Fidic contracts management introduction
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- Having a brief of FIDIC - Understand the steps and stages of Contract Management Using FIDIC. - Understand the Role of PM during construction project to protect the organization Business case.
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Fidic Form of Contract.
FIDIC is an international federation of consulting engineers that publishes standard forms of contract. It was founded in 1913 and is headquartered in Geneva. Some of FIDIC's most well-known standard forms include the Red, Yellow, and Silver Books. The Red Book covers construction projects, the Yellow Book covers electrical and mechanical works, and the Silver Book covers EPC/turnkey projects. FIDIC contracts establish important procedures like priority of contract documents, the engineer's role, extensions of time, insurance requirements, and dispute resolution processes involving negotiation, mediation, and arbitration.
Claims 20.1 (Flow chart)
The contractor can submit a claim to the engineer within 28 days of an event occurring or its effects ending. The contractor must then submit details of the claim within 42 days, or a period agreed with the engineer. If the engineer rejects the claim or does not respond, either party can refer the dispute to the dispute board for resolution.
#FIDIC Understanding Basics# By SN Panigrahi
#FIDIC Understanding Basics# By SN Panigrahi
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FIDIC Golden Principles
FIDIC essential characteristics of its general conditions of contract
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Fidic
This document provides a presentation on design and build contracts under FIDIC contracts. It discusses what FIDIC is, its origins and vision. It then discusses design and build procurement, highlighting advantages like price certainty and single point responsibility, as well as disadvantages like reduced employer control. It outlines the roles of different parties in traditional vs design and build arrangements. It also summarizes key clauses and details in FIDIC's Orange Book and Yellow Book for design and build and turnkey contracts. Sample questions and answers are provided to illustrate how situations would be addressed under the FIDIC contracts.
Time management in fidic red book 2017(prmg080 project)
The document discusses time management under the FIDIC Red Book 2017 construction contract. It outlines the key project parties, including the engineer, employer, and contractor. It then examines various time-related clauses such as the time for completion, commencement and delays, extensions of time, suspension, resumption of work, and delay damages. The payment process and typical payment events are also summarized. Finally, the document reviews FIDIC's dispute resolution provisions, including the process for claims, references to the dispute adjudication board, and potential arbitration.
FIDIC 2017 Yellow and Silver in EPC and PPP Contracts
The document provides an overview of changes to FIDIC contracts, specifically the 2017 editions of the Yellow, Silver, and Red Books (the "Rainbow Suite"). Key changes include an increased emphasis on dispute avoidance through enhanced project management procedures and the establishment of standing Dispute Avoidance/Adjudication Boards. The role of the Engineer is revised to act neutrally rather than for the Employer. Additional changes aim to improve processes for extensions of time, variations, payments, and claims handling.
Fidic conditions of contract presentation
The document outlines the general provisions of an FIDIC Conditions of Contract for Construction contract. It defines key terms, establishes that the contract will be governed by the law of the country stated in the Contract Data, and addresses communications between parties, priority of documents, assignment, care and supply of documents, confidential details, compliance with laws, and inspections. It also describes the roles and responsibilities of the Employer and Engineer in overseeing the project.
Fidic contract
FIDIC is an international federation of consulting engineers established in 1913. It publishes standard form construction contracts known by the color of their covers, such as the Red Book. The document discusses the history and evolution of FIDIC contracts, describing various contract forms like the Red Book, Yellow Book, and Silver Book. It also discusses the roles of consulting engineers and the Consulting Engineers Association of India, the Indian affiliate of FIDIC.
Recommended
Fidic Form of Contract.
FIDIC is an international federation of consulting engineers that publishes standard forms of contract. It was founded in 1913 and is headquartered in Geneva. Some of FIDIC's most well-known standard forms include the Red, Yellow, and Silver Books. The Red Book covers construction projects, the Yellow Book covers electrical and mechanical works, and the Silver Book covers EPC/turnkey projects. FIDIC contracts establish important procedures like priority of contract documents, the engineer's role, extensions of time, insurance requirements, and dispute resolution processes involving negotiation, mediation, and arbitration.
Claims 20.1 (Flow chart)
The contractor can submit a claim to the engineer within 28 days of an event occurring or its effects ending. The contractor must then submit details of the claim within 42 days, or a period agreed with the engineer. If the engineer rejects the claim or does not respond, either party can refer the dispute to the dispute board for resolution.
#FIDIC Understanding Basics# By SN Panigrahi
#FIDIC Understanding Basics# By SN Panigrahi
Essenpee Business Solutions
FIDIC Golden Principles
FIDIC essential characteristics of its general conditions of contract
Essenpee Knowledge Series
Fidic
This document provides a presentation on design and build contracts under FIDIC contracts. It discusses what FIDIC is, its origins and vision. It then discusses design and build procurement, highlighting advantages like price certainty and single point responsibility, as well as disadvantages like reduced employer control. It outlines the roles of different parties in traditional vs design and build arrangements. It also summarizes key clauses and details in FIDIC's Orange Book and Yellow Book for design and build and turnkey contracts. Sample questions and answers are provided to illustrate how situations would be addressed under the FIDIC contracts.
Time management in fidic red book 2017(prmg080 project)
The document discusses time management under the FIDIC Red Book 2017 construction contract. It outlines the key project parties, including the engineer, employer, and contractor. It then examines various time-related clauses such as the time for completion, commencement and delays, extensions of time, suspension, resumption of work, and delay damages. The payment process and typical payment events are also summarized. Finally, the document reviews FIDIC's dispute resolution provisions, including the process for claims, references to the dispute adjudication board, and potential arbitration.
FIDIC 2017 Yellow and Silver in EPC and PPP Contracts
The document provides an overview of changes to FIDIC contracts, specifically the 2017 editions of the Yellow, Silver, and Red Books (the "Rainbow Suite"). Key changes include an increased emphasis on dispute avoidance through enhanced project management procedures and the establishment of standing Dispute Avoidance/Adjudication Boards. The role of the Engineer is revised to act neutrally rather than for the Employer. Additional changes aim to improve processes for extensions of time, variations, payments, and claims handling.
Fidic conditions of contract presentation
The document outlines the general provisions of an FIDIC Conditions of Contract for Construction contract. It defines key terms, establishes that the contract will be governed by the law of the country stated in the Contract Data, and addresses communications between parties, priority of documents, assignment, care and supply of documents, confidential details, compliance with laws, and inspections. It also describes the roles and responsibilities of the Employer and Engineer in overseeing the project.
Fidic contract
FIDIC is an international federation of consulting engineers established in 1913. It publishes standard form construction contracts known by the color of their covers, such as the Red Book. The document discusses the history and evolution of FIDIC contracts, describing various contract forms like the Red Book, Yellow Book, and Silver Book. It also discusses the roles of consulting engineers and the Consulting Engineers Association of India, the Indian affiliate of FIDIC.
Assignment - FIDIC Contract
This document provides a group assignment analyzing the appropriate form of FIDIC contract for a construction project. It recommends using the FIDIC Red Book based on the client's requirements, including having full control of design and ability to make changes. Payment will be based on bills of quantities. The Red Book best fits the traditional procurement method preferred by the client and covers conditions regarding payment, contractual programming, termination, and dispute resolution relevant for the project.
Fidic contracts 2017 - Notable Changes
This is the agenda presented by CNC to project stakeholders capturing key changes in the Second Edition of FIDIC Raibow Suite of Contracts.
Ppt on fidic claims
This document discusses claims according to the FIDIC Red Book construction contract. It outlines the different types of claims that can be made by both the employer and contractor for circumstances like extensions of time, additional payments, cost recovery, and non-fulfillment of obligations. Specific clauses from the Red Book are cited that allow claims for delays, differing site conditions, suspensions of work, termination, and other events. The document also provides background on FIDIC contract models and the applicability of claims.
FIDIC-Relevant to Time Management
A thorough analysis of FIDIC and it implication on COnstruction industry explained in this presentation for the beginners. It has been broken down to simplified version
Session W2 - Delay Claims and Analysis Based on FIDIC Forms of Contract
The document discusses various methods for analyzing delays on construction projects, with a focus on analyzing delays according to FIDIC forms of contract. It begins by defining delay and disruption, and the purposes of extension of time clauses. It then outlines common delay analysis methodologies, including as-planned vs as-built, impacted as-planned, collapsed as-built, and time impact analysis. Finally, it summarizes FIDIC claims provisions and how they relate to extensions of time, costs, and potential claims for profit.
CONTRACT ADMINISTRATION- Presentation dated 22.11.16
This document discusses the role of a Project Implementation Unit (PIU) in managing construction contracts and projects. It outlines the PIU's responsibilities in three key phases: execution, monitoring and control, and closure. During execution, the PIU directs project work, performs quality assurance, and distributes information to stakeholders. In monitoring and control, the PIU oversees project progress, manages changes, and reports performance. Finally, for closure the PIU completes the project/phase and closes procurement contracts by issuing completion certificates and collecting as-built documents. The document provides detailed steps for carrying out each of these responsibilities.
FIDIC variation, claim & dispute - CYLFEx workshop
الفيديو: https://www.youtube.com/watch?v=syxza-ivtbk
لجميع التفاصيل يمكنكم زيارة: https://www.facebook.com/events/1636677966597430/
Topics:
1- Change vs Proposal.
2- Variation flow chart.
3- Types of claims in FIDIC.
4- Dispute resolution in FIDIC.
5- Arbitration vs Litigation.
6- CYLFEx workshop.
# FIDIC Payment Flow Charts # By SN Panigrahi
# FIDIC Payment Flow Charts # By SN Panigrahi
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Advance Payment Flow Chart
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Training Slides of An Overview of the FIDIC FORMS OF CONTRACT and Contracts Committee Activities .
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.comExtension of time (E.O.T) By Ahmed Ibarhim
The document provides an overview of extension of time claims, including definitions, triggers, contractual completion dates, key components, schedule integrity, documentation requirements, responsibility assignment, analysis techniques, and presentation best practices. An extension of time is a reimbursement of time granted to a contract party to compensate for delays outside their control. Triggers include delays impacting the critical path. Strong documentation and schedule integrity are essential, as is assigning responsibility according to the contract. Various analysis techniques can be used depending on the complexity, including as-planned vs as-built comparisons, windows analysis, and impacted as-planned schedules. Presentation should include documentation, graphical schedule representations, and a concise written explanation.
Ss 5 training fidic Dr. Moustafa Ismail 2017 _ lec 5
The program shall include:
- The order in which the Contractor proposes to carry out the Works;
- The anticipated timing of each stage of design (if any), procurement, manufacture of Plant, delivery to Site, construction, erection, and testing;
- Each of these stages for work by each Nominated Subcontractor;
- The sequence and timing of inspections and tests specified in the Contract; and
- A supporting report providing a general description of the methods intended to be adopted, and details showing the Contractor's reasonable estimates of personnel and Equipment.
Unless the Engineer has responded with comments within 21 days disapproving the program, the Contractor shall proceed with the Works in
Fidic comparison red yellow - silver book
1. The document compares three types of construction contracts - the Red Book, Yellow Book, and Silver Book.
2. The Red Book and Yellow Book contracts allocate some key risks like design errors to the employer. The Silver Book allocates most risks to the contractor.
3. The Red Book and Yellow Book contracts use an engineer appointed by the employer to administer the contract, while the Silver Book does not use an engineer and the employer directly administers the contract.
fidic-flow-chart.pptx
This document outlines the major steps and timeline under FIDIC contracts. It shows that interim payments are submitted by the contractor within 28 days and must be certified by the engineer within 56 days, with the employer then having 42 days to pay. If payment is not made, the contractor can suspend work or terminate the contract with 14-21 days notice. It also describes the process for submitting a statement at completion within 84 days, making the final payment, and returning the performance security within 21 days of remedying defects. The dispute resolution process under FIDIC is also summarized, showing referral of disputes to the DAB and then potential arbitration.
FIDIC 2016 Day01-1450 Managing Claims Under FIDIC, PPT Adrias Tan
The document discusses managing claims under FIDIC contracts. It covers topics such as differentiating claims from variations, minimizing claims, pursuing claims, notices of claim requirements, enforcing condition precedents for notices, detailed particulars of a claim, and the engineer's obligations. The document provides contractual context and compares the common law and civil law approaches to claims. It also analyzes relevant case law on enforcing condition precedents and the engineer's failure to respond to claims.
Fidic law1
The document discusses FIDIC, an international organization for consulting engineers. It was founded in 1913 and now has over 60 member countries. FIDIC is best known for publishing standard contract conditions used around the world for construction projects. The document discusses the new editions of FIDIC's standard contracts, including the Red Book for construction, Yellow Book for plant design/build, and Silver Book for EPC turnkey projects. It provides details on the applicability of each book under different project delivery systems. The document also discusses improvements made in the new editions to address issues like back payments, financial arrangements, and contractor-financed projects.
Training fidic moustafa ismail 2017 _ lec 4
Here are the roles of the contract parties if unforeseen physical conditions were experienced on the site based on the FIDIC Red Book 1999:
Case 1 (Contractor):
- Notify the Engineer in writing with details of the conditions encountered.
- Suspend work in the affected area until receiving instructions from the Engineer.
- Be entitled to an extension of time and payment of any additional costs arising from the conditions.
Case 2 (Engineer):
- Inspect the site conditions upon receiving notice from the Contractor.
- Determine whether the conditions were actually unforeseen based on the contract definition.
- If determined to be unforeseen, instruct a variation in work along with granting an extension
Construction Claims Explained
Construction Claims generally comes up between two parties of the construction contracts, and there can be several reasons which result in a claim such as a delay in the project, uninformed changes, misinformation, unforeseen circumstances and general conflicts. In UAE, as the constructions are on the rise, so the disputes are. Professional construction claims consultants Dubai offering services protecting the values of both the clients and the contractors.
Extension of time Analysis
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
contract administration PPT
Contract administration involves managing the agreement between an employer/client and contractor to ensure objectives are met on time and within budget. It also requires monitoring performance for deficiencies and resolving conflicts. Key stakeholders in a construction project include design teams, clients, contractors, and project managers. Managing contract risk involves identifying, analyzing, evaluating, and treating risks, as well as monitoring risks over time. Disputes can be resolved through negotiation between parties or mediation with a neutral third party to reach an agreed settlement.
Contract management
The document discusses the roles and responsibilities of project managers and contract administrators in construction contract management and administration. It defines key terms like project, program, and operations. It outlines the main tasks involved in construction contract administration such as developing accurate bid documents, ensuring quality control, administering payments, and resolving disputes. It also discusses how project managers and contract administrators should work together to plan, schedule, procure, execute, track, and close out projects while meeting time, cost and quality objectives.
CONDITIONS OF CONTRACT FOR WORKS OF CIVIL ENGINEERING CONSTRUCTION
FEDERATION INTERNATIONALE DES INGENIEURS-CONSEILS
CONDITIONS OF CONTRACT
FOR WORKS OF CIVIL
ENGINEERING CONSTRUCTION
PART I GENERAL CONDITIONS
WITH FORMS OF TENDER AND AGREEMENT
FOURTH EDITION 1987
Reprinted 1988 with editorial amendments
Reprinted 1992 with further amendments
Fidic.pptx
This document provides information about FIDIC (International Federation of Consulting Engineers) and its standard form construction contracts. It discusses how FIDIC was established in 1913 by consulting engineers from Europe and how it has grown to over 100 member countries. It outlines FIDIC's key contracts like the Red Book, Yellow Book and others. It also discusses the Association of Consulting Engineers Pakistan, which represents Pakistan as a member of FIDIC. In summary, the document outlines the history of FIDIC, its principal contracts, and the role of national associations that are members of FIDIC.
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Assignment - FIDIC Contract
This document provides a group assignment analyzing the appropriate form of FIDIC contract for a construction project. It recommends using the FIDIC Red Book based on the client's requirements, including having full control of design and ability to make changes. Payment will be based on bills of quantities. The Red Book best fits the traditional procurement method preferred by the client and covers conditions regarding payment, contractual programming, termination, and dispute resolution relevant for the project.
Fidic contracts 2017 - Notable Changes
This is the agenda presented by CNC to project stakeholders capturing key changes in the Second Edition of FIDIC Raibow Suite of Contracts.
Ppt on fidic claims
This document discusses claims according to the FIDIC Red Book construction contract. It outlines the different types of claims that can be made by both the employer and contractor for circumstances like extensions of time, additional payments, cost recovery, and non-fulfillment of obligations. Specific clauses from the Red Book are cited that allow claims for delays, differing site conditions, suspensions of work, termination, and other events. The document also provides background on FIDIC contract models and the applicability of claims.
FIDIC-Relevant to Time Management
A thorough analysis of FIDIC and it implication on COnstruction industry explained in this presentation for the beginners. It has been broken down to simplified version
Session W2 - Delay Claims and Analysis Based on FIDIC Forms of Contract
The document discusses various methods for analyzing delays on construction projects, with a focus on analyzing delays according to FIDIC forms of contract. It begins by defining delay and disruption, and the purposes of extension of time clauses. It then outlines common delay analysis methodologies, including as-planned vs as-built, impacted as-planned, collapsed as-built, and time impact analysis. Finally, it summarizes FIDIC claims provisions and how they relate to extensions of time, costs, and potential claims for profit.
CONTRACT ADMINISTRATION- Presentation dated 22.11.16
This document discusses the role of a Project Implementation Unit (PIU) in managing construction contracts and projects. It outlines the PIU's responsibilities in three key phases: execution, monitoring and control, and closure. During execution, the PIU directs project work, performs quality assurance, and distributes information to stakeholders. In monitoring and control, the PIU oversees project progress, manages changes, and reports performance. Finally, for closure the PIU completes the project/phase and closes procurement contracts by issuing completion certificates and collecting as-built documents. The document provides detailed steps for carrying out each of these responsibilities.
FIDIC variation, claim & dispute - CYLFEx workshop
الفيديو: https://www.youtube.com/watch?v=syxza-ivtbk
لجميع التفاصيل يمكنكم زيارة: https://www.facebook.com/events/1636677966597430/
Topics:
1- Change vs Proposal.
2- Variation flow chart.
3- Types of claims in FIDIC.
4- Dispute resolution in FIDIC.
5- Arbitration vs Litigation.
6- CYLFEx workshop.
# FIDIC Payment Flow Charts # By SN Panigrahi
# FIDIC Payment Flow Charts # By SN Panigrahi
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www.asia-masters.comExtension of time (E.O.T) By Ahmed Ibarhim
The document provides an overview of extension of time claims, including definitions, triggers, contractual completion dates, key components, schedule integrity, documentation requirements, responsibility assignment, analysis techniques, and presentation best practices. An extension of time is a reimbursement of time granted to a contract party to compensate for delays outside their control. Triggers include delays impacting the critical path. Strong documentation and schedule integrity are essential, as is assigning responsibility according to the contract. Various analysis techniques can be used depending on the complexity, including as-planned vs as-built comparisons, windows analysis, and impacted as-planned schedules. Presentation should include documentation, graphical schedule representations, and a concise written explanation.
Ss 5 training fidic Dr. Moustafa Ismail 2017 _ lec 5
The program shall include:
- The order in which the Contractor proposes to carry out the Works;
- The anticipated timing of each stage of design (if any), procurement, manufacture of Plant, delivery to Site, construction, erection, and testing;
- Each of these stages for work by each Nominated Subcontractor;
- The sequence and timing of inspections and tests specified in the Contract; and
- A supporting report providing a general description of the methods intended to be adopted, and details showing the Contractor's reasonable estimates of personnel and Equipment.
Unless the Engineer has responded with comments within 21 days disapproving the program, the Contractor shall proceed with the Works in
Fidic comparison red yellow - silver book
1. The document compares three types of construction contracts - the Red Book, Yellow Book, and Silver Book.
2. The Red Book and Yellow Book contracts allocate some key risks like design errors to the employer. The Silver Book allocates most risks to the contractor.
3. The Red Book and Yellow Book contracts use an engineer appointed by the employer to administer the contract, while the Silver Book does not use an engineer and the employer directly administers the contract.
fidic-flow-chart.pptx
This document outlines the major steps and timeline under FIDIC contracts. It shows that interim payments are submitted by the contractor within 28 days and must be certified by the engineer within 56 days, with the employer then having 42 days to pay. If payment is not made, the contractor can suspend work or terminate the contract with 14-21 days notice. It also describes the process for submitting a statement at completion within 84 days, making the final payment, and returning the performance security within 21 days of remedying defects. The dispute resolution process under FIDIC is also summarized, showing referral of disputes to the DAB and then potential arbitration.
FIDIC 2016 Day01-1450 Managing Claims Under FIDIC, PPT Adrias Tan
The document discusses managing claims under FIDIC contracts. It covers topics such as differentiating claims from variations, minimizing claims, pursuing claims, notices of claim requirements, enforcing condition precedents for notices, detailed particulars of a claim, and the engineer's obligations. The document provides contractual context and compares the common law and civil law approaches to claims. It also analyzes relevant case law on enforcing condition precedents and the engineer's failure to respond to claims.
Fidic law1
The document discusses FIDIC, an international organization for consulting engineers. It was founded in 1913 and now has over 60 member countries. FIDIC is best known for publishing standard contract conditions used around the world for construction projects. The document discusses the new editions of FIDIC's standard contracts, including the Red Book for construction, Yellow Book for plant design/build, and Silver Book for EPC turnkey projects. It provides details on the applicability of each book under different project delivery systems. The document also discusses improvements made in the new editions to address issues like back payments, financial arrangements, and contractor-financed projects.
Training fidic moustafa ismail 2017 _ lec 4
Here are the roles of the contract parties if unforeseen physical conditions were experienced on the site based on the FIDIC Red Book 1999:
Case 1 (Contractor):
- Notify the Engineer in writing with details of the conditions encountered.
- Suspend work in the affected area until receiving instructions from the Engineer.
- Be entitled to an extension of time and payment of any additional costs arising from the conditions.
Case 2 (Engineer):
- Inspect the site conditions upon receiving notice from the Contractor.
- Determine whether the conditions were actually unforeseen based on the contract definition.
- If determined to be unforeseen, instruct a variation in work along with granting an extension
Construction Claims Explained
Construction Claims generally comes up between two parties of the construction contracts, and there can be several reasons which result in a claim such as a delay in the project, uninformed changes, misinformation, unforeseen circumstances and general conflicts. In UAE, as the constructions are on the rise, so the disputes are. Professional construction claims consultants Dubai offering services protecting the values of both the clients and the contractors.
Extension of time Analysis
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
contract administration PPT
Contract administration involves managing the agreement between an employer/client and contractor to ensure objectives are met on time and within budget. It also requires monitoring performance for deficiencies and resolving conflicts. Key stakeholders in a construction project include design teams, clients, contractors, and project managers. Managing contract risk involves identifying, analyzing, evaluating, and treating risks, as well as monitoring risks over time. Disputes can be resolved through negotiation between parties or mediation with a neutral third party to reach an agreed settlement.
Contract management
The document discusses the roles and responsibilities of project managers and contract administrators in construction contract management and administration. It defines key terms like project, program, and operations. It outlines the main tasks involved in construction contract administration such as developing accurate bid documents, ensuring quality control, administering payments, and resolving disputes. It also discusses how project managers and contract administrators should work together to plan, schedule, procure, execute, track, and close out projects while meeting time, cost and quality objectives.
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CONDITIONS OF CONTRACT FOR WORKS OF CIVIL ENGINEERING CONSTRUCTION
FEDERATION INTERNATIONALE DES INGENIEURS-CONSEILS
CONDITIONS OF CONTRACT
FOR WORKS OF CIVIL
ENGINEERING CONSTRUCTION
PART I GENERAL CONDITIONS
WITH FORMS OF TENDER AND AGREEMENT
FOURTH EDITION 1987
Reprinted 1988 with editorial amendments
Reprinted 1992 with further amendments
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This document provides information about FIDIC (International Federation of Consulting Engineers) and its standard form construction contracts. It discusses how FIDIC was established in 1913 by consulting engineers from Europe and how it has grown to over 100 member countries. It outlines FIDIC's key contracts like the Red Book, Yellow Book and others. It also discusses the Association of Consulting Engineers Pakistan, which represents Pakistan as a member of FIDIC. In summary, the document outlines the history of FIDIC, its principal contracts, and the role of national associations that are members of FIDIC.
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This document discusses requirements for construction projects located in flood zones. It explains that site plans for permit applications must delineate the flood hazard area and base flood elevation. It also discusses requirements for repairs, alterations, and substantial improvements in flood zones, noting that substantially improved structures must be brought into full compliance with flood-resistant construction standards. The document provides guidance on determining if a project qualifies as a substantial improvement, such as using assessment roll values or appraisals to calculate market value.
FIDIC Red Book (PEC 2019).pdf
The document discusses a presentation on contract management under the FIDIC Red Book 1999. The presentation will cover topics such as the role of the engineer, variations, claims, notices and time bars, managing claims, delay and disruption, acceleration, effective presentation of claims, negotiation and settlement of claims, and dispute resolution. It will take place on March 26, 2019 and be given by Stephen Osuhor of Driver Trett, a global construction consultancy firm.
12953021.ppt
This document provides an overview of FIDIC contracts and manuals. It discusses:
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- The different FIDIC manuals including the Red, Yellow, Silver, Green, and Pink books for different types of construction and engineering projects
- Key characteristics and uses of the Red and Yellow books for employer-designed and design-build projects respectively
- How FIDIC contracts allocate risks between the employer and contractor depending on the project scope and manual used
FIDIC intro author eng. mohammed fadlalla
an introduction to FIDIC contracts and the other available international modules. Provides and overview of history of FIDIC contracts, documents under FIDIC, types of contract clauses, and contract structure.
TOPIC6.pdf
This document discusses standard forms of contract used in Malaysia. It describes how standard forms provide a basic legal framework that outlines the rights, obligations, and duties of parties to a contract. It then discusses some examples of standard forms commonly used in the public sector, private sector, and internationally. These include forms from the Public Works Department, Construction Industry Development Board, Pertubuhan Arkitek Malaysia, Institution of Engineers Malaysia, and FIDIC, JCT, ICE, and IEE forms. The document also provides details on some specific standard contract forms and their intended uses.
Construction Contract PPT.ppt
The document summarizes contracting practices in Ethiopia, including administrative contracts and standard conditions of contract. It discusses the Law of Administrative Contract, MoWUD Conditions of Contract, and PPA Conditions of Contract. It explains key features of administrative contracts under Ethiopian civil law, including imbalance favoring the public authority. It also provides details on the MoWUD and PPA standard conditions of contract documents.
NEC FIDIC JBCC Contracts Workshop 2012
This document provides information about a training course on mastering FIDIC, NEC, and JBCC contracts held from March 5-7, 2012 in Johannesburg, South Africa. The training will cover the key aspects of each contract type over the three days, including structure, roles and responsibilities, claims management, and dispute resolution. Attendees include contract managers, engineers, and legal practitioners working in construction, mining, and related industries. The facilitator has extensive experience advising on and training others in the use of these contract types.
UK Adjudicators February 2022 Newsletter
UK Adjudicators are a leading adjudicator nominating body with domestic panels and also dispute board member panels.
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More from Essam Lotffy, PMP®, CCP®
Introduction to quality management
Project quality management aims to ensure projects fulfill requirements. Quality is the degree to which project deliverables meet requirements. Accuracy measures correctness while precision measures exactness. Managing quality involves auditing works periodically, while controlling quality evaluates deliverables against standards and metrics. Common quality theories include zero defects, fitness for use, and continuous improvement. Quality is not achieved through unnecessary additions but by providing what customers request. Prevention is more effective than inspection for ensuring quality.
Common contract types
This document discusses and compares various common contract types including fixed-price contracts like firm fixed price (FFP) and fixed price incentive fee (FPIF) contracts which set a fixed total price upfront and carry more risk for sellers. Cost-reimbursable contracts like cost plus fixed fee (CPFF) and cost plus incentive fee (CPIF) cover sellers' costs plus a fee and carry more risk for buyers. Time and materials (T&M) contracts are a hybrid that pay hourly rates and material costs. Each type allocates risk differently between buyers and sellers.
Pmp selective process data flow
This document discusses project management certification. It was written by Essam Mohamed Lotfy, who holds both the Project Management Professional (PMP) and Certified Controls Professional (CCP) certifications. Lotfy provides his perspective on these certifications and their value for project managers.
Introduction to schedule management
The document provides details on project schedule management including planning the schedule, defining activities, estimating activity durations, developing the schedule, and performing schedule network analysis. It discusses scheduling tools and techniques such as the critical path method, resource optimization, precedence diagramming, and developing duration estimates using methods like analogous estimates, parametric estimates, and three-point estimates. The document also includes examples of a precedence diagram network and critical path pointers.
PMBoK6Ed.lect1.introduction
Project Management Framework • What’s Project? • What’s a Project Management? • Operations/Projects/Programs/Portfolios • The Project Management Office • Progressive Elaboration vs. Scope Creep • The Triple Constraint • Ten Knowledge Areas & Five Process Groups. • Project Life Cycle
Sample cosntructability report Template
This document outlines the procedures for installing electrical, mechanical, plumbing, fire protection, and low current systems for a construction project. It discusses preparing shop drawings, the sequence of construction which begins with podium level shop drawings followed by tower levels C7 through C9, and the major MEP activities including embedded item installation, high and low level services, and plant room and roof work. Key steps involve MEP first fixes in verticals and horizontals, high level MEP works above false ceilings including ducting and piping, and second fixes below false ceilings including droppers and identification works.
Introduction to cost management & control in construction projects
This document discusses cost management and control techniques for construction projects. It defines different types of costs including direct, indirect, fixed, and variable costs. It then explains various project selection techniques such as return on investment, internal rate of return, net present value, benefit-cost ratio, opportunity cost, and payback period. The document provides examples of how to use each technique to select projects. It also discusses future value and present value calculations. Finally, it covers key aspects of project cost management including estimating costs, determining budgets, and controlling costs.
Essam lotffy this project is not in line with organizational strategic plans
Essam lotffy this project is not in line with organizational strategic plansEssam Lotffy, PMP®, CCP®
The document discusses the importance of project selection and prioritization for organizations. It states that project selection and prioritization allows senior management to select projects that align with strategic plans and effectively manage resources. The document recommends that organizations establish their own internal criteria for selection and prioritization using project management processes and techniques to create a balanced portfolio that maximizes opportunities while minimizing threats and optimizing resource use.Controling productivity in construction projects
The document discusses using WBS (Work Breakdown Structure) and OBS (Organizational Breakdown Structure) integration to improve labor productivity in construction projects. It outlines common causes of lost productivity such as technical issues, missed supervision, and improper resource distribution. The presentation recommends assigning specific work packages to organizational units using a WBS-OBS matrix to provide clear roles and responsibilities. This approach avoids lost productivity and allows for monitoring of resource usage and performance. An example demonstrates tracking labor assignments and progress to analyze variances. WBS-OBS integration provides a framework for control and improvement of direct labor costs and productivity.
Pmp introduction
The document discusses project management and the Project Management Institute (PMI). It describes how the PMI was founded in 1969 to develop standards and best practices for project management. It outlines the development of the Project Management Body of Knowledge (PMBOK) and PMI's family of credentials and certifications. The PMBOK provides standards for the ten knowledge areas of project management, including scope, time, cost, quality, and risk management. PMI offers certifications like the PMP and CAPM to validate professionals' project management skills.
Pmp introduction
The document discusses the history and evolution of project management as a discipline. It describes how ancient Egyptians effectively managed the scope, time, costs, quality and resources required to build the Great Pyramids at Giza. It then outlines the founding of the Project Management Institute in 1969 and the development of the Project Management Body of Knowledge (PMBOK) to standardize the field. Finally, it provides details on PMI certifications like the PMP, including the credential requirements and processes.
Failure in construction due to ineffective project management information.final
Failure in construction due to ineffective project management information.finalEssam Lotffy, PMP®, CCP®
Essam Lotffy and Frank Parth are construction professionals with extensive experience in project management. Essam has over 14 years experience in project management and construction in Abu Dhabi. Frank is the founder of Project Auditors and has experience designing project management processes and serving on the PMI board. He also lectures on project management.
The document discusses the importance of an effective Project Management Information System (PMIS) for construction projects. It notes that a PMIS ensures proper communication flows and availability of integrated project information to stakeholders. An ineffective PMIS can lead to issues like lack of control and project failure. The document provides recommendations for how to establish an effective PMIS including through tools, processes, training and globalEot claims due to scope change under fidic contracts
Scope changes during the testing and commissioning phase of construction projects are a critical issue that can impact cost and completion time. Unclear scope definitions during the design phase and improper communication between stakeholders often lead to scope changes being requested by employers after construction is complete. While FIDIC contracts recognize the effects of scope changes and enable contractors to claim related costs and time extensions, the standards used to calculate cost impacts are not defined in FIDIC, leading to potential disputes. Proper project planning through clear scoping and use of FIDIC contracts can help protect projects and avoid disputes over scope changes.
Labor productivity improvement in construction projects using wbs obs integra...
Labor productivity improvement in construction projects using wbs obs integra...Essam Lotffy, PMP®, CCP®
The document discusses improving labor productivity on construction projects through integrating the work breakdown structure (WBS) and organizational breakdown structure (OBS). It outlines common causes of lost productivity like unclear responsibilities and interruptions to learning curves. The document presents an example of how assigning specific tasks in the WBS to organizational units in the OBS through a responsibility assignment matrix can monitor progress and improve productivity by mitigating these causes. It argues this approach provides a framework to control costs by optimizing resource allocation and labor efficiency.Failures in construction due to ineffective project management information sy...
Failures in construction due to ineffective project management information sy...Essam Lotffy, PMP®, CCP®
The flow of information in projects can be a significant driver to project success, or to project failure. As in all projects, there are different layers of communications and each requires its own approach, skills, and tools. Communicating work directions to the construction crews is simply telling them what to do, when to do it, and identifying other parallel work that may impact their own. The construction trades are generally skilled enough they can determine for themselves how to do the job.Evm.calculations.Summary sheet
This document defines key terms used in earned value analysis including budget at completion, planned value, earned value, actual cost, schedule variance, cost variance, schedule performance index, cost performance index, estimate at completion, estimate to complete, variance at completion, and to complete performance index. It provides the formulas to calculate each term and describes what each represents, such as planned value being the estimated work until the date of data multiplied by the budget at completion.
Effect of organizational unwritten rules on pmo success
Every organization has both a formal structure, shown by the organization chart, and in informal structure that forms the culture of how the organization works. This informal structure, the culture, is created by the unwritten rules of the organization, and it can have a significant impact on the success or failure of any internal project.
A simple example to calculate net present value and pay back period
The document provides an example to calculate net present value (NPV) and payback period (PBP). It defines key terms like present value, future value, rate of interest, number of years. To calculate NPV, it takes the present value of revenue and expenditure and subtracts the latter from the former. The example shows revenue of 50,000 Dhs, expenditure of 495,000 Dhs, 10% interest rate over 3 years, giving an NPV of 3756.574 Dhs. To calculate PBP, it divides the total investment by the cumulative income over years until the investment is recouped, demonstrating a PBP of 2 years and 4 months for the example provided.
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In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
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一比一原版(philau毕业证书)美国费城大学毕业证如何办理
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Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
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Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
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and process-related effects (Mendoza et al., 2007, p. 913). CRM is
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A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
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companies can typically face significant losses in their sales performance,
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M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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Intensity of Cyclone in Gujarat;
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Role of social Media in Disaster Management;
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Fidic contracts management introduction
- 1. Contracts Management Principles & Practices According to FIDIC By : Essam Mohamed Lotfi, PMP, CCP
- 2. • Having a brief of FIDIC • Understand the steps and stages of Contract Management Using FIDIC. • Understand the Role of PM during construction project to protect the organization Business case.
- 3. • Founded in 1913 • Expanded in 1945 to include 40 national associations • Published first Conditions of Contract in 1957 • In 2004 has 64 member associations • Headquarters in Switzerland • Web Site : www.fidic.org
- 4. • Conditions of Contract for Construction (Red Book) • Conditions of Contract for Plant & Design Build (Yellow Book) • Conditions of Contract for EPC Turnkey Projects (Silver Book) • Short Form of Contracts (Green Book)
- 8. 14.3 Contractor submits Statement to the Employer 14.6 Employer gives Contractor notice of amount considered due 14.7 Employer makes the payment to the Contractor <56d <28d Employer verifies the draft final statement, Contractor submits information 14.11 Contractor submits draft final statement to the Employer 14.11 Contractor submits Final Statement and the 14.12 discharge 14.7 employer makes payment <42d Each of the monthly (or otherwise) interim payments The final payment
- 9. DAB: the persons so named in the contract or other persons appointed under sub-clause (appointment of the dispute adjudication board)
- 10. • The several documents forming the Contract are to be taken as mutually explanatory of one another, but in case of ambiguities or discrepancies the same shall be explained and adjusted by the Engineer who shall thereupon issue to the Contractor instructions thereon and in such event, unless otherwise provided in the Contract, the priority of the documents forming the Contract shall be as follows: (1) The Contract Agreement (if completed); (2) The Letter of Acceptance; (3) The Tender; (4) Part II of these Conditions; (5) Part I of these Conditions; and (6) Any other document forming part of the Contract.
- 11. • Cl.1.9 Drawings • Cl.2.1 Site • Cl.4.7 Setting Out • Cl.4.12 Unforeseeable • Cl.4.24 Fossils • Cl.7.4 Testing • Cl.8.4 EoT • Cl.8.4 Adverse Climatic Conditions • Cl.13.7 Legislation • Cl.13.8 Changes in Cost • Cl.14.8 Delayed payments • Cl.19.4 Force Majeure
- 12. • Cl.13.1 Right to vary – Prior to issue of TO certificate • Cl.13.2 Value Engineering – Development risk with Contractor – Savings 50/50
- 14. Majority of construction projects worldwide are administered by the FIDIC forms of contract. FIDIC recognises delay and related costs and has provisions related thereto. For example; Sub-Clauses 8.4 & 20.1 (FIDIC 1999 Edition) Clauses 44 & 53 (FIDIC 1987 Edition)
- 15. Unforeseeable ground conditions Delayed drawings Delayed payment Lack of possession of site Consequence of risk Suspension Force Majeure
- 16. Clause 20.1 o Sets out Contractor procedure o Condition Precedent o Not later than 28 days o Sets out Engineer procedure
- 17. Contractor gives notice Within 28 days Contractor keeps contemporary records o Engineer may monitor o Engineer may instruct further records Fully detailed claim o Supporting documents Within 42 days of event
- 18. Crucial for determination of claim Records for any future dispute Contractor obliged to keep records Procedure for this work Employer & Engineer to agree Engineer’s actions
- 19. Cl.20.1 continuing procedure After 42 days: o Claim submission is considered interim o Further monthly claims Final claim with 28 days of end of effects