attending to the mood and behaviour of their people as well as organisational objectives. And instead of seeing people as one of many priorities, they put the emphasis on people issues first.”

Some things you can do to make sure your team is as important as your profits statement:
Craft company objectives people can relate to. Being the most profitable company in the industry is fine for shareholders. Being a company that works together with a community is something employees can be proud of.
Understand what motivates people. Some people perform better when challenged, others when they feel like they are supported.
Converse with your employees. While you don’t want to forgo work for conversation, talking to your employees about things that may not be work-related is an important part of creating a positive and trusting relationship that will make things easier when the work stacks up.
Give people space and time. Crowding your employees will likely raise their anxiety level and that may lead to a decrease in work quality.
Set communal long-term objectives. If you want your employees to embrace long-term goals, make them part of the decision process.

“At the end of the day, leadership is all about attracting, retaining and motivating people to actually perform for you, and to deliver against goals”, as one respondent puts it.

“It’s almost about giving people something that they want to believe in, and to make them feel that what they’re doing is worthwhile. It’s also about ensuring that people enjoy what they do and have a sense of fun in what they’re doing.”

http://www.careerstructure.com/careers-advice/life-at-work/how-to-motivate-team-members-in-your-firm

Most effective way to search for a job

2011-10-12T20:22:00.000-07:00

When searching for a job, it’s worth remembering the adage “work smart, not hard”. You could spend hours upon hours trawling through job ads every day, clicking on a search button an endless number of times. Or you could follow our advice so that relevant job opportunities come to you.

CV

There are two reasons why your CV and profile should be up to date. First, you want to have your CV ready when you find a job you want to apply to. Second, recruiters search for candidates in the same way jobseekers search for jobs. How will they find you if you haven’t uploaded a CV and completed a candidate profile?

It's important to perfect your CV; if you need help, see our guide on how to write a CV. When you’re done, its time to upload it for recruiters to find. Sign into your CareerStructure account (or create one if you haven’t already) and upload it to your jobseeker profile. You profile is an online version of your CV but it’s easier for recruiters to search than a traditional CV. Moreover, your profile lets you specify information you won’t have included in your CV, like desired work location and salary. Both your candidate profile and CV are very important.

Email alerts

Next, to avoid spending time scrolling through job postings, set up an email alert to automate the process. Specify the job role, location, salary, job type and key search terms, and a daily email will go out to you with jobs that match your criteria. Get up in the morning, have a cup of tea and start applying to a list of jobs you know are relevant and fresh.

Professional organisations

Whether it’s for networking, research or training, most professional organisations offer good value to members. You are able to connect with other professionals in your field, hear about new trends and show potential employers you are serious about career development. Organisations such as the Association for Project Management, the British Institute of Facilities Management and the Institute of Commercial Management even give out sector awards that would help you stand out to a recruiter.

The more efficient your job search, the more time you’ll have to focus on quality applications.

http://www.careerstructure.com/careers-advice/life-at-work/most-effective-way-to-search-for-a-job

Coming to work in the UK....why not?

2011-10-12T20:19:00.000-07:00

Despite current global economic challenges, the UK construction market continues to experience a skills shortage for roles within the industry.

This trend is likely to continue with the demand for skilled workers boosted by construction projects such as those associated with the 2012 Olympic Games, Crossrail and the Thames Gateway developments.

Your skills

With shortages existing for architects, town and traffic planners, and civil engineers, a degree in one of these subject areas will stand you in good stead. It is also likely that UK employers will wish to see evidence of relevant work experience on your CV. Demand for site engineers, contracts managers and skilled tradesmen, among others, is also high and a relevant trade qualification will be essential.

Be aware that not all academic and professional qualifications are recognised internationally and UK employers may not immediately understand the level or scope of the qualifications you possess, so be prepared to outline exactly what you can do.

Opportunities in the UK construction industry will increase dramatically in the run up to the 2012 Olympics and the Construction Industry Training Board is preparing a system to assess workers from overseas, particularly those in skilled trades. This will include a health and safety test and a skills assessment to identify and convert foreign formal qualifications.

Most contractors and clients now demand proof of competence, before allowing workers onto their sites, which is provided by a Construction Skills Certification Scheme (CSCS) card. This is the industry's largest scheme and covers around 220 occupations including trades, technical, supervisory and management.

Not having a CSCS card may affect your ability to work on certain UK sites. For more information visit ConstructionSkills.

UK employers

The private sector offers the greatest number of employment opportunities, although many jobs exist with local authorities and other public bodies. The main employers operate in the following fields:
Civil engineering (search civil engineering jobs)
Construction and building services (search building services jobs)
Architecture and surveying (search architecture, building surveying or quantity surveying jobs)
Engineering construction (search mechanical, structural, electrical, site or civil engineering jobs)

Your opportunities

Leading UK employers are keen to recruit the best people in the marketplace so don't be put off by red tape. Many say they will treat candidates on merit and if you are the best person for the job they may apply for a work permit on your behalf. Some employers recruit only from overseas for specific jobs. For example, Balfour Beatty will take applications for its graduate programme from people outside the UK who need a work permit if they have a degree in quantity surveying, civil engineering or construction management.

A useful starting point for jobseekers not based in the UK is the European Employment Services (EURES) network — a partnership between all the public employment services in the European Economic Area. If you are an EEA citizen, your country's employment service will have details of UK vacancies supplied to it by the EURES website.
Search UK jobs
Find UK recruitment consultancies
Find UK direct employers
Applying for jobs

Make sure you tailor your job applications to the UK market and understand just what information employers expect to see in your Curriculum Vitae and application letters.

See our advice pages on writing CVs and cover letters.

If you are successful at making it to the interview stage make sure you are thoroughly prepared to answer the questions you may be asked and to deal with the skills and personality tests that organisations may ask applicants to sit.

See our advice pages on approaching interviews and tests.

Will I be allowed to work in the UK?

Be aware though that the UK government and employers are often only interested in recruiting non-UK graduates if they are unable to satisfy recruitment needs from their own nationals. It is generally very difficult for nationals of non-European Union countries to get employment in the UK if there are British people who can do the job.

Your right to work in the UK depends on a number of factors, including your nationality and the terms of your permission to enter the UK.

There are different rules for three main groups:
Citizens of the European Economic Area (EEA)
Other foreign nationals outside the UK
Other foreign nationals who are already in the UK

Each year, tens of thousands of work permit holders and dependents come to work in the UK in professions where there are skills shortages.

The government-run site Working in the UK provides clear information about the various routes open to foreign nationals who want to come and work here.

A visa (also know as 'entry clearance') is required for various foreign nationals before entering the country. Check with the Foreign and Commonwealth Office to see what kind of visa you need.

In the case of work permits, you will need to have secured a job before you arrive in the UK. It is employers who apply for work permits; not employees or recruitment agencies. Your employer has to prove you are the right person for the job. However, you must continue working for that employer to stay in the UK.

Under the UK Ancestry scheme, Commonwealth citizens with a grandparent born in the UK can enter the country and work for up to five years. No separate work permit is required and the scheme allows candidates who have worked continuously for five years to apply for permanent residency.

The Science and Engineering Graduates Scheme (SEGS), launched in 2004, enables certain non-EEA students who have successfully completed and obtained a degree (with second class honours or above), a Master's degree or a PhD, to work in the UK for up to 12 months upon completion of their studies.

For the full range of visas and permits, applications and leaflets, visit your local British Embassy or the UK Visas website.
What else do I need to consider?

Most employees will pay tax through the Pay As You Earn (PAYE) system, which means money is deducted from your pay by your employer.

In addition to tax, every worker between 16 and retirement age must pay national insurance (NI) contributions that will again be automatically deducted from your pay. Applying for an NI number can be a lengthy process, requiring an interview with identification such as passport, proof of address, a letter confirming you have work and, if available, pay slips. You will be given an account number, which is to be used when dealing with HM Revenue & Customs.

Getting a bank account in the UK can be an arduous task if you have just arrived here. Try to get your current bank to set up an account with an affiliated bank in the UK, as this is much easier. Banks require proof of address and a referral letter from your home bank or British employer. You may have to be resident in the country for six months or more before you can apply for a credit card or overdraft.

Good quality housing is not in shortage in the UK, but it can come at a price. The best way to start is to run an Internet search on one of the many property websites to assess the typical price for the area in which you're looking. A short-term flat share is probably the best option until you're settled.

http://www.careerstructure.com/careers-advice/life-at-work/coming-to-work-in-the-uk

Management advice from industry leaders

2011-10-12T20:16:00.000-07:00

How can you make the leap from keen novice to high-flying manager? According to industry experts, while technical knowledge is useful, it’s the softer skills that count.

Ben Woodgate is a design co-ordinator of a commercial office construction in London. He’s been working for two years for building and engineering specialist Kier. Working life as a manager, he says, is very different from what he expected. “I’ve found that many things you learn in your degree don’t necessary apply when you start work. You have to develop the confidence necessary to tell people – who may have many more years’ experience as you – what to do.”

While this confidence comes with time, there are lots of other ways you can improve your management skills – how you ‘tell people what to do’.

Making a connection

Now, more than ever, construction management is all about the people. A medium-sized project costing around £5 million may entail managing up to 50 people at any time, but even managers of smaller projects could look after up to 15 people, including designers, surveyors and sub-contractors.

The Chartered Institute of Building (CIOB) named David Wilson, a manager at full-service construction business Morgan Ashurst, Construction Manager of the Year 2009 for his role managing a university project in York. For him, establishing good relations is key.

“A good working relationship involves being friendly, receptive and respecting people and their knowledge. General speaking, if people working on a project get on as well with each other at the end of a project as they did at the beginning, then you’ve succeeded.”

A good manager will have good communication skills.

“You have to communicate on many different levels to different people, from the client to surveyors, engineers, labourers – anyone working on the team,” says Saul Townsend, a spokesperson for the Chartered Institute of Building (CIOB). “Imagine a project involving, say, building a school. You will have to be able to liaise with the client – the local authority – and also the people on site: the teachers and the children.”

Recent developments in technology over the last few years have improved communication, says Townsend. “Most sites have wireless internet where information can be shared quickly and easily. Everyone's got access to CAD drawings online now, so it's much easier to check the designs and discuss them over extranets or intranets.”

But direct communication is still important, according to Paul Sealey, who’s head of organisation, development and training at Kier.

“Recent advances in technology have made it easier to reach everybody working on a project at one time. But with people actually working on site with you, it’s much more effective to go out of the office and speak to them face to face.”

Time for good management

Ben Woodgate has found that time management is another important aspect of his job. “You learn to juggle many different tasks and prioritise the most important. Most people consider their job is the most ‘urgent’ but it’s up to you to decide what really is urgent and organise tasks accordingly,” he explains.

“A lot of project management is about logistics and planning – whether you’re talking about human resources, building materials or the financial side,” agrees Paul Sykes, head of recruitment and careers at ConstructionSkills.

According to David Wilson, a good construction manager always plans in advance. “It’s important to look at the whole picture. Have a plan from the start, look at the site overall and check any budgetary issues at the beginning.

“You should also choose the right supply chain,” he says. “For example, roofers may also have cladding skills, so you don’t have to organise a different sub-contractor to do two separate jobs.”

A head for business

A recent survey of current practice in the industry, the Wolstenhume Report, suggested that new construction graduates have excellent technical knowledge, but lack business know-how. Ben agrees. “I need to learn about the commercial aspects of the project – and that’s something which I’ve learnt since working at Kier.”

Of course, on most projects, it’s the quantity surveyor’s job to manage costs and keep track of the financial aspects. But Paul Sykes believes that sticking to budget, particularly in the current economic crisis, is a vital part of being a good construction manager.

“Although, depending on the type of project, the quantity surveyor will be the financial specialist, it’s fundamentally the manager’s responsibility to keep to budget,” he says.

Keeping it safe

The watchword in construction at the moment is health and safety. Despite ever more stringent regulations, there were still 53 fatalities following construction accidents in 2008/2009, according to Health and Safety Executive figures.

For Ben, “health and safety is an important part of my job. Health and safety officers visit once a week, and it’s up to me as manager to report any problems and ensure that procedures are put into place.”

Paul Sealey agrees. “It’s important to make the site a really safe place to work, to make sure everybody’s briefed properly and that everybody knows their responsibility.”

But a good manager shouldn’t just focus on physical injuries.

“Construction managers should be good at spotting stress levels, professional relationship issues and the dynamics of the work,” says Townsend.

Maintaining quality

Once you’ve gained these skills, it’s vital to keep them up.

http://www.careerstructure.com/careers-advice/life-at-work/management-advice-from-industry-leaders

Making the most of temporary positions

2011-10-12T20:13:00.000-07:00

The construction industry may be treading water at the moment, leading more companies to offer temporary work to those seeking their first and second jobs. But approach them the right way, and you’ll reap the benefits of a new flexible kind of working.

Saul Townsend, spokesperson for the Chartered Institute of Building (CIOB), says some areas in the industry are faring well.

“In the UK there is a wide range of public infrastructure projects on hand, with clients looking for best-value tenders from contractors in an increasingly competitive marketplace. Moreover, there are still skills shortages in many key areas, such as construction management, because of the additional training required to become a professional.”

But the industry is nothing if not cautious, and it’s that which has led many construction companies to offer a wider range of temporary contracts over full-time work.

“It’s certainly our perception that the industry has increased its number of temporary contracts available,” says Saul. “It makes sense for them to be flexible in the short term – and temporary contracts are ideal for this. Construction is a very flexible industry, anyway, and is full of people who work on a temporary basis, such as contractors.”

According to Saul, most temporary professional jobs in construction last six to 36 months. “Construction managers oversee the whole process, so will be employed throughout, while engineers or surveyors may be employed for only part of a construction project.”

Extra flexibility, same benefits

So why choose a temporary job? There are many benefits to choosing a part-time over a full-time contract. For example, if you’re not sure where you’d like your career to go, it will give you the opportunity to see what suits you. Construction goes where the work is, so many jobs could be in exotic locales abroad – places you might not necessarily consider working.

“It’s fair to say that a temporary position is more likely to be abroad,” says Saul. “There are plenty of opportunities in the Middle East, China, Australia and Africa, as well as government-funded infrastructure projects here in the UK.”

“Even in a full-time position, you have the opportunity to experience a variety of different projects in a variety of different places,” he adds. “That’s one of the benefits of the industry.”

You should also be entitled to the same benefits with regard to pensions, sick pay and holidays. And, if you make the most of your role, this puts you in a good position with the employer when a permanent position opens up.

Making yourself wanted

So how can you make the most of your role? For Dr Mark Shelbourn, programme leader for construction management at Nottingham Trent University, making the most of every opportunity is key. “Make the most of your time. Whether it’s a long or short-term contract, the more varied roles you can take on the better.

“The best way to make your temporary contract a permanent one is to make every effort to make yourself indispensable. Do the job to the best of your ability, but be flexible as well and make the most of every opportunity.”

Saul agrees. “To turn a part-time into a full-time job, you need to show your value to the company,” he says. “Make yourself someone they’ll want to hold on to. Get to know your manager – strike up a good relationship. Ask him or her about your progress and where he or she would see you working in a few years’ time. Prove your value to the company and show willingness that you’d like to have a career with them. There are always opportunities out there if you can prove your worth.”

On the other hand, don’t assume that because you have a limited time period, you have to hit the ground running. “Employers love it when a student is not afraid to ask questions if they’re unsure about something,” Mark says. “You’ve still got plenty of time to learn. A softly, softly approach is key.”

We spoke to Tom Foulkes, director general of the Institution of Civil Engineers (ICE), for an engineer’s perspective. “Taking a temporary or contract role could lead to other opportunities if you have the right attitude,” he advises. “Once you're in the door you have a much better chance at any new roles that come up. There are jobs out there so make sure you are prepared, enthusiastic and proactive about your approach.”

Keeping up with training

“You will still be able to pursue your professional training and CPD in a temporary contract,” says Saul. “It’s in your employer’s interest to ensure you are well-trained and well-versed in what’s going on in today’s industry. By doing a temporary job, you often get more chance to tap into the knowledge of the whole industry, through talking to colleagues and learning about different projects.”

Other options

Tom’s advice is to look at a range of options. “With fewer roles around you may have to drop your expectations,” he says. Besides temporary contracts, voluntary work could also be an option; "Another alternative would be to consider volunteering in developing countries, through RedR or other aid agencies,” Tom says. “This is a fantastic way to gain valuable, but different, experience while using your expertise to help communities who need it most." RedR is an international charity that recruits engineers and other construction workers to help build infrastructure where it is needed most.

http://www.careerstructure.com/careers-advice/life-at-work/making-the-most-of-temporary-positions

Working abroad

2011-10-12T20:11:00.000-07:00

There are lots of opportunities to work overseas in the construction industry as all the leading civil and structural engineering companies have operations across the world. Many overseas postings also come from developing countries where population growth and increasing tourism are fuelling projects in housing, commercial builds and public works, as well as industrial process plants and transport infrastructure.

Your opportunities

One of the surest ways to get a job abroad is to work for a UK-based company with overseas offices and operations. Although you are unlikely to find yourself on a plane immediately, construction professionals can find themselves posted abroad at quite an early stage in their career.

Mott MacDonald, an international consultancy with employees working in over 100 countries, sends some of its UK graduate recruits overseas once they have gained a few years' experience. Global construction giant, Atkins recruits new graduates into one of its UK offices but has plenty of future opportunities to work overseas.

Disaster also creates demand for skilled building and construction professionals. For example, the Indonesian government set down £40 billion to recover its infrastructure following the Tsunami of 2004. The relief agency Registered Engineers for Disaster Relief (RedR) has 4,000 professional engineers registered on its database.

Benefits of working overseas

Don't underestimate the benefits of overseas experience to your future career. An overseas posting can:
Display your ability to work with diverse groups of people and teams
Offer an opportunity to gain and hone language skills
Improve your awareness of different cultures and working styles
Set yourself out as a self-starter, motivated to develop your career
Bring financial benefits — particularly from overseas living expenses and tax advantages

Marketing your skills

If you decide to embark on a search for overseas experience, target your applications carefully. Be honest with yourself about where in the world you would be most suited to work and then research thoroughly all potential employers in those areas and the types of personnel they are likely to want.

As a national of a European Economic Area (EEA) or European Union (EU) country, you have the right to work in any other member state, without requiring a work permit. However, unemployment is high in some of the newer member states so the flow of workers is more likely to be out than in.

Currently the following EEAs or EU countries have a demand for skilled professionals in the building and construction industry: Austria, Belgium, the Czech Republic, Denmark, Estonia, Finland, France, Greece, Hungary, Iceland, Latvia, Lithuania, Luxembourg, Norway, Poland, Slovakia, Slovenia, Spain and Sweden.

Elsewhere in the world, the opportunities available to you will depend on the state of the local employment market, work permit requirements and immigration procedures. Immigration into Commonwealth countries is becoming more difficult, as they produce large numbers of their own graduates, and often employers and governments are only interested in recruiting Britons if they are unable to fill their vacancies from their own national pool of recruits.

Do not be tempted to travel to the country you'd like to live and work in and then start looking for a job. It is virtually impossible to gain the right to work in a country once you are there. Immigrant visas are normally granted to people who apply in their country of residence so sort out all the paperwork before you leave home.

Your skills and qualifications

Not all academic and professional qualifications are recognised internationally. Some countries consider degrees to be vocational and some employers will be wary of employing arts and social science graduates for commercial positions. British graduates can find that overseas employers are sceptical of degrees that take only three years to complete as their national students spend much longer gaining their degrees. New language skills can take a long time to acquire, so make sure you know how crucial this is for any position you are considering.

Potential employers

Major UK-based building and construction companies with overseas offices and/or operations include:
Arup
Atkins
Balfour Beatty
Bechtel
Bouygues UK
Carillion
Fluor Corp
Halcrow Group
Mott MacDonald

Information sources

It is always worth starting your search for job opportunities online either through the leading job sites or recruitment consultancies, many of whom have specialist international divisions. Search international jobs on CareerStructure.com.

If you are looking for work in an EU country, try consulting the employment services in the UK or the country where you wish to work. The European Job Mobility Portal provides contact details in each country, details of vacancies across Europe plus information on living and working conditions in various countries.

For speculative applications to overseas companies, try using some of the following sources to identify a list of potential employers.
UK Trade & Investment — information centre; statistics and market information.
Expertise in Labour Mobility — agency offering information on job availability and recruitment practices in various countries.
Europages — online business directory of 600,000 companies in 35 European countries.
Directory of International Employers — produced by the careers service at the School of Oriental and African Studies (SOAS) covers 19 countries outside Europe and the USA.

Enquiries about immigration should be made to the appropriate embassy or high commission in the UK. Full details are available from the Foreign and Commonwealth Office.

http://www.careerstructure.com/careers-advice/life-at-work/working-abroad

Volunteering in the construction industry

2011-10-12T20:09:00.000-07:00

Volunteer work can not only be fulfilling but, depending on what you do, it can also sharpen your career skills, open doors and add necessary examples to your CV. This is especially true when it comes to the construction industry, where employers want to see concrete examples of teamwork, practicality and, potentially, management skills.

One of the greatest benefits, aside from the pleasure of helping others, is the chance to meet new people – and make important contacts. Major companies like Tarmac or Npower regularly send their employees on volunteer away days as a way of bolstering team spirit, enhancing communication or, sometimes just by way of a thank you, a means of letting the team get out of the office. And if you’re looking to break into such a company but aren’t sure who to contact, meeting someone while volunteering can be a vital foot in the door.

The projects these businesses help with are not always obvious so it can prove highly beneficial to think outside the box when considering volunteering projects. Npower, for example, sent its employees in 2009 to clean part of the coastline along the Vale of Glamorgan and, in partnership with Zurich, began the groundwork to build a community environmental facility at a primary school in Swindon. Volunteering projects involving more than one business are not uncommon so you’ll have an opportunity to meet several people at these events as well as picking up ideas from both organisations – something businesses encourage.

Jacqui Gavin, community investment executive at Npower, said: "There was some healthy rivalry on the day which only spurred the volunteers on. It was fantastic to look back at the end of the session and see what we had been able to achieve by working together."

Offering up your time for free isn’t as strange an idea as it might first sound and you don’t have to be working for a company already to do it. Around 44 per cent of British adults volunteer formally for a club or organisation (such as the Scouts, a local football club or a charity), and if you add in informal volunteers, those sparing the odd hour every couple of months or so to help others, the figure rises to 64% – that’s nearly two in three people. With such a large percentage of the population giving up their spare time, there’s clearly something in it.

“Volunteering is a great way to learn more about the new community that you are living in,” explains Laura Hacker of Coventry University’s Horizon Volunteering. “It also gives you the opportunity to learn new skills, meet like-minded people and make a valuable contribution to your local community.”

Horizon is one of the many organisations across the UK that can help organise volunteer work for you. The organisation finds out what type of volunteer work you’re looking for, what your aims are for that work and when you’re free. As Horizon has been running for nearly ten years, the organisation has hundreds of local contacts, from wildlife reserves through to local schools and homeless shelters. While primarily aimed at those studying at Coventry University, Horizon also helps other volunteers from the local community find placements and the benefits and reasons to volunteer, as listed below, are the same for both groups.

Other reasons to volunteer include:
Improve your CV
Boost your employability
Meet new people
Gain a sense of achievement
Improve your job prospects
Have some fun
Explore possible career paths before you settle on a professional route
Help your local community
Challenge yourself
Build your confidence
Make new contacts and find the right people to speak to
Follow up on an interest
Do something new
Turn theory into practice
Develop yourself

If you’re not sure you have the right skills to get the job you’re after, volunteering can again prove a good place to build on those skills or allay your fears. Of the 800 or so Horizon volunteers, 97% of them felt they’d picked up new skills as a result of volunteering and 90% thought they were more employable as a result of their efforts.

Wherever you are in the UK, there is an organisation that can help point you in the right direction for the skills and experiences you need. Do-it is a national database of volunteering opportunities in the UK and has been running since 2001. The website’s search engine has a section specifically for improving your employability (under ‘employment’ in the drop down box) which features roles designed to bolster your CV. If you can’t find something there, you can also try the websites for Volunteering England, Volunteering Wales or Volunteers Scotland. All of these websites offer geographically specific search engines so you can search for opportunities in your local area.

http://www.careerstructure.com/careers-advice/life-at-work/volunteering-to-boost-cv

Quantity surveyor

2011-10-12T20:00:00.000-07:00

Quantity surveyors manage and plan all costs associated with all types of construction projects, from outset until completion. Above all, quantity surveyors are concerned with doing the best possible job at the best possible price.

A diverse, exciting and potentially well-paid career, quantity surveying offers the ideal opportunity to enjoy both the commercial and practical elements of construction.

Most quantity surveyors work in private practice, for local authorities or for a contractor. They work both on new builds and refurbishment projects.

The role of quantity surveyor has changed significantly in recent years. Private practices in particular have had to be prepared to take on a broader remit of work and a greater range of projects. As a quantity surveyor, you could be working on anything from a pothole to a £1-million scheme.

Modern quantity surveyors no longer just price up and measure jobs – their role has become more strategic and they are now involved in everything from producing tender documents and planning costs to preparing final bills of quantities. They ensure all work at every stage of a project is completed on time, within budget and to the correct standard. Each project is different, and comes with its own challenges.

Ben Lane, a quantity surveyor for Amey maintaining roads, bridges and streetlights in Hertfordshire says: “Understand and follow the contract on a project and you’ll not go far wrong.”

Salary

Professionals in the field made on average from £44,100 to £48,600 in 2008, and from £47,700 to £51,900 in 2009, according to figures from jobs posted on CareerStructure.com.

Hours and environment

Occasional weekend and evening work may be needed to meet deadlines, and the days can be long. A quantity surveyor for a contractor working on site might work between 7:30 am and 6 pm, while for those in private practice or with a local government department, the hours can be slightly shorter.

You’ll probably spend most of your time in an office. If your office is not on or near the site, you may well have day visits, possibly with early starts and late finishes. Alternatively overnight stays or much longer secondments are common, so a willingness to travel and flexibility are important.

Skills and interests

Quantity surveyors have to negotiate with all kinds of people, from site workers to directors, professionally and fairly, so you’ll need to express yourself well, both when speaking and in writing. Quantity surveyors also have to work well in a team.

You’ll need to be able to read architectural drawings and have an appreciation of construction processes, along with excellent numerical and IT skills. You’ll also have to get your head around building law and regulations, as well as health and safety matters, tax and insurance and contract law, so that you understand the legal implications of any decisions.

Employers expect a broad range of building, managerial and communication skills, along with sound commercial awareness. You’ll need enthusiasm and leadership potential, since you’ll probably be managing sub-contractors, and be able to think in an innovative way. Practically minded people who approach problem solving in a methodical and logical way make good quantity surveyors.

Prospective employers look for a genuine interest in, and enthusiasm for, the construction industry. If you’re able to get some work experience with a surveying company before you start employment proper, that shows commitment.
The industry

Although quantity surveying has traditionally been male-dominated, women are increasingly joining the profession.

There are growing opportunities for the self-employed, since more and more companies are making use of agency or freelance staff. Equally, there are now more opportunities abroad. The commercial management aspect of the role is also set to be a growth area.

While quantity surveying is as recession-sensitive as any other career in the construction industry, the way the profession has adapted has helped it to survive the downturn, and talented graduates will always been in demand.

Quantity surveyors working for local and central government have enjoyed greater job security than those in private practice.

Entry

The most obvious route in is to study for a university degree in quantity or building surveying or a construction-related subject. Make sure your course is accredited by the Royal Institution of Chartered Surveyors (RICS) or the Chartered Institute of Building (CIOB).

Many companies offer graduate trainee schemes. Once you're in a trainee role, you can register for the Assessment of Professional Competence (APC), the final step to becoming a Chartered Surveyor. You can sit it following at least two years’ structured learning in employment, and, once you’ve passed, you’ll have the letters MRICS after your name.

Training, other qualifications and advancement

It’s possible to become a quantity surveyor if your degree is in an unrelated subject. A full-time conversion course takes a year, or you can study part-time or with distance learning for two years. Often your employer will sponsor you to do this. You can even work towards the RICS professional assessment interview — the Assessment of Professional Competence (APC) — at the same time. RICS also offers an entry-level, non-chartered associate grade of membership. It provides an opportunity for those with work experience and relevant vocational qualifications to gain recognition of their skills in quantity surveying. For those wishing to progress to chartered status, the associate qualification will also provide a stepping stone to chartered membership (MRICS).

The CIOB also runs a professional development programme under which you complete a personal development record over three years, based on a skills and competency requirement. This is followed by a professional interview.

As they gain experience, some quantity surveyors develop more strategic roles in value engineering and risk assessment, while others specialise in areas like contractual disputes. Once they have some experience, quantity surveyors may also choose to go into project management, which gives them control of a whole project for a client, from initial design to completion.

Getting ahead in quantity surveying is about taking on as much responsibility as possible as early on in your career as you can, even if the rewards for doing so do not appear instant.

Progression is also about remaining professional at all times, and selling yourself to the right people in the right way.

Top employers

It’s possible to work as a quantity surveyor all over the UK. You could be based with a local authority, with a contractor or in private practice.

http://www.careerstructure.com/careers-advice/profiles/quantity-surveyor

Improving your career through learning

2011-10-12T19:54:00.000-07:00

Learning doesn't end when you leave school or college: people go on learning throughout their lives, for work and leisure. Whether you are looking for a job or planning a career change, new skills and qualifications can help you get more of life and work. You can:

think about what you need to learn
find out more about qualifications at all levels
look for a course in your area
find out about learning at work, at home and elsewhere
sign up to store all the information you find and keep track of your learning

Why learn?

People never stop learning. Whether you are doing a course, in work, or volunteering, you are increasing your skills and your confidence. The more skills you have, the better your chances of finding the right job and getting more out of life. Open a Lifelong Learning Account and you will be able to keep track of all the study you do.

Getting a qualification

A qualification is proof that you have knowledge or a skill in a certain area. Qualifications aren’t the only way to show your skills: work experience or volunteering are other ways of showing what you can do. But qualifications are a good way to let an employer see what skills and knowledge you have. Don’t worry if you haven’t studied for a while. Many people return to learning after a break, and really enjoy the experience. You can study in a variety of different ways now, including at home.

Returning to learning
Flexible open learning and home study
Beginning with the basics

You may have left school without qualifications and have worries about your maths and English. You might think your IT skills need some updating. Getting more confident about the basics is a great way to start improving your skills. There are many courses to choose from, in colleges, learning centres and libraries. Another good way to begin is through a leisure course, in a subject you enjoy, such as photography, cookery or crafts.

Learning for leisure
Improving your reading, writing and numbers
Improving your computer skills

Which qualification?

There are many opportunities for gaining a qualification at different levels. Some are work-based, others concentrate on a particular subject. Levels range from basic qualifications to university degrees and diplomas. You need to think about where you would like to go in your career and what qualifications you need to get there.

https://nextstep.direct.gov.uk/Improvingyourcareerthroughlearning/Pages/default.aspx

Career as Construction Contract Manager/Officer

2011-10-12T19:49:00.000-07:00

Construction Contracts Manager - All Information

The Work

Construction contracts managers help to win building and refurbishment contracts, and manage projects through to completion, keeping them on time and within budget. Contracts could include commercial office developments, public-sector housing regeneration or road and rail engineering works.

As a contracts manager, you might be responsible for a single large contract or a number of smaller ones. You would also be the main point of contact for clients, site managers and building contractors throughout the project.

Your main responsibilities would include:
meeting with clients to get a fuller idea of their needs
putting together estimates, including budgets and timescales
preparing and presenting documents for tenders
contributing to work planning, and briefing project teams, contractors and suppliers
agreeing any additional work to be done within set timescales
gathering all information together for invoicing at the end of the project
supplying information to resolve disputes if they arise
identifying areas for improvement in existing contracting processes.

You would work closely with other construction professionals including construction managers, quantity surveyors and planning engineers.

Hours

You would normally work between 35 and 40 hours a week, Monday to Friday.

You would mainly be office based, but would make regular site and client visits. Some employers may offer opportunities for travel throughout the UK and overseas.
Income

The job often comes with a car allowance and other additional benefits.

Entry Requirements

You normally need experience of working with contracts, or a background in engineering or construction management to get into this career. Experience in building site management or quantity surveying may also be acceptable. If you have project management experience from other industries, you may be able to use this to move into the construction sector.

Alternatively, you could start out as a contracts assistant or administrator with a construction company, working your way up to contracts manager after gaining experience in the industry.

College courses, such as a BTEC HNC/HND or degree, may help you to get a place on a company training programme, either as a contracts assistant or construction manager. You should choose a course that covers contracts and contract law. Relevant subjects include:
building studies and building engineering
surveying and civil engineering
construction engineering management
building management.

You are likely to need a driving licence for visiting sites and clients.

Training and Development

If you join a company as a trainee, you would normally start on their in-house training programme. These are designed to give you experience of all areas of the business, for example estimating, planning and buying. Once you have built up your knowledge and experience, you would move into contracts management.

The Chartered Institute of Building (CIOB) offer a range of professional training programmes which you can follow to develop your career, including a Graduate Diploma Programme. They also support work-based NVQ qualifications, such as:
Construction Site Supervision Level 3
Project Control at levels 3 and 4
Construction Contracting Operations at levels 3 and 4
Construction Senior Management Level 5.

The CIOB has information on training in all aspects of construction, including project management, contracts, construction law and regulations. See the CIOB website for more details.

Skills and Knowledge

good knowledge and understanding of construction and issues such as building regulations and planning
commercial awareness
good organisational skills and the ability to manage multiple projects
the ability to establish and maintain good working relationships
strong maths and IT skills
the ability to work both on your own and as part of a team
the ability to work to deadlines
good problem-solving skills
excellent communication, presentation and negotiating skills
an understanding of health and safety issues.

Opportunities

You could find work with central and local government departments, companies in the building industry, utility companies and larger organisations like major retailers.

With experience, you could progress into general construction management, consultancy or become a company director. There are also opportunities in support services, such as health and safety inspection. You may be able to use your knowledge of the contracting process to move into other sectors.

https://nextstep.direct.gov.uk/PlanningYourCareer/JobProfiles/JobProfile1477/Pages/default.aspx

Quantity Surveyor - The Work, Hours, Skills and Knowledge, and Opportunities

2011-10-12T19:45:00.000-07:00

Quantity Surveyor - The Work

As a quantity surveyor you would play a key role in a building project, managing the costs from the early design plans, through to the building's completion. Your priorities would be to make sure that projects meet legal and quality standards, and that clients get good value for money.

You might work on:
housing and industrial sites
retail and commercial developments
roads, rail and waterways.

On most projects, your main responsibilities would be:
carrying out feasibility studies to estimate materials, time and labour costs
negotiating and drawing up bids for tenders and contracts
monitoring each stage of construction to make sure that costs are in line with forecasts
providing financial progress reports to clients
advising clients on legal and contractual matters
acting on clients' behalf to resolve disputes
assessing the financial costs of new environmental guidelines, such as using sustainable timber.

You would use computer software to carry out some of these tasks, and to keep records, prepare work schedules and write reports. You might also deal with the maintenance and renovation costs once buildings are in use.

https://nextstep.direct.gov.uk/PlanningYourCareer/JobProfiles/JobProfile0467/Pages/Work.aspx

Quantity Surveyor - Hours

You would normally work Monday to Friday, 9am to 5pm, although some overtime may be required on evenings or weekends.

Your time would be split between office-based duties and site visits.

https://nextstep.direct.gov.uk/PlanningYourCareer/JobProfiles/JobProfile0467/Pages/Hours.aspx

Quantity Surveyor - Skills and Knowledge

a good knowledge of construction methods and materials
budget handling skills
excellent IT and maths skills
a methodical approach to work
good organisational skills
a clear understanding of Building Regulations and other legal guidelines
excellent communication and negotiating skills
the ability to work as part of a team.

https://nextstep.direct.gov.uk/PlanningYourCareer/JobProfiles/JobProfile0467/Pages/Skills.aspx

Quantity Surveyor - Opportunities

Typical employers include local authority and government departments, private practice, building contractors, property companies and civil engineering firms.

With experience and professional development, you could progress to project management, consultancy work or self-employment. You could also use your skills to move into some of the other branches of surveying listed in the Related Profiles section.

https://nextstep.direct.gov.uk/PlanningYourCareer/JobProfiles/JobProfile0467/Pages/Opps.aspx

What do graduates do? : What do employers want?

2011-10-12T19:27:00.000-07:00

Leaving university with a good degree is a pre-requisite in the graduate employment market, but this alone is not enough to secure your first graduate job.

How does an employer choose the right person from hundreds of applicants all with the same class of degree? The skills you develop whilst at school/college and university and the experiences you gain will all help to give you the edge over the next candidate. This means it is essential not just to bury your head in a book all the time while you are at university, but to be proactive and engage in interests and work experience, which help to enrich your life and your CV.
So what employability skills do employers want?

According to a survey of 500 Directors in October 2007, when recruiting, 64% said graduates’ employability skills were more important to their organisation than the specific occupational, technical or academic knowledge/skills associated with the graduate’s degree. The Future Fit report, published by the Confederation of British Industry (CBI), echoes this view, stressing that employability skills are essential for all graduates in today’s job market.

Analysis of years of national employer surveys suggests the desired skills for graduates fall into four broad areas. Table 1 lists some of these skills, along with examples of how you can develop them. Take a look at the examples given and take time to review your own skills. You may have already started this process if you have a Progress File/Personal Development Plan. Many university courses may require certain skills, especially vocational ones like medicine or law. Look carefully at prospectuses and entry profiles on the Universities and Colleges Admissions Service (UCAS) website to find out what they are looking for.

Work experience and the benefits of volunteering

The Department for Education and Skills (DfES) research report, Employer and University Engagement in the Use and Development of Graduate Level Skills, highlighted that many employers preferred graduates from sandwich degrees, because they have gained practical experience and had a better idea about what the world of work had in store for them. It isn’t just paid work that is valued by employers, however; many also emphasise the benefits of volunteering in terms of skills development. According to Andrea Grace Rannard, Head of Student Volunteering, Volunteering England:

"Volunteering is a savvy use of an individual's time, valued by employers. Volunteering provides an insight into a profession and a company, allows an individual to build confidence in a role, develop or enhance relevant skills, generate useful contacts that can offer "insider" knowledge, and potentially lead to paid positions. Overall, it is a great way of improving a CV."

The value of a degree

There is compelling evidence that employers increasingly demand more skilled workers. Terence Perrin, Chairman of the Association of Graduate Recruiters (AGR), comments on the value of a university degree:
“There is no doubt that a university degree still has a very high currency with employers and a profound effect on a person’s earning potential over a lifetime. Our membership of over 800 organisations involved in graduate recruitment still attaches great value to a university education and has remained committed to recruiting graduate talent through the recession. A degree remains an extremely worthwhile investment.”

According to a recent study of graduates from 2005, three-and-a-half years after graduation, 81% of graduates were working in occupations classed as ‘graduate occupations’ and the most common reason for taking on their current job was ‘It fitted into my career plans’. Almost nine in ten (87%) graduates were also either very satisfied or fairly satisfied with their career to date. Another study, The Class of ’99, conducted earlier on the 1999 graduate cohort three years after graduation also revealed that many graduates reported the advantages a degree brought to the workplace, in terms of writing, analysis, problem-solving and presentation skills, and these were skills most commonly felt to be used in graduate employment.

It is, however, important to note that there is not always a correlation between the level of graduate skills or qualifications required in a job and the salary. As The Class of ‘99 noted, some of the lowest-paid graduates were the most highly qualified, in areas such as academic research, librarianship and journalism. For some graduates, the attraction of a psychologically rewarding career is greater than a “cash career”.

The university experience

According to the Student Experience Report 2007 from UNITE, 94% of the over 1,600 students surveyed reported that ‘going to university is a worthwhile investment and a natural progression from school’. Looking beyond financial considerations, the process of obtaining a degree and taking part in the whole university experience is often life changing – a time when knowledge, skills and personality are developed and values and networks are established. Obtaining a good degree along with some work experience will be of great benefit to your graduate job search, and probably financially lucrative too!

Useful websites
Do-it
Volunteering England
WorldWide Volunteering (WWV)

Written by HECSU and AGCAS, November 2009.

http://www.prospects.ac.uk/what_do_graduates_do_employers.htm

Quantity Surveyor

2011-06-28T02:56:00.000-07:00

Location: Texas, USA

Description:
The Quantity Surveyor is responsible for developing subcontract inquiry packages;
developing contractual documents and reviewing with subcontractors to ensure inclusion of all relevant aspects; ensuring that subcontract’s terms and PO terms comply with client contract documents; generation of bid response comparison tables and bid analysis; ensuring completeness of bid packages compiled for the approved bidders list; coordination of clarification meetings with bidders; development of bidders short list; provide recommendations to project management; issuance of bid packages; development of definitive contract document; review with successful bidder and preparation of documents for final signature; and maintenance of variation order system and coordinating the integration of changes into the project budget large project ($500M).

The Quantity Surveyor should be able to work on multiple EPC projects concurrently, pre and post award, assist with bids, be knowledgeable in the preparation of Bills of Quantities, Specifications, negotiations with Subcontractor’s for account valuation and final measurement, contract compilation and issue (in strict conjunction with legal), assist project management with Owner and Subcontractor work execution, accurate cost reporting and forecasting support to finance, while supporting Management in claims and change order mitigation.

REQUIREMENTS

Qualified candidates will possess a four year degree and accreditation from either RICS (Royal Institution of Chartered Surveyors), or CIOB (Chartered Institute of Building). In addition, qualified candidates will possess at least 15 years of industry experience, with a preference for international EPC or Oil and Gas experience. This experience will encompass a deep experience in sales and lease contracts; executing contract negotiations and claims; commercial post contract experience; dispute resolution; deep insight in financial field; and broad insight into the relationship between project’s execution and its contractual consequences.

Periodic international travel averaging 20% annually for customer and vendor contacts or for site support is required.

http://blog.atlantisrecruitment.com/?p=512

Fixed Lump Sum Price

2011-06-28T01:29:00.000-07:00

Secara umum, kontrak Fixed Lump Sum Price adalah : Suatu kontrak di mana volume pekerjaan yang tercantum dalam kontrak tidak boleh diukur ulang atau dalam bahasa Inggris: "A Fixed Lump Sum Price Contract is a contract where the Bill of Quantity is not subject to remeasurement".

Peraturan Pemerintah (PP) No. 29/2000 tentang Penyelenggaraan Jasa Konstruksi memberikan batasan/definisi bentuk kontrak kerja konstruksi dengan bentuk imbalan Lump Sum sebagaimana tersebut dalam Pasal 21 ayat (6) sebagai berikut:

"Kontrak Kerja Konstruksi dengan bentuk imbalan lump sum sebagaimana dimaksud dalam Pasal 20 ayat (3) huruf a angka 1 merupakan kontrak Jasa atas penyelesaian seluruh pekerjaan dalam Jangka waktu tertentu dengan jumlah harga yang pasti dan tetap serta semua risiko yang mungkin terjadi dalam proses penyelesaian pekerjaan yang sepenuhnya ditanggung oleh Penyedia Jasa sepanjang gambar dan spesifikasi tidak berubah". Selanjutnya dalam penjelasan mengenai Pasal 21 ayat (1) tertulis: "Pada pekerjaan dengan bentuk Lump Sum, dalam hal terjadi pembetulan perhitungan perincian harga penawaran, karena adanya kesalahan aritmatik maka harga penawaran total tidak boleh diubah. Perubahan hanya boleh dilakukan pada salah satu atau volume atau harga satuan, dan semua risiko akibat perubahan karena adanya koreksi aritmatik menjadi tanggung jawab sepenuhnya Penyedia Jasa, selanjutnya harga penawaran menjadi harga kontrak /harga pekerjaan".

Robert D.Gilbreath dalam buku Managing Construction Contracts pada halaman 43 menulis mengenai lump sum sebagai berikut (Terjemahan bebas Penulis)

"Harga Pasti: Suatu harga yang pasti dan tertentu telah disetujui para pihak sebelum kontrak ditandatangani. Harga ini tetap tidak berubah selama berlakunya kontrak dan tidak dapat diubah kecuali karena perubahan lingkup pekerjaan atau kondisi pelaksanaan dan perintah tambahan dari Pengguna Jasa. Dalam kontrak Lump Sum, risiko biaya bagi pengguna Jasa minimal (kecil) memberi cukup pengawasan atas pelaksanaan dan pengikatan".

Mc.Neil Stokes dalam buku Construction Law in Contractor's Language pada halaman 33 menulis mengenai kontrak fixed price sebagai berikut (Terjemahan bebas Penulis):

"Kontrak Harga Pasti
Bentuk kontrak yang paling biasa adalah perjanjian Lump Sum, di mana Pengguna Jasa dan Penyedia Jasa sepakat pada suatu jumlah pasti yang harus dibayar oleh Pengguna Jasa kepada Penyedia Jasa untuk pelaksanaan seluruh pekerjaan. Penyedia Jasa memikul risiko untuk dapat melaksanakan seluruh pekerjaan dengan jumlah biaya tercantum dalam kontrak. Keuntungan Penyedia Jasa, bilamana ada, didapat dari selisih antara nilai kontrak dan biaya yang dikeluarkan Penyedia Jasa, termasuk overhead dan biaya-biaya tidak langsung. Oleh karena itu, Penyedia Jasa harus menambahkan sejumlah biaya untuk menutupi risiko-risiko kenaikan biaya/harga-harga.

Dalam memperkirakan biaya pekerjaan kontrak harga pasti, Penyedia Jasa mengajukan penawaran dengan mempertimbangkan kondisi terburuk yang mungkin mempengaruhi dengan biaya. Hal ini dikaitkan dengan harga untuk memperoleh pekerjaan melalui proses penawaran rendah. Biasanya Pengguna Jasa membayar harga-harga pasti yang mengarah pada tingkatan-tingkatan maksimum biaya yang diantisipasi tidak pandang apakah biaya maksimum ini benar terjadi atau tidak. Penyedia Jasa biasanya tidak akan mendapat kenaikan biaya untuk harga-harga yang meningkat jika tidak ada pasal yang mengatur mengenai kenaikan harga dalam kontrak. Akan tetapi hal ini tidak menghalangi Penyedia Jasa untuk mengajukan klaim atas perubahan yang wajar dalam hal biaya-biaya bertambah karena perubahan dalam kebutuhan kontrak, atau karena tindakan dari Pengguna Jasa atau wakilnya."

Dari keempat batasan/definisi di atas, terlihat bahwa tak satu pun dari pengertian mengenai kontrak fixed lump sum price yang menyatakan bahwa dalam kontrak bentuk ini, volume pekerjaan asli dalam kontrak boleh diukur kembali dan nilai kontrak tidak boleh berubah seperti pengertian sebagian orang. Hal ini mungkin disebabkan ada kata "fixed" sehingga diartikan nilai kontrak tidak boleh berubah. Ini adalah suatu kekeliruan besar/salah kaprah dan di masa mendatang, pengertian yang keliru ini harus diperbaiki. Memang benar, selama tidak ada perubahan pekerjaan yang mengakibatkan pekerjaan bertambah dan atau berkurang, nilai kontrak tetap tidak berubah.

Sumber:
Buku "Mengenal Kontrak Konstruksi di Indonesia" - Ir. Nazarkhan Yasin.

http://www.masardiyuono.co.cc/2011/05/fixed-lump-sum-price.html

25 Faktor Keterlambatan Proyek

2011-06-28T01:22:00.000-07:00

Proyek sering mengalami keterlambatan. Bahkan bisa dikatakan hampir 80% proyek mengalami keterlambatan. Jeleknya, keterlambatan proyek sering berulang pada aspek yang dipengaruhi maupun faktor yang mempengaruhi. Seringnya terjadi keterlambatan proyek dan berulangnya kejadian ini, menarik perhatian untuk ditulis. Tulisan ini adalah bagian pertama dari beberapa tulisan yang akan mengulas mengenai keterlambatan proyek.

Waktu (Time) adalah salah satu constraint dalam Project Management di samping biaya (Cost), dan kualitas (Quality). Keterlambatan proyek akan berdampak pada aspek lain dalam proyek. Sebagai contoh, meningkatnya biaya untuk effort mempercepat pekerjaan dan bertambahnya biaya overhead proyek. Dampak lain yang juga sering terjadi adalah penurunan kualitas karena pekerjaan “terpaksa” dilakukan lebih cepat dari yang seharusnya sehingga memungkinkan beberapa hal teknis “dilanggar” demi mengurangi keterlambatan proyek.

Keterlambatan proyek akan menyebabkan kerugian bagi pihak Pemilik Proyek yang tidak sedikit. Kehilangan opportunity karena proyek belum bisa menghasilkan profit sudah sering terjadi. Kejadian ini umunya menjadi sumber konflik baru bagi Penyedia Jasa dan Pemilik Proyek. Itu bagi Pemilik Swasta. Bagi proyek pemerintah, misalnya pada proyek rumah sakit, maka kerugian akan mengarah pada kerugian non-materiil seperti tertundanya penggunaan ruang operasi yang sifatnya urgent sehingga pasien harus dirujuk ke rumah sakit lain jika tidak operasinya ditunda.

Tulisan ini menjadi fokus karena aspek yang terpengaruh dan yang mempengaruhi keterlambatan proyek ternyata sering berulang. Artinya, pelaku proyek sering menganggap remeh kejadian keterlambatan proyek dan tidak menjadikan kejadian itu sebagai lesson learn dalam pelaksanaan proyek berikutnya.

Keterlambatan proyek dapat dilihat dalam dua hal seperti yang telah disebutkan di atas yaitu aspek yang terpengaruh dan faktor yang mempengaruhi atau yang menjadi penyebab. Adapun faktor yang terpengaruh yang menyebabkan proyek terlambat adalah:

Keterlambatan terkait material
Keterlambatan terkait tenaga kerja
Keterlambatan terkait peralatan
Perencanaan yang tidak sesuai
Lemahnya kontrol waktu proyek
Keterlambatan Subkontraktor
Koordinasi yang lemah
Pengawasan yang tidak memadai
Metode pelaksanaan yang tidak sesuai
Kurangnya personil secara teknikal
Komunikasi yang lemah

Aspek yang terpengaruh di atas, rasanya cukup mudah untuk dipahami dan memang sering dirasakan oleh pelaku proyek. Sebagai contoh, pada pelaksanaan proyek di Kalimantan apalagi lokasi proyek berada jauh dari pusat kota, sering terjadi keterlambatan material, tenaga kerja, peralatan, dan subkontraktor. Pada proyek dengan kerumitan atau kompleksitas tinggi, aspek yang sering terjadi adalah perencanaan yang tidak sesuai, kurangnya personil secara teknis, dan koordinasi yang lemah. Sedangkan aspek lemahnya kontrol waktu, pengawasan yang tidak memadai, dan komunikasi yang lemah umumnya terjadi pada proyek yang menghadapi masalah-masalah internal tim proyek itu sendiri. Penjelasan di atas adalah pendekatan pengalaman. Tentu harus dikaji lebih teliti.

Suatu penelitian yang dilakukan M.Z. Abd. Majid dan Ronald Mc.Caffer membuat korelasi antara faktor yang mempengaruhi aspek-aspek dalam hal schedule pelaksanaan proyek. Sebagai contoh adalah keterlambatan terkait material dipengaruhi oleh faktor-faktor pengiriman terlambat / mobilisasi yang lamban, supplier / subkontraktor yang tidak handal, material rusak, perencanaan yang kurang, kualitas yang jelek, kurangnya monitor dan kendali, dan komunikasi yang tidak efisien. Mengenai korelasi ini akan dibahas lebih lanjut dalam tulisan berikutnya.

Lebih lanjut pada penelitian tersebut, dilakukan analisis mengenai faktor yang berkontribusi pada keterlambatan proyek yang dikaji dari penelitian sebelumnya. Hasilnya diperoleh suatu peringkat 25 faktor yang paling berkontribusi atau paling mempengaruhi keterlambatan proyek. Lihat tabel berikut ini:

Tabel di atas diperoleh dari review penelitian yang melibatkan 900 organisasi proyek baik di negara maju maupun negara berkembang. Agak menarik bahwa tidak ada perbedaan faktor yang signifikan yang menyebabkan keterlambatan proyek pada negara maju maupun negara berkembang. Artinya faktor-faktor di atas dapat dijadikan acuan dalam menelusuri faktor keterlambatan proyek.

Lalu apa yang bisa kita manfaatkan dari tabel di atas? Jika proyek Anda terlambat, Tabel di atas akan bermanfaat sebagai suatu daftar checklist untuk mengidentifikasi faktor yang menjadi penyebab keterlambatan proyek. Tentu dengan memperhatikan ranking yang telah ada. Menemukan penyebab adalah langkah awal penting yang harus dilakukan dalam rangka memetakan masalah-masalah yang menyebabkan keterlambatan proyek. Solusi atau strategi yang tepat untuk mengatasi keterlambatan akan lebih mudah didapatkan jika proyek telah memetakan faktor-faktor utama yang menyebabkan proyek mengalami keterlambatan. Semoga bermanfaat.

Sumber : Management Proyek

http://www.masardiyuono.co.cc/2011/05/25-faktor-keterlambatan-proyek.html

I’m a Quantity Surveyor get me out of here!

2011-06-28T01:19:00.000-07:00

One of the things that is most talked about in the industry is late payments. It is a buzzword, another idealism that doesn’t transpire to the actual working practices seen every day in this industry.

I have to say that late payment has to be the topic that sends me over the edge most often… not financially but mentally.

When you run a business and it doesn’t matter what kind it is, there are 3 key stages that I have found in business, they are:

1. Finding the work and winning it

2. Actually doing the work

3. Getting paid for the work.

Every time that I have done business with people in the construction industry I have always found that the middle one is the easiest.

When you consider that throughout the industry there are lots of different people employed, all having different qualifications and coming from different training backgrounds, but there is one special particular group of people I want to focus your mind on in this blog post and that is the men and women who work in the Accounts Department of Main Contractors.

These people are the most powerful people in the supply chain – yes you read that right – forget the SubContract Buyers, the Supply Chain Managers, the QS’s and anyone else with a nice sounding title it is Mr Smith and Mrs Brown from SubContract Accounts!!!!

Now when you picture these people in your mind’s eye just thing about the ones you have dealt with in the past, think back to all the times you have spoken to them, the lovely conversations you have shared and the trusting relationship you have built up. (Hmm I don’t think so.)

Let me run through the experiences that I have had when trying to get paid – see if this looks familiar
*work finished

*send invoice with payment due date

*payment due date passes without a word

*chase payment speak to accounts (1st call) – first question they ask without fail is ‘who did you send the invoice to?’, then they proceed to say : ‘well I haven’t seen that invoice, you will need to go back and get them to authorise it’ – ‘OK’ you say and you do that
speak to accounts (2nd call) – you say – ‘chasing up the payment RE xxx’ and they say ‘oh haven’t got that invoice through yet from X , phone back at the end of the week’
*speak to accounts (3rd call) – you say ‘ yes it is me again chasing the payment’ and they say (AND HERE IS THE PUNCHLINE) ‘ Oh yeah , we’ve got that now’ you say ‘YES!!, when will it be paid’ and they say‘ well, unfortunately we have missed this month’s cheque run and so it won’t go through until next month now – sorry ‘

*at this point I usually get off the phone and swear to myself that I will never work in construction again and make a promise to myself that I will retrain to be a traffic warden who share the same ethical values and reasoning abilities that everyone working in an Accounts department I have ever spoke to has.

One of the biggest questions that burdens me when I go to sleep at night is, Where do these people that work in the accounts departments all train ? - what part of the syllabus for accounting technicians or accountants teaches them to all have the same attitudes, the same tactics and the same tricks to avoid paying people on time. BE UNDER NO ILLUSION THAT IS WHAT IT IS ALL ABOUT, NOT PAYING ON TIME.

When they drafted the Housing Grants, Construction and Regeneration Act 1996 did all those clever people who wanted to ensure late payments be counteracted take into account the ‘call centre’ mentality of the staff in Accounts Department.

(Imagine a construction related Harry Enfield and Paul Whitehouse sketch) If I were to submit an invoice next year to a Contractor and then to phone up their accounts department when it doesn’t get paid and to be put through to a call centre in a developing economy and to be told ‘sorry you have missed the cheque run’ I would say ‘ Oi Message to Contractors – sort out those people in the accounts and tell them to buck up their act !! or I’ll give you a parking ticket !!’

http://www.thequantitysurveyor.com/

Cara menulis sumber rujukan Tugasan/PSM/Thesis

2011-05-18T00:00:00.000-07:00

Kalau hendakkan markah yang tinggi, eloklah betulkan cara menulis sumber rujukan. Ini BUKAN kerja yang tak penting. Pastikan anda mengikut salah satu kaedah penulisan sumber rujukan, contohnya Harvard System atau ikut Cara Menulis Thesis UTM.

Sila beri perhatian terhadap penggunaan istilah et al. Berikan perhatian kepada: Tempat/Bandar buku dikeluarkan bukan NEGARA. Juga berikan tarikh akses kepada sumber internet. Eloklah asingkan Rujukan daripada Bibliografi.

Bila pelajar bertanya kenapa dia tak skor untuk PSM/DISERTASI/Thesis?

2011-05-17T23:55:00.000-07:00

Jawapan: Semua pelajar boleh dapat markah tertinggi A+, bukan setakat A, bila pembaca mudah faham dengan apa yang dituliskannya dan tidak meninggalkan tulis soalan yang tak berjawab, ejaan betul, betul cara menulis sumber/rujukan, kajian literatur yg cukup dan luas, betul cara penulisan Bab 1 dan bab Akhir.

Pensyarah terpaksa pula buat pembetulan untuk membolehkan karya itu boleh (fit to be displayed) di letakkan di perpustakaan dan pusat sumber. Lagi banyak kena betulkan, markah pun semakin mengurang.
Ingatlah bahawa pensyarah bukan pembaca pruf untuk anda.

Setiap pensyarah sangat mengalu-alukan thesis yang berkualiti dari pelajar, kerana lebih jimat masa menandanya dan lebih seronok dibaca. Ternyata pensyarah bukan kedekut markah. Pelajar akan diberikan markah yg setimpal dgn usaha. Sebagai pemegang amanah profesion, hanya pelajar yang layak akan grad. Sekian.

SPNB lambat bayar kontraktor

2011-04-06T22:54:00.000-07:00

oleh : Kontraktor SPNB

Assalamualaikum tuan editor,

Saya ingin menarik perhatian tuan supaya siasatan dapat dibuat ke atas Syarikat Perumahan Negara Berhad (SPNB) di mana pembayaran tidak di buat atau lambat di buat kepada kontraktor-kontraktor yang menjalankan kerja. Ini berlaku kepada diri saya sendiri di mana saya adalah kontraktor yang menjalankan kerja-kerja infrastruktur bagi projek perumahan terbengkalai di Johor.

Saya adalah kontraktor yang menjalankan kerja-kerja infrastruktur (loji kumbahan) dan telah memulakan kerja-kerja ini pada bulan Oktober tahun 2010. Tuntutan bayaran kemajuan telah di buat semenjak dari tahun lepas dan sehingga kini tuntutan syarikat kami telak masuk ke tuntutan bayaran kemajuan ke lima. Amaun kontrak adalah kira-kira RM800,000 lebih. Kerja-kerja pembinaan adalah hampir siap tetapi bayaran yang kami telah terima dari pihak SPNB hanyalah bayaran kemajuan pertama iaitu RM62,000.00 kira-kira pada hujung bulan Disember 2010 yang lalu. Saya tidak mempunyai gaji semenjak projek ini di jalankan semata-mata supaya projek ini dapat diteruskan kerana saya akan mengalami kerugian sekiranya terhenti dan sehingga saya terp[aksa menggunakan duit simpanan dan gaji isteri bagi menampung projek ini.

Tujuan saya mendedahkan perkara ini adalah supaya pihak SPNB dapat membuat pembayaran kepada pihak kontraktor yang terlibat di mana pihak SPNB akan mendapat publisiti yang meluas di media apabila dapat menyiapkan sesuatu projek perumahan terbengkalai. Seseorang menteri akan di jemput untuk menyerahkan kunci kepada pembeli dan disiarkan di televisyen. Ini sudah tentu memberikan impak yang besar terutama sekali di musim-musim pilihanraya ini tetapi kami yang sengsara.Ini adalah tidak adil kerana sepatutnya pihak SPNB hendaklah membuat pembayaran apabila cukup tempoh iaitu 30 hari setelah sijil pembayaran dikeluarkan.Ini bukan hanya berlaku kepada saya tetapi juga kepada kontraktor utama yang membina rumah di projek yang sama.

Saya telah menulis surat untuk meminta bayaran kepada pihak pengurusan SPNB iaitu pengerusi, pengarah urusan dan pegawai operasi tetapi tiada respon. Saya percaya perkara yang sama berlaku kepada kontraktor-kontraktor yang lain tetapi perkara ini tidak didedahkan atau tidak tahu saluran mana hendak mengadu.Mungkin perkara ini berlaku kepada saya sahaja. Oleh itu saya mohon supaya pihak tuan dapat membuat siasatan akan kebenaran perkara ini,dan sekiranya benar,saya harap ia dapat didedahkan supaya pihak kontraktor dapat di bayar oleh pihak SPNB. Saya harap pihak tuan dapat merahsiakan pengadu kerana di khuatiri akan memudaratkan saya sekiranya mereka ketahui saya membuat aduan ini.

Sekian terima kasih.
Wassalam

http://bm.harakahdaily.net/index.php?option=com_content&view=article&id=2623:spnb-lambat-bayar-kontraktor&catid=94:surat-pembaca&Itemid=63

Komen: Apakah remedi bagi kontraktor bila klien lambatkan pembayaran kepada kontraktor? Semak semula klausa yang tertentu dalam perjanjian klien-kontraktor. Tapi bila klien (yang ada hubungan dengan kerajaan) tetap melambat-lambatkan pembayaran? Kepada: SPNB: Bila kerja siap dan telah diperakui oleh jurutera yang sah, pembayaran perlu dilaksanakan secepat mungkin. Jangan melakukan kezaliman kepada sesiapa. Kepada kontraktor: Lakukan solat hajat untuk memudahkan urusan.

Kementerian Kerja Raya perkenal NeTI proses bida tender

2011-01-23T23:37:00.000-08:00

KUALA LUMPUR 18 Jan. - Selepas kejayaan program bekerja dari rumah untuk kakitangannya, Kementerian Kerja Raya terus mengorak langkah dalam penggunaan teknologi maklumat apabila memperkenalkan National e-Tendering Initiatives (NeTI) atau e-Tender untuk proses pembidaan tender.

Menerusi pelaksanaan NeTI, proses penilaian tender dibuat secara dalam talian dan kontraktor tidak perlu lagi datang untuk membeli borang di pejabat kementerian di seluruh negara.

Menteri Kerja Raya, Datuk Seri Shaziman Abu Mansor berkata, apa yang perlu dilakukan kontraktor ialah mengisi maklumat syarikat menerusi laman sesawang www.tender.gov.my.

Katanya, sebagai permulaan, projek perintis itu hanya membabitkan kontraktor kelas A yang memohon untuk mendapatkan projek membina bangunan yang bernilai RM10 juta ke atas.

Menurutnya lagi, program NeTI yang pertama kali diperkenalkan itu akan memastikan ketelusan dalam proses pemberian tender kerajaan kepada kontraktor kerana ia dibuat tanpa membabitkan pertemuan mana-mana pihak...

Komen: Syabas kerana kegigihan JKR memperkenalkan National e-Tendering Initiatives (NeTI) atau e-Tender untuk proses pembidaan tender. Tapi ketelusan tidak memberi apa-apa erti. Kerana selagi BN/UMNO memerintah sukar untuk selesaikan rasuah dalam industri pembinaan.

Contract for 3rd Bosporus bridge to be awarded next month

2011-01-04T02:25:00.000-08:00

03 January 2011, Monday, İSTANBUL

The third bridge will be constructed north of the Fatih Sultan Mehmed bridge, completed in 1988.

The tender for the construction of İstanbul's third bridge over the Bosporus, which will connect Sarıyer's Garipçe village on the European side with Beykoz's Poyrazköy neighborhood on the Asian side, will take place in February at the latest, a key official has said.

General Directorate of Highways (KGM) General Manager Mehmet Cahit Turhan said the third bridge over the Bosporus will ease İstanbul's traffic to a great extent. He noted that the State Planning Organization (DPT) last Monday gave approval for the tender to be held. “The environmental impact report [ÇED] for the third bridge project will be carried out by the company that wins the tender,” Turhan said.

Speaking to Today's Zaman, Turhan said no more obstacles stand in front of the tender. “The conditions of the tender contract have been met. We are ready to tender the project and aim to complete construction within five years. Moreover, many countries have shown interest in constructing the project,” Turhan said.

According to the KGM general manager, the project -- estimated to cost around $6 billion, including advertising costs -- will be tendered under the build-operate-transfer (BOT) model. Traffic in İstanbul is expected to ease to a great extent because transit traffic (vehicles that do not stop in İstanbul) and heavy vehicles such as trailer trucks will be directed to the third bridge and its connecting roads. KGM estimates about 20,000 heavy vehicles will use the third bridge every day.

Some parties and civil society organizations that oppose the construction of the third bridge argue it will pose a tremendous threat to the city’s forests and natural resources. They express concern about the impact it would have on the city’s forests and water resources. Turhan, however, stressed that environmental issues are a priority in any project they undertake. “We therefore included the ÇED as a requirement in this project,” he said. “The law requiring a ÇED has been in practice since 1993.”

Moreover, in a statement issued in April 2010, Transportation Minister Binali Yıldırım said the government had taken social concerns into consideration during the preparation of the project and that all necessary precautions will be taken to minimize the bridge’s negative impact on the environment.

The third bridge is expected to connect a highway starting in Kınalı, Tekirdağ province, to the west with another highway starting from İstanbul’s Paşaköy neighborhood on the Asian side. This route extends to Gebze in Kocaeli, where it joins the highway heading to İzmir. The project involves the construction of a 260-kilometer main road along with separate connections at various points along the route. The 1,275-meter-long suspension bridge is expected to cost some $6 billion and will connect the Northern Marmara Highway with the Trans-European Motorway.

Two bridges currently span the Bosporus. The first is the Bosporus (Boğaziçi) Bridge, also known as the First Bosporus Bridge. The 1,510-meter-long gravity-anchored suspension bridge is located between Ortaköy on the European side and Beylerbeyi on the Asian side and was built in 1973 by then-President Fahri Korutürk.

The second bridge over the Bosporus was completed in 1988, when Turgut Özal was prime minister, and named after 15th-century Ottoman Sultan Mehmed the Conqueror.

http://www.todayszaman.com/news-231393-contract-for-3rd-bosporus-bridge-to-be-awarded-next-month.html

Quantity Surveyors - A Glance

2011-01-04T02:19:00.000-08:00

A quantity surveyor (QS) is a professional working within the construction industry concerned with building costs.

The profession is one that provides a qualification gained following formal education, specific training and experience that provides a general set of skills that are then applied to a diverse variety of problems.[1] Predominantly these relate to costs and contracts on construction projects. Other areas in which QS find employment include property surveys for hidden defects on behalf of potential purchasers, running estates, valuing the mineral deposits for mining companies, selling property and even Leasehold Reform Act work.[1]

There are around 75,000 professional QSs working in the UK.

History

The profession developed during the 19th century from the earlier "measurer", a specialist tradesman (often a guild member), who prepared standardised schedules for a building project in which all of the construction materials, labour activities and the like were quantified, and against which competing builders could submit priced tenders. Because all tenders were based on the same schedule of information, they could be easily compared so as to identify the best one.

The professional institution with which most English-speaking quantity surveyors are affiliated is the UK-based Royal Institution of Chartered Surveyors (RICS). Others are the Chartered Institute of Building (CIOB), Quantity Surveyors International (QSi) and Institution of Civil Engineering Surveyors (ICES) [1]. Those who are qualified members of the RICS are allowed to use the term "Chartered Quantity Surveyor" or simply "Chartered Surveyor".

The QS usually reports to Project Manager or Project Director and provides advice in the decision-making process throughout the management of a project from initial inception to final completion. The QS handles estimating and cost control, the tendering process and, after contract award, the commercial interface. QSes should be able to carry out estimating and measurement of construction works prior to tender, producing the bill of quantities; produce tender documentation and manage the tender process; clarify and evaluate tenders; and manage the resultant contract through monthly valuations, variations control, and assessment of claims.

Some QSes are trained in techniques of cost control. Those QSes who emphasise the cost discipline often use the term "Construction Cost Consultant". They ensure that projects are designed and constructed in such a manner as to secure value for money, cost certainty and programme dates.

Others emphasise contracts management. Trained to draft, interpret and administer complex contracts, those QSes who operate in the broader field of project management often adopt other titles such as "Contracts manager" or "Construction surveyor". A number of QSes work in procurement in the oil & gas industry, process and power industries, and civil engineering. Their preferred title, in countries where the QS profession is less known, is "Contracts engineer".

Some QSes specialise in project management, the QS background being a good foundation for understanding the complexities of modern large-scale projects.

As well as in professional quantity surveying practices, the QS finds employment in all parts of industry and government including primary and secondary industry, national and local government bodies and agencies, contractors and subcontractors, developers, and financial and legal companies.

Although all QSes will have followed a similar course of education and training (for those entering the profession today, this is usually to degree level), there are many areas of specialisation in which a QS may concentrate. The main distinction amongst QSes is between:
Those who carry out work on behalf of a client organisation: often known as a "professional quantity surveyor", "professional QS" or "PQS", and
Those who work for construction companies: often known as a "main contractor's quantity surveyor".

The functions of a consultant quantity surveyor

Traditionally referred to as a Professional Quantity Surveyor or Private Practice Quantity Surveyor they are broadly concerned with contracts and costs on construction projects. The methods employed, however, cover a range of activities which may include cost planning, value management, feasibility study|feasibility studies, cost benefit analysis, lifecycle costing, tendering, valuation, change control, dispute resolution and cost estimation.

The QS's traditional independent role on the team comprising client, architect, engineer, QS and contractor has given him a reputation and appreciation for fairness. This, combined with his expertise in drafting and interpretation of contract documents, enables him to settle issues, avoid disputes and ensure the effective progress of a project.

Quantity surveyors control construction costs by accurate measurement of the work required, the application of expert knowledge of costs and prices of work, labour, materials and plant required, an understanding of the implications of design decisions at an early stage to ensure that good value is obtained for the money to be expended.

The technique of measuring quantities from drawings, sketches and specifications prepared by designers, principally architects and engineers, in order to prepare tender/contract documents, is known in the industry as taking off. The quantities of work taken off typically are used to prepare bills of quantities, which usually are prepared in accordance with a published standard method of measurement (SMM) as agreed to by the QS profession and representatives of the construction industry. Many larger QS firms have their own in-house methods of measurement and most bills of quantities prepared today are in an abbreviated format from the one required by the SMM.

The benchmark for quality for a Private Practice Surveyor is the RICS' Chartered Membership MRICS & FRICS. The RICS also has the entry level non Chartered Membership AssocRICS. AssocRICS acts as a qualification in its own right however also offers a progressive route to Chartered RICS membership for able and willing candidates.

Contractor's quantity surveyor

A contractor's QS is responsible for the performance of operations that mirror those of the owner's QS; i.e, the measurement and pricing of construction work, but specifically that actually performed by the contractor (and the contractor's subcontractors) as opposed to the construction work described and measured in the construction contract between the owner and the contractor. Such a difference in quantity of work may arise from changes required by an owner, or by an architect or engineer on an owner's behalf. Typically, the settlement of a change (often referred to in a contract as a 'variation'). (see, the following reference sources: "Fundamentals of Construction Estimating and Cost Accounting," by Keith Collier (2nd ed.) (Prentice-Hall, 1987); "Construction Contracts," by Keith Collier (3rd ed.) (Prentice-Hall, 2001) These two texts each contain a comprehensive glossary.

The role of a contractors QS will extend further than the day to day running of building projects and will cover such other areas as sub-contract formation, forecasting of costs and values of the project, cash flow forecasts and the collation of the operation and maintenance manuals of the project (O&M manuals). This increase in the capacity of the surveying profession has led to an increased demand for qualified personnel and goes some way to explaining the popularity of related degrees at university.

Some contractors and others may attempt to rely on a general accountant to deal with construction costs, but usually this is not effective, primarily because an accountant does not have the technical knowledge to accurately allocate costs to specific items of work performed, especially at times prior to the particular work's completion as required to make accurate assessment of the amounts to be paid to the contractor during the course of the work.

Noted Quantity surveyors

Due to the nature of their work, Quantity Surveyors do not become famous as a result of their profession. However, several noted individuals have trained, apprenticed, worked or qualified as Quantity Surveyors.
Nasir Ahmad el-Rufai Nigerian politician
Adetona Gabriel Balogun First president of the Nigerian Institute of Quantity Surveyors.
Jon Bass footballer
Graham Beecroft radio personality
Stuart Boardley footballer
Paddy Bradley Gaelic footballer
Eric Broadley automobile designer
David Byng footballer
Alexander Cordell writer
David Scott Cowper yachtsman
Hugh Coveney Fine Gael politician
Colin Eglin South Africian politician
Asha Gill media
Bukar Ibrahim Nigerian politician
Roger Landes Military Cross
John Lymington writer
Nick McCabe lead guitarist
Fulton Mackay actor
Aliu Mahama Vice-President of Ghana
George Martin musician
Edward Morrow Anglican priest
Adamu Mu'azu Nigerian politician
Charles Tilleard Natusch New Zealand architect and quantity surveyor
Bill Paterson actor
Phil Redmond screenwriter.
Jean Roy Canadian politician
Iain Russell footballer
Philip Welsford Richmond Russell Bishop of Natal.
Edward Skoyles researcher into tendering and building waste
Oliver Stonor writer
Neil Turner Labour MP
Blair Anderson Wark Victoria Cross....

http://dictionary.sensagent.com/quantity+surveyor/en-en/

Seminar Series by SUAZ Consultancy & Solutions

2010-12-27T23:24:00.000-08:00

Seminar Series by SUAZ Consultancy & Solutions

SUAZ Consultancy & Solutions is offerng series of Public Seminar and In-House Training Programmes as well. The details of these seminars will be updated soon.

Their In-House Training Programmes are available now as follows;

Getting Your Contracts Right..!-This training programme is aimed to increased competency in the skill of contract document preparation.

Delay Analysis Techniques-Demonstrate Your Entitlement Systematically..-This training is specifically developed to educate Contractors on how to prove their entitlement to extension of time and also provide knowledge for Contract Administrators on how best to evaluate extension of time entitlement.

Claims for Additional Money-The Review, Preparation and Evaluation- This training is aimed to supplement knowledge on contractual claims such as loss and expense and how best to demonstrate and evaluate entitlement.

What Contract Administrator Need To Know About Project Programme and Critical Path Network Programme - This training programme is developed specifically for Contract Administrators, S.O's, E.R's, Architects and whoever holds the position of administering the contracts. It provides insights of what project programme should be and how it can be effective used to administer contractual claims for additional time and money.

Contract Administration Audit- Attempt to identify issues and where things go wrong and how to rectify it.

Tailor Made Your Training Contents - This is a training programme where you take the lead in deciding the content.

Call SUAZ Consultancy & Solutions Now to know more about the Training Programmes that it is offering.

http://www.suazconsulting.com/p/our-seminar-series.html

Sektor pembinaan dijangka rancak 2011

2010-12-27T22:52:00.000-08:00

Pelbagai projek dilaksana dalam RMKe-10, ETP

2010/12/28 SEKTOR pembinaan dijangka menarik tahun depan dengan projek mega kembali dalam senario dipacu pelaksanaan pelbagai projek dalam Rancangan Malaysia Ke-10 (RMKe-10) serta menerusi Program Transformasi Kerajaan (ETP).

MIDF Investment Research berkata, belum pernah berlaku sebelum ini pelbagai projek berskala besar diumumkan bertumpu dalam satu jangka waktu tertentu.
Katanya, sebanyak 53 projek kerjasama awam-swasta (PPP) bernilai RM63 bilion diumumkan dalam RMKe-10, yang mana pelaksanaannya dijangkakan meraih momentum tahun depan.

Menerusi ETP pula, firma penyelidikan itu berkata, inisiatif Greater KL saja boleh menampung kontraktor tempatan untuk tempoh lima hingga 10 tahun akan datang, merangkumi projek sistem transit rapid (MRT) yang bernilai RM36 bilion, pembinaan tujuh lebuh raya bertol bernilai RM19 bilion, pembangunan tanah seluas 1,320 hektar milik Lembaga Getah Malaysia di Sungai Buloh bernilai RM10 bilion dan dua loji penjanaan kuasa arang batu bernilai RM7 bilion.

“Sektor pembinaan juga meraih manfaat terbesar dalam Bajet 2011, dengan kejutan terbesar daripada projek Warisan Merdeka bernilai RM5 bilion, manakala pembangunan empat koridor, termasuk Greater KL juga mendapat peruntukan sebanyak RM853 juta.

“Pastinya, kontraktor tempatan bakal meraih manfaat besar daripada perbelanjaan ini,” kata firma penyelidikan itu.

Setakat ini, katanya, projek bernilai lebih RM4 bilion sudah diberikan kepada kontraktor tempatan, antaranya pakej II pembinaan lapangan terbang tambang murah (LCCT) yang dianugerahkan kepada Gadang bernilai RM291 juta; Kompleks Bersepadu LCCT kepada WCT (RM486 juta); Empangan Hulu Terengganu kepada Loh & Loh-Sinohydro (RM828 juta); dan Empangan Paya Beda kepada JAKS (RM333 juta).

IJM pula dianugerah tiga kontrak iaitu projek penambahan lebuh raya Besraya (RM600 juta); jalan akses Empangan Murum (RM247 juta); dan Lebuh Raya Batu Kawan untuk Jambatan Pulau Pinang Kedua (RM350 juta).

MIDF Investment Research menjangkakan lebih banyak projek akan dianugerahkan pada 2011, termasuk baki pakej pembinaan LCCT baru, laluan tambahan LRT (Kelana Jaya) dan kerja huluan projek air mentah Pahang-Selangor, selain beberapa kerja infrastruktur di Sarawak.

Selain itu, katanya, ia adalah tahun pilihan raya di Sarawak dan kebiasaannya saham syarikat berkaitan pembinaan akan mencatat prestasi memberangsangkan, sementara Kerajaan Pusat memberikan tumpuan di negeri itu dengan memberi habuan kerana sokongan padu rakyat negeri itu pada pilihan raya umum sebelum ini.

Antara projek infrastruktur di Sarawak ialah pembinaan jalan raya, pelabuhan, serta koridor ekonomi Koridor Tenaga Diperbaharui Sarawak.

http://www.bharian.com.my/bharian/articles/Sektorpembinaandijangkarancak2011/Article

Cost Control Of A Project

2010-12-05T23:18:00.000-08:00

Cost control is an important issue in construction project management. It is widely practiced by contractors in Malaysia and needs to carry out through out the life of a project.

The main problem faced by the class F contractor are shortages of material,labor or mechanical plant, difficulty in collection of cost data, ever-changing environment of construction work, qualified expertise, duration of the project and additional costs to carry out the cost control system.

The cost control is a process that should be continued through the construction period to ensure that the cost of the building is kept within the agreed cost limits.

The cost control can be divided into two major areas; the control of cost during design stages and the control of cost by the contractors once the construction of project has started. According to Nunnally (1998), cost control of a project involves the measuring and collecting the cost record of a project and the work progress. It also involves the comparison of actual progress with the planning. The main objective of cost control of a project is to gain the maximum profit within the designated period and satisfactory quality of work.

p/s cost control it is very important, how to manage your project? just do it......

http://birdry-qsutmclub.blogspot.com/

Tugas Dan Peranan Juruukur Bahan

2010-12-05T23:16:00.000-08:00

Juruukur bahan merupakan profesional terlatih, berkualiti dan mempunyai pengalaman dalam bermain dengan masalah bagi pihak klien. Pada dasarnya, juruukur bahan merupakan pakar kos yang bertanggungjawab menyediakan maklumat bagi memastikan projek tersebut adalah ditanggung bersama belanjawan yang munasabah dan pihak klien dapat memperoleh nilai kepada wangnya (Seeley, 1997). Manakala menurut Turner (1994), juruukur bahan akan bertindak sebagai penasihat kepada arkitek tentang kewangan projek apabila diperlukan. Dia bertanggungjawab ke atas semua nasihat kewangan yang diberi ke atasnya.

Peranan juruukur bahan dalam sesuatu projek pembangunan amat diperlukan. Peranan dan tanggungjawab mereka dalam industri pembinaan adalah amat luas sama ada dalam peringkat pra kontrak atau pun pasca kontrak. Hal ini kerana juruukur bahan berperanan bermula dari projek dicadangkan sehinggalah projek tersebut berakhir.

Dent (1974) dan Tuner (1994) mengelaskan peranan juruukur bahan kepada dua peringkat iaitu peringkat pra-kontrak dan pasca kontrak. Pada kebiasaannya, kerja pra-kontrak disediakan oleh juruukur bahan sebelum kontrak ditandatangani dan termasuk penyediaan senarai kuantiti bersama dengan perkhidmatan lain. Kerja pos kontrak pula merangkumi pengurusan kewangan kontrak seperti penyediaan bayaran kemajuan, bermula apabila kontrak telah ditandatangani dan penender berjaya memulakan operasi bangunan (Dent, 1974).

Selain itu, peranan juruukur bahan dilakukan mengikut peringkat (stage) berturutan. Perkhidmatan juruukur bahan ini dipecahkan mengikut peringkat-peringkat pembinaan atau proses reka bentuk. Royal Institute of British Architects (RIBA), telah menyediakan cadangan bentuk prosedur untuk arkitek dalam membuat penyediaan dan perlaksanaan projek bangunan. Pelan kerja ini mewakili analisis praktikal bagi operasi reka bentuk dan telah berjaya digunakan ke atas kebanyakan kontrak. Pelan tersebut telah dirumuskan di dalam jadual 2.2 dan menunjukkan peranan-peranan yang akan dimainkan oleh pelbagai ahli kumpulan reka bentuk melalui reka bentuk dan masa pembinaan (Seeley, 1997).

Menurut Nor Ainah Abdullah (2001) pula, secara amnya, khidmat asas juruukur bahan termasuklah menyediakan kajian kemungkinan bagi menentukan sama ada sesuatu projek itu boleh dilaksanakan dari segi perbelanjaan dan keuntungan kewangan, menyediakan anggaran kos awalan dan perancangan kewangan, menyediakan dokumen-dokumen tawaran dan kontrak, laporan tender, memberi nasihat mengenai prosedur tender dan atur cara kontrak, mengukur dan menilai kemajuan kerja untuk bayaran, perubahan kerja, tuntutan-tuntutan dan juga menyediakan keperluan-keperluan bagi penyelesaian pertikaian secara timbang tara atau secara alternatif.

Daripada penerangan tugas dan peranan juruukur bahan di atas, saya telah membuat kesimpulan tugas-tugas juruukur bahan adalah seperti berikut :

Penyediaan Kajian Kemungkinan
Penyediaan Anggaran Projek
Penyediaan Dokumen Tender
Proses Menender
Laporan Tender
Menyediakan Dokumen Kontrak
Membuat Pembayaran Semasa
Membuat Akaun Akhir

http://birdry-qsutmclub.blogspot.com/2007/09/tugas-dan-peranan-juruukur-bahan_25.html

Perubahan Kerja (Variations of Works)

2010-11-18T22:38:00.000-08:00

1. Bermaksud perubahan tentang skop kerja yang di lakukan untuk menyesuaikannya dengan keadaan tapak bina ataupun untuk menampung kekurangan dalam rekabentuk atau apa-apa perubahan yang di perlukan oleh pelanggan.

2. Untuk membuat perubahan kepada kerja yang terkandung di dalam kontrak, arahan P.P di keluarkan dan nilai kerja perubahan di perakukan melalui perkakuan perubahan kerja.

3. Selain daripada memperakukan nilai kerja perubahan yang di laksanakan melalui perakuan perubahan kerja, jumlah harga kontrak hendaklah di laraskan. Untuk itu perakuan pelarasan jumlah harga kontrak hendaklah di keluarkan.

4. Untuk memastikan kontraktor di bayar dalam tempoh masa yang di tetapkan di dalam kontrak, maka penilaian perlulah di lakukan secepat mungkin.

5. Akaun muktamad di sediakan secepat mungkin setelah kontraktor menunaikan obligasinya di bawah kontrak termasuk membaiki kecacatan dan tuntutan kerugian atau perbelanjaan tambahan yang kontraktor layak telah di nilai. Bayaran muktamad kepada kontraktor di buat melalui perakuan muktamad.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Penyerahan Kerja

2010-11-18T22:35:00.000-08:00

1. Setelah perakuan siap kerja di keluarkan, kerajaan akan mengambil kerja tersebut dan kontraktor tidak lagi bertanggungjawab sebarang kerugian dan/atau kerosakan yang di sebabkan oleh atau akibat daripada kerja cacat atau kerja yang tidak mematuhi kontrak. Seberapa segera yang mungkin kerja tersebut hendaklah diserahkan kepada jabatan/kementerian pelanggan.

2. Bagi tujuan penyerahan kerja kepada jabatan/kementerian pelanggan, satu pemeriksaan bersama(oleh jabatan, kementerian pelanggan, P.P, kontraktor dan pihak lain yang terlibat hendaklah di atur dan akhir sekali barulah bangunan tersebut di serahkan. Jabatan/kementerian pelanggan akan di nasihatkan mengenai keperluan penyelenggaraan kerja tersebut termasuk penyelenggaraan pemasangan mekanikal dan elektrikal. Semua dokumen berkaitan di perlukan bagi penyelenggaraan kerja oleh jabatan/kementerian pelanggan, “Lukisan seperti dibina”, manual operasi, perjanjian penyelenggaraan, dan sebagainya hendaklah di serahkan.

3. Perakuan serahan kerja seperti di lampiran hendaklah di gunakan bagi menyerahkan kerja kepada jabatan/kementerian pelanggan.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Lukisan seperti di bina (As Built Drawing)

2010-11-18T22:34:00.000-08:00

1. “Lukisan seperti dibina” hendaklah di jaga dan di kemaskini di sepanjang masa kerja berjalan. Lukisan seperti di bina adalah lukisan yang di buat apabila bangunan yang di bina telah siap berdasarkan kedudukannya yang sebenar di tapak bina. Lukisan ini di gunakan untuk mengenalpasti masalah atau kerja–kerja tambahan yang di perlukan pada sesuatu bangunan yang telah siap di bina berdasarkan keadaan sebenar bangunan yang telah di bina. Lukisan ini hendaklah di siapkan seberapa segera setelah kerja-kerja di siapkan.

2. “Lukisan seperti di bina” hendaklah menunjukan kerja sebagaimana di bina, terutamanya penempatan dan laluan paip–paip perkhidmatan dan kabel-kabel yang tertanam. Satu set “lukisan seperti di bina” mestilah di serahkan kepada jabatan/ kementerian pelanggan untuk rekod dan penyelenggaraan kerja tersebut dan satu set lukisan itu juga hendaklah di hantar kepada cawangan pelanggan yang berkenaan di ibu pejabat JKR untuk rekod dan di mana perlu bagi mengemaskini lukisan-lukisan standard.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Pendudukan separa

2010-11-18T22:31:00.000-08:00

1. Sebelum penyiapan praktikal bagi keseluruhan kerja, kerajaan boleh dan dengan persetujuan kontraktor mengambil milik dan menduduki mana–mana bahagian kerja yang telah siap.

2. Perkara-perkara berikut boleh di gunakan sekiranya terdapat mana–mana bahagian kerja yang telah di ambil milik dan di duduki oleh kerajaan sebelum penyiapan keseluruhan kerja.

a. Satu perakuan pendudukan separa, borang JKR 203 W/82 hendaklah di keluarkan dalam masa 7 hari dari tarikh pemilikan dan pendudukan sebahagian kerja tersebut. Perakuan tersebut hendaklah menyatakan nilai anggaran bagi bahagian kerja yang diambil milik dan di duduki.

b. Tempoh liabilti kecacatan bagi bahagian kerja yang di ambil milik dan di duduki hendaklah bermula dari tarikh kerajaan mengambil milik dan menduduki bahagian kerja tersebut.

c. Ganti rugi tertentu dan di tetapkan yang di nyatakan di dalam kontrak akan di kurangkan mengikut kadar jumlah nilai bahagian yang di ambil milik dan di duduki berbanding dengan jumlah harga kontrak.

d. Peruntukan kontrak mengenai insurans dan pelepasan pelaksanaan adalah tidak berubah.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Kecacatan

2010-11-18T22:27:00.000-08:00

1. Kontraktor hendaklah memperbaiki kecacatan, kekecutan dan kerosakan lain yang mungkin kelihatan pada kerja dalam tempoh tanggungan (liability) kecacatan yang di sebabkan oleh bahan atau mutu kerja yang tidak menepati kontrak dengan perbelanjaan sendiri.

2. Prosedur–prosedur yang perlu di ikuti mengenai kecacatan kerja adalah seperti berikut:-

a. Jabatan atau kementerian pelanggan hendaklah di nasihatkan supaya melaporkan dengan kadar segera apa-apa kecacatan yang kelihatan dalam tempoh tanggungan (liability)kecacatan

b. Setelah menerima laporan mengenai sebarang kecacatan dari jabatan atau kementerian pelanggan, kontraktor hendaklah diarahkan memperbaiki kecacatan tersebut. Kontraktor akan di beri tempoh masa yang munasabah untuk berbuat demikian.

c. Pada tarikh tamat tempoh liability kecacatan, satu pemeriksaan bersama keatas kerja (oleh kontraktor, P.P, jabatan kementerian pelanggan dan pihak lain yang terlibat) hendaklah diadakan. Sekiranya hasil daripada pemeriksaan bersama tersebut menunjukkan tiada lagi kecacatan, perakuan siap membaiki kecacatan iaitu borang JKR 203 Y/82 akan di keluarkan. Sekiranya terdapat kecacatan lagi, satu jadual kecacatan yang telah di kenalpasti hendaklah di sediakan dan di serahkan kepada kontraktor dalam tempoh masa 14 hari dari tarikh tamat tempoh liability kecacatan. Kontraktor hendaklah membaiki kecacatan tersebut dalam tempoh masa yang berpatutan tetapi tidak lewat daripada tiga bulan dari tarikh penerimaan jadual kecacatan tersebut.

d. Sekiranya kontraktor gagal membaiki kecacatan dalam tempoh masa yang di tetapkan, tindakan segera untuk membaiki kecacatan tersebut hendaklah di ambil dengan cara lain. Kos perbelanjaan yang terlibat di dalam membaiki kecacatan tersebut hendaklah di dapatkan kembali daripada kontraktor dengan cara potongan atau tuntutan daripada bon pelaksanaan atau sebagai suatu wang tuntutan tertentu.

3. Salinan asal Perakuan Siap Membaiki Kecacatan hendaklah di keluarkan kepada kontraktor. Salinan–salinanya hendaklah juga di edarkan kepada semua pihak sepertimana yang tersenarai di dalam perakuan tersebut.

4. Pengeluaran Perakuan Siap Membaiki Kecacatan menandakan tamatnya obligasi kontraktor di bawah kontrak. Liabiliti bank atau syarikat insurans yang menjadi penggerenti bon pelaksanaan hendaklah juga di lepaskan.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

P.D.A, A.T.D.A dan A.C.D.A

2010-11-18T22:22:00.000-08:00

P.D.A, A.T.D.A dan A.C.D.A adalah amalan ukur bahan JKR.

1. P.D.A (Preliminaries Detailed Abstract)

Merupakan satu penilaian tentang aktiviti–aktiviti yang perlu di lakukan sebelum memulakan sesuatu projek pembinaan. Ia mungkin di bincangkan oleh kontraktor dan pihak ukur bahan beberapa kali sehingga ia di rasakan sempurna. Dokumen ini berwarna merah.

2 A.T.D.A (As Tendered Detailed Abstract)

Satu penilaian yang di lakukan terhadap keseluruhan tender seperti kos, aktiviti kerja dari permulaan sehingga siap. Dokumen ini berwarna kuning. Pengulangan kerja penyemakkan A.T.D.A pada setiap minggu atau bulan di namakan reverse A.T.D.A.

3. A.C.D.A (As Completed Detailed Abstract)

Penilaian yang di lakukan selepas sesuatu projek pembinaan selesai. Ia merangkumi kerja-kerja tambahan yang tidak terdapat di dalam plan. Penilaian yang terlibat termasuklah kos, pengurusan. Overtime, dokumentasi dan sebagainya. Dokumen ini berwarna hijau.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Bayaran Pendahaluan

2010-11-18T22:17:00.000-08:00

Bayaran Pendahaluan (Advance Payment)
Merupakan wang bayaran pendahaluan yang di bayar kepada kontraktor berjumlah 15% daripada nilai kerja pembina (harga kontrak di tolak wang kos prima dan wang peruntukan sementara), tertakluk kepada nilai maksimum sebanyak RM 5 juta.

Subkontraktor dan pembekal tidak layak menerima wang bayaran pendahaluan ini.

Kontraktor berhak di bayar wang pendahaluan apabila permohonan di luluskan dengan syarat dokumen-dokumen berikut telah di kemukakan:-

1. Surat setuju terima tender yang telah di tandatangani
2. Bon pelaksanaan
3. Polisi insuran yang perlu beserta resit-resit premium yang telah di bayar dan
bukti pendaftarannya
dengan PERKESO.
4. Gerenti bank atau insuran untuk pembayaran pendahaluan.

Bayaran pendahaluan di dapatkan balik oleh kerajaan dengan membuat potongan daripada bayaran interim yang dibayar kepada kontraktor berdasarkan perkiraan berikut:-

RM D = 200 RM A x % RM P
RM B
RM D = Jumlah bayaran yang dipotong dari bayaran interim
RM A = Jumlah Advance Payment yang dibayar
RM B = Jumlah nilai kontrak kerja pembina
RM P =Jumlah kasar nilai kerja pembina yang di laksanakan (termasuk pengesahan jumlah bahan di tapak bina) dalam lebihan 25% RM B.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Pengumpulan Data Kos

2010-11-18T22:11:00.000-08:00

Cara–Cara Pengumpulan Data Kos, Penyelarasan Kos Dan Kadar Harga Bahan-Bahan Binaan

Cara–cara pengumpulan data kos yang berkaitan adalah seperti yang di gariskan di bawah ini:-

1. Bangunan Piawai
Bagi bangunan–bangunan piawai termasuk sekolah, pengumpulan data kos hendaklah di buat bagi setiap jenis bangunan pada setiap kali tender di buat. Cara pengumpulan data kos ini boleh di buat mengikut format mengunakan perisian Microsoft Project.

2. Bangunan Bukan Piawai
Bagi mendapatkan harga median bagi tender harga yang di tawarkan oleh petender, pengumpulan kadar harga yang di tawarkan oleh pretender perlu di buat bagi item-item utama bagi setiap projek yang di tender. Lima(5) sampel perlu di sediakan. Bagi projek di mana terdapat lebih daripada satu bangunan , analisis hendaklah di buat ke atas bangunan yang mempunyai nilai terbesar di dalam projek tersebut. Item–item utama adalah di ertikan sebagai item yang biasa dan banyak digunakan dalam senarai kuantiti dan juga item yang mempunyai nilai kos yang tinggi terhadap tender tersebut.

3. Kerja–kerja Luar Bangunan.

Pengumpulan data kos bagi kerja –kerja luar adalah mengikut format seperti bangunan piawai dan hendaklah di kumpulkan bagi setiap tender yang di buat.

4. Kerja–kerja Kejuruteraan Awam.

Pengumpulan data kos bagi kerja –kerja kejuruteraan awam adalah sama seperti bangunan bukan piawai.

Cara Penggunaan Maklumat Data Kos

1. Semua maklumat data kos yang telah dikumpulkan hendaklah di hantar ke unit penyelidikan kos dan pembangunan(UPKP) cawangan kontrak dan ukur bahan ibu pejabat JKR, Kuala Lumpur sebelum tarikh 15 haribulan pada setiap bulan. Pihak UPKP akan menyelaraskan data–data yang di perolehi dan kemudian akan mengedarkan kembali kepada semua unit untuk kegunaan.

2. Harga median yang di perolehi akan di laras dengan bulletin perangkaan untuk mendapatkan harga semasa.}

Harga Bahan-Bahan Binaan

Merupakan satu senarai yang di keluarkan oleh JKR (cawangan kontrak dan ukur bahan) sebagai rujukan harga bahan–bahan binaan yang di perolehi dari kilang sekitar Kuala Lumpur dan Petaling Jaya. Di dalam senarai ini di nyatakan nama bahan binaan beserta dimensinya, unit, nombor siri, jenis dan harga mengikut unitnya. Selain sebagai rujukan, melalui senarai ini juga pihak kontraktor dan pihak ukur bahan dapat membuat angaran kos sesuatu aktiviti di dalam projek pembinaan tersebut.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Kontraktor Tidak Menyiapkan Kerja

2010-11-18T20:12:00.000-08:00

Sekiranya penyiapan kerja telah terlambat dan sebab- sebab kelambatan tidak melayakkan kontraktor mendapat lanjutan masa, kerugian atau ganti rugi yang dialami oleh kerajaan akibat kelambatan kerja tersebut akan di tanggung oleh kontraktor. Kerajaan akan mendapatkan semula ganti rugi tersebut daripada kontraktor dengan mengeluarkan satu surat perakuan kerja tidak siap.

Sekiranya penyiapan kerja telah terlambat dan sebab–sebab kelambatannya melayakkan kontraktor mendapat lanjutan masa, maka satu pertimbangan akan di buat untuk menimbangkan tempoh lanjutan masa yang akan di berikan. Kemudian satu surat perakuan kelambatan dan lanjutan masa akan diberikan. Sekiranya kontraktor masih lagi tidak dapat menyiapkan kerja–kerja tersebut, maka kontraktor itu akan di tamatkan tendernya dan kontraktor lain akan di berikan tender tersebut untuk meneruskan kerja–kerja tersebut sehingga siap.

Penamatan pengambilan kerja kontraktor

Penamatan di lakukan apabila terbukti kontraktor tidak mungkin dapat menyiapakan kerja atau kontraktor merperlihatkan niat untuk enggan menyiapkan kerja atau tidak berupaya menyiapkan kerja tersebut.

Setelah pengambilan kerja kontraktor di tamatkan, kerja-kerja pembinaan hendaklah di serahkan kepada kontraktor lain dan proses penyediaan dokumen –dokumen tender, pelawaan,penerimaan, pembukaan, penilaian dokumen-dokumen kontrak yang lain akan di ulangi. Antara sebab –sebab yang membolehkan penamatan pengambilan kerja kontraktor dilakukan ialah:-

1. Kontraktor melakukan kemungkinan di dalam memenuhi obiligasi seperti:-

i. Mengantungkan perjalanan keseluruhan atau mana-mana bahagian kerja tanpa
sebab yang munasabah.
ii. Gagal meneruskan kerja dengan mengikut aturan
iii. Gagal meneruskan kerja mengikut kontrak dan berulangkali cuai menunaikan
obligasinya.

2. Kontraktor tidak berupaya untuk meneruskan dan menyiapkan kerja seperti:-

i. Kontraktor mengalami kebankrapan.
ii. Menghadapi perintah penggulungan.

Pengesyoran bagi penamatan pengambilan kerja kontraktor mestilah di kemukakan kepada pihak-pihak berkuasa yang berkenaan dengan menberi butir-butir mengenai kontrak dan maklumat lain yang di perlukan.

Pegawai-pegawai yang di beri kuasa untuk menamatkan pengambilan kerja kontraktor adalah seperti,:-

1. Ketua Pengarah JKR Malaysia
2. Timbalan Ketua Pengarah
3. Pengarah JKR setiap Negeri
4. Jurutera Daerah
5. Jurutera Bahagian.

Prosedur-Prosedur Berikutan Penamatan Pengambilan Kerja Kontraktor

1. Satu tuntutan mestih di buat terhadap bank atau syarikat insuran yang mengeluarkan bon pelaksanaan dan gerenti insuran wang pendahaluan.

2. Ketua Pengarah Kerja Raya mestilah di maklumkan mengenai tarikh penamatan pengambilan kerja kontraktor, bil tender, sebut harga, dan sebagainya.

3. Kontraktor mestilah di arahkan memberhentikan semua operasinya di tapak bina, meninggalkan semua bangunan sementara, loji perkakas, kelengkapan serta bahan dan item yang tidak dipasang agi. Tapak bina mestilah di kawal 24 jam dan orang yang tidak berkenaan tidak dibenarkan memasukinya.

4. Satu inventori semua bangunan sementara, loji, perkakas, kelengkapan, serta bahan dan item yang tidak di pasang di tapak bina dan rekod kerja yang telah siap mesti di sediakan.

5. Kontraktor mestilah di arahkan untuk mengeluarkan semua bangunan sementara, loji, perkakas, kelengkapan serta bahan dan item yang tidak di pasang lagi yang tidak di perlukan bagi penyiapan baki kerja.

6. Kerja-kerja yang telah disiapkan dan semua bangunan sementara, loji, perkakas, kelengkapan serta bahan dan item yang di tinggalkan di tapak bina mestilah di lindungi daripada kerosakan akibat cuaca.

7. Dokumen-dokumen tender mestilah di sediakan dan tender atau sebutharga di pelawa untuk menyiapkan baki kerja tersebut. Walaubagaimanapun, tender untuk menyiapkan baki kerja lazimnya dipelawa dikalangan kontraktor yang terpilih.

8. Subkontraktor di namakan dan pembekal di namakan mungkin akan di lantik semula kepada kontraktor baru dengan syarat mereka bersetuju meneruskan kerja subkontraktor atau membekal bahan –bahan atau barang-barang dengan jumlah harga subkontrak atau harga yang sama seolah-olah pengambilan kerja kontraktor tidak di tamatkan.

9. Sebaik sahaja kontraktor baru di lantik, satu penilaian terhadap kos kerugian atau kerosakan kepada kerajaan mestilah di buat dan satu tuntutan akan di buat terhadap kontraktor. Tuntutan ini mestilah dibuat terhadap kontraktor tidak lewat dari sembilan bulan dari tarikh penamatan pengambilan kerjanya.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Bon Pelaksanaan, Insuran Kerja, Insuran Liability Awam, Insuran “Semua Risiko Kontraktor (CAR)”, dan Perkeso

2010-11-18T20:05:00.000-08:00

1. Bon Pelaksanaan
Bon pelaksanan merupakan satu bentuk kewangan yang perlu di sediakan oleh kontraktor sebagai jaminan kepada kontrak. Jumlah nilai bon pelaksanaan ialah 5% dari harga kontrak. Ia boleh di sediakan dalam bentuk tunai, deposit perbendaharaan, draf bank,gerenti insuran atau bank yang diluluskan. Hanya gerenti yang di luluskan oleh bank atau syarikat insurans yang di luluskan oleh kerajaan sahaja diterima. Untuk menentukan gerenti bank atau insuran yang dikemukakan oleh kontraktor itu sah, pengesahan mesti di buat dengan bank atau syarikat insurans dengan menggunakan borang standard seperti di lampiran.

2. Insuran Kerja
kontraktor adalah dikehendaki menginsuranskan kerja terhadap kerugian dan kerosakan yang disebabkan oleh kebakaran , petir, letupan, rebut, taufan, banjir, tanah runtuh, tangki air pecah atau melimpah, radas atau paip, kapal udara dan alat –alat udara lain atau artikel yang gugur dari kapal udara, rusuhan dan kekacauan awam. Insuran tersebut hendaklah di laksanakan dengan pihak syarikat insurans yang diluluskan atas nama bersama kerajaan dan kontraktor. Jumlah yang perlu di insurankan ialah jumlah harga kontrak sepenuhnya dan di tambah sebrang amaun yang dinyatakan dalam lampiran kepada syarat-syarat kontrak atau di tempat lain di dalam dokumen kontrak. Insuran tersebut hendaklah meliputi keseluruhan tempoh siap kerja.

3.Insuran Liability Awam
Kontraktor di kehendaki menginsurankan liability yang berbangkit di sisi “ Comon law” terhadap kecederaan diri, kematian seseorang atau kecedaraan dan kerosakan harta benda yang berbangkit dari atas dalam masa pelaksanaan kerja. Insuran ini hendaklah dilaksanakan atau di senggarakan atas nama bersama kerajaan dan kontraktor. Insuran tersebut hendaklah meliputi keseluruhan tempoh siap kerja termasuk tempoh liabiliti kecacatan dan di tambah tiga bulan empat belas hari. Walaupun had liability yang hendak di insurankan susah hendak di anggarkan, panduan mengenai had liabiliti yang di insurankan berdasarkan nilai kontrak untuk kerja dengan faktor risiko biasa adalah seperti berikut:-
HARGA KONTRAK HADLIABILITI SETIAP KEMALANGAN UNTUK BILANGAN KEMALANGAN YANG TIDAK TERBATAS
Tidak melebihi RM 25,000 RM 10.000
RM 25,001 RM 50,000 RM 25,000
RM 50,001 RM 150,000 RM 50,000
RM 50,001 RM 250,000 RM 75,000
RM 250,001 RM 500,000 RM 100,000
RM 500,000 RM 1 Juta RM 150,000
Melebihi RM 1 Juta RM 200,000

Untuk kerja dengan risiko luar biasa seperti kerja kepada bangunan yang bersambung atau kerja terowong dan seumpanya, had liabiliti yang di nyatakan di atas hendaklah di naikkan kepada amaun yang lebih munasabah.

4.Insurans “Semua Risiko Kontraktor(CAR)”.

Insurans “Semua Risiko Kontraktor (CAR)” boleh diterima sebagai ganti kepada insuran liability awam dan insuran kerja dengan syarat ianya menepati kehendak –kehendak yang sama.

PERKESO

Kontraktor hendaklah mendaftar dengan PERKESO dan membayar caruman kepadanya dan /atau menginsurankan terhadap liabilitinya untuk membayar pampasan di bawah ordinan pampasan kerja,1952. Selain daripada mengemukakan bukti pendaftarannya sebagai majikan dengan PERKESO (dengan menegemukakan nombor pendaftaran beliau), kontraktor juga mesti mendapat insuran pampasan pekerja. Insuran tersebut hendaklah meliputi keseluruhan tempoh siap kerja termasuk liabiliti kecacatan di tambah 3 bulan dan 14 hari. Jumlah amaun yang hendak di insurankan ialah jumlah gaji pekerja yang tidak layak di lindungi di bawah skim PERKESO.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

DOKUMEN TENDER / KONTRAK

2010-11-18T19:55:00.000-08:00

Penyediaan Dokumen Tender

i. Semua kontrak hendaklah berdasarkan senarai kuantiti ( kecuali ketua
pengarah kerja raya memutuskannya)

ii. Ia mempunyai kebaikan-kebaikan yang tersendiri seperti berikut:-

a. Senarai kuantiti membolehkan petender-petender meletakkan harga
berdasarkan kuantiti kerja yang sama yang hendak di laksanakan.

b. Penggunaan sumber industri binaan dan Negara adalah lebih
optimum. Kos membuat tender akan turun dan dalam jangka
panjang harga tender juga akan menjadi lebih rendah.

Contoh Dokumen

Tender / Kontrak

Keperluan Asas Dokumen Tender.

Dokumen tender mestilah memenuhi keperluan asa seperti berikut:-

i. Peruntukan-peruntukan dalam dokumen tender mestilah menjadi asas bagi satu
kontrak yang boleh di laksanakan, kontraktor itu tidak boleh di kehendaki
melaksanakan sesuatu yang mustahil.

ii. Peruntukan di dalam dokumen tender mestilah mengambarkan perolehan mengikut
tatacara yang diluluskan oleh kerajaan dan mestilah merangkumi dasar–dasar
kerajaan yang terbaru.

iii. Kerja yang di tentukan mestilah memenuhi kehendak –kehendak daripada segi
standard rekabentuk dan pembinaan.

Penyedian Dokumen tender dan dokumen meja tender.

Dokumen Tender.

Dokumen tender yang di keluarkan kepada petender hendaklah mengandungi perkara-perkara seperti berikut:-

a. Kontrak berdasarkan senarai kuantiti
i . surat pelawaan menender kepada pretender
ii. senarai semakan mengemukakan tender
iii. borang tender JKR 203B-Pin 2/2002
iv. borang maklumat mengenai pendaftaran pretender sebagai kontraktor kerajaan dan
organisasi kontraktor. Butir –butir kerja kontrak yang telah di siapkan dan
yang sedang dilaksanakan.
v. Spesifikasi
vi. Senarai kuantiti
vii Lukisan-lukisan

b. Kontrak berdasarkan lukisan dan spesifikasi

i. surat pelawaan
ii senarai semakan mengemukakan tender
iii. borang tender JKR 203C- Pin 2/2002
iv. borang maklumat mengenai pendaftaran pretender sebagai kontraktor kerajaan dan
organisasi kontraktor. Butir –butir kerja kontrak yang telah di siapkan dan
yang sedang dilaksanakan
v spesifikasi
vi. ringkasan tender
vii. jadual kadar harga
viii. lukisan-lukisan

Dokumen Meja Tender.

Dokumen meja tender mengandungi dokumen tender dan dokumen lain mengikut susunan iaitu:-

a. Kontrak berdasarkan senarai kuantiti

i. surat pelawaan menender kepada petender
ii. senarai semakan mengemukakan tender
iii. perkara-perkara perjanjian dan syarat-syarat serta lampiran-lampiran berkembar
(JKR 203A – sem 10/83)
iv. borang tender JKR 203B – Pin 2/2002
v borang maklumat mengenai pendaftaran petender
vi. surat setuju terima JKR 203D – sem 4/2002
vii borang gerenti bank dan insuran untuk bon pelaksanaan
viii. borang gerenti bank dan insuran untuk pendahaluan
ix. spesifikasi
x senarai kuantiti
xi. lukisan –lukisan

b. Kontrak berdasarkan lukisan dan spesifikasi

i surat pelawaan menender kepada petender
ii. senarai semakan mengemukakan tender
iii. perkara –perkara perjanjian dan syarat-syarat kontrak, serta lampiran berkembar
(JKR 203A – sem 10/83)
iv. borang tender JKR 203C – Pin 2/2002
v borang maklumat mengenai pendaftaran petender
vi. borang maklumat mengenai pendaftaran petender
vii borang gerenti bank dan insuran untuk bon pelaksanaan
viii. borang gerenti bank dan insuran untuk pendahaluan
ix. spesifikasi
x ringkasan tender
xi. jadual kadar harga
xii. lukisan –lukisan

Kelayakan kontraktor–kontraktor Untuk Mentender

i. kontraktor mestilah mendaftar dengan pusat khidmat kontraktor
ii kontraktor mendaftar di bawah kelas yang berbeza mengikut keupayaan mereka
iii. kontraktor –kontraktor kejuruteraan mekanikal yang berdaftar dalam kelas yang
lebih tinggi dari kelas terbawah di benarkan mentender. Walaubagaimanapun kerja-
kerja yang kurang dari RM 50,000.00, sebut harga akan di pelawa di kalangan
kontraktor bumiputera sahaja. Sebut harga di buka kepada kerja-kerja yang
melibatkan kos RM 200,000.00 kebawah, manakala tender untuk kos RM 200,000.00
keatas.

Pengelasan kontraktor–kontraktor untuk kerja-kerja binaan dan civil.

Pengelasan kontraktor telah di kelaskan mengikut had kewangan dan dinyatakan seperti berikut.

Kelas Had Kewangan

A RM 10,000,000 keatas
B RM 5,000,001 RM 10,000,000
C RM 2,000,001 RM 5,000,000
D RM 500,001 RM 2,000,000
E RM 200,001 RM 500,000
F RM 200,000 ke bawah

Pengeluaran dokumen tender.

1. Dokumen tender di keluarkan oleh ibu pejabat JKR oleh Bahagian Kontrak,
Penyelengaraan dan Bumiputera, Kementerian Kerja Raya, dan peringkat negeri oleh
Bahagian Kontrak dan Ukur Bahan dan pejabat negeri.

2. Sebelum pengeluaran dokumen tender, pegawai yang mengeluarkan hendaklah:-

i. Memastikan wakil kontraktor menunjukan bukti bahawa mereka di beri kuasa untuk menerima dokumen tender.
ii. Tender di hadkan kepada kontraktor bumiputera dan memastikan kontraktor mengemukakan surat perakuan taraf bumiputera.
iii. Perakuan taraf bumiputera hendaklah di semak untuk memastikan tarikh pendaftaran adalah masih sah, belum di batal atau kontraktor tidak digantung dari memasuki tender.
iv. Memastikan bahawa pentender telah menghadiri sesi penerangan.

3. Pegawai hendaklah mencatat nama, alamat, kelas pendaftaran dan taraf kontraktor dan tarikh yang ditentukan untuk penerimaan tender ke atas borang tender,dan menandatanganinya

4. Bayaran – bayaran yang diterima untuk dokumen tender hendaklah di masukkan kepada hasil, manakala wang cagaran lukisan di masukkan kepada akaun simpanan untuk dipulangkan kepada petender-petender nanti.

Setuju Terima Tender

1. Setelah kelulusan di terima daripada lembaga tender/jawatan kuasa khas dan kelulusan daripada perbendaharaan , pengeluaran surat setujuterima di keluarkan melalui borang JKR 203D – pindaan 4/2002. tender adalah terhad kepada kontraktor bumiputera, borang JKR 203D – pindaan 4/2002 hendaklah di sertakan dengan satu surat yang mengariskan syarat-syarat setuju terima tender tersebut.

2. Sebelum surat setuju terima di keluarkan, pengesahan hendaklah dibuat dengan jabatan/kementerian pelanggan mengenai peruntukan.

3. Surat setuju terima tender hendaklah ditandatangani oleh pegawai yang diberi kuasa. Kuasa bagi menandatangani surat setuju terima adalah sama dengan kuasa untuk menandatangani kontrak bagi pihak kerajaan.

4. Setelah ditandatangani , ia hendaklah di hantar kepada pretender yang berjaya melalui pos berdaftar. Salinan surat ini hendaklah juga di hantar kepada pihak –pihak yang di senaraikan di dalam surat setuju terima tender borang JKR 203D – Pindaan 4/2002 iaitu:-

i. Perkeso
ii. Juruukur bahan yang terlibat
iii. Jabatan hasil dalam negeri

Nombor Kontrak

1. Perkara yang pertama di lakukan bila surat setuju terima tender di keluarkan ialah memohon nombor kontrak

2. Pendaftaran di uruskan oleh dua bahagian iaitu di jabatan kerja raya di ibu pejabat oleh bahagian enyenggaraan kontrak dan bumiputera, dan di peringkat negeri oleh pejabat negeri.

3. Satu system seragam untuk menomborkan kontrak telah di tetapkan seperti berikut:-

i. ibu pejabat JKR/PER/IP/CAWANGAN/NOMBOR SIRI/TAHUN dimana cawangan ialah nama singkatan untuk cawangan di ibu pejabat JKR.
ii. peringkat negeri JKR/PER/NEGERI/NOMBOR/TAHUN di mana NEGERI alah singkatan untuk negeri

4. Permohonan mendapatkan nombor kontrak adalah dengan menggunakan borang “Permohonan
Untuk Mendapatkan Nombor Kontrak”.

Tempoh Sah Sesuatu Tender

Sesuatu tender hendaklah dinilaikan dan pengesyoran di buat kepada lembaga tender atau jawatankuasa khas. Kelulusan di perolehi dan setuju terima dibuat dalam tempoh sah tender (kebiasaannya ialah 60 hari sebagaimana ditetapkan di dalam dokumen tender) Bagi mengelakkan tempoh sah sesutau tender di lanjutkan, tender hendaklah dinilai dan pengesyoran kepada lembaga tender di buat dalam tempoh 30 hari dari tarikh yang ditetapkan dalam penyerahan tender. Sekiranya tempoh sah sesuatu tender terpaksa di lanjutkan atas sebab–sebab yang tak dapat di elakkan , persetujuan pretender yang disyorkan hendaklah di perolehi sekurang-kurangnya 2 minggu sebelum tempoh sah tarikh luput.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Cara Bayaran Terhadap Tender, Sebut Harga, Dan Lantikan Terus

2010-11-18T19:48:00.000-08:00

Cara Bayaran Terhadap Tender, Sebut Harga, Dan Lantikan Terus

1. Tender
Tender merupakan kontrak yang bernilai RM 200,000.00 ke atas. Cara bayaran terhadap tender ialah apabila ia bernilai lebih daripada RM 50,000, maka kontraktor akan di bayar secara berperingkat-peringkat.

2. Sebut Harga.
Merupakan kontrak yang bernilai RM 200,000 ke bawah, ia merupakan projek yang kecil berbanding dengan tender. Cara bayaran sebut harga juga sama dengan cara bayaran tender iaitu untuk projek yang melebihi RM 50,000 maka kontraktor akan di bayar secara berperingkat.

3. Lantikan Terus
Lantikan terus merupakan satu sara yang di gunakan untuk menyiapkan sesuatu kerja pembinaan jika ia berada di dalam situasi kecemasan, contohnya kesuntukan masa dan melibatkan masalah yang perlu di atasi dengan segera. Kontraktor akan terus dilantik untuk membuat dan menyiapkan projek tersebut tanpa mengikut prosedur biasa iaitu melalui pembukaan tender atau sebut harga. Cara bayaran lantikan terus juga masih sama dengan cara bayaran kepada tender dan sebut harga.

Nota: Had kewangan di atas akan sentiasa di review dari semasa ke semasa. Sila dapatkan yang terkini.

Akaun Muktamad

2010-11-18T19:36:00.000-08:00

1. Akuan muktamad ialah akaun yang di sediakan untuk menunjukkan pembayaran-pembayaran yang telah di buat termasuk membaiki kecacatan, tuntutan kerugian, atau perbelanjaan tambahan kepada kontraktor.

2. Akaun muktamad mestilah di sediakan secepat mungkin setelah kontraktor menunaikan obligasinya di bawah kontrak.

Peraturan Dan Prosedur:-

a. Akaun muktamad mestilah disediakan dan perakuan muktamad di sediakan dan di keluarkan tidak lewat dari 3 bulan selepas tamat tempoh tanggungan (liability) kecacatan atau 3 bulan selepas di keluarkan Perakuan Siap Membaiki Kecacatan, mengikut mana yang terkemudian.

b. Nilai kerja muktamad yang dilaksanakan dan bahan-bahan atau barang –barang yang di bekal oleh subkontraktor dan pembekal di namakan dan pemegang serahak, hendaklah di nyatakan secara berasingan dengan menggunakn lampiran A1, A2 dan A3 kepada Perakuan muktamad.

c. Akuan muktamad mestilah mengambil kira perkara-perkara berikut:-

i. Semua pelarasan jumlah harga kontrak untuk perubahan tuntutan kontraktor dan
pelarasan–pelarasan lain.

ii. Bayaran yang telah di bayar kepada kontraktor, subkontraktor dan pembekal di
namakan dan pemegang serah hak
iii. Potongan dari wang yang akan di bayar kepada kontraktor, khususnya kos
membaiki kecacatan di mana kontraktor gagal membaiki kecacatan dan amaun
kesusutan nilai kerja oleh sebab adanya kecacatan tersebut.

Pelarasan (Adjustment)Jumlah Harga Kontrak

Perakuan Pelarasan Jumlah Harga Kontrak telah di perkenalkan untuk tujuan pelarasan jumlah harga kontrak. Jumlah harga kontrak mestilah di laraskan bagi mengambil kira sebarang tambahan atau kekurangan daripada jumlah harga kontrak.

Perkara-perkara yang menyebabkan jumlah harga kontrak perlu di laraskan adalah seperti berikut:-

a. Perubahan kepada kontrak

b. Tuntutan oleh kontraktor untuk kerugian dan/atau perbelanjaan tambahan.

c. Kos berkaitan dengan ujian kerja atau bahan binaan dan pendedahan kerja untuk
pemeriksaan.

d. Fee dan caj untuk sambungan tetap kepada pembetung awam, bekalan air, dan
elektrik tetap dan sambungan untuk pemindahan pembentungan dan bekalan air dan
elektrik.

e. Pengukuran semula kerja yang di ukur sementara di dalam senarai kuantiti.

f. Pelarasan wang kos prima dan wang peruntukan sementara.

g. Pelarasan bagi turun naik harga bahan-bahan binaan dan sebagainya.

Peraturan dan prosedur yang perlu di patuhi dalam penyedian Perakuan Pelarasan Jumlah Harga Kontrak adalah seperti berikut:-

a. Satu perakuan pelarasan jumlah harga kontrak mestilah di sediakan dan di
keluarkan apabila jumlah harga kontrak perlu di laraskan. Ia meliputi perubahan
kerja.

b. Semua butir di dalam perakuan mestilah di isi dengan betul

c. Tarikh perakuan adalah tarikh P.P menandatangani perakuan tersebut.

d. Huraian mengenai pelarasan hendaklah jelas dan tepat.nombor rujukan perakuan

perubahan kerja mestilah di nyatakan.

e. Butir-butir pengiraan bagi pelarasan tersebut mestilah di lampirkan kecuali bagi
pelarasan yang disebabkan oleh kerja perubahan.

Perakuan Pelarasan Jumlah Harga Kontrak mestilah di tandatngani oleh P.P dan salinan asal hendaklah di keluarkan kepada kontraktor. Salinan lain akan di edarkan kepada semua pihak yang tersenarai dalam perakuan termasuk pihak-pihak berikut:-

a. Akauntan kanan perbendaharaan atau badan berkuasa pembayaran lain.

b. Juruukur bahan dan pihak-pihak lain yang terlibat.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Bayaran Interim

2010-11-18T19:29:00.000-08:00

Merupakan bayaran yang di bayar kepada kontraktor dan dibuat mengikut prestasi pembinaan (nilai kerja di laksanakan). Bayaran interim di buat dengan menolak harga asal kontrak.

Contohnya:-

Bayaran Interim No 1.
Harga kontrak = RM 1,915,000.00
Nilai Kerja Dilaksanakan = RM 157,108.61
Bayaran Interim Pertama = RM 157,108.61

Bayaran kepada subkontraktor = RM 141,390.00
Kredit akaun deposit wang jaminan pelaksanaan
(10% dari bayaran di syorkan sehingga 5% harga kontrak) = RM 15,710.00
Jumlah RM 157,100.00

Bayaran Interim No.2
Nilai Kerja di laksanakan = RM 336,523.64
- Kurangkan Bayaran interim = RM 141,390.00
Yang terdahulu No.1
Nilai bersih kerja semasa = RM 195,133.64

Bayaran interim merupakan bayaran kepada nilai kerja yang di laksanakan oleh kontraktor. Nilai kerja ini mestilah termasuk “kerja awalan” atau “ Perkara-perkara Am”. Untuk tujuan penilaian interim, item bagi “kerja awalan” atau “ perkara-perkara am” mestilah di kategorikan sama ada ianya perlu di bayar secara progresif semasa pelaksanaan kerja atau di bayar selepas siap kerja. Jika harga yang di letakkan oleh kontraktor untuk perlindungan insuran di dapati lebih tinggi daripada amaun premium sebenar yang di bayar. Amaun premium sebenar hendaklah di bayar di dalam penilaian yang pertama dan bakinya di bayar secara progresif semasa kerja di laksanakan.

Nilai kerja yang di laksanakan oleh kontraktor mestilah mengambil kira bukan sahaja kerja yang termasuk di dalam kontrak tetapi mestilah juga mengambil kira kerja perubahan yang di laksanakan. Syarat-syarat untuk membolehkan perakuan interim pertama di keluarkan, dan bayaran di buat walaupun dokumen kontrak masih belum di tandatangani.

a. Kontraktor mestilah telah mengembalikan surat setuju terima yang di tandatangani
dan di saksikan.
Menyerahkan bon pelaksanaan dan segala polisi insurans yang wajib.

b. Perakuan interim dan baucher bayaran mestilah disertakan bersama salinan dokumen
berikut yang diakui sah :-

i. Surat setuju terima
ii. Bon pelaksanaan
iii. Polisi insuran yang wajib (Nota liputan tidak di terima)
iv. Kelulusan lembaga tender dan kelulusan perbendaharaan. Jumlah harga
kontrak melebihi 10 juta.

http://jkrmlk.gov.my/Alor_Gajah/ubahan.htm

Sektor pembinaan dicemari rasuah

2010-11-04T00:45:00.000-07:00

KUALA LUMPUR 14 Sept. 2005 - Industri pembinaan negara begitu mudah dibelenggu rasuah yang perlu ditangani dengan kesungguhan politik, menurut beberapa tokoh dalam industri itu pada satu forum di sini.

Sepanjang forum dua hari itu mengenai ``Integriti dalam Sektor Pembinaan'' yang diadakan di Institut Integriti Malaysia (MII) yang berakhir semalam, para penceramah mendedahkan keadaan yang menyedihkan mengenai rasuah dan birokrasi di dalam sektor itu yang telah menjejaskan perniagaan bernilai berbilion ringgit.

``Sogokan berlaku di pelbagai peringkat dalam industri ini dari pemberian lesen, tender, rundingan, kelulusan projek atau daripada menerima hingga siapnya sesuatu projek itu,'' kata Presiden Persatuan Kontraktor Melayu, Datuk Roslan Awang Chik.

``Jika kita berpegang kepada prinsip kita, kita tidak akan mendapat projek itu,'' katanya sambil menjelaskan ini membuatkan sektor pembinaan dilihat korup.

Penceramah lain pada forum berkenaan berkata industri itu begitu dibelenggu rasuah kerana terlalu ramai yang terlibat dalam keseluruhan rantaian kerja.

``Akan sentiasa ada pemberi dan penerima - kontraktor dan pembuat keputusan, kontraktor dan perunding, dan kontraktor dengan pembekal,'' kata Roslan.

Bekas Ketua Pengarah Badan Pencegah Rasuah, Datuk Shafee Yahaya yang juga anggota MII berkata kerajaan patut bertindak segera untuk membendung gejala rasuah yang semakin membesar dalam sektor itu.

``Ia berpunca daripada kegagalan dalam sistem penyampaian. Peserta industri merana disebabkan kerenah birokrasi.

``Negeri-negeri, kementerian dan kerajaan patut memberikan keutamaan (menangani masalah ini). Kesungguhan politik adalah yang paling utama diperlukan dalam kebanyakan kes,'' katanya.

Forum berkenaan juga diberitahu bahawa industri itu penuh dengan masalah kelewatan dalam meluluskan projek, projek yang tidak siap, mutu kerja yang rendah, kos berlebihan dan pembayaran lewat kepada kontraktor yang sama ada wujud kaitan secara langsung atau tidak langsung dengan rasuah.

Para peserta industri turut mengakui bahawa tahap integriti agak rendah.

Transparency International dalam laporan terbarunya menyifatkan rasuah dalam sektor pembinaan sudah mencapai satu tahap yang menyedihkan sambil menekankan bahawa tidak ada tempat di mana rasuah telah begitu berakar umbi berbanding dengan sektor pembinaan.

Para penceramah mempersoalkan bahawa rasuah meningkatkan kos serta merendahkan kualiti pembangunan dan proses pemberian kontrak yang korup akan membuatkan negara membangun dibebani dengan infrastruktur yang rendah standardnya dan hutang yang berlebihan.

``Hasilnya mencerminkan integriti keseluruhan industri,'' kata Prof. Dr. Khairuddin Abdul Rashid dari Universiti Islam Antarabangsa sambil menegaskan sektor itu sudah terlalu lama dicemari dengan amalan yang tidak beretika.

``Keseluruhan rantaian pemerolehan perlu disiasat dan para pembuat keputusan serta peserta industri patut memperbetulkan kelemahan ini. Sebahagian besar risiko (perniagaan) telah ditolak kepada kontraktor, agihan risiko itu perlu diawasi,'' katanya.

Memandangkan amalan tidak beretika ini telah mencemarkan imej sektor itu, kerajaan mencadangkan satu kod etika - yang kemungkinan akan dilaksanakan tahun depan.

Menteri Kerja Raya Datuk Seri S. Samy Vellu yang merasmikan forum itu anjuran bersama MII dan Lembaga Pembangunan Industri Pembinaan, berkata ketelusan yang diperbaiki boleh memberikan kesan yang penting terhadap sistem pemerolehan dan tender sektor awam.

``Kami juga menyedari kos tambahan terhadap perniagaan dan ekonomi yang timbul daripada kurangnya ketelusan.

``Dengan mempunyai proses yang cekap dan telus akan mengurangkan ketidaktentuan serta mengehadkan peluang bagi rasuah dan sogokan,'' katanya. – Bernama

Sep 15 2005.
http://www.mesra.net/forum/lofiversion/index.php/t43697.html http://utusan.com.my/utusan/content.asp?y=2005&dt=0915&pub=Utusan_Malaysia&sec=Dalam_Negeri&pg=dn_07.htm

3 projek utama gagal kerana kronisme

2010-10-20T21:15:00.000-07:00

harakahdaily

KUALA LUMPUR, 20 Okt: Ahli Parlimen Pakatan Rakyat mendakwa Perdana Menteri, Datuk Seri Najib Razak tidak melaksanakan transformasi ekonomi seperti yang diwar-warkan sebaliknya masih mengamalkan kronisme dan rasuah dalam pentadbiran.

Ini terbukti dengan pendedahan ahli Parlimen Pakatan Rakyat mengenai tiga projek yang mengalami kegagalan dalam kepada kroni Umno BN mengaut keuntungan.

Tiga projek berkenaan ialah pembinaan Hospital Shah Alam, Institut Kanser Negara dan pembinaan Lebuh Raya Pantai Timur (LPT) 2 dari Jabor ke Gemuruh, Terengganu.

Ahli Parlimen Shah Alam, Khalid Samad yang sebelum ini mendedahkan mengenai penyelewengan dalam projek berkenaan memberitahu, Umno BN masih menyerahkan pembinaan hospital itu kepada syarikat kroni walaupun subkontraktor sedia ada, GM Health Sdn Bhd bersedia memberikan diskaun RM3 juta serta menjamin hospital disiapkan dalam tempoh yang lebih awal.

"Ini adalah kontraktor Bumiputera kelas A tetapi ditamatkan kontraknya oleh kontraktor utama, Sunshine Fleet kerana pertikaian berhubung pembayaran progresif. Lalu GM Health menawarkan kepada kerajaan untuk meneruskan projek ini dengan diskaun RM3 juta dan sanggup menyiapkan projek dalam tempoh 18 bulan.

"Walaupun syarikat itu telah membayar komisen kepada Sunshine Fleet tetapi ia masih sanggup untuk meneruskan projek tersebut," kata beliau dalam satu sidang media di lobi Parlimen hari ini.

Sementara itu, Saifuddin Nasution (PKR-Machang) pula mendedahkan, kos pembinaan Institut Kanser Negara meningkat dua kali ganda daripada tawaran asal RM340 juta kepada RM690 juta.

Ini berlaku kerana Umno BN masih mengamalkan budaya kronisme dan 'untung atas angin' (rent seeking) walaupun menjanjikan kepada rakyat pendekatan tender secara terbuka akan diamalkan dalam Model Ekonomi Baru.

Menurut Saifuddin, acara pecah tanah telah dilakukan oleh Perdana Menteri, Tun Abdullah Ahmad Badawi pada 9 Januari 2007 di Putrajaya dan menjadi sebahagian daripada projek dalam Rancangan Malaysia Ke-9.

Projek tersebut yang merupakan inisiatif kerajaan untuk pesakit kanser dijangka siap dalam tempoh 30 bulan.

"Pada 10 Mac 2009, Timbalan Menteri Kesihatan pada waktu itu, Datuk Dr Latiff Ahmad menyebut kerajaan berada di tahap akhir untuk membina institut tersebut dengan kos sebanyak RM700 juta.

"Ertinya, selepas 24 bulan diumumkan, harganya sudah pun meningkat 100%," ujar beliau.

Menurut Saifuddin, pihaknya telah melakukan siasatan dan mendapati projek itu telah diberikan kepada Kiara Teratai Sdn Bhd dan dalam penyata akaun tahunan syarikat tersebut pada tahun 2009 mengesahkan ia telah memperolehi surat tawaran untuk membina institut pada Januari 2008.

Satu lagi projek yang menjadi mangsa salah laku Umno BN iaitu pembinaan Lebuh raya Pantai Timur (LPT) 2 apabila dua pakej projek pembinaan bernilai RM59.2 juta gagal disiapkan oleh sebuah syarikat yang dimiliki oleh seorang ahli jawatankuasa Umno Hulu Terengganu.

Abdul Wahid Endut (PAS-Kuala Terengganu) dalam sidang media sama berkata, syarikat kepunyaaan kroni Umno itu hanya menyiapkan 15.1 peratus sahaja Pakej 9B yang diberi dalam tempoh lebih dua tahun sejak 2007.

"Apa yang syarikat ini berminat ialah menebang semua balak di dalam kawasan pembinaan lebuh raya itu dan menjualnya untuk keuntungan mereka.

"Apabila projek terbengkalai kerajaan sekali lagi membuka tender dan serahkan kepada satu lagi syarikat kroni dengan kenaikan kos pembinaan sebanyak 20 peratus," kata Abdul Wahid

Tambah beliau, sehingga Jun LPT2 yang bermula dari Jabor di Terengganu hingga Temerloh di Pahang hanya siap 70.4 peratus berbanding 82 peratus dalam perancangan awal.

"Sebab lambat ialah kerana kerajaan memberi projek secara rundingan terus dan kemudiannya syarikat berkenaan meninggalkan projek,” ujarnya.

Katanya, LPT2 membabitkan kos yang tinggi iaitu RM3.7 bilion dan lebih 50 peratus kosnya datang daripada dana khas negeri Terengganu.

Projek itu, ujarnya mempunyai 17 pakej dan dua daripadanya diberi kepada sebuah syarikat, Arah Jitu Sdn Bhd milik AJK Umno Hulu Terengganu.

“Beliau diberi Pakej 9B dan Pakej 8. Di Terengganu, Umno selalu beri projek kepada OKU, bukan orang kurang upaya tapi 'Orang Kuat Umno'," ujar beliau.

Ulasan: Demikianlah cara UMNO mengaut duit rakyat.

http://www.harakahdaily.net/v2/index.php?option=com_content&view=article&id=29108:3-projek-utama-gagal-kerana-kronisme&catid=1:utama&Itemid=50

Measured Term Maintenance Contract

2010-10-06T02:41:00.000-07:00

Basis

A method of contracting used where there is much repetition of work, for example in the case of regular or planned preventive maintenance work is required, e.g. Housing, Schools, etc.

Tenders are sought on the basis of a Schedule of Rates, chosen for their applicability to the proposed work. Tenderers quote either their price for each work item, or where the Schedule of rates are a standard priced document, on the basis of a ‘plus or minus’ rate in each case. Additionally the tenderer will likely be asked to quote his minimum charge, or call out rate.

Contracts are generally let on a ‘Framework’ basis, generally for a period of between 2 and 3 years, although longer periods can be agreed and the contract often incorporates a means by which the contract can be extended for a further period of time, perhaps one or two years as an incentive for the contractor to perform. In this respect clients often define KPI’s (Key Performance Indicators) as part of the contract in order to provide measurement of the performance of the contractor.

After the contract commences, the Contractor measures the works carried out and raises invoices against the Schedule of Rates for each separate job. Applications for payment are based upon a monthly schedule and application for payment. Invoices are generally payable on completion of the service and monthly in arrears.

Additionally there can also be an additional annual sum per property for reactive repairs; and a further schedule of rates for renewals rather than repairs as applicable.

Payments for the reactive repairs element can be allowed to be adjusted down for any system down time or unavailability during the contract period.

Often used for repairs, maintenance, renewals and minor works by councils and other public authorities with major estate portfolios.

Advantages

· Creates a long-term integrated multi-party partnering approach between the client’s estate management team and the chosen contractor, to provide better communication and response.

· Allows the development of more open pricing over the life of the term programme

· Allows proactive change and risk management, including use of a risk register.

· Creates a supply chain partnering environment whereby problem solving and alternative dispute resolution can thrive.

· Provides process for continuous improvement by allowing the measurement of improvement and related incentives which may be incorporated into the contract terms

· Certainty of cost for each work task and can be verified and easily audited.

· Can incorporate Design and Build and Performance Specified works if required

Disadvantages

· Some clients believe that an open book agreement with a contractor may be a more economic way to proceed.

· Minimum charges can cause a feeling of mistrust between the client and contractor, where an apparently large number of ‘small’ charge jobs are carried out.

· A change in personnel may bring conflict and when things go wrong, there can be a serious breakdown between the parties.

Suitability

Works well where there is a high degree of repetition in the works, for example the renewal of locks, painting, replacement of glazing, plant repairs, which can be reasonably foreseen.

http://www.kerncm.com/MsdTerm.aspx

Cost Reimbursable or Prime Cost

2010-10-06T02:40:00.000-07:00

Basis

The contractor is appointed, possibly in competition, but on many occasions by negotiation, to carry out the works on the basis that he is paid his actual costs. He also receives a fixed fee or percentage for overheads and profit, which if competitive tendering is possible, can form the basis of the tender.

Some practitioners argue that this procurement method can be likened to being on a time and materials basis, or otherwise ‘Daywork’; albeit with modified terms.

Advantages

· Enables a very early start to be made on site, but at the expense of cost certainty.

Disadvantages

· Overall cost control can be difficult because the contractor does not have any great incentive to work efficiently. Although interim assessments can be made, the total cost is not known until the work is largely completed.

· There is often no means to ensure that errors and bad workmanship are borne by the contractor and sub-contracted works, particularly if all works are let on a prime cost ‘style’ basis. It is for this reason that in many cases sub-contract packages are let on a competitive lump sum basis in order to maintain a deal of cost control. Additionally it may be a term of the tender that a reduction in the costs is made to cover such abortive work. Similarly, it is normal to restrict head office staff costs such that a proportion of these are included in the fixed fee; and to agree a schedule of site staff and site establishment costs in order to create some level of cost certainty.

· The risk for unforeseen circumstances generally lies with the client.

Suitability

Probably a last resort method of procurement in view of the uncertainty of total cost inherent in the process. Really only suitable for projects where an immediate start on site is required, for example where fire damage or terrorist damage has occurred, or perhaps with difficult refurbishments where the scope of work cannot be established until the work progresses.

http://www.kerncm.com/PrimeCost.aspx

Construction Management

2010-10-06T02:37:00.002-07:00

Basis

The original philosophy of Construction Management was that the client would organise the management of the construction activities in-house. As with Management Contracting, the actual works are divided into separate trade packages that are tendered by trade contractors. However, the major difference from management contracting is that the client employs the selected trade contractors direct.

Because of the criticism of Management Contracting that has arisen over the past few years, the Construction Management approach has become more widely applied.

Not all clients have the facility to manage their own construction work in-house and it is now normal for an outside construction manager to be appointed - either an independent consultant, or a contractor. In these cases the trade contracts are still direct with the client.

Advantages

· Enables an early start to be made on site before design is well advanced.

· Allows flexibility for change as the works are tendered progressively. There is a reduced likelihood of claims affecting other packages in the event that major changes are made.

· Lends itself well to complex construction projects as construction can commence before design work is completed.

· Direct contracts between the works contractors and the client should result in stronger relationships and potentially a less adversarial situation.

· Trade Packages can include design where specialist works are required and are let on a Design and Build basis.

· The client has a greater degree of control over the works contractors.

· Can incorporate Design and Build and Performance Specified works if required

Disadvantages

· As no contract sum is established, the client relies upon the Quantity Surveyor's estimate. This is, however, endorsed by the construction manager initially and firm costs are established progressively during the course of the works.

· Organisation costs such as site accommodation, telephones, copying etc., are likely to be paid on a prime cost basis. This gives the client less cost certainty.

· The client accepts a greater degree of risk because he has financial responsibility for the default of the works contractors.

· The client takes on the burden of dealing with additional correspondence, multiple payments and possibly adjudication on disputes and extensions of time, etc., for all individual trade contractors.

Suitability

Appropriate for large, complex projects where the client is experienced in the construction process, wishes to have a "hands on" approach and where an earlier start is required than can be made by proceeding with the full design process and tendering in a more traditional way. This is achieved by overlapping design, preparation of tender documents and construction.

http://www.kerncm.com/ConstrMgmt.aspx

Design, Manage and Construct

2010-10-06T02:37:00.001-07:00

Basis

The Design, Manage and Construct route is a hybrid route between Design and Build and Management Contracting.

Like Management Contracting, the Design, Manage and Construct contractor is appointed to manage the construction of the project through a series of trade-contracts. It differs, in that the contractor is also given responsibility for programming and procuring the design information, so that the design consultants are employed by the ‘design and manage’ contractor, rather than the client.

The Design, Manage and Construct contractor is selected, usually in competition, early in the programme on the basis of a response to a set of tender enquiry documents which requires the contractor to tender a fee for:

· pre-commencement services;

· construction services during and after the project;

· a lump sum for site staffing and facilities, etc

As well as price, the required performance of the design and manage contractor is a major factor in the selection process.

For the actual building process, the works are divided into separate trade packages, for which tenders are sought from trade-contractors by means of a variety of tender routes, vut by preference on a lump sum basis. The selected trade-contractors are taken on by the design and manage contractor.

AAdvantages

· Gives single point responsibility.

· Enables an early start to be made on site before the design is completed.

· Creates a flexible tendering environment. Allows for ongoing change because works are tendered progressively. In turn this reduces the ongoing likelihood of claims being made by the trade-contractors, should significant changes be made.

· The ‘Design, Manage and Construct’ method lends itself well to complex or fast track construction because construction work is able to be started before the design is finished.

· Leads to a less confrontational relationship between the Design and Manage contractor and the client.

· Management of the design information production by the design and manage contractor has the potential to lead to fewer delays arising from lack of information.

· In most cases the Design and Manage contractor adopts overall financial responsibility for the default of sub-contractors.

Disadvantages

· Can lead to duplication of resources between trade-contractors and the Design and Manage contractor and therefore can also lead to a higher level of tenders.

· No contract sum is established. Therefore the client relies upon the Quantity Surveyor's estimate, endorsed by the Design and Manage contractor initially and then progressively firmed up as tendering progresses during the course of works.

· There is an ‘arms-length’ relationship between the client and the contractor’s design team, which can potentially lead to lower client satisfaction with the final design.

Suitability

Appropriate for large, complex projects or fast track projects where potentially an early start is required and where the client wishes to have a single point responsibility.

http://www.kerncm.com/DesManageandConst.aspx

Target Cost Design and Build

2010-10-06T02:36:00.001-07:00

Basis

As with traditional Design and Build, a contractor is selected, normally in competition, to Design and Build the building. Tenders are invited on the basis of an "Employer's
Requirements" which sets out the specification of the building required and defines the planning and other restrictions. The contractor is responsible for the design team, although the client should retain the services of consultants to protect his interests and act on his behalf.

The contractor's costs are audited by the Quantity Surveyor and the contractor is paid the actual cost of the work so long as it is less than the tendered Target Cost. In addition, any saving on the Target Cost Design and Build tender sum is split, normally 50/50 (but can be varied) between the contractor and the client.

Like Design and Build a form of "Develop then Design and Build" can be adopted with Target Cost Design and Build. However because of the inherent sharing of savings the potential for such economies being made is reduced and unlikely to be as attractive to the contractor.

Advantages

• Establishes the client's maximum financial commitment (subject to client variations). If the contractor's costs exceed the Target Cost, only the Target Cost sum is paid.

• Leaves responsibility with the contractor for organising and programming the design team's activities. The client is therefore not responsible for extensions of time in the event that design information is not produced on time.

• Variations are normally pre-agreed and the client has the opportunity to instruct or otherwise knowing the consequences in terms of cost and time.

• Gives single point responsibility.

• Leads to a less adversarial attitude between contractor and client as both benefit from savings.

• Can give prior warning of future financial problems as the Quantity Surveyor has complete access to the contractor's actual costs.

• The risk for unforeseen circumstances is shared more equitably between the client and the contractor.

Disadvantages

• Provides the client with arguably a less sophisticated building in terms of design detailing then would be the case with other forms of procurement.

• Gives less control over the work in total and of the costs of any variations required.

• Can be difficult in certain instances to precisely define the standards and quality of design required.

Suitability

Appropriate for contracts where the client requires a firm lump sum price but where risks are likely to be priced by the contractor in the tender. Probably appropriate for less sophisticated buildings where the standards and quality can be easily defined.

http://www.kerncm.com/TargetDandB.aspx

Design and Build

2010-10-06T02:32:00.000-07:00

Basis

A contractor is selected, normally in competition, to Design and Build the project. Tenders are invited on the basis of an "Employer's Requirements" document prepared normally by the client or his consultants. The Employers Requirements set out the project needs in terms specification, function and performance of the building required and if applicable will also define planning and any other restrictions.

The contractor responds with a set of “Contractor’s Proposals” upon which the tender bids are assessed. Assuming the Contractors Proposals fulfil the employer’s requirements, the lowest bid is often accepted, but this may not be the case because subjective consideration of the overall design and quality of the proposals may be important than cost alone.

Once appointed the contractor employs and is therefore responsible for the design team.

It should be noted that under a JCT form of Design and Build contract, the Employer, unless he/she appoints somebody else, becomes the “Employer’s Agent”. In the JCT contract this person is assumed to be non-technical and could be the only named party apart from the Contractor – there is normally no quantity surveyor. In most cases the client would be advised to retain the services of his own consultants including a quantity surveyor to protect his interests and act on his behalf.

In many cases nowadays and particularly where the project is of a complex nature or facing difficult town planning procedures, the client often appoints a design team to negotiate planning, prepare preliminary designs and specifications and a detailed design brief before seeking Design and Build proposals from contractors – this is referred to by clients as "Develop then Design and Build”, or by contractors colloquially as “Design and Dump”.

Develop then Design and Build ensures that the client gets a design that works for him and the risk of the final design and construction works is assumed by the contractor. the contractor. In some instances and where the employer agrees or requires it, the initial design team can be novated to the contractor.

Design and Build Advantages

· Establishes a fixed lump sum price, subject only to client's required changes

· Leaves responsibility with the contractor for organising and programming the design team's activities. The client is therefore not responsible for extensions of time in the event that design information is not produced on time.

· Variations (known as Changes) are normally pre-agreed and the client has the opportunity to instruct or otherwise, knowing the full consequences in terms of cost and time.

· The risk for unforeseen circumstances lies with the contractor.

· Gives single point responsibility.

Disadvantages

· Provides the client with arguably a less sophisticated building in terms of design detailing than would be the case with other forms of procurement.

· Gives less control over the work in total and of the costs of any variations required.

· Can be difficult in certain instances to precisely define the standards and quality of design required.

· Depending on the risks imposed on the contractor at tender stage can result in a higher contract value than would otherwise be the case.

Suitability

Appropriate where the client requires a firm lump sum price and where the required standards and quality can be easily defined before tenders are sought.
For more control over quality and cost, this procurement route can be used in a "Develop then Design and Build" form where the client's design team initially negotiates and obtains planning permission, prepares outline designs, specifications and a detailed brief for the Employer’s Requirements, particularly where more complex buildings are required under this procurement method. In some cases the employer’s design team is required to be novated to the contractor after obtaining planning permission.

http://www.kerncm.com/DandB.aspx

Management Contracting

2010-10-06T02:31:00.000-07:00

Basis

The philosophy of Management Contracting differs from that of other more traditional procurement methods in that the management contractor is appointed to manage the construction of the project rather than build it.

The contractor is selected, normally in competition, early in the programme on the basis of a response to a tender enquiry document. This requires the contractor to tender a fee for pre-commencement services and construction services during and after the project as well as a lump sum or guaranteed maximum for site staffing and facilities, etc. As well as price, the required performance of the management contractor is a major factor in the selection process.

For the actual building process the works are divided into separate trade packages which are tendered by trade contractors. The selected trade-contractors are taken on by the management contractor who is responsible for managing them and in particular their ability to meet quality and programme targets.

Advantages

· Enables an early start to be made on site before design is well advanced.

· Allows flexibility for change as the works are tendered progressively. There is a reduced likelihood of claims affecting other packages in the event that major changes are made.

· Lends itself well to complex construction projects as construction can commence before design work is completed. It is important, however, that the design of each trade package is complete at the time of tendering that package.

· Leads to a less adversarial relationship between management contractor and client.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· Can lead to duplication of resources between trade-contractors and the management contractor and therefore higher tenders than would be the case under a more traditional route.

· As no contract sum is established, the client relies upon the Quantity Surveyor's estimate. This is, however, endorsed by the management contractor initially and subsequently firm costs are established progressively during the course of the works.

· The client accepts a greater degree of risk because he has financial responsibility for the default of sub-contractors.

Suitability

Appropriate for large, complex projects where an earlier start is required than can be made by proceeding with the full design process and tendering by a more traditional route. This is achieved by overlapping design, preparation of tender documents and construction.

http://www.kerncm.com/MgmtCont.aspx

Target Cost Contracts

2010-10-06T02:30:00.000-07:00

Basis

A contractor is appointed, either in competition or by negotiation, on the basis of pricing of simplified Bills of Quantities or a Schedule of Works. The tender price forms the Target Cost but the contractor is paid the actual costs for executing the work, as audited by the quantity surveyor, so long as this is less than the tendered Target Cost.

The Target Cost is, in effect, a ‘Guaranteed Maximum’. Any saving on the Target Cost is split, normally 50/50 (but can be varied) between the contractor and the client.

Advantages

· Enables an early start to be made on site as the tender documents can be prepared and a contractor appointed before the full design is completed.

· Establishes the client's maximum financial commitment (subject to client variations). If the contractor's costs exceed the Target Cost, only the Target Cost sum is paid.

· Gives the opportunity for the client to benefit from any savings made by the contractor. It is particularly useful in cases where risks may be priced in the tender, as under this system if those risks do not materialise the saving is shared.

· Leads to a less adversarial attitude between contractor and client with both benefiting from savings made.

· Can give early warning of future financial problems as the auditing quantity surveyor has complete access to the contractor's actual costs.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· The contractor and design team need to fully understand the Target Cost process.

· Can prove marginally more expensive than a more traditional contract where more risk is taken by the contractor.

Suitability

Appropriate for projects where an early start is required on site, and where the client wants to establish a maximum financial commitment, together with a less adversarial relationship.

Schedules of Work

2010-10-06T02:28:00.000-07:00

Basis

A Schedule of Works document lists all of the main sections and heads of work to be undertaken by the contractor.

A lump sum tender price based upon the priced Schedule of Works and associated documents are normally tendered in competition by a pre-selected list of between three and six contractors.

The Schedule of Works must be read in conjunction with the specification and the drawings and is required to be priced by the tenderer on a lump sum basis. Normally if given, quantities of work are for guidance only and the contractor is required to make his own measurements in order to prepare his tender bid.

Often in addition to the Schedule of Works, the contractor is requested to price a ‘unitary’ schedule of rates relating to the principal items of material, etc to be carried out. This can assist in the valuation of variations that may be later instructed.

Provisional sum items in the Schedule of Works can be included where these can be defined. Additionally and as with Bills of Quantity, Provisional allowances for undefined and defined works can be included and if required. Also allowances for works to be carried out by ‘named’ specialist sub-contractors can be included and if required can then be tendered separately – although this is relatively uncommon today and it is more likely that such work will be part of the main contractor’s tender by means of his selection from list of ‘preferred sub-contractors’ to be employed as ‘Domestic sub-contractors’.

However, it is important to note that because a Schedule of Works does not refer to a set of Measurement Rules, the documents must set out the basis (or rules) upon which Provisional Sums are included. Additionally and similarly definitions for General Attendances and Special Attendances to be included in connection with specialist sub-contractors must also be defined in the tender/contract documents.

This method of procurement became popular after the introduction of the JCT Intermediate Form of Contract in 1984. It continues to be popular today.

Advantages

· The lump sum price is firm, subject only to variations which may be instructed during the course of the contract works.

· Client risk tends to be avoided because the contractor prepares his own measurements and quantities.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· The design must be reasonably well advanced (like Bills of Quantity) in order that tender documentation can be prepared.

· When variations occur, the valuation of changes can be more difficult to agree with the contractor than if firm Bills of Quantities exist, because individual prices for items of work do not exist unless a ‘unitary’ schedule of rates has been requested as part of the Tender.

· Tenders are not as easily comparable to each other as is possible with Bills of Quantity, because the tendering contractors may interpret and price risk in the Schedule of Works document in different ways.

Suitability

Appropriate for use on small to medium sized projects. Tenderers need to carry out their own measurements and produce their own quantities.
The use of Schedules of Works is not particularly appropriate where change can be foreseen post-contract.

http://www.kerncm.com/SoW.aspx

Specification and Drawings

2010-10-06T02:27:00.000-07:00

Basis

A contractor is selected and appointed on the basis of a lump sum bid provided in response to a detailed Specification document, which when read in conjunction with the drawings, defines the scope of work to be carried out as the contract works.

The Specification can also include provisional allowances for unforeseen or undesigned work; and also allowances can be included for specialist works yet to be tendered. Measurements and quantities are prepared by the tenderers to enable them to price the work. Like Schedules of Work, the use and meaning of these provisional sums needs to be described and defined in the documents.

Normally, tendering is in competition with a pre-selected list of approximately five contractors.

Advantages

· The lump sum price is firm, subject only to variations which may be instructed during the course of the contract works.

· Client risk tends to be avoided because the contractor prepares his own measurements and quantities.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· The design must be well advanced in order to prepare the detailed Specification documents. This procurement route can therefore mean a later site start than with alternative procurement routes.

· Give less control of cost when variations are instructed than firm Bills of quantities because of the lack of a defined system of measurement of the building elements.

· Tenders are not as easily comparable to each other as is possible with Bills of Quantities, because the tendering contractors may interpret and price risk in the Specification document in different ways.

Suitability

Specification and Drawings are Appropriate to smaller projects such as house extensions and renovations; partly because all tenderers need to produce their own quantities and partly because of the time involved in achieving a sufficiency of the designs to enable the Specification tender documents to be prepared.
Like Schedules of Work, the use this form of procurement is not particularly appropriate where it is likely that change will be required by the client after the contract has been started.

http://www.kerncm.com/SpecandDwgs.aspx

Bills of Approximate Quantities

2010-10-06T02:25:00.000-07:00

Basis

Bills of Approximate Quantities are an alternative form of Bills of Quantities (see above) and are prepared early in the design process before a firm design is available.

The contractor is selected, normally by competition from a pre-selected list of between three and six contractors.

Contractors prepare a tender bid based on pricing a Bill of Approximate Quantities. This is essentially a traditional Bill of Quantities but with the quantities assessed from professional experience by the Quantity Surveyor rather than firmly measured, as would be the case with “Bills of Quantities” .
Advantages

· Allows early appointment of a contractor and access to experience in terms of his programming and buildability skills.

· Enables an earlier start on site to be made than with Traditional Bills of Quantities.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· Approximate Bills of Quantities do not establish a firm cost for the work at the time the contractor is appointed, thus there is less price certainty. This is because the actual cost of the works is calculated only when the design is available and detailed re-measurements have been made.

· The client proceeds to the construction stage at greater risk, despite a check being made at the tender stage by means of bids being submitted by the tendering contractors.

Suitability
Appropriate for projects for which an early start on site is required or where the design is reasonably well defined or alternatively where the work is of a repetitive nature following on from other similar projects (allowing assessments to be made of the quantity of works from previous experience), but where time is not available for full Bills of Quantities to be prepared.

http://www.kerncm.com/ABOQ.aspx

Bills of Quantities

2010-10-06T02:23:00.000-07:00

Basis

Often referred to as “traditional Bills of Quantities”

A lump sum tender price based upon the priced Bills of Quantities is normally tendered in competition by a pre-selected list of between three and six contractors.

Selection of a contractor is made on the basis of the tenderer pricing measured Bills of Quantities, prepared to standard rules of measurement, for example:

· SMM7

· POMI – Principles of Measurement International

· ARM – Agreed Rules of Measurement (in the Republic of Ireland)

· The planned ARQ – Agreed Rules of Quantification, a simplified SMM to run alongside SMM7. This proposed new SMM is presently (as at 2007) being discussed and drafted by the RICS and has an anticipated publication date of 2008/2009

Bills of Quantities include definitive measurements of the major elements of the building.

Where design is not complete, ‘provisional’ and/or ‘approximate’ quantities can be included.

Additionally Provisional Sum allowances for undefined and defined works can also be included, together with provisional sum allowances for works to be carried out by ‘named’ specialist sub-contractors; which, if required, can be tendered separately – although this is relatively uncommon today and it is more likely that such work will be part of the main contractor’s tender by means of selection from list of ‘preferred sub-contractors’, to then be employed as ‘Domestic sub-contractors’.

This method of procurement is the oldest methodology in the UK. It not now as popular as it was in the first 85 years of the 20th century, but is still often preferred by Public clients.
Advantages

· Cost certainty is generally high but depends on the degree of completeness of design at the time when the Bills of Quantity are prepared.

· Gives excellent comparison of tender bids because all tenders are based on the same measured information.

· Creates a low risk tendering environment allowing tenderers to give their most competitive price because the risk for the contractor is well understood and defined.

· This is a procurement process which is widely understood.

· Gives a good basis for measurement and valuation of variations and for the calculation of interim valuations and the eventual final account.

· Needs the design team to have prepared and developed the building design before the Bills of Quantity can be prepared and so through reduction of design risk often leads to a much greater level of programme certainty and thus the date for completion.

· Can incorporate Design and Build and Performance Specified works if required
Disadvantages

· For the level of cost certainty promised by this procurement methodology to be delivered, the design must have evolved before preparation of the Bills of Quantity is started.

· Errors in the tender documents are normally required to be corrected at the client’s risk.

· Pre-contract phase of procurement is lengthy compared to other procurement methods and so often leads to a later start on site.
Suitability

Appropriate for projects where time is available for design work to largely be completed so that detailed measurements can be made before the tenders are sought.
Bills of Quantity can be used on any size project but can be suitable for those which are extremely large and complex and where the design time required would mean a very long lead-in period.

http://www.kerncm.com/BOQ.aspx

Construction Procurement Guide

2010-10-06T02:17:00.000-07:00

Construction Procurement Guide - an overview of the major means of construction procurement currently in use in UK construction - written by Andrew Hudson for Laxtons 2008.

Introduction

There are numerous issues that need to be considered when deciding upon the means of procurement of a building project, and which will determine the Form of Contract to define the obligations and responsibilities between the Parties.

Procurement is the term used to enable the process of creating a contractual relationship. There are four essential elements:
1) Offer
2) Acceptance
3) Consideration (payment)
4) The intention to create a legal relationship

Factors which influence the procurement process include:
• the experience of client and the business case for the project including any particular requirements that the client may have
• the client’s desired programme for development, including the timing of the start and finish dates
• the nature, size and complexity of the project
• the state and completeness of the designs
• the degree of cost certainty, or conversely the requirement for risk aversion
• the need for competitive prices
• the apportionment of risk between client and contractor

There are eight main recognised procurement routes:

a) traditional (bills of quantities; schedules of work; specification and drawings; and the like)
b) target cost
c) design and build; and target cost design and build
d) design, manage and construct
e) management contracting
f) construction management
g) engineer, procure & construct (turnkey) - not dealt with here
h) partnering (also a process – see below)

With the exception of partnering, all of the above routes can be used with:
• a single stage process (tendered or negotiated)
• a two-stage process
• as a process to define a GMP – guaranteed maximum price

Further specialised routes used by public authorities are PFI – the private finance initiative; and PRIME contracting. In the latter case variants of PRIME contracting have been adopted by the NHS, Defence Estates and several ‘blue chip’ private sector organisations. PFI and PRIME are not dealt with here.

For the HM Treasury definition of PFI see: here

For a definition of PRIME contracting see: here

Partnering as a route and a process

Partnering is both a procurement route and a tendering process. Although now well defined and much written about, it is still misunderstood by many professionals and contractors alike, who consider that they have been partnering with their clients long before Egan, having had longstanding and ongoing relationships with clients for a considerable number of years. However, in many cases this is not partnering in the style championed in 1998 by The Egan Report, Rethinking Construction.

Partnering seeks to create relationships between members of the whole project team including the client, design team , contractor(s) and the underlying supply chain. This creates a framework to deliver demonstrable (through KPIs) and continuing economies over time from: better design and construction; lower risk; less waste (time, material, etc); and as a result avoid disputes. Partnering workshops provide for better knowledge, communication, sharing, education and team building to create a much more purposeful relationship than merely continuing to work together with a client.!

Egan's Partnering is discussed more fully later.

Single Stage as a process

The single stage process is in many cases the conventional process of procurement. Tenders are sought based upon one of the routes set out herein and bids are considered and a contractor selected and then appointed based upon chosen criteria defined to suit the project. In most cases the choice criteria involved in the contractor selection will be based upon the most economic cost, but can also be based upon programme, quality of design solution (in the case of a Design and Construct Tender) or a mixture of these criteria.

Two Stage as a process

In the case of a two-stage process, the selection of a contractor is made by means of a first-stage tender early in the project programme before the design is well advanced. With the exception of partnering this process can be used in connection with most of the routes listed above

Normally, the first-stage is by means of a competitive tender based on limited elements of the work, for example: • a schedule of unitary rates provisionally prepared from the design drawings as prepared at the time of the stage-one tender; *
• preliminaries costs (site staffing, plant, site setup, scaffolding, craneage, insurances, etc);
• the percentage required for overheads and profit;
• the percentages required on Dayworks;
• additions required on the sub-contract work which is to be sub-let;
• submission of CV’s for proposed site and head office staff; and
• method statements - so that the contractor’s understanding of the project can be assessed by the design team and the client.
*

If time and design information is available, measurements might be made of selected major work elements (for example demolitions) and Bills of Approximate Quantities (or a Schedule of Works) can then be included for fuller pricing in the first-stage documents.

At stage-one a Contractor is selected from bids made on the basis of the limited information available at the time and will often include, but is not limited to: • proposed preliminary costs
• proposed overheads and profit level(s)
• labour costs
• principle plant costs
• sub-contract works cost, where these can be defined to a level that can be priced
• interviews and assessments of the contractor’s proposed staff
• project understanding and proposed method statements
• the contractor’s willingness to enter into the second-stage negotiations
• and the like

The second-stage, a Bill of Quantities/Schedule of Work or a more fully detailed Schedule of Rates or a mixture of both, is generally prepared by the Quantity Surveyor and is priced with the chosen contractor by means of ‘open book’ negotiation in order to calculate the contract sum.

As referred to above, a two-stage tender process can overlay any of the ‘traditional’ procurement routes and can bring an additional set of advantages and disadvantages to the chosen means of tendering. Set alone, two-stage procurement can provide:
• Early appointment of contractor and access to his experience of programming and buildability.
• An earlier start on site than with a single stage process, because the works can proceed, if required, before a contract sum has been negotiated and fixed.

However two-stage procurement does not establish a firm contract sum at the time when the contractor is initially appointed as this is calculated later. It is therefore most appropriate for projects where an early start on site is required and where a project is reasonably well defined, in terms of the scope of work; and for which management or construction management are not considered appropriate.

Guaranteed Maximum Price (GMP) – as a process

A GMP can be tendered at outset, but more often a previously tendered lump sum contract (excluding Target type contracts) is converted to a GMP following a traditional single or two-stage tender process utilising:
• Bills of Quantity (either Firm or Approximate); or
• a Schedule of Works; or
• Specification and Drawings

Thus the definition of a GMP can occur, either before commencing the works or during the course of the works. The GMP is negotiated with the chosen contractor and his sub-contractor(s) on a basis that includes for the contractor’s future design development of the scheme, albeit in many cases the initial tender methodology may not have included design.

The Contractor therefore assume a larger element of risk that with other contract relationships and takes responsibility for matters that would normally cause extensions of time and potentially additional payment(s).

There are no generally available standard Forms of Contract for a GMP, it will require a bespoke contracts or a standard contract modified by a bespoke addendum agreement.

The advantages of a GMP are that it:
• Gives cost certainty similar to that of a design and build contract whilst the client employs and retains control of the design team.
• Provides the client often with a more appropriately detailed building than might be the case if let as a design and build contract, because the client’s design team retain control of detailing.
• Potentially means that the design needs to be completed to a greater degree than normal in order to let contract as a GMP, because after the GMP is agreed all variations that cause change, will attract cost and programme alterations. Therefore the design team will want to avoid such ‘change’

However, it is also important to note that a GMP contract has the potential to provide ‘rich’ grounds for disputes; particularly in respect of whether varied work has resulted from design detailing and therefore included in the GMP, or whether it is a variation caused by client change, which is an addition to the contract sum.

Very few contractors have experience of GMP contracts and those that do have had mixed experiences. Particularly because the financial and programme risk for unforeseen circumstances is entirely borne by the contractor.

The creation of a GMP creates certainty for both parties. However, a GMP can mean that the contractor can take a heavy fall if things go wrong! Examples of major GMP style contracts are those for the Cardiff Arms Park and also the new Wembley Stadium.

With the exception of a GMP, the eight routes noted are served by a plethora of standard forms of contract, sub-contract, supply agreements, warranties, etc. Such forms are widely available, with versions for use in England versions for use in England and Wales, and Scotland, where the law relating to contract differs from English law.

The success of any procurement route and process will depend largely on the ability and experience of both the chosen designers and contractor(s).

At the time of Tender, it is therefore very important that care is exercised in the selection of tendering contractors. In all cases it is to be recommended that pre-tender interviews take place with the potential tenderers to confirm their suitability for the work in advance; followed by both mid-tender review meetings and post-tender today. It is by definition not intended to cover every type of procurement route nor all the issues and therefore should be considered as a guide only. The following links describe various methods of procurement and each is discussed for: basis; advantages; disadvantages; and suitability:
- Bills of Quantities
- Bills of Approximate Quantities
- Specification and Drawings
- Schedules of Work
- Target Cost
- Management Contracting
- Design and Build
- Target Cost Design & Build
- Design, Manage and Construct
- Construction Management
- Cost Reimbursable or Prime Cost
- Measured Term Maintenance Contract

Conclusion

The choice of a procurement route and tendering process is a complex matter. This section has attempted only to set out the main features of the principal procurement routes and processes available.

It is intended as a broad guide only to assist in understanding the main issues, advantages and disadvantages. In order to make a full assessment of what can be a set of complex issues, you are strongly advised to seek professional advice.

http://www.kerncm.com/procurement.aspx

Preparing for a Successful Mediation

2010-10-06T02:07:00.000-07:00

by Chuck Doran

A successful mediation will often conclude with both parties thanking me for my efforts and conveying their appreciation for my apparent ability to settle their case. My response to them is “No, mediators don’t settle cases, parties do. Congratulations.”

What determines whether a case will reach resolution? A key factor is whether the parties have thoroughly and systematically prepared for their mediation.

Being prepared means that the parties have thought through in advance of the mediation what they hope to achieve in mediation, including: what is important to each party; what ideas might resolve the situation and what each party might do if they do not resolve the matter with the other person.

Systematic Preparation

Parties to a mediation are like politicians. To be successful, politicians must identify their goals and, for each, articulate a rationale clearly and with conviction. They must find many ways to skin a cat: legislative battles are sometimes won by being pig-headed, but more often they are resolved by understanding and accommodating the interests of others, generating new ideas, and finding win-win solutions.

With these considerations in mind, I ask parties to think about the following questions in advance of the mediation:

1) Interests - What are you hoping to achieve in mediation? What interests, hopes and concerns do you hope to have addressed? What do you think is important to the other person? What do you think is important to both of you?

2) Options - What possible terms can you imagine both of you agreeing on? What would be considered a good outcome for both of you? (These ideas should meet the interests of the parties.)

3) External Standards - What standards of fairness apply to both of you and to your situation? What have other people done when faced with a situation like yours? What precedents, laws, and industry standards and norms apply to the situation.

4) Alternatives - What will you do if you do not reach agreement? It's important that you compare any options that you create together with what you might do if you do not reach agreement (your alternative to an agreement). Similarly, what will the other party do if there is no agreement? (It’s helpful to understand the other party’s best alternative to a negotiated agreement too.)

5) Communication - What messages do you want to send? What messages do you want to have heard? What questions do you have for the other party?

6) Relationship - Is there a relationship between you? If so, should it continue or end? On what terms should it continue or end?

7) Commitment Are you comfortable with the thought that the mediation may conclude with an agreement that works for you but is not necessarily perfect? Depending on the outcome, are you prepared to enter into an agreement? Does the agreement have to be enforceable from your point of view? Do you need to check in with anyone before committing to the agreement?

An Illustrative Example

Before I continue with other suggestions about how to prepare for mediation, it might be helpful to illustrate how some of these questions might be answered by considering a hypothetical situation. Let’s imagine that a student has come to his professor on the day his term paper is due, requesting a two-week extension.

The professor’s interests might include: ensuring fairness for other students, submitting final grades on time, avoiding disruption of her plans, avoiding the appearance of favoritism, helping the student, and respect. There might well be others.

The student’s interests might include: getting a good grade, opening up time to complete requirements for another course, avoiding failure or embarrassment.

Let's look at the connection between interests and options. Options the professor and the student might consider include: a one-week extension based on a reasonable excuse, a two-week extension with penalties such as extra work or a lower grade, and a grade of incomplete and an understanding that the paper would receive a lower grade than it would normally. The strength of an option is how well the option meets their respective interests.

Standards might be what the professor has done in the past, what is customary in the institution, and what is prescribed by a handbook.

Both the professor and the student should understand what their alternatives are if they are unable to reach agreement.

Alternatives that the student might consider include: taking his case to the dean, threatening to expose the professor on the Internet for not working with the student, doing nothing, etc. Knowing their best alternative will provide guidance to both the professor and the student as they consider how to best get their interests met, whether by entering an agreement or by walking away.

Let’s leave that hypothetical now and continue with other preparations for mediation that you might like to consider.

Beyond Preparation - Thoughts on Choosing a Mediator

Choose a mediator acceptable to both parties. Mediators have different styles, expectations about the course and outcome of mediation, and personalities. They should be free of conflicts of interest. Their qualifications – experience as a mediator, subject matter expertise and an understanding of the culture, for example - should also be considered. A case manager at a mediation firm will be able to provide you with mediator biographies to review.

Be sure the right parties are in the room. In a dispute between two faculty members, the dean may be a necessary party, and there are instances where even the president may be the appropriate party (see the interview in this newsletter with Judy Malone above). Senior figures may bring authority or options to the mediation table that others are not able to.

Make sure everyone understands that what is discussed during the mediation is confidential unless parties agree otherwise. This may come as a surprise to those who supervise the parties or who have sponsored the mediation. Confidentiality, aside from certain legal effects, aids the parties in speaking freely and thinking creatively.

Consider your opening statement. Most mediators ask parties to state why they came to mediation and what they are hoping to achieve. Thinking about what you say can help to ensure clarity, completeness, and brevity. I do not recommend reading a prepared statement, however. A party should make every effort to help the other party hear what they are saying, and a written statement, no matter how well read, is less likely to be heard than an oral statement directed to the other party.

Prepare a substantive elements of a negotiating plan using the seven questions above. Based on their interests, parties should consider what proposals they might make at the mediation, developing a principled rationale for each. In doing this, they should keep in mind that the other party's interests will have to be taken into account if an agreement is to be reached. It is therefore important that both parties come to the table having defined their own and their counterpart's interests, and an effective mediator will ask both parties to prepare in this way.

Lastly, it's helpful if both parties attend the mediation with an open mind. It is common for all of us to think of the one best solution, but what is best in one party’s mind my be anathema in another’s. If both parties assert a solution that takes account only of their interests, and stick to their guns, stalemate will almost certainly follow. That’s why it can pay for each party to consider the other’s interests as well as their own. Not only can this lead to agreement, it can sometimes offer a bigger pie to be explored by the parties.

And that brings us full circle to the questions I opened this article with. The more parties prepare in advance of the mediation, the more likely their mediation will be efficient, productive and successful for everyone involved.

Chuck Doran is a mediator, trainer and the Executive Director of Mediation Works Incorporated in Boston, MA. He can be reached at cdoran@mwi.org.

http://www.mwi.org/university/news/univol1no2.htm

FAQs about Negotiation, Mediation, Arbatration and Litigation

2010-10-06T01:40:00.000-07:00

by James Melamed

What is Negotiation?
What is Mediation?
What Are the Benefits of Mediation?
What Are the Roles of the Mediator?
What is Arbitration?
What is Litigation?
What is Collaborative Law?
What if I want to know more about mediation?
What if I want to be a mediator?

Q: What is Negotiation?

A: There are two principle negotiation theories and strategic approaches to negotiation:

competitive or positional negotiation;
integrative or problem-solving or interest-based negotiation.

Distinguish Strategic Approach from Personality

While there may be some correlation between negotiation approaches and personality style, the two do not necessarily go together. For example, a competitive negotiator may be very "pleasant" to work with in terms of demeanor, but utilize extremely competitive tactics. In fact, a negotiator's pleasantries may themselves be part of an overall manipulative approach! A problem-solving negotiator may, on the other hand, be rather ornery in terms of their personality, yet effectively utilize interest-based, problem-solving strategies in negotiation.

The Best Negotiators Will Have Both Sets of Skills

It is also important to appreciate that the most effective negotiators will have a wide array of negotiation skills, both competitive and problem-solving, and will effectively mix and match these approaches depending upon what the negotiator believes will work best with a particular "negotiating partner" depending on the specific issue being negotiated and depending on the nature of the overall negotiating relationship (one-time transaction or continuing relations).

Strategies to Create Value and Claim Value

Another view of negotiation is that certain strategies and behaviors are intended to "create value" (integrative approaches) whereas other strategies and behaviors are intended to "claim value" (be that by competition or principle).

Dispute Negotiation and Transactional Negotiation

Also notice that negotiations may be divided into two types:
dispute negotiation, focused on resolving past facts; and
transaction negotiation, focused on reaching agreement for the future.

While it is often helpful to appreciate this difference between dispute negotiation and transaction negotiation, it is also beneficial to appreciate that many negotiation situations involve the resolution of both past issues as well as planning future relations.

The Competitive Approach

Competitive negotiation strategy is, essentially, a manipulative approach designed to intimidate the other party to lose confidence in their own case and to accept the competitor's demands. This approach is characterized by the following:
High opening demands;
Threats, Tension and Pressure;
Stretching the facts;
Sticking to positions;
Being tight lipped;
Want to outdo, outmaneuver the other side; and
Want clear victory.

When a competitive negotiator is asked how they will know that they have reached a good agreement, they may reply that the agreement is "better than fair."

Assumptions of the Competitive Approach
There are certain assumptions, a world view really, that lie behind the competitive approach to negotiation. This "distributive" world view includes the following assumptions: Negotiation is the division of limited resources;
One side's gain is the other's side's loss; and
A deal today will not materially affect choices available tomorrow.

Risks of the Competitive Approach

While competitive negotiation tactics are often effective in "claiming" already defined value, there are also certain risks to competitive negotiation. Foremost among these risks are damage to the negotiating relationship and a lessened overall likelihood of reaching agreement. Here is a list of the disadvantages of the competitive style:
Confrontation leads to rigidity;
There is limited analysis of merits of dispute and relevant criteria for resolving issues;There is limited development of solution alternatives;
It is hard to predict the outcome of the competitive approach or control the process;
Competitors are generally blind to joint gains;
Competitors threaten their future relations; and
Competitors are more likely to have impasse and increased costs.

The Integrative Approach

The integrative, collaborative or problem-solving approach to negotiation has been described as "enlightened self-interest," rather than the "egocentric variety." This approach consists of joint problem-solving, where gains are not necessarily viewed as at the expense of the other party.

Assumptions of the Integrative Approach

As one might expect, there is a different world view behind the integrative approach to negotiation. The primary assumptions of the integrative approach are the following:
Some common interests exist between parties;
Negotiation is benefited by a full discussion of each participant's perspective and interests; and
We live in an integrated and complex world and our problems can be best resolved through application of our best intelligence and creativity.

Risks of the Integrative Approach

Risks of the integrative approach are based upon the common sense observation that "it takes two to collaborate." If one party is unwilling to participate in integrative, problem solving negotiation, the more collaborative negotiator may be at risk in the following ways:
The negotiator will be forced to either "give in" or adopt a competitive stance;
The negotiator may experience a failure if they do not reach agreement; and
The negotiator is somewhat at risk in honestly disclosing information if that is not reciprocated.

Principled Negotiation

In their book, Getting to Yes, Fisher and Ury set forth their concept of "Principled Negotiation." Here is a brief summary of the main points of principled negotiation:

Separate the People from the Problem

Fisher and Ury suggest that we are all people first -- that there are always substantive and relational issues in negotiation and mediation. The authors describe means of dealing with relational issues, including considering each party's perception (for example by reversing roles); seeking to make negotiation proposals consistent with the other party's interests; making emotions explicit and legitimate; and through active listening.

Focus on Interests, Not Positions

Positions may be thought of as one dimensional points in a space of infinite possible solutions. Positions are symbolic representations of a participant's underlying interests. To find out interests, you may ask questions like: "What is motivating you here?" "What are you trying to satisfy" or "What would you like to accomplish?" You may also ask: "If you had what you are asking for (your position), what would that experientially get you - what interests would that satisfy?"

In negotiation, there are multiple, shared, compatible, and conflicting interests. Identifying shared and compatible interests as "common ground" or "points of agreement" is helpful in establishing a foundation for additional negotiation discussions. Principles can often be extrapolated from "points of agreement" to resolve other issues. Also note that focusing on interests tends to direct the discussion to the present and future, and away from the difficulties of the past. If we have learned anything about the past, it is that "we can not change it." The past may help us to identify problems needing solution, but, other than that, it does not tend to yield the best solutions for the future.

Invent Options for Mutual Gain

Before seeking to reach agreement on solutions for the future, Fisher and Ury suggest that multiple solution options be developed prior to evaluation of those options. The typical way of doing this is called brainstorming. In brainstorming, the parties, with or without the mediator's participation, generate many possible solution before deciding which of those best fulfill the parties' joint interests. In developing options, parties look for mutual gains.

Select from Among Options by Using Objective Criteria

Using objective criteria (standards independent of the will of any party) is where the label "principled negotiation" comes from. Fisher and Ury suggest that solution selection be done according to concepts, standards or principles that the parties believe in and are not under the control of any single party. Fisher and Ury recommend that selections be based upon such objective criteria as precedent, tradition, a course of dealing, outside recommendations, or the flip of a coin.

What if They are More Powerful? - Developing a BATNA

In the event that the other party has some negotiating advantage, Fisher and Ury suggest that the answer is to improve the quality of your "best alternative to a negotiated agreement" (your BATNA). For example, if you are negotiating for a job and want to make a case for a higher wage, you improve your negotiating power by having another job offer available, or at least as a possibility.

What if They Won't Play or Use Dirty Tricks?

Fisher and Ury's answer to the resistant competitive negotiator is to "insist" on principled negotiation in a way that is most acceptable to the competitor. The principled negotiator might ask about the competitor's concerns, show he or she understands these concerns, and, in return, ask the competitor to recognize all concerns. Following the exploration of all interests, Fisher and Ury suggest inducing the competitive negotiator to brainstorm options and to think in terms of objective criteria for decision-making. Another way of thinking about encouraging principled or integrative bargaining is to think in terms of matching, pacing, leading and modeling. To get a negotiator to shift orientations, it is critical that they first experience themselves as fully heard in terms of content, intensity and emotion. By so matching and pacing with a negotiator (asking a few clarifying questions), the negotiator will become more open to your lead and modeling of productive means of negotiating. Negotiation Power

Negotiation power

can be defined as "the ability of the negotiator to influence the behavior of another. Commentators have observed a variety of aspects and qualities of negotiation power. It is important for the mediator to take note of these various aspects and qualities of negotiating power as a means of assisting each negotiating party to be at his or her best in representing his or her interests in mediation. Here are a number of aspects and qualities of negotiating power that have been identified:
Negotiating power is relative between the parties;
Negotiating power changes over time;
Negotiating power is always limited;
Negotiating power can be either real or apparent;
The exercise of negotiation power has both benefits and costs;
Negotiating power relates to the ability to punish or benefit;
Negotiating power is enhanced by legal support, personal knowledge, skill, resources and hard work;
Negotiating power is increased by the ability to endure uncertainty and by commitment;
Negotiating power is enhanced by a good negotiating relationship;
Negotiating power depends on the perceived BATNA; and
Negotiating power exists to the extent that it is accepted

Overall Problem-Solving Negotiation Structure

As an overall model for effective problem-solving negotiation, please consider the following:
Informed Consent as to Process (the process is always negotiable)
Sharing Perspectives (separate relational issues from substantive issues. Discuss both, just separately.)
Remember the Common Ground (common interests, interdependence and easy points of agreement)
Establish a Problem-Solving Agenda (questions seeking solutions: "How can we best . . .?" or "What is the best way for us to . . .?")
Identify Desired Information and Documentation Clarify Desired Outcomes, Interests and Positive Intentions Develop Options (develop options based upon outcomes, interests and positive intentions)
Select from Options (Easy agreements and package deals)
Integration and Finalization (Any possible improvement? What else needs to be done?)
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Q: What is mediation?

A: Facilitated Communications for Agreement or Facilitated Negotiation

Central to mediation is the concept of "informed consent." So long as participants understand the nature of a contemplated mediation process and effectively consent to participate in the described process, virtually any mediation process is possible and appropriate. In terms of generally describing the mediation process, the following concepts may be helpful.

Qualities:

Voluntary
You can end the process at any time for any reason, or no reason. If you are thinking of leaving, you are encouraged you to speak up and let the mediator know why. The reasons that you are thinking of leaving can become conditions for your continued participation. For example, if you are thinking of leaving because you do not feel heard, presumably you would continue in mediation if you felt heard.

Collaborative
You are encouraged to work together to solve your problem(s) and to reach what you perceive to be your fairest and most constructive agreement.

Controlled
You have complete decision-making power. Each of you has a veto over each and every provision of any mediated agreement. Nothing can be imposed on you.

Confidential
Mediation is confidential, to the extent you desire, be that by statute, contract, rules of evidence or privilege. Mediation discussions and all materials developed for a mediation are not admissible in any subsequent court or contested proceedings, except for a finalized and signed mediated agreement for enforcement purposes.

Informed
The mediation process offers a full opportunity to obtain and incorporate legal and other expert information and advice. Individual or mutual experts can be retained. Obtained expert information can be designated as either confidential to the mediation or, if you desire, as admissible in any subsequent contested proceeding. Expert advice is never determinative in mediation. You, as parties, always retain decision-making power. Mediators are bound to encourage parties to obtain legal counsel and to have any mediated agreement involving legal issues reviewed by independent legal counsel prior to signing. Whether legal advice is sought is, ultimately, a decision of each participant.

Impartial, Neutral, Balanced and Safe
The mediator has an equal and balanced responsibility to assist each mediating party and cannot favor the interests of any one party over another, nor should the mediator favor a particular result in the mediation. The mediator's role is to ensure that parties reach agreements in a voluntarily and informed manner, and not as a result of coercion or intimidation. If you ever feel that the mediator is favoring one party over another, or any particular result over another, or if you should ever feel intimidated or otherwise unsafe in mediation, speak up. The mediation should not continue unless you come to be satisfied in all of these regards.

Self-Responsible and Satisfying
Based upon having actively resolved your own conflict, participant satisfaction, likelihood of compliance and self-esteem are found by research to be elevated through mediation.

Q: What Are the Benefits of Mediation?

A: People in disputes who are considering using mediation as a way to resolve their differences often want to know what the process offers. While mediation can not guarantee specific results, there are trends that are characteristic of mediation. Below is a list of some of the benefits of mediation, broadly considered. Mediation generally produces or promotes:

Economical Decisions
Mediation is generally less expensive when contrasted to the expense of litigation or other forms of fighting.

Rapid Settlements
In an era when it may take as long as a year to get a court date, and multiple years if a case is appealed, the mediation alternative often provides a more timely way of resolving disputes. When parties want to get on with business or their lives, mediation may be desirable as a means of producing rapid results.

Mutually Satisfactory Outcomes
Parties are generally more satisfied with solutions that have been mutually agreed upon, as opposed to solutions that are imposed by a third party decision-maker.

High Rate of Compliance
Parties who have reached their own agreement in mediation are also generally more likely to follow through and comply with its terms than those whose resolution has been imposed by a third party decision-maker.

Comprehensive and Customized Agreements
Mediated settlements are able to address both legal and extralegal issues. Mediated agreements often cover procedural and psychological issues that are not necessarily susceptible to legal determination. The parties can tailor their settlement to their particular situation.

Greater Degree of Control and Predictability of Outcome
Parties who negotiate their own settlements have more control over the outcome of their dispute. Gains and losses are more predictable in a mediated settlement than they would be if a case is arbitrated or adjudicated.

Personal Empowerment
People who negotiate their own settlements often feel more powerful than those who use surrogate advocates, such as lawyers, to represent them. Mediation negotiations can provide a forum for learning about and exercising personal power or influence.

Preservation of an Ongoing Relationship or Termination of a Relationship in a More Amicable Way
Many disputes occur in the context of relationships that will continue over future years. A mediated settlement that addresses all parties' interests can often preserve a working relationship in ways that would not be possible in a win/lose decision-making procedure. Mediation can also make the termination of a relationship more amicable.

Workable and Implementable Decisions
Parties who mediate their differences are able to attend to the fine details of implementation. Negotiated or mediated agreements can include specially tailored procedures for how the decisions will be carried out. This fact often enhances the likelihood that parties will actually comply with the terms of the settlement.

Agreements that are Better than Simple Compromises or Win/Lose Outcomes
Interest-based mediated negotiations can result in settlements that are more satisfactory to all parties than simple compromise decisions.

Decisions that Hold Up Over Time
Mediated settlements tend to hold up over time, and if a later dispute results, the parties are more likely to utilize a cooperative forum of problem-solving to resolve their differences than to pursue an adversarial approach.

Q: What is the role of the mediator?

A: The mediator's ultimate role is to do anything and everything necessary to assist parties to reach agreement. In serving this ultimate end, the mediator may take on any or all of the following roles:

Convener
The mediator may assist in contacting the other party(ies) to arrange for an introductory meeting.

Educator
The mediator educates the parties about the mediation process, other conflict resolution alternatives, issues that are typically addressed, options and principles that may be considered, research, court standards, etc.

Communication Facilitator
The mediator seeks to ensure that each party is fully heard in the mediation process.

Translator
When necessary, the mediator can help by rephrasing or reframing communications so that they are better understood and received.

Questioner and Clarifier
The mediator probes issues and confirms understandings to ensure that the participants and the mediator have a full understanding.

Process Advisor
The mediator comes to be trusted to suggest procedures for making progress in mediation discussions, which may include caucus meetings, consultation with outside legal counsel and consultation with substantive experts.

Angel of Realities
The mediator may exercise his or her discretion to play devil's advocate with one or both parties as to the practicality of solutions they are considering or the extent to which certain options are consistent with participants' stated goals, interests and positive intentions.

Catalyst
By offering options for considerations, stimulating new perspectives and offering reference points for consideration, mediator serves as a stimulant for the parties reaching agreement.

Responsible Detail Person
The mediator manages and keeps track of all necessary information, writes up the parties' agreement, and may assist the parties to implement their agreement.

Q:What is Arbitration?

A: Arbitration is an adversarial system of justice designed to present a disputed case to a neutral and impartial third party for decision. It is very much like the adjudicatory (court) process, but a bit less formal. Arbitration is, however, even more binding than a court decision in that, in arbitration, you give up our rights to appeal in favor of getting the matter resolved.

Standard Arbitration Clauses

Parties can provide for arbitration of future disputes by inserting the following clause into their contracts:

Any controversy or claim arising out of or relating to this contract, or the breach thereof, shall be settled by arbitration administered by a mutually acceptable arbitrator, under the rules of the American Arbitration Association. The award rendered by the arbitrator(s) may be entered in any court having jurisdiction thereof.

Arbitration of existing disputes may be accomplished by use of the following:

We, the undersigned parties, hereby agree to submit to arbitration administered by a mutually acceptable arbitrator, under the rules of the American Arbitration Association. We further agree that the above controversy be submitted to an(one) (three) arbitrator(s). We further agree that we will faithfully observe this agreement and the rules, that we will abide by and perform any award rendered by the arbitrator(s), and that a judgment of any court having jurisdiction may be entered on the award.

The arbitration, unless the matter otherwise first settles, will be concluded with the transmittal of the award. Although there is voluntary compliance with the majority of awards, judgment on the award can be entered in a court having appropriate jurisdiction if necessary.

Q: What is Litigation?

A: Litigation involves either hiring an attorney or prosecuting a legal case yourself in court. Litigation begins with the filing of a complaint or petition and involves discovery, motions, a possible trail and, if desired, at least two rounds of appeal.

Litigation may be a preferred alternative when nothing else seems like it will work. The problems with litigation include that it is time consuming, costly and very high stress. If one side "wins" big, then that decision may well be appealed or there may be problems with enforcement.

All of this being said, if you can afford a good attorney and if you need the clout of the court to catch the other side's attention and/or give you a meaningful chance of true relief, then litigation and the courts may be for you.

Q: What is Collaborative Law?

A: The essence of "Collaborative Law" is the shared belief of the participants that it is in the best interests of parties to commit themselves to resolving their differences with minimal conflict and no litigation. They seek to adopt a conflict resolution process that does not rely on a Court imposed resolution. The process does rely, however, on an atmosphere of honesty, cooperation, integrity and professionalism geared toward the future well being of the parties.

The Adversary System
Law school training and the real world attorney work experience combine in a well established and powerful institutionalization of the adversarial-representative model of conflict resolution. While it is not the only model for negotiating and resolving issues, it is the one which becomes ingrained in anyone who works in a litigation system. Most attorneys who regularly handle litigation work, fantasized, in the days before being admitted to practice, about standing at the bar of justice making an impassioned and eloquent argument which wins the case or surgically dissecting a hostile witness with a brilliant cross-examination. The daily grist of the litigator's mill, however, is the stress and frustration of trying to achieve the client's objectives against the impediments and opposition of the parties on the other side of the case.

The costs of this process are usually observed as being both outrageously high and inevitable. Both are true statements about the adversarial model. What is also true is that this model is ill-suited for the purposes of resolving family law conflicts. Rather than assuming the conflict must adapt to the traditional adversarial litigation model, the collaborative approach is based on the idea that the process should adapt to the actual needs of the parties in conflict in reaching agreement. In the traditional competitive approach, where the parties objectives or strategies collide, it is assumed that the only way to move past, through, around or over the opposition, is to employ the power of the law-based procedures to make something happen. In the face of opposition from the other side, a lawyer looks to the power of the process and often overlooks the reverberating impact that process will have on the daily lives of the clients and their children. Furthermore, this power-based, competitive approach nurtures continued resistance as the participants have little or no reason to view the other side as anything but a threat and something to fear.

Collaborative Negotiating
The collaborative approach is both pragmatic and grounded in its focus on the needs of the parties. Initially, those needs fall into two categories: process needs and outcome needs. The process needs are determined by accepting the party in the emotional state in which they enter the process. That person may be experiencing a wide range of emotions such as, anger, hurt, distrust, bitterness, guilt and grief. These emotions may come with a wide range of personality characteristics such as, intelligent, unsophisticated, analytical, visual, needy or codependent. A good process begins by accepting the participant as who he or she is at the outset. The outcome needs describe the desired goals and objectives of the party which will allow that person to feel the issues are resolved. As we will see, these outcome needs are developed by analyzing the interests of the party and moving beyond the stated positions which have sustained the conflict.

The core of the collaborative process is to facilitate the making of agreements. To be effective in this role, it is necessary to make a mental shift in the mindset that one brings to viewing both the nature of the conflict and the elements inherent in the personalities, characteristics and resources of the parties.

Q: What if I want to know more about Mediation?

A: Please be sure to visit the following Sections of Mediate.com:

www.mediate.com/about
www.mediate.com/resolution.cfm
www.mediate.com/articles

Q: What If I want to be a mediator?

A: Be sure to visit our Careers Section at www.mediate.com/careers

http://www.mediate.com/articles/mediationfaq.cfm

Why you need a Quantity Surveyor?

2010-10-06T01:07:00.000-07:00

To broadly describe the work of a Quantity Surveyor, our end purpose is to minimise cost and maximise value on a given project. Either increasing value for money to a developer or end user client, or increasing profit margins for the main contractor or subcontractor, whilst still achieving the required standards specified under the agreement, within contract programme.

A good Quantity Surveyor can cover their own cost several times over on an annual basis, their influence is often the difference between a commercially succesful project, and one which is not. The natural ability of a Quantity Surveyor can vary emmensely, and should not be measured by qualifications alone when selecting for specifc tasks. Shy retiring individuals may not yield best results when faced with negotiating with a bullish self confident opponant, however such individuals may posess a first class honours degree and may also be experts in measurement or estimating.

An experienced Quantity Surveyor will acomplish their objectives in a variety of ways, largely guided by their experience, however more tangible factors also play a part such as a carefully selected procurement strategy, use of terms and conditions of contract and negotiation skills.

The four corner stones of a Quantity Surveyors skill set are often listed as follows:-
1) Estimating
2) Measurement
3) Valuation
4) Negotiation

Schedule of QUANTITY SURVEYOR Services (PQS)

PCS Solutions Ltd provides individuals or small - medium sized Construction companies with a Quantity Surveyor for one off works, or short - mid term contracts, based at client offices or working from the Quantity Surveyors home, on a full or part time basis. Our Quantity Surveyor services are primarily geared towards the following clients:-

- Small to Medium Size Contractors (MC & All trades of Sub-contractor)
- Private Clients seeking the services of a Quantity Surveyor

and to the following sectors:-
- Residential Development
- House Building
- Civil
- Commercial Construction
- Utilities
- Rail

We consider ourselves unique in that our Quantity Surveyors offer discounted rates for remote Quantity Surveyor services, with savings achieved through reduced overhead and travel costs whilst our Quantity Surveyors operate remotely.

For an informal chat on how we might provide a Quantity Surveyor for your project, please call our Commercial Manager Paul on 07800 583109 or e-mail mail@pcs-org.com.

“Over 85% of our turnover is repeat business”

Inception and feasibility

Develop initial budget estimate from feasibility proposals and identify target cost plan parameters.
Prepare overall project cost calculation and cash flow projections.
Pre-contract cost control

Prepare and develop preliminary cost plan.
Advise on cost of design team’s proposals as design develops.
Monitor cost implications during detailed design stage.
Maintain and develop cost plan, and prepare periodic reports and updated cash flow forecasts.
Value Engineer cost during design development to ensure all cost targets are maintained.
Advise Client of all Client Instructions that may alter the agreed Cost Plan.
Attend as required Design Team Meetings.
Tender and contractual documentation

Advise on tendering and contractual arrangements taking into account the Client’s priorities and information available from designers.
Prepare tender and contract documentation in conjunction with the Client and members of the design team.
Provide copies of documentation as agreed.
Advise on use and/or amendment of standard forms of contract or contribute to drafting of particular requirements in association with the Client’s legal advisers.
Prepare programme for separate demolition ontract.
Tender selection and appraisal

Advise on short-listing prospective tenderers.
Attend interviews and tenderers.
Fully evaluate negotiated submissions for accuracy, level of pricing, pricing policy etc.
Advise on errors and qualifications and, if necessary, negotiate thereon.
Prepare appropriate documentation, if required, to adjust the tender received to an acceptable contract sum.
Review financial budget in view of tenders received and prepare revised cash flow.
Prepare report on tenders with appropriate recommendations and issue Value for Money report.
Advise on letters of intent and issue in conjunction with Client’s advisers.
Interim valuations

Prepare recommendations for interim payments to contractors, subcontractors and suppliers in accordance with contract requirements.
Post-contract cost control

Value designers instructions before issue.
Prepare cost report updates in agreed format at specified intervals including any allocations of cost and/or copies as requested by third parties.
Final account

Prepare the final account.
Attendance at meetings

Attend meetings as provided for under this Agreement.
Provision of printing/reproduction/copying of documents and the like

Provide copies of documentation as provided for under this Agreement.

INTERNAL LINKS
Quantity Surveyor from Perth, Scotland - A highly dependable and honest person who is capable of adapting to any work environment. A friendly and extremely hard working person with the ability to function well as part of a team or unsupervised. Knowledgeable and experienced computer operator who is practiced on Microsoft computer packages and is eager to build on and fully utilise existing skills.

Quantity Surveyor from Bolton - Freelance QS since quitting permanent employment in 2002; specialising in the production of Bills of Quantities, Schedules of Works and Builders Quants for Main Contractors, Sub-contractors and PQS firms using the method of measurement to suit individual client's need - SMM7, POMI, CESMM, MMHW.

Quantity Surveyor from London - I have experience of over 25 years working for both employers and contractors and therefore have insight of both sides, which enables me to maximise the benefit for both. I am an excellent negotiator and can work on my own or in teams in delivering large complex projects. I have a vast range of experience in various types of sectors and have used all the major forms of contracts from inception to completion, which has made me an excellent all round QS.

Quantity Surveyor from Sheffield - I am a Senior QS with 30 yrs experience, 20 yrs freelance, and have worked in the fields of building, civils, road, and rail. I have worked for Clients, Consultants and Contractors, and am available for any UK or overseas position. I would welcome the opportunity to become involved with Petrochemical works, either UK or overseas, which I would consider to be a valuable enhancement to my CV experience.

Quantity Surveyor from Bellshill, Scotland - I am driven and self-motivated with good organisational skills. I enjoy being part of a team and promote honesty and good working professional practice at every opportunity – I believe in promoting the attitude that everyone in the team takes ownership of problems, working together with a view to reaching an efficient solution. I am committed and thrive on and enjoy challenging tasks, and I adopt enthusiasm within everything I am charged with. With my Main Contracting, Civil Engineering experience, together with my management experience, I believe I have the necessary skills to be able to offer the type of positive contribution. I am eager to continue to develop personally, and believe no matter what I am challenged with, I can adapt, perform and achieve the desired results required in any given task.

Quantity Surveyor from Kent - An experienced Managing Quantity Surveyor with a range of knowledge gained from working in the construction industry in excess of twenty years. Flexible, passionate, ambitious, self-motivated, people orientated, and technically minded.

Quantity Surveyor from Suffolk - Acquired and obtained considerable knowledge and experience in Quantity Surveying through formal education and involvement in a wide range of projects. Additional knowledge in Project Management complements Quantity Surveying skills and abilities. Computer literate with proficiency in excel spreadsheets. Commercially astute.

Quantity Surveyor from Essex - I enjoy undertaking pre and post-contract cost-management and have had vast experience on an array of prestigious projects. From pre-tender to final-account and completion, cost planning, value engineering, option analysis, procurement advice and contractor selection my desire and ambition allowed me to enjoy a Senior Managing QS role.
Quantity Surveyor from Blackburn - 12 years experience on a broad variety of Civil Engineering and Infrastructure contracts. Involved with quantity surveying, estimating and procurement; from initial stages through to final accounts.

Quantity Surveyor from Sutton - Fully qualified and widely experienced with a commercial attitude. Self motivated, well organised and able to work without supervision.

Quantity Surveyor from Bolton - I have been working as a quantity surveyor for 25 years and during this time have undertaken most QS duties, I have extensive experience. In September 2004, I became self employed working from home in Bolton and have undertaken work for a number of different Consultancy’s, Contractors and Local Authority’s, supplementing permanent staff on larger projects or undertaking work on an individual basis such as bills of quantities, builders quantities, feasibility cost plans etc.

Quantity Surveyor from Cheshire - Freelance Quantity Surveyor with clients who are Main Contractors and Sub Contractors.

Quantity Surveyor from Cumbria - Freelance Chartered Quantity Surveyor since May 2006 and specialising in the preparation of Take-Offs, Bills of Quantities and Work Schedules, for traditional, design and build and drawings and specification tenders. I also have experience in the preparation of budget costs/estimates, valuations and the preparation and agreement of final accounts.

Quantity Surveyor from Northern Ireland - Before embarking upon my quantity surveying career I had worked on a number of civil engineering projects in Northern and Southern Ireland. Such experience and practical knowledge gives me the technical knowledge that I can apply to any elements of quantity surveying, whether tendering or submitting a compensation event.

Quantity Surveyor from Northern Ireland - 11 years experience working as a Quantity Surveyor on large scale building, civil engineering, Housing and refurbishment contracts. Previous experience includes; procurement of new work through tendering for both traditional and design and build projects; commercial management of construction projects, including money recovery, cost control, financial reporting and contract administration; procuring subcontractors and suppliers including negotiating conditions of contracts, rates and payment terms; compilation and preparation of bill of quantities and liaising with existing and prospective clients within the industry to seek out new avenues of work.

Quantity Surveyor from Birmingham - having been a Chartered Surveyor for 23 years I wish to utilise my considerable experience and contribute to the successful delivery of major rail infrastructure projects.

Having worked as a rail consultant for the past eight years I am seeking a full time position in which my management skills, pro-active approach, expertise and teamwork capabilities will be instigated to optimum effect.

Quantity Surveyor from Newcastle upon Tyne - Working as a freelance Cost Consultant covering all aspectsof cost management from procurement through to final account.

http://www.pcs-org.com/

HISTORY OF THE ROLES AND RESPONSIBILITIES OF QUANTITY SURVEYOR

2010-10-06T00:59:00.000-07:00

2.1 INTRODUCTION

Before consider what the changing role of Quantity Surveyor is in the future, it is worthwhile to review the background of the Quantity Surveying profession and the roles and responsibilities of Quantity Surveyor. In this chapter, the background of the Quantity Surveyor and the HKIS will be introduced first. And then, the traditional roles and evolved roles of the Quantity Surveyor will be discussed one by one. After that, responsibilities of Quantity Surveyor have some explains. What skills and knowledge are the Quantity Surveyor should be included in the past will be discussed in this chapter. Quantity Surveyor is one of important roles in the construction industry. Thus, the effects of Quantity Surveyor will be mentioned in this chapter also. Lastly, it is a summary of the history of the roles and responsibilities of the Quantity Surveyor.

2.2 BACKGROUND TO THE QUANTITY SURVEYOR

Firstly, it has been stated that: “Quantity surveyors are the profession developed during the 19th century from the earlier "Measurer," a specialist tradesman (often a guild member), who prepared standardized schedules for a building project in which all of the construction materials, labour activities and the like were quantified, and against which competing builders could submit priced tenders. Because the tenders were each based on the same schedule of information, they would be easily compared to find the most suitable candidate.” QSBC (2009).

“…A quantity surveyor is professionally trained, qualified and experienced in dealing with these problems on behalf of the employer. He is essentially a cost expert whose prime task is to ensure that the project is kept within the agreed budget and that the employer obtains value for money” (Seelay, 1997, p.40).

“Quantity Surveyors are the financial managers of the construction team who add value by managing the functions of cost, time and quality. They have been trained as construction cost consultants who have expert knowledge of costs, values, labour and material prices, finance, contractual arrangements and legal matters in the construction filed. In general, they provide services of cost management and control in building and engineering projects of any scale” (Chung, 2000, p.10). HKIS (1999) also recognized the Quantity Surveyor concerned the building contractual arrangements and cost control. They can provide private developers, government departments, contractors, mining and petro-chemical companies and insurance companies some services to suit the various demands.

QSBC (2009) also stated that: “A Quantity Surveyor (QS) is a professional person working within the construction industry. The role of the QS is to manage and control costs within construction projects and may involve the use of a range of management procedures and technical tools to achieve this goal.”

The above are some of roles of the Quantity Surveyor. And then, the definition of the role of the Quantity Surveyor should be known. Refer to RICS (1983a, p.1) which stated that “In the 1971 report, the role of the Quantity Surveyor was defined as “ensuring that the resources of the construction industry are utilized to the best advantage of society by providing, inter alia, the financial management for projects and a cost consultancy service to the client and designer during the whole construction process. This distinctive competence of the Quantity Surveyor is a skill in measurement and valuation in the field of construction in order that such work can be described and the cost and price can be forecast analysed, planned, controlled and accounted for”.”

2.3 HISTORY OF HKIS

According to seeley, 1997 (in Chung, 2000, pp.3-4) “…The development of the surveying profession in Hong Kong goes back to 1843 with the arrival of the first Surveyor General. A Hong Kong Branch of the Royal Institute of Chartered Surveyor was established in 1992. In 1984, Hong Kong Institute of Surveyors was formed to act as an independent organization but it still maintained close links with the RICS throughout”. HKIS (2009) remarked the HKIS as the leading professional organization in surveying, real estate and construction in Hong Kong over the past 25 years.

The history of HKIS can be founded in HKIS (2004, p.9) which recorded that “It was in April 1984 that HKIS was founded...It was by 1990 that the HKIS qualifications were fully recognized by the Hong Kong Government and HKIS ranks at par with other recognized professional bodies in local affairs…”.

2.4 TRADITIONAL ROLES OF QUANTITY SURVEYOR

Ashworth and Hogg (2007) stated that the traditional role of Quantity Surveyor is still practiced on small to medium sized projects. It can be described as a measure and value system. Quantity Surveyor should prepared using a single price method of estimating, produce bills of quantities for tendering, measure the progress payments base on the work and prepare final account on the basis of the tender documentation. The following listed the traditional role of Quantity Surveyor:
 Single rate approximate estimates
 Cost planning
 Procurement advice
 Measurement and quantification
 Document preparation, especially bills of quantities
 Cost control during construction
 Interim valuations and payments
 Financial statements
 Final account preparation and agreement
 Settlement of contractual claims

“The traditional role of the quantity surveyor…has since been considerably expanded to include such functions as resources control, accountancy, legal judgment, and all within the fields of contracting, engineering, project management, etc.” (Newton, 1985, p.18).

“As a tradition, estimating, preparation of tender documents, tender analysis, contract documentation, valuation and variation, and all quantity surveying related works of infrastructure projects are always handled by civil engineers notwithstanding that majority of these works are actually handled by quantity surveyors under the supervision of civil engineers. In the building works, the traditional role of handling these works by architects had been changed to become the role of quantity surveyors, and the Government and Private Forms of Building Contract were changed to recognize such QS role. However, in the infrastructure works, such QS role is still with the civil engineers as stated in the Government Form of Civil Engineering Works” (HKIS, 2008).

2.5 EVOLVED ROLES OF QUANTITY SURVEYOR

RICS (1983a) also pointed out that the Quantity Surveyor’s expertise had been further developed after 1971. For the construction project, they are involved in the field of manpower planning, resources control and in assessing the effects of time. The filed of contracting, civil and industrial engineering construction, mechanical and electrical engineering services, and project management and control also relate to the Quantity Surveyor. That means the role of the Quantity Surveyor is extended in 1980s. The Quantity Surveyor involve complex resource procurement and management processes, besides deal with complex construction contracts; provides the basis for a disciplined and well managed approach to projects.

In 1980s, Quantity Surveyor’s roles from the historically dealt with work through prime cost and provisional sums to advice procurement method which becomes a new potential role of Quantity Surveyors because of the increasing array of options that were available. Other evolved roles have included project and construction management and facilities management. It is because the inherent adversarial nature of the construction industry which are involved in contractual disputes and ligation. More engineering services orientated increased emphasis on the services such as measurement, costs and value is other reason of this change (Ashworth and Hogg, 2007).

Quantity Surveyors should more direct and more related to client. This management role is most effective when linked to authority, responsibility and risk taking. Clients need early and accurate cost advice, more often than not well in advance of site acquisition and of a commitment to build (RICS, 1991).

Seeley (1997) pointed out the Quantity Surveyor not only regarded building contract and often as project manager on civil and heavy engineering contracts to control the project from inception to completion and coordinate with other parties to take over the works. Quantity Surveyor is an important member of the design team in both the public and private sectors to advising employers and architects on the probable costs of alternative designs.

RICS (1983a) believed that Quantity Surveyor after gained the knowledge and experience in construction economics, management and resource control, he will evolve his role. These roles are policy making, numerate skills, strategic planning, contracting, work in construction management, multi-disciplinary working, diversity in procurement, life cycle costing and building procurement adviser.

Newton (1985) raised Quantity Surveyor use the expert system of computer technology can make him become identity, independence and in first. That means the role of Quantity Surveyor can be established early in the design or construction process.

As a consultant Chartered Quantity Surveyor, he should improve the quality of service and the matching of the known resources to suit for the requirement of clients. There are some services should be provided to clients during pre-contract stage and post-contract stage. In the pre-contract stage, Quantity Surveyor should preparing bills of quantities and examining tenders received and reporting thereon, cost planning, air conditioning, heating, ventilating and electrical services, negotiating tenders and pricing bills of quantities. In the post-contract, Quantity Surveyor should taking particulars and reporting valuation for interim certificate for payments on account to the contractor, preparing periodic assessments of anticipated final cost and reporting thereon, measuring and making up bills of variations including pricing and agreeing totals with contractor and adjusting fluctuations in the cost of labour and materials if required by the contract, air conditioning, heating, ventilating and electrical services, valuations for interim certificates, preparing accounts of variation upon contracts and cost monitoring services such as providing approximate estimates of final cost at the following frequency (RICS, 1983b).

Some evolved roles stated in Ashworth and Hogg (2007) are listed as following:
 Investment appraisal
 Advice on cost limits and budgets
 Whole life costing
 Value management
 Risk analysis
 Insolvency services
 Cost engineering services
 Subcontract administration
 Environmental services measurement and costing
 Technical auditing
 Planning and supervision
 Valuation for insurance purposes
 Project management
 Facilities management
 Administering maintenance programmes
 Advice on contractual disputes
 Planning supervisor
 Employers’ agent

2.6 RESPONSIBILITIES OF QUANTITY SURVEYOR

In the past, the responsibilities of Quantity Surveyors are mentioned in RICS (1980) which listed some responsibilities of Quantity Surveyors as following:
 Budget estimating;
 Cost planning;
 Advice on tendering procedures and contract arrangements;
 Preparing tendering documents for main contract and specialist sub-contractor;
 Examining tenders received and reporting thereon or negotiating tenders;
 Pricing with a selected contractor and/or sub-contractors;
 Preparing recommendations for interim payments on account to the contractor;
 Preparing periodic assessments of anticipated final cost and reporting thereon;
 Measuring work and adjusting variations in accordance with the terms of the contract;
 Preparing final account, pricing same and agreeing totals with the contractor;
 Providing a reasonable number of copies of bills of quantities and other documents.

Bennett (1986, p.31) said that “The quantity surveyor’s responsibility is to ensure that the budget is complete and that no necessary costs are omitted or duplicated….Beyond this, the quantity surveyor should advise the client to make separate provision for all other costs including consultant’s fees, land costs, finance costs, fluctuations where appropriate and an overall project contingency. The quantity surveyor’s further major responsibility is to ensure that the cost control and accounting procedures adopted by the construction manager are satisfactory. This is a normal responsibility for final accounts and raises no new issues for quantity surveyors apart from the unusually large number of separate works contract accounts to be dealt with.”

Chartered Quantity Surveyor will provide a construction management service because of market-orientated. Some of them are towards realizing this potential (Bennett, 1986).

RICS (1991) reported that something is changing of the world in 1990s such as markets, construction industry, client needs and the profession. For the changes in markets, the trend of different sectors will have different workloads and the challenges are arising for the European Union. For the changes in the construction industry, the nature of contracting will be changing. Some competition may come from non-construction professionals. For the changes in client needs, they want get the long-terms view about the initial design and construction phase. For the changes in the profession, employment patterns, the impact of fee competition, the ways in which the quantity surveyor is appointed and the changes in their role and practice. Thus, management to time, cost and quality should be emphasized by Quantity Surveying. Bills of Quantities were still important. The areas of early cost advice, cost control and market forecasting are new services for client’s business. The profession’s unique skill-base which combines procurement and cost management would be practiced by Quantity Surveyors. Quantity Surveyors are employed in consultancies only in the past. More and more Quantity Surveyors will be employed by clients, developers and contractor.

HKIS and RICS (1994) recognized Quantity Surveyor should providing advice on tendering procedures and contractual arrangements, preparing bills of quantities and examining tenders received and reporting thereon in pre-contract stage. Also, Quantity Surveyor should do pre-contract Estimating, cost study services, pricing Bill of Quantities and post-contract cost management services such as valuations for certificates and calculating fluctuations in the cost of construction.

Preliminary cost advice and cost planning, Preparation of contract documentation, tender invitation and scrutiny, negotiations with contractors, valuation of work in progress, pricing of variations, settlement of claims, cost control of project, preparation of final account and measurement for and preparation of bills of quantities are included in the principal activities of the quantity surveyor (Seeley, 1997).

RICS (1999) pointed out some services of Quantity Surveyor should be provided during different stage of the project. In the pre-contract stage, Quantity Surveyor should prepare and develop preliminary cost plan, advise on cost of design team’s proposals, monitor cost implications during detailed design stage, maintain and develop cost plan. For the tender stage, Quantity Surveyor should advise on the contractual documentation to clients. Moreover, Quantity Surveyor also needs to prepare recommendations for interim payments, post-contract cost control and final account. Furthermore, Quantity Surveyor should provide and price bills of quantities, prepare cost analysis, advise on financial implications, advise on use of areas and provide measurement of areas, provide advice on contractual matters.

2.7 SKILLS AND KNOWLEDGE OF QUANTITY SURVEYOR IN THE PAST

Here, some skills and knowledge of Quantity Surveyor would be introduced. RICS (1983a, pp.1-2) listed a lot of skills and knowledge of a Quantity Surveyor should have as following:
• Planning, estimating and controlling costs, evaluating alternative designs, undertaking feasibility studies,
• Measuring and describing construction work,
• Analyzing complex projects into manageable work packages,
• Producing contract documents, especially bills of quantities,
• Advising on appropriate methods of procurement; selecting, organizing and evaluating tender bids and contractual arrangements,
• Valuing work in progress, and exercising cost control during construction, undertaking the valuing of variations and potential variations,
• Preparing valuations for insurance purposes and advising on insurance claims,
• Sub-contract administration,
• Settlement of final accounts,
• Advice and settlement of contractual disputes and claims,
• Use of computer technology and developing computer aided design techniques,
• Advising on taxation, grant and financial matters and forecasting expenditure flows,
• Advising on cost-limits and preparing budgets,
• Advising on cash flow forecasting,
• Advising on life-cycle costs,
• Cost-analysis,
• Cost benefit analysis,
• Scheduling resources,
• Planning and programming design and construction work, use of network analysis techniques, project and construction management,
• Preparing and administering maintenance programmes.

Besides the above skills and knowledge, Quantity Surveyor in 1980s should expand their skills and knowledge such as construction economics, design and construction management technology, resource control, mathematical modeling, policy decisions, strategic planning, risk analysis, network analysis, other programming techniques, and to suit for the changing of working environment and economics (RICS 1983a).

Newton (1985) observed the expert system of computer technology can be one of powerful skills of Quantity Surveyor for them to adapt the future.

Construction management techniques includes good understanding of design and construction technology, management of time and cost, value engineering, quality management and site safety. Management of cost is one of the important to clients, and Quantity Surveyor can advice in establishing budgets and cost control. Thus, Quantity Surveyor can develop construction management to increase the competitive power (Bennett, 1986).

Brandon (1990) pointed out some techniques of Quantity Surveyor should have as following:
 Development and appraisal--the front end decision to invest
 Value management--optimisation of the benefit/cost relationship
 Estimating and bidding methods--cost prediction and reliability
 Risk analysis--coping with risk and uncertainty
 Life cycle costing--the longer term view of the cost of the asset
 Expert systems--qualitative reasoning to support expert decision making
 Computer aided design--relating the design database to the QS function
 Integrated databases--designing the database for efficient and reliable information retrieval
 Procurement systems--assessing the contractual relationship/ arrangement between parties

RICS (1991) believed that Quantity Surveyors would need to be more innovative, more pro-active and more mobile to adapt the changing client requirements.

Technique of cost planning, knowledge of contractual methods and tendering should be implemented by Quantity Surveyor (Seeley, 1997).

Ashworth and Hogg (2007) pointed out that design cost planning, whole life costing, value management, risk analysis and management became tools to add value for the client. It is because these tools were effective to increase importance and emphasis to meet the client’s objectives.

2.8 EFFECTS OF QUANTITY SURVEYORS IN CONSTRUCTION INDUSTRY

Quantity Surveyor acts an important role in the construction industry. They have many effects to the construction industry as following introduction.

The Quantity Surveyor makes the construction industry become more successful by using their skills, knowledge and expertise (RICS, 1983a). Independent cost advice on the project should provided to clients by Quantity Surveyor (RICS, 1983b).

Bennett (1986, p.31) said that “The quantity surveyor’s responsibility is to ensure that the budget is complete and that no necessary costs are omitted or duplicated….Beyond this, the quantity surveyor should advise the client to make separate provision for all other costs including consultant’s fees, land costs, finance costs, fluctuations where appropriate and an overall project contingency. The quantity surveyor’s further major responsibility is to ensure that the cost control and accounting procedures adopted by the construction manager are satisfactory. This is a normal responsibility for final accounts and raises no new issues for quantity surveyors apart from the unusually large number of separate works contract accounts to be dealt with.”

RICS (1992b) noted that Quantity Surveyor could setting a realistic cost budget, advise on cost implications of design and standards of construction and/or of alternative solutions and advise on the method of contractor procurement best suited to the project.

Quantity surveyor is essentially a cost expert to ensure the project is kept within the agreed budget and the employer obtains value for money. The Quantity Surveyor can keep the total expenditure within the employer’s budget and remains compatible with the cost plan by frequently estimate of cost. Independent Quantity Surveyor could prepare an accurate bill of quantities because he would measure and value any variations that might occur during the progress of the works. Realistic budget and financial could be prepared by the Quantity Surveyor. The Quantity Surveyor can make everyone work in construction more efficient. It is benefits for the Quantity Surveyors when they negotiate a contract because they can learn more about the practical organization and management of contracts. And then produce bill of quantities more quickly. Environmental issues would be informed by surveyors to their clients to ensure that it is considered in the decision making process (Seelay, 1997).

Seelay (1997, pp.415-416) also pointed out that “…he can, for instance, be involved in the placing of subcontract orders for both nominated and domestic subcontractors. It is essential that the contractor’s quantity surveyor ensures that the correct contractual conditions and financial details are embodied in the orders and subcontract arrangements…surveyor is required to report to management, usually monthly, on the overall financial state of the contract, giving comparisons of actual cost with the corresponding internal value for the various cost codes and subtrades…providing contracts personnel with the opportunity to consider remedial action…preventing a recurrence of similar problems on future contracts…contractor’s quantity surveyor can advise contracts staff on significant aspects of the contract conditions, in their dealings with the architect…contractor’s surveyor …advising design staff on the most economical form of construction and cost planning and monitoring the development as a whole”.

RICS (1999) noted that Quantity Surveyor could set a realistic budget and advice the procurement method best suited to the requirements of the Client.

Ashworth and Hogg (2007) believed that Quantity Surveyor use his knowledge of cost planning can avoid tenders being received that were over budget. Quantity Surveyor would look after the financial interests of the contractor. Under the terms of the contract, Quantity Surveyor could submitted claims for extra payments in civil engineering project and building project to help contractor to earn more profit.

2.9 CHAPTER SUMMARY

According the above discussion, Quantity Surveyor has a skill in measurement and valuation in the field of construction in order that such work can be described and the cost and price can be forecast analysed, planned, controlled and accounted for. Most of their traditional roles are related to the cost, and most of their evolved roles are related to management and the cost. That means the roles of Quantity Surveyor would not leave the link to the cost and it would develop to the direction of management.

RICS (1983a, pp.8-12) believes that Quantity Surveyor after gained the knowledge and experience in construction economics, management and resource control, he will evolve his role. These roles are policy making, numerate skills, strategic planning, contracting, work in construction management, multi-disciplinary working, diversity in procurement, life cycle costing and building procurement adviser.

Encourage Quantity Surveyors use more new technology can get more benefit and experience. Additional and more specialist courses should be provide a education and training to people who want to become a professional Quantity Surveyor. Make more occupy in different company to Quantity Surveyor for their practice. Individual Quantity Surveyors, profession, the institution, in education and training, all parties should know their role to develop the field of Quantity Surveyor (RICS, 1983a).

(RICS, 1983a) summarized the changing scene in client requirement, economic and political. There is decline in new building and engineering work and an increase in repair, maintenance, energy conservation and rehabilitation work. Changing technology will affect the construction industry’s ability to design, erect and internally re-plan buildings more efficiently and economically. In the private sector, returns are low, Clients are becoming more critical and demanding in terms of both time-scale and cost for money and the profession must react accordingly. More Quantity Surveyors are being employed in resource and manpower planning, construction and project management and allied areas. Quantity Surveyor act as project and construction managers to perform wider management and co-ordination functions. They are employed by contractors, sub-contractors, building owners, property developers and others with a major input in management, resource planning and manpower control.

Quantity Surveyor should develop their skills and knowledge because it is one of the methods of selecting a Quantity Surveyor by clients (RICS 1992b; RICS1999).

Thus, the Quantity Surveyor should develop their skills and knowledge to get more experience in different fields and increase their power to keep the competitive.

From CHAPTER 2: HISTORY OF THE ROLES AND RESPONSIBILITIES OF QUANTITY SURVEYOR

http://chankinwo-dissertation-cn3307.blogspot.com/2009/07/chapter-2-history-of-roles-and_20.html

CURRENT ROLES AND RESPONSIBILITIES OF QUANTITY SURVEYORS

2010-10-06T00:57:00.000-07:00

3.1 INTRODUCTION

There are some changing of the roles of Quantity Surveyor between the past and the current. In this chapter, the current roles and responsibilities of Quantity Surveyor would be introduced one by one firstly. And then, the skills and knowledge of the Quantity Surveyor should got to adapt the industry in the current time would be discussed. After that, the effects of Quantity Surveyor will be mentioned in this chapter also. Lastly, it is a summary of the current roles and responsibilities of the Quantity Surveyor.

Some roles and responsibilities of Quantity Surveyor are same as the past. It is because some are the main roles and responsibilities of Quantity Surveyor such as measurement of works. Some roles and responsibilities are developed from time to time for the Quantity Surveyor to adapt the changing environment and keep the competitive. Thus, they need learn more knowledge and skills to achieve this objective.

3.2 CURRENT ROLES OF QUANTITY SURVEYORS

Firstly, the current roles of Quantity Surveyors will be introduced. Seeley (1997) stated that the role of Quantity Surveyor had been widened, more and more activities are provided. In the 1980s and 1990s, some services were provided by Quantity Surveyors are outside their normal function. Contracting arrangements, construction management, valuations for fire insurance, advice on funding, grants, capital allowances and taxation, building maintenance management, advice on health and safety, quality assurance and greener buildings, facilities management, dilapidations, arbitration and alternative dispute resolution are some new services which would be provided by Quantity Surveyors in the current time.

Chung (2000) pointed out the Quantity Surveyors are cost management professionals in Hong Kong. HKIS (2000) noted that practice surveyors can be appointed to act as experts in property rent review to discover the facts and relevant transactions. Imber (2005) also noted that Quantity Surveyor can act as business adviser, property advisers, management consultancy and sole trader to work in the industry.

HKIS (2004) noted that Quantity Surveyor would take on an important and responsive consultative role in government policy making particularly on issues affecting land, property and construction. Surveyor can acts as expert or arbitrator to advice people who fall in the dispute resolution. The Quantity Surveyor also can work for buildings and civil engineering works during the design and construction stages. Other responsibilities of Quantity Surveyor includes building contractual arrangements and cost control, evaluate the cost of development project and advise suitable kind of contract for the project.

Financial Management, Computing, Project Management, Professional Practice/ Contracts, Communications, Languages, Law, Management, Value Engineering become more important, on the contrary, Land Surveying, Mathematics, Statistics, Structures will become less important for the Quantity Surveyor (RICS, 1992a).

RICS (1991) also recognized that value management, procurement management and total facilities management are the core areas in 1990s and 2000s. it should be organized by information technology.

The Quantity Surveyor can design and produce new standard form of contract. The Quantity Surveyor also needs to communicate with other countries’ surveyor to get more chance and opportunities in the world. These roles and responsibilities of Quantity Surveyor can be know in HKIS (2009, p.2) which stated that “The BSD and QSD Councils jointly launched a new standard form of contract entitled “Standard Form of Contract for Decoration, Repair and Maintenance Works” on 7 May 2009….The QSD Council reached an agreement with China Engineering Cost Association (CECA) to arrange the second registration...”.

Ashworth and Hogg (2007) recognized that vast majority of quantity surveyors are employed in private or public practice or in a contractor’s organization. In addition, quantity surveyors have been appointed to a variety of executive positions throughout the construction and other industries. In many instances, education and training are act as a quantity surveyor position, the role of them may perform only a little or nothing to do with surveying practice nowadays. And then Ashworth and Hogg (2007) listed the following developing roles of Quantity Surveyor is an expansion or further expansion in the areas of activities in the various and different organizations:
 Automated measurement and quantification
 Environmental and sustainability analysis
 Advice on information and communications technology
 Taxation and investment advice relating to projects
 Supply chain management
 Facilities management
 Legal services
 Quality management
 Niche markets

HKIS (2008) pointed out that estimating, preparation of tender document, tender analysis, contract documentation, valuation and variation are the recognized roles of Quantity Surveyor by Government and Private Forms of Building Contract.

The role of the Quantity Surveyor in contractor and in the professional or client is somewhat different. Quantity Surveyor would be representing their employer’s interest either the client or the contractor. Quantity surveyors always look after contractors’ commercial and financial interests to make their employer in the more controversial contractual areas (Ashworth and Hogg, 2007).

QSD (2008c) pointed out that “Quantity surveyors are professionals who have been trained as construction cost consultants…have expert knowledge of costs, values, finance, contractual arrangements and legal matters in the construction field”. They could employed by private developers, professionals quantity surveying firms, Government department and related bodies, contractors, Mining and petro-chemical companies and Insurance companies.

3.3 RESPONSIBILITIES OF QUANTITY SURVEYOR

HKIS (2000) noted that practice surveyors’ duty is investigation to discover the facts and relevant transactions because they can be appointed to act as experts in property rent review.

McDonagh (1992) stated that Civils, housing, repairs and maintenance are growth in the past few years. Quantity Surveyor is required to take more responsibility and a cradle to the grave approach by clients. The environmental impact studies are more and more mandatory. The single person practices are more and more popular.

Chung (2000) recognized that the duties of Quantity Surveyors are preliminary cost advice, cost planning and value management, contractual methods, tendering, choice of contractor, valuation of construction work, project management and increased efficiency.

Lai (2000) recognized to cope with financial matters for a construction project is one of main duties of a Quantity Surveyor in the current time. Lai (2000) also stated a list of other services in Hong Kong Quantity Surveying practices as following:
• Give cost and contractual advice
• Time planning and programming services
• Value engineering and facilities management.

Besides the services of Quantity Surveyor were listed by Lai (2000) as above, some principal services of Quantity Surveyor were listed by HKIS (1999) as following:
 Preliminary cost advice
 Cost planning
 Preparing tender documents and negotiating contract prices
 Preparing contract documents and participating in contract administration
 Preparing cashflow forecasts and exercising cost control over the project
 Project management
 Giving expert evidence in arbitrations and disputes
 Assessing replacement values for insurance

Some core services of Quantity Surveying are listed in the following are mentioned in QSD (2008a):
• Cost planning
• Life cycle costing
• Value management
• Facilities management
• Project management
• Preliminary cost advice
• Procurement methods
• Contractual advice
• Tendering
• Valuation of construction work
• Cost control & financial management
• Financial claims & programme analysis
• Dispute resolution and insurance advice

Prepare contract and provide suitable procurement method, evaluate the cost and value of project or company, management different parties in the project or company are the some of responsibly of Quantity Surveyor. In the different stages of the project, Quantity Surveyor has different duties. In the planning / design stage, they need to design brief and estimate, make a procurement suggestion, pro-active suggestion. During the tender process stage, Quantity Surveyor should prepare tender, procedure, report and recommendation of tender. For the construction stage, they should give the contractual advice, monitoring cost and quality assurance. In the final account & DLP period, they should do the VO settlement, contractual advice and claim settlement (Seeley, 1997).

Estimating, financial management, site costing, contract management, negotiation with supplies and subcontractors, interim certificates and payments, contractual matters and the preparation and agreement of claims are the various activities of contractor’s surveyor (Ashworth and Hogg, 2007).

3.4 SKILLS AND KNOWLEDGE OF QUANTITY SURVEYORS IN THE CURRENT

The quantity surveying profession has proved remarkably resilient in the face of changes in the construction industry and the wider national and international environment in recent decades. Continued change in the nature of client demand and the competitive environment for construction services requires change in the knowledge base at the core of professional practice. The idea of adding value to a client’s business is seen as essential. The changing pattern of client demand has been noted, together with the skills and knowledge to meet the demand (RICS, 1992a).

In 1990s and 2000s, Quantity Surveyors need more innovative, more pro-active and more mobile to solve the problems and the changing of client requirements. New skills and services will be progressively developed from continuous research and developments of new techniques (RICS, 1991).

Enterprise has been encouraged and people have become more aware of their own responsibility particularly for the environment. The opportunities are increased for the Quantity Surveyors. Also, the pressures of Quantity Surveyors are become more and more efficient. The ability to harness information technology is a key factor. Information systems are essential for the well being of an organization and the backbone of management, therefore continued growth in the information technology seems certain. The Quantity Surveyor always carries out a sanity check on the final output (McDonagh, 1992).

To survive and grow in the future, the profession must respond quickly and creatively to the challenges of accelerating social, technological, economical and environment change, both at home and abroad. An essential element in the future success and expansion of the profession is the skill and knowledge base at the core of professional practice (RICS, 1992a).

Powell (1998) further emphasized the importance of skills required of the chartered quantity surveyor as following:
 Develop a greater understanding of business and business culture
 Develop strong communications and IST skills
 Challenge authoritatively the contributions of other team members
 Understand that value can be added only by managing and improving the client’s customers and employer’s performance
 Develop skills to promote themselves effectively
 See qualifications only as the starting point
 Recognise the need to take action now
 Become champions of finance and good propriety

Chung (2000) pointed out that Quantity Surveyor should have the skills of evaluating alternative solutions in planning the project cost and in monitoring the cost of decisions made during the development of design. As quantity surveyors, they should have been specially trained in the financial, legal and contractual aspects of construction, they are particularly well qualified for the role of project manager. And Lai (2000) recognized that a professional Quantity Surveyor should get the knowledge of building and construction matters and other areas to work in construction industry.

“Quantity Surveyors are professionals who have been trained as construction cost consultants. They have expert knowledge on costs, values, labour and material prices, finance, contractual arrangements and legal matters in the construction filed” (HKIS, 2004, p.16). Based on this knowledge, Quantity Surveyor can work in private developers, Government departments, contractor, mining and petro-chemical companies and insurance companies to provide services.

Imber (2005) recognized that Quantity Surveyor needs good business skills, good technical skills, good people skills, confidence, presentation and financial acumen. Some skills such as strategic planning, leadership skills, financial awareness, people management and communication skills are developed in the past few years for Quantity Surveyor to suit for the change of environment. Accounting, negotiation skills and presentation skills are some of new skills of Quantity Surveyor should learn it.

Ashworth and Hogg (2007) marked down some knowledge and skills of Quantity Surveyor should know and could implement to fulfill the working criteria of the construction industry. The knowledge includes construction technology, construction law, business administration, financial management, construction economics, measurement rules and conventions. The skills include management, documentation, analysis, appraisal, quantification, synthesis and communication.

Quantity Surveyor should have expert knowledge of costs, values, labour and material prices, finance, contractual arrangements and legal matters in the field of construction (HKIS, 2008).

They are unashamedly more commercially minded, and sometimes the financial success or failure of a project or even a company is due in part at least to the work of the contractor’s surveyor. While the client’s quantity surveyor may claim impartiality between the client and the contractor, the contractor’s surveyor will be representing their own employer’s interests. Prudent contractors have always employed quantity surveyors to look after their commercial and financial interests, and financial interests, and have particularly relied upon them in the more controversial contractual areas (Ashworth and Hogg, 2007).

QSD (2008b) Professional Quantity Surveyor (QS) should have the sound knowledge in construction technology, project procurement methods, commonly used standard forms of contract, commonly used standard methods of measurements, preparation of relevant documentation during the project procurement process, cost data relevant to the construction industry, subject areas commonly encountered during the project procurement process, such as construction insurance, project financing and dispute resolution. The QS have an analytical mind; act fairly, with high regard for personal integrity, and continuously updating himself or herself with the latest developments in relevant aspects of the construction industry, The QS should observe at all times the Rules of Conduct of the relevant professional institute to which he or she belongs. When supervising technical subordinates, QS always encourage good professional practice and require high standard in the quality of the work.

Quantity Surveyor should get the dood skills between budget, tender and final account. They also need to get the knowledge of value for money in terms of costs incurred and good functional and quality attributes. The effective and acceptable life cycle cost approach should be prepared by Quantity Surveyor. The performance of Quantity Surveyor should prepare a comprehensive, well considered and realistic brief. They also need to get the knowledge of effective durability, reliability and maintainability of buildings. Quantity Surveyor should have the management skills or knowledge such as harmonious and trusting business relationships with contractor free from conflict, well defined allocation of responsibilities between parties to contract, full and clearly detailed accountability, particularly in the public sector and minimum exposure of the client to risks (Seeley, 1997).

Seeley (1997) also pointed out some skills and knowledge of Quantity Surveyor should have in different stages of the project. In the planning/ design stage, they should apply the appropriate measurement, apply updated cost data, to form the contract, pros & cons analysis, know the market trend & idea, alternative material options. During the tender process stage, Quantity Surveyor should know how to estimate BQ, the analysis of rate of tender, budget controlling, tender compliance and tender recommendation. In the construction stage, they should apply the progress evaluation, cost control, alternative proposal, comply works of defects, verify valid claim, justify LD/EOT, settle the claim and contra charge. For the final account & DLP period, they should apply the skills and knowledge such as settle quantity, justify works and materials, advice contractual liabilities, advice dispute resolutions, settle EOT and LD, settle the final account and settle the claim.

3.5 THE EFFECT OF QUANTITY SURVEYORS IN THE CONSTRUCTION INDUSTRY IN THE CURRENT

For the cost planning and control, Quantity Surveyor has his function which stated in HKIS (2004, p.13) “In a development project the surveyor will ensure the project proceeds within budget by researching, examining, reporting and determining the economic acquisition and use of the resources of the construction industry, the financial appraisal and measurement of construction work, the monitoring of construction, maintenance and running costs”.

For the contractors, Quantity Surveyors can help them to ensure that they receive the correct payment at the appropriate time for the work done on site. The Quantity Surveyor’s work embrace estimating and the negotiation of new contracts, site measurement, profitability and forecasting, contractual disputes and claims, site costing and other matters of a management and so on (Ashworth and Hogg, 2007).

Chung (2000) recognized a realistic budget and a cost plan which showing the distribution of cost over the various element can be prepared by the Quantity Surveyor. The Quantity Surveyor can control the cost of project stay within the budget and help to achieve the objective. Best form of contractor could be advised for a specific project to make the tender run smooth and easy to understand. Help the employer easier to select a suitable contractor. The Quantity Surveyor can ensure to settle of the accounts for project and the project completed within the budget. Make the construction a great deal easier and more efficient. Imber (2005) also pointed out the Quantity Surveyor can reflect client’s objectives and achieve successful results by provide services.

Quantity Surveyor can produce a new standard form of contract to avoid the unclear in liabilities or unbalanced risk sharing in the old contract form. Quantity Surveyor also can as a co-coordinator to communicate with China Engineering Cost Association to get the register as cost engineers in China to process the construction works (HKIS, 2009).

Quantity Surveyor can revise and publish the Standard Method of Measurement to suits for the current construction technology. SMM 4 is one of example of the publication which will obviously benefit the profession (HKIS, 2004).

Quantity Surveyor can make the construction team to arrive jointly at practical designs for a project and stay within the budget by the effective cost planning. It also can ensure a realistic estimate, improve economy standards and help contractor achieve a project with their aims (HKIS, 1999).

The emphasis on management to time, cost and quality criteria in today’s construction industry can raised the profile of project by Quantity Surveying. Also, new services of Quantity Surveyor are needed in the areas of early cost advice, cost control and market forecasting also can add the value to the client’s business (RICS, 1991).

3.6 CHAPTER SUMMARY

Quantity Surveyor still acts as an important role in the construction industry in the current. Their skills and knowledge help them to bear the responsibilities and make many effects to the time, cost, quality and management of company in construction industry.

Chartered quantity surveyors are well placed to develop a construction management service and well on the way towards realizing this potential to adapt the changing of environment (Bennett, 1986).

The professions are continued to exploit a wide range of employment opportunities. Quantity Surveyors are employed by clients, developers and contractors increasingly. Quantity Surveyors should satisfy client’s requirements by provides independent professional advice such as provide procurement advice for construction. Unique skill-base which combines procurement and cost management can provide a clear practice identity for Quantity Surveyors to develop in their direction (RICS, 1991).

Continue to develop Quantity Surveyors’ skills and knowledge particularly in strategic management, policy decisions, mathematical modeling and information technology can ensure that clients can have the best advice in selecting procurement techniques and management procedures for construction projects. Make more use of specialists in economics, statistics and construction management can seek to occupy senior management posts in major contracting organizations, other commercial firms and public sector (RICS, 1983a).

Client demand for management-orientated valued-added services; the growing emphasis on value and the management of cost in the context of value criteria; the emergence of alternative procurement systems; increasing competition both within the profession and from outside are the responsibilities and liabilities of Quantity Surveyor (RICS, 1991).

As Quantity Surveyors, they should have the following skills include personal qualities, core skills and process skills. For example, they should included the personal qualities such as independence, adaptability, initiative taking, willingness to learn and ability to reflect on what has and what has not been achieved. For the core skills, Quantity Surveyor should included the ability to present clear information when in a group, self-management, critical analysis and the ability to listen to others. Computer literacy, commercial awareness, prioritizing, negotiating, acting morally and ethically, coping with ambiguity and complexity are the process skills of Quantity Surveyor should include

from CHAPTER 3: CURRENT ROLES AND RESPONSIBILITIES OF QUANTITY SURVEYORS

Source: http://chankinwo-dissertation-cn3307.blogspot.com/2009/07/chapter-3-current-roles-and.html