Project management risks for rail projects

3,430 views
3,086 views

Published on

Risks related with the management of rail projects in Brazil.

Published in: Business, Technology
0 Comments
5 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,430
On SlideShare
0
From Embeds
0
Number of Embeds
7
Actions
Shares
0
Downloads
0
Comments
0
Likes
5
Embeds 0
No embeds

No notes for slide
  • Adrian: Romain: RailPierric: airports and aviationAyman: Waste Management, water treatmentProsafe before
  • Metro São Paulo awarded the Monotrilho Integracao consortium of Scomi, Andrade Gutierrez, CR Almeida and Montagens e Projetos Especiais
  • Project management risks for rail projects

    1. 1. September 2011<br />EdgilisProject Management Risks for Rail projects in Brazil <br />
    2. 2. Introduction to Edgilis<br />Overview of Project Risk Management<br />Preliminary Findings from Brazil Study<br />Recommendations and Next Steps <br />
    3. 3. Edgilis: Asian base, Global reach<br />Founded in 2006 in Singapore with representative office in Paris and Doha<br />60 staff members worldwide<br />Wide range of consulting services<br />Client base includes multinationals, technology blue-chips and government<br />Specialized in transportation and infrastructure projects<br />Focused on emerging markets (Asia, Middle-East, Africa and Latin America)<br />
    4. 4. Accolades & Distinctions<br />Top Finalist at Emerging Enterprise Award 2010<br />EDB International Headquarters Award in 2009<br />PMI Registered Education Provider since 2008<br />ISO 9001 certified<br />Member of the French Chamber of Commerce in Singapore, Singapore Business Federation, Institution of Engineers Singapore<br />
    5. 5. Industries<br />We serve our clients in many industries worldwide<br />
    6. 6. Introduction to Edgilis<br />Overview of Project Risk Management<br />Preliminary Findings from Brazil Study<br />Recommendations and Next Steps <br />
    7. 7. Rail projects regularly overrun budget as project risks are often under-estimated<br />On average rail projects overrun budget by 45%<br />Longer and bigger projects tends to overrun their budgets by an even wider margin. <br />No single explanation as many technical risks are under-estimated and their overall impact is hard to measure: <br />Client’s capital is unavailable<br />Design Variations<br />Variations by the client<br />Inflation in price of construction materials<br />Contractor’s security of payment<br />Cost estimation is crude<br />Insufficient liquidated capital<br />Dispute for ambiguity of contract conditions<br />Corruption and bribery<br />Inadequate or insufficient site information<br />Poor management level<br />Unreasonable project construction period requirement<br />Low competency of the subcontractor<br />Bureaucratic, inefficient and delay on Examining and Approving<br />Inadequate program scheduling<br />Inaccuracy of construction cost forecasts for rail projects 7<br />Average Cost Escalation<br />+45%<br />Frequency (%)<br />Cost Increase (%) in constant prices<br />Source: B .Flyvbjerg, 2004. Based on 58 rail infrastructure projects<br />
    8. 8. Cost uncertainties in mega-projects need to be addressed early on<br />Risk factors for larger projects ($ 1bn+)<br /><ul><li>Delays have a major impact on overall costs. Longer and bigger projects tends to overrun their budgets by an even wider margin. For e.g. on the $8 billion Channel Tunnel project, a one year delay cost $371m, or approximately $1million a day.
    9. 9. Cost-related decisions have the most impact at the beginning of the project. There is ‘lock in’ or ‘capture’ of a certain project concept, leaving analysis of alternatives weak or absent. </li></ul>Construction Cost Can be Influenced at the beginning<br />Construction Costs<br />Level of Influence on cost<br />Ability to influence costs<br />
    10. 10. Top 10 risks as per their significance in relation to project objectives<br />Source: Identifying Key Risks in Construction Projects: Life Cycle and Stakeholder Perspectives, Dr Patrick. X.W. Zou, Dr Guomin Zhang and Professor Jia-Yuan Wang<br />
    11. 11. Risk Factors in a Consortium<br />
    12. 12. Introduction to Edgilis<br />Overview of Project Risk Management<br />Preliminary Findings from Brazil Study<br />Recommendations and Next Steps <br />
    13. 13. Study Overview and Methodology<br />Preliminary study was conducted among engineers with management responsibilities in engineering and construction projects in Brazil<br />Questions focused on the quality of the local subcontractors/engineers and the main risks related to project-work in Brazil<br />
    14. 14. Quality of the subcontractors from 1 (lowest) to 5 (highest)<br />Testimonials:<br />“Local subcontractor installation quality is very poor and requires close supervision”<br />“Planning of the subcontractors is, based on what I have experienced, the major issue. Plan carefully, get some safety nets and monitor the relation closely.”<br />“The installation suffered from a lack of knowledge by the workers.”<br />“You need an operations manager with vast experience in the Brazilian market to manage and supervise the works. Otherwise, you will risk to disappoint the client. Reputation in Brazil is built up quickly. A bad review can put at risk all future business deals.<br />
    15. 15. Subcontractors: areas of weakness<br />Testimonials:<br />“Beware of the risk in planning due to civil contractors delaying work using all excuses available, as well as the risk in contract and claims, and in logistics”<br />“Shipping equipment into country can be complex and Brazil is very protective of both it’s manufacturing industry and workforce.”<br />Did local subcontractors meet your expectations in the following?<br />
    16. 16. Local Manpower Strengths and Weaknesses<br />Testimonials:<br />“Foreign contractors should take into account that Brazilian workers do not work no so hard as European or US workers.”<br />“Delays will always happen, this is in the culture.”<br />“It is common to work extra hours and to work towards of the solution rather than point fingers.”<br />“Foreign managers need to have at least 5 years experience and to be able to show their international expertise.”<br />Competencies of the Brazilian Engineering Workforce<br />
    17. 17. Introduction to Edgilis<br />Overview of Project Risk Management<br />Preliminary Findings from Brazil Study<br />Recommendations and Next Steps <br />
    18. 18. Contract Management Risks<br />
    19. 19. Culture and Environment<br />
    20. 20. Planning and Scheduling <br />
    21. 21. Implementation Risks <br />
    22. 22. Edgilis Pte. Ltd. <br />3 Fusionopolis Way, Symbiosis #05-20<br />Singapore 138633<br />T +65 6304 5311 <br />F +65 6467 8900<br />edgilis.com<br />

    ×