Dyplast Products has published its latest article in LNG Magazine titled “Commercial Quality Control: The Missing Link”. In an era with disparate pricing, a multiplicity of owners/stakeholders, long-term price volatility, multiple concurrent plant constructions, a shortage of skilled personnel, and increasingly complex technologies, owners/stakeholders in LNG projects increasingly face new risks.
This article introduces commercial quality control as an approach to move more impact factors to the controllable side of the ledger, and also as a way of better identifying and mitigating risks across the project lifecycle – beginning at project inception, but encompassing development, financing, construction and operations.
Contracting process paper cpmgt302september 21, 2015SONU61709
This patient presents with menopausal symptoms including hot flushing, night sweats, and genitourinary symptoms. She has a history of hypertension treated with Norvasc and HCTZ. Her blood pressure is elevated at her current visit.
I would recommend starting this patient on a low-dose estrogen therapy. Estrogen is first-line treatment for vasomotor symptoms of menopause like hot flashes and works by opposing declining estrogen levels. I would start with a low dose of conjugated equine estrogens 0.3mg orally daily to address her symptoms while minimizing risks. Her cardiovascular risk factors including family history of breast cancer warrant a low starting dose. I would also counsel continuing her current antihypertens
This document outlines best practices for avoiding common "landmines" or pitfalls in outsourcing deals. It identifies five main landmines: 1) inadequate knowledge transfer from the customer to the vendor, 2) inadequate measurement of service level performance, 3) lack of response scenario planning, 4) lack of executive sponsorship and commitment to seeing the project through challenges, and 5) lack of flexibility built into the contract. For each landmine, it provides recommendations for remedies to reduce risks and complications. It then provides a detailed checklist of elements that should be addressed when constructing an outsourcing agreement to help make it a performance-based agreement and protect the customer.
This document discusses improving the procurement process through architecture-led methods. It acknowledges that many organizations have outsourced IT functions except for architecture and project management, creating architectural risks. The presentation outlines requirements for architectural concepts, techniques, knowledge and skills to exert architectural control over third parties. It proposes using architecture frameworks like TOGAF to drive supplier selection and ensure procurement aligns with enterprise architectures. This can lead to faster, simpler and cheaper procurement.
IRJET- A Review Paper on Quantifay the Different Constraints for Delays in In...IRJET Journal
This document reviews literature on quantifying constraints that cause delays in infrastructure construction projects. It discusses several papers that identify key constraints such as financial issues, resource limitations, and information flow problems. The document aims to quantify different delay constraints for infrastructure projects and recommend corrective measures. It proposes using a questionnaire survey and relative importance index method to analyze constraints and their impacts on project delays. Identifying and addressing constraints early in project planning can help reduce uncertainties and improve performance.
Engineering Research Publication
Best International Journals, High Impact Journals,
International Journal of Engineering & Technical Research
ISSN : 2321-0869 (O) 2454-4698 (P)
www.erpublication.org
This document provides tips for design professionals to review contracts, including:
1) It outlines 5 steps to review a contract, including determining the contract type, evaluating key elements, checking scope, time and compensation, coordinating design and construction contracts, and using review resources.
2) Key elements that should be clearly defined include scope of services, compensation, time for delivery, and allocating risk to the party best able to control it.
3) Design professionals should use checklists to ensure scope, expectations, responsibilities, disputes, indemnities, opinions of cost, intellectual property, standard of care, termination and electronic information are adequately addressed.
Contracting process paper cpmgt302september 21, 2015SONU61709
This patient presents with menopausal symptoms including hot flushing, night sweats, and genitourinary symptoms. She has a history of hypertension treated with Norvasc and HCTZ. Her blood pressure is elevated at her current visit.
I would recommend starting this patient on a low-dose estrogen therapy. Estrogen is first-line treatment for vasomotor symptoms of menopause like hot flashes and works by opposing declining estrogen levels. I would start with a low dose of conjugated equine estrogens 0.3mg orally daily to address her symptoms while minimizing risks. Her cardiovascular risk factors including family history of breast cancer warrant a low starting dose. I would also counsel continuing her current antihypertens
This document outlines best practices for avoiding common "landmines" or pitfalls in outsourcing deals. It identifies five main landmines: 1) inadequate knowledge transfer from the customer to the vendor, 2) inadequate measurement of service level performance, 3) lack of response scenario planning, 4) lack of executive sponsorship and commitment to seeing the project through challenges, and 5) lack of flexibility built into the contract. For each landmine, it provides recommendations for remedies to reduce risks and complications. It then provides a detailed checklist of elements that should be addressed when constructing an outsourcing agreement to help make it a performance-based agreement and protect the customer.
This document discusses improving the procurement process through architecture-led methods. It acknowledges that many organizations have outsourced IT functions except for architecture and project management, creating architectural risks. The presentation outlines requirements for architectural concepts, techniques, knowledge and skills to exert architectural control over third parties. It proposes using architecture frameworks like TOGAF to drive supplier selection and ensure procurement aligns with enterprise architectures. This can lead to faster, simpler and cheaper procurement.
IRJET- A Review Paper on Quantifay the Different Constraints for Delays in In...IRJET Journal
This document reviews literature on quantifying constraints that cause delays in infrastructure construction projects. It discusses several papers that identify key constraints such as financial issues, resource limitations, and information flow problems. The document aims to quantify different delay constraints for infrastructure projects and recommend corrective measures. It proposes using a questionnaire survey and relative importance index method to analyze constraints and their impacts on project delays. Identifying and addressing constraints early in project planning can help reduce uncertainties and improve performance.
Engineering Research Publication
Best International Journals, High Impact Journals,
International Journal of Engineering & Technical Research
ISSN : 2321-0869 (O) 2454-4698 (P)
www.erpublication.org
This document provides tips for design professionals to review contracts, including:
1) It outlines 5 steps to review a contract, including determining the contract type, evaluating key elements, checking scope, time and compensation, coordinating design and construction contracts, and using review resources.
2) Key elements that should be clearly defined include scope of services, compensation, time for delivery, and allocating risk to the party best able to control it.
3) Design professionals should use checklists to ensure scope, expectations, responsibilities, disputes, indemnities, opinions of cost, intellectual property, standard of care, termination and electronic information are adequately addressed.
The document defines and explains the inputs, tools, and outputs of three project procurement management processes: plan procurement management, conducting procurements, and contract administration.
Plan procurement management determines whether to acquire outside support and what to acquire. Its inputs include the project management plan, requirements documentation, risk register, activity resource requirements, project schedule, activity cost estimates, stakeholder register, and organizational process assets.
Conducting procurements manages the actual procurement process. Its inputs are the procurement management plan and seller proposals. Tools include procurement negotiations and contract types. Outputs are the project documents updates and organizational process assets updates.
Contract administration manages the executed contracts. Its inputs are the project documents, work performance reports
Quality Management System & How it works in Practical project sites. Along with that brief idea about varied services and business tools in the field of Management Consultancy.
design bid build or Traditional contract shortcomings and alternative method,...Tehmas Saeed
discussion of time, quality and cost, Factors which shape and influence project success.procurement selection criteria, matrix, risk allocation of different contractual arrangements, procurement strategy,
Procure to Pay outsourcing solutions that take a one-size-fits-all approach do not work for multi-national organizations due to their unique characteristics and needs. A more customized approach is needed that focuses on selective enhancements to existing technologies and processes rather than full replacements, replicates high-volume processes from key geographies, and prioritizes compliance and consumption data to drive costs savings. This allows for a parallel deployment approach that can generate value faster than traditional sequential strategies dependent on large capital investments and change management.
This document discusses effective contract management in construction projects. It begins with an abstract discussing how organizations have prioritized cost savings and adopted more formal contract management procedures. It then discusses an introduction to contracts according to Indian law and defines contract management. The document outlines problems with contract management. It states the objective is to implement effective contract management to avoid problems and improve organizational profits. It reviews literature on contract management and discusses the contract management lifecycle. It also outlines contract management issues, components of effective contract management, factors affecting success, critical success factors, and experimentation with essential tools. The document discusses risk management, performance management, relationship management, change management, and service delivery management in contract oversight. It outlines key parameters including risk management and
Ethics and Integated Design-Build services 062916George Wilkinson
This document discusses best practices for engaging mechanical, electrical, and plumbing (MEP) subcontractors early in integrated project delivery. It recommends a three-step process: 1) Subcontractor "auditions" where subcontractors present their qualifications without a contractual agreement; 2) A planning stage agreement (part 1 of 2) if the audition is satisfactory, defining work to be performed; 3) A construction subcontract (part 2 of 2) executed after design development when subcontractors have invested resources with an expectation to perform the work. The document emphasizes establishing clear expectations and commitments at each stage to ensure fair and ethical treatment of subcontractors while allowing the contractor to receive needed expertise and input to benefit the project
This document discusses best value contracting criteria compared to traditional low-bid contracting. It provides examples of construction projects awarded using low-bid that experienced significant cost overruns and delays. The US Army Corps of Engineers Europe District analyzed these problem contracts and instituted best value contracting procedures focusing on quality, timeliness, management capability, and past performance rather than just price. Case studies showed projects awarded using best value criteria were completed on schedule and within budget. Key elements of success included early collaboration between stakeholders to define priorities and requirements.
This document provides a checklist for assessing the contract design of Public-Private Partnerships (PPPs) for infrastructure projects, with an emphasis on governance issues. The checklist contains 85 questions organized under 8 sections: Transparency, Risk Allocation, Payment Mechanism, Price Variations, Flexibility and Renegotiation, Contract Duration, Other Contractual Issues, and Subcontracting. It is intended to help minimize the likelihood of poor performance by evaluating key aspects of PPP contract design such as transparency, appropriate risk allocation, output-based payments, and provisions for changes, disputes and termination.
This ISG white paper, co-authored by a senior IT leader at Boeing, discusses how an effective sourcing strategy requires a comprehensive and regimented process to address business needs, ensuring that decisions to renegotiate, renew or rebid contracts in a multi-sourced environment are made for the right reasons.
In the engineering and construction industry governance needs and requirements exist at
multiple levels. These include:
• Governmental and industry level governance (laws, regulations, codes, standards)
• Enterprise level (encompassing social (stakeholder), political, economic (market,
shareholder, financial institutions), cultural (corporate and national/local),
technological)
• Portfolio and programs
• Project
This paper focuses on the portfolio and program level, collectively referred to as program in
this paper.
This document summarizes key considerations for managing trenchless construction projects from an engineer's perspective. It discusses technical, contractual and political risks that can lead to project failures if not properly managed. It recommends qualifying contractors, identifying and engaging stakeholders, and following procurement laws. Specific management practices are outlined like developing a risk register and communication plan. The importance of monitoring schedule and costs is also emphasized to avoid project delays or cost overruns. Overall, the document provides guidance to engineers on processes and risk management strategies for ensuring the success of trenchless infrastructure projects.
The power point presentation describes about the Procurement- Contract Management in detail. Some important points are covered here that will help you know, why contract management is necessary.
- Renewable energy projects introduce new risks across the project lifecycle from development through operations that traditional risk frameworks may not fully capture.
- Key risks include changes to regulations, cost assumptions, financing terms during development and construction, and variability in generation output introducing revenue risks during operations.
- A full risk assessment should qualitatively identify each risk source and quantitatively measure potential impacts on price, costs, and project valuation using Monte Carlo or other probabilistic methods at each stage to effectively communicate feasibility and risks to stakeholders.
This document provides guidance to help determine the appropriate project strategy and procurement approach.
[1] It explains the key factors to consider such as the stability of the organization's goals and business needs, internal readiness for change, and external market conditions.
[2] Decision makers are advised to determine if contracting for outcomes, outputs, or inputs is best by considering which party is best placed to manage associated risks.
[3] The guidance provides tools to help assess internal change readiness and analyze strategic preferences based on both internal capabilities and external market conditions.
Strengthen outcome based capital project deliveryBob Prieto
The document discusses outcomes-based contracting, which ties payment to achieving defined outcomes rather than activities or tasks. It provides definitions of outcomes-based contracting from various sectors such as construction, defense, healthcare, and social services. The key aspects are that outcomes-based contracts incentivize contractors to deliver the intended results or business outcomes, rather than just outputs or deliverables. A range of strategies are available, with the core principle being payment based on achievement of measurable performance metrics or outcomes.
This yoga sequence focuses on increasing speed while decreasing tension in the body. It contains sun salutations, standing poses, hip and shoulder openers, inversions, and backbends. The goal is to flow more quickly while softening and finding forgiveness within oneself and with others. Practitioners are encouraged to stay close to their own breathing and reduce tension without slowing down their pace.
El documento explica las diferentes generaciones de la web, desde la Web 1.0 hasta la futura Web 5.0. La Web 1.0 consistía en páginas estáticas de solo texto, mientras que la Web 2.0 permitió el trabajo colaborativo entre usuarios y la participación de contenido. La Web 3.0 facilita el acceso a la información a través de agentes inteligentes y lenguajes naturales, y la Web 4.0 busca mejorar la comunicación entre personas y máquinas. Finalmente, la Web 5.0 incorporará las emociones de los usuarios para crear
La empresa se dedica a la comercialización de servicios turísticos en España y el mundo a través de su página web y oficina central en Cazorla, Jaén. Ofrece servicios de viajes, paseos y tours para empresas, escuelas, universidades e individuos.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
The document defines and explains the inputs, tools, and outputs of three project procurement management processes: plan procurement management, conducting procurements, and contract administration.
Plan procurement management determines whether to acquire outside support and what to acquire. Its inputs include the project management plan, requirements documentation, risk register, activity resource requirements, project schedule, activity cost estimates, stakeholder register, and organizational process assets.
Conducting procurements manages the actual procurement process. Its inputs are the procurement management plan and seller proposals. Tools include procurement negotiations and contract types. Outputs are the project documents updates and organizational process assets updates.
Contract administration manages the executed contracts. Its inputs are the project documents, work performance reports
Quality Management System & How it works in Practical project sites. Along with that brief idea about varied services and business tools in the field of Management Consultancy.
design bid build or Traditional contract shortcomings and alternative method,...Tehmas Saeed
discussion of time, quality and cost, Factors which shape and influence project success.procurement selection criteria, matrix, risk allocation of different contractual arrangements, procurement strategy,
Procure to Pay outsourcing solutions that take a one-size-fits-all approach do not work for multi-national organizations due to their unique characteristics and needs. A more customized approach is needed that focuses on selective enhancements to existing technologies and processes rather than full replacements, replicates high-volume processes from key geographies, and prioritizes compliance and consumption data to drive costs savings. This allows for a parallel deployment approach that can generate value faster than traditional sequential strategies dependent on large capital investments and change management.
This document discusses effective contract management in construction projects. It begins with an abstract discussing how organizations have prioritized cost savings and adopted more formal contract management procedures. It then discusses an introduction to contracts according to Indian law and defines contract management. The document outlines problems with contract management. It states the objective is to implement effective contract management to avoid problems and improve organizational profits. It reviews literature on contract management and discusses the contract management lifecycle. It also outlines contract management issues, components of effective contract management, factors affecting success, critical success factors, and experimentation with essential tools. The document discusses risk management, performance management, relationship management, change management, and service delivery management in contract oversight. It outlines key parameters including risk management and
Ethics and Integated Design-Build services 062916George Wilkinson
This document discusses best practices for engaging mechanical, electrical, and plumbing (MEP) subcontractors early in integrated project delivery. It recommends a three-step process: 1) Subcontractor "auditions" where subcontractors present their qualifications without a contractual agreement; 2) A planning stage agreement (part 1 of 2) if the audition is satisfactory, defining work to be performed; 3) A construction subcontract (part 2 of 2) executed after design development when subcontractors have invested resources with an expectation to perform the work. The document emphasizes establishing clear expectations and commitments at each stage to ensure fair and ethical treatment of subcontractors while allowing the contractor to receive needed expertise and input to benefit the project
This document discusses best value contracting criteria compared to traditional low-bid contracting. It provides examples of construction projects awarded using low-bid that experienced significant cost overruns and delays. The US Army Corps of Engineers Europe District analyzed these problem contracts and instituted best value contracting procedures focusing on quality, timeliness, management capability, and past performance rather than just price. Case studies showed projects awarded using best value criteria were completed on schedule and within budget. Key elements of success included early collaboration between stakeholders to define priorities and requirements.
This document provides a checklist for assessing the contract design of Public-Private Partnerships (PPPs) for infrastructure projects, with an emphasis on governance issues. The checklist contains 85 questions organized under 8 sections: Transparency, Risk Allocation, Payment Mechanism, Price Variations, Flexibility and Renegotiation, Contract Duration, Other Contractual Issues, and Subcontracting. It is intended to help minimize the likelihood of poor performance by evaluating key aspects of PPP contract design such as transparency, appropriate risk allocation, output-based payments, and provisions for changes, disputes and termination.
This ISG white paper, co-authored by a senior IT leader at Boeing, discusses how an effective sourcing strategy requires a comprehensive and regimented process to address business needs, ensuring that decisions to renegotiate, renew or rebid contracts in a multi-sourced environment are made for the right reasons.
In the engineering and construction industry governance needs and requirements exist at
multiple levels. These include:
• Governmental and industry level governance (laws, regulations, codes, standards)
• Enterprise level (encompassing social (stakeholder), political, economic (market,
shareholder, financial institutions), cultural (corporate and national/local),
technological)
• Portfolio and programs
• Project
This paper focuses on the portfolio and program level, collectively referred to as program in
this paper.
This document summarizes key considerations for managing trenchless construction projects from an engineer's perspective. It discusses technical, contractual and political risks that can lead to project failures if not properly managed. It recommends qualifying contractors, identifying and engaging stakeholders, and following procurement laws. Specific management practices are outlined like developing a risk register and communication plan. The importance of monitoring schedule and costs is also emphasized to avoid project delays or cost overruns. Overall, the document provides guidance to engineers on processes and risk management strategies for ensuring the success of trenchless infrastructure projects.
The power point presentation describes about the Procurement- Contract Management in detail. Some important points are covered here that will help you know, why contract management is necessary.
- Renewable energy projects introduce new risks across the project lifecycle from development through operations that traditional risk frameworks may not fully capture.
- Key risks include changes to regulations, cost assumptions, financing terms during development and construction, and variability in generation output introducing revenue risks during operations.
- A full risk assessment should qualitatively identify each risk source and quantitatively measure potential impacts on price, costs, and project valuation using Monte Carlo or other probabilistic methods at each stage to effectively communicate feasibility and risks to stakeholders.
This document provides guidance to help determine the appropriate project strategy and procurement approach.
[1] It explains the key factors to consider such as the stability of the organization's goals and business needs, internal readiness for change, and external market conditions.
[2] Decision makers are advised to determine if contracting for outcomes, outputs, or inputs is best by considering which party is best placed to manage associated risks.
[3] The guidance provides tools to help assess internal change readiness and analyze strategic preferences based on both internal capabilities and external market conditions.
Strengthen outcome based capital project deliveryBob Prieto
The document discusses outcomes-based contracting, which ties payment to achieving defined outcomes rather than activities or tasks. It provides definitions of outcomes-based contracting from various sectors such as construction, defense, healthcare, and social services. The key aspects are that outcomes-based contracts incentivize contractors to deliver the intended results or business outcomes, rather than just outputs or deliverables. A range of strategies are available, with the core principle being payment based on achievement of measurable performance metrics or outcomes.
This yoga sequence focuses on increasing speed while decreasing tension in the body. It contains sun salutations, standing poses, hip and shoulder openers, inversions, and backbends. The goal is to flow more quickly while softening and finding forgiveness within oneself and with others. Practitioners are encouraged to stay close to their own breathing and reduce tension without slowing down their pace.
El documento explica las diferentes generaciones de la web, desde la Web 1.0 hasta la futura Web 5.0. La Web 1.0 consistía en páginas estáticas de solo texto, mientras que la Web 2.0 permitió el trabajo colaborativo entre usuarios y la participación de contenido. La Web 3.0 facilita el acceso a la información a través de agentes inteligentes y lenguajes naturales, y la Web 4.0 busca mejorar la comunicación entre personas y máquinas. Finalmente, la Web 5.0 incorporará las emociones de los usuarios para crear
La empresa se dedica a la comercialización de servicios turísticos en España y el mundo a través de su página web y oficina central en Cazorla, Jaén. Ofrece servicios de viajes, paseos y tours para empresas, escuelas, universidades e individuos.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
Roberto Crapelli, Alumnus Polimi ing. Nucleare 1976 e Amministratore Delegato di Roland Berger Strategy Consultants in Italia, condivide le slides del suo intervento alla AlumniPolimi Convention 2015
Este documento presenta la historia de la empresa Crystal, que se fundó en 1953 y ha estado dedicada a la construcción y comercialización de marcas de ropa en Latinoamérica por más de 50 años. La empresa produce marcas como Gef, Punto Blanco, Baby Fresh, Galax y Casino. El documento también describe la evolución de la marca Gef a través de los años y su éxito en el mercado, así como los hitos más importantes en el crecimiento de la empresa Crystal.
Moodle es una plataforma de aprendizaje virtual que ofrece múltiples ventajas para profesores, alumnos, padres y centros educativos. Permite a los profesores organizar y dar clases de forma virtual, evaluar tareas de estudiantes y crear materiales educativos. Proporciona a los estudiantes flexibilidad en su aprendizaje y acceso a recursos en línea. Facilita la comunicación entre profesores, estudiantes y padres. También ayuda a las escuelas a gestionar la organización y colaboración entre
This short document promotes creating presentations using Haiku Deck, an online presentation tool. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging presentations.
This document provides an overview of operations management for charities and non-profits. It discusses:
1) What operations management entails and how it involves bringing together resources, activities, and processes to produce outputs and outcomes.
2) The eight key stages of operations management: 1) developing clear objectives and measures of performance, 2) mapping activities, 3) identifying resources, 4) defining responsibilities, 5) sequencing activities, 6) implementing and managing operations, 7) evaluating progress, and 8) learning from evaluations.
3) How operations management focuses on combining resources and activities to produce outputs and outcomes, which are then monitored and evaluated against performance indicators to assess what is working well and what needs improvement
The document discusses strategies for optimizing legal process outsourcing (LPO) contracts during an economic recession. It recommends retaining existing customers while reducing costs without impacting service delivery. Key strategies include improving efficiency, quality and operations; renegotiating existing contracts to reduce costs; exercising audit and benchmarking rights; and drafting contracts with flexibility, liability caps, and exit strategies to adapt to changing market conditions.
Project Execution in Changing Times - Focus on the EssentialsEndeavor Management
Many approaches are being taken to reduce the cost of capital developments as the current performance of megaprojects has not significantly improved over the last decade. There are essential elements that permeate the project execution lifecycle and contribute to improved project performance.
A GUIDE TO BEST PRACTICES FOR CONTRACT ADMINISTRATION .docxransayo
A GUIDE TO BEST PRACTICES FOR
CONTRACT ADMINISTRATION
OFFICE OF FEDERAL PROCUREMENT POLICY (OFPP)
OCTOBER 1994
TABLE OF CONTENTS
FOREWORD
3
CONTRACT ADMINISTRATION
5
OVERVIEW OF THE CONTRACT ADMINISTRATION PROJECT
7
CONTRACTING OFFICER'S TECHNICAL REPRESENTATIVE (COTR)
9
VOUCHER/INVOICE REVIEW, APPROVAL, AND PROCESSING
19
CONTRACT CLOSEOUT
25
CONCLUSION
31
FOREWORD
This is the first in a series of guidebooks on best practices developed by the Office of Federal
Procurement Policy. This guidebook contains best practices in contract administration that should be
useful tools to program and contracting officials in administering federal contracts. The covered areas
are:
Roles and Responsibilities of the Contracting Officer's Technical Representative (COTR).
Reviewing and Processing Vouchers.
Page 1 of 18Best Practices for Contract Administration
6/23/2009https://acc.dau.mil/GetAttachment.aspx?id=31456&pname=file&aid=5687&lang=en-US
Contract Closeout
These practices should not be viewed as mandatory regulatory guidance; instead they should be viewed
as techniques that we hope are useful in performing the contract administration function.
As best practices are developed in other areas of contract administration, a supplement will be issued to
the guidebook.
We wish to thank the procurement and program officials from the major Executive Departments and
agencies, and those representatives from the private sector, who provided information on their
experiences in contract administration as the basis for this guidebook.
Copies of the guidebook may be obtained from the Executive Office of the President's Publications
Office by writing Office of Publications, 725 17th Street, N.W., Room 2200, New Executive Office
Building, Washington, DC 20503.
Steven Kelman
Administrator
Office of Federal Procurement Policy
Office of Management and Budget
CONTRACT ADMINISTRATION
Contract Administration involves those activities performed by government officials after a contract has
been awarded to determine how well the government and the contractor performed to meet the
requirements of the contract. It encompasses all dealings between the government and the contractor
from the time the contract is awarded until the work has been completed and accepted or the contract
terminated, payment has been made, and disputes have been resolved. As such, contract administration
constitutes that primary part of the procurement process that assures the government gets what it paid
for.
In contract administration, the focus is on obtaining supplies and services, of requisite quality, on time,
and within budget. While the legal requirements of the contract are determinative of the proper course of
action of government officials in administering a contract, the exercise of skill and judgment is often
required in order to protect effecti.
This chapter summarizes various aspects of large
projects and provides a foundation to consider what a new
Theory of Project Management for large complex projects may
look like.
This document provides an overview of a presentation on project success through excellent contract management. It discusses why procurement and contract management are important for project managers. It outlines the agenda which will cover modern developments in these areas, a seven stage procurement and contract management model, and things project managers should consistently do well. It also defines procurement and discusses how the definition and understanding of procurement has expanded with developments like considering outcomes, benefits, whole lifecycles, and the need for collaboration in complex projects.
Project success through excellence in procurement and contract managementCatherine Bendell
This document provides an overview of a guide on project success through excellent contract management. It discusses why procurement and contract management are important for project managers. Modern developments include a greater emphasis on outcomes, benefits and whole life costs. The project lifecycle has expanded to include operation and termination. There is an increasing need for collaboration between organizations. Selection criteria now include organizational culture and capabilities. Contracts aim to align motivations and define how parties will work together. The seven-stage procurement and contract management model is presented, along with things project managers should consistently do well.
Supplying innovation: Unlocking innovative behaviours in the supply chainKeith Wishart
IBM in conjunction with the researchers and other industrial partners at the Cambridge Services Alliance have been looking into ecosystem collaboration and how to put in place incentives to drive innovation and performance. Thinking about alliances with common objectives rather than traditional client-supplier relationships can unlock new value. Here is a short management summary of some of the work the team have done to date and some simple pointers to the keys to this value:
Contracts can pay you dividends discusses research from the International Association for Contract & Commercial Management (IACCM) that found most companies are losing revenue and profit opportunities due to ineffective contracting processes. The research identified 25 top-performing companies in contract management and found they shared six key traits: 1) developing effective working relationships, 2) defining requirements, 3) managing transitions, 4) measuring performance, 5) managing change, and 6) career development for contract managers. These traits help optimize contracting value and ensure economic interests are protected and enhanced over the long-term relationship between parties.
Five ways to develop a successful outsourcing contractWGroup
WGroup perspective paper on how to develop a successful outsourcing contratct--A few key aspects of an outsourcing contract typically drive its projected savings and return on investment (ROI). You must carefully consider all of these areas to avoid mixed financial results on your outsourcing project. Strategizing the following five areas can help you develop a successful outsourcing contract. The 5 key ways are contract components, unit pricing, resource volume, dead bands, and renegotiation bands.
Constructions projects have become of increasing technological complexity with relationships of those involved are also more complex and contractually varied. Additionally global trends are dramatically impacting contracting activity. Success depends on new and innovative ways to manage uncertainty and complexity.
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
The document discusses challenges with realizing synergies during post-merger integration. Traditional project management approaches are often unsuitable for integrating complex organizations amid changing business environments. The document advocates for a strategic program management approach led by a Strategic Program Management Office (SPMO). A case study shows how an SPMO helped expedite decisions and prioritize initiatives to launch new products on schedule during a joint venture integration facing market challenges. The strategic approach focused on defining priorities, interdependencies, and reviewing progress biweekly with executive oversight.
Top-performing organizations increasingly recognize that effective program and project management is essential to today’s complex operational environments. This ISG white paper examines common issues around project management, and discusses steps that organizations can take to design and implement an effective Program/Project Management Office (PMO) to address these issues and ensure consistent oversight of critical operational projects.
Procurement in Focus - the pros and cons of various project delivery modelsConstruction in Focus
Choosing the correct project delivery model is a vital aspect of ensuring an infrastructure project is successful. Using the right delivery model for a given project ensures contractual obligations are allocated appropriately, risks are managed and objectives delivered. This article outlines the key factors that inform which delivery model will work best for a given project, then details the ideal uses of different delivery models, along with each of their pros and cons.
Across the corporate landscape IT functions are completing their transformation to a service-orientation. Slowly but surely, “governance” has become a core mission, if not yet the core competency, of the IT organization. Governance involves many fronts and addresses many levels – there is architectural governance, IT finance and projects governance, and of course, supplier governance. All call for new skills and new structures. WGroup collectively brings decades of hands-on experience in IT supplier management to assist our clients with the multi-supplier challenge – from building the governance structures to defining sourcing strategies to facilitating contract reviews to transition management. This states how WGroup would implement a multi-supplier governance model successfully.
Having a Prosperous New Year with Your CRO: The Gift of a Great Contract!mwright1
The document discusses key considerations for clinical trial contracts between sponsors and contract research organizations (CROs). It notes that:
1) The CRO industry is large and growing, taking on more of the research and development expenditures of pharmaceutical companies. Contracts must carefully define responsibilities to ensure expectations are met.
2) Data ownership, security, and management are important issues to address. Sponsors will want ownership and control over trial data specific to their drug or device.
3) Confidentiality is paramount, as intellectual property is highly valuable in the life sciences industry. Contracts must specify what information is confidential and how it will be protected.
This ISG white paper examines how the dynamics of sourcing to multiple providers may result in poorly integrated services, and outlines specific actions client organizations and provider teams can take to enhance collaboration and forge more effective partnerships that benefit all parties.
cost control analysis as effective tools in construction industry in nigeriaNewman Jonathan
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Similar to LNG Industry Magazine (Commercial Quality Control The Missing Link) (20)
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Experience has demonstrated that insulation systems within LNG facilities are often ‘under-designed’ when compared to other mechanical systems. Decades of lessons learned from
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LNG Industry Magazine (Logical Thinking) Feb 2016Dyplast Products
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Dyplast Products will attend the 2015 Polyurethanes Technical Conference from October 5-7, 2015 at the Gaylord Palms Resort and Convention Center in Kissimmee, Florida. The conference fosters both technical and professional development about the latest polyurethanes technologies, including Dyplast Products' ISO-C1 polyiso insulation used in refrigeration systems and mechanical pipe insulation. Dyplast Products looks forward to participating in this important event.
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SWICAs EXPO 2015 has expanded and Dyplast will be exhibiting as one of 55 other companies with a table top display featuring Dyplast’s ISO-C1® family of products in the exhibit hall. SWICA Ninth Industrial Insulation Craft Competition will also be held at the EXPO and will have two insulators per model and have refined the removable blanket competition with single or dual optional competitors and added a commercial competition. This is an expensive and timely event that the Craft Education Committee has spent endless hours preparing exams, building models and setting standards long before the actual execution of such an event. The Expo and competition turns out virtually everyone in the industrial insulation industry. This is an opportunity to show support and help the Education Committee set new education and safety standards for our industry. We look forward to seeing you in this one-day educational and information packed exposition, white papers and craft competitions.
Technical Bulletin 0714 Elastomeric insulation versus polyisocyanurate in low...Dyplast Products
PURPOSE
Several of Dyplast’s prior Technical Bulletins have provided in-depth comparisons of various insulants, including polyisocyanurate (polyiso or PIR), polyurethane (PUR), phenolic, polystyrene (expanded EPS and extruded XPS), cellular glass, and fiberglass - - as well as less-than-comprehensive comparisons with elastomeric and aerogel. Now with somewhat more information becoming available from elastomeric manufacturers and the aggressive marketing from elastomeric suppliers for colder applications it is appropriate to dedicate a Technical Bulletin to elastomeric insulants as compared to polyisocyanurate - - and to a much lesser extent phenolic, and cellular glass.
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This document provides a comparison of two polyisocyanurate insulation materials, ISO-C1 and HT-300. ISO-C1 is manufactured in the US using pentane blowing agent, while HT-300 is manufactured outside the US using HCFC blowing agent. Physical properties of ISO-C1 have been independently verified, while verification of HT-300 properties could not be found. ISO-C1 generally has better properties such as lower water vapor permeability, higher flame/smoke ratings, and better dimensional stability. The document concludes that while HiTherm claims HT-300 meets standards, its published data shows it does not meet all requirements of ASTM C591-13.
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Customer Bulletin 0611 Insulant Impact on Corrosion in Steel Piping Applicati...Dyplast Products
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Customer Bulletin 0510 Polyisocyanurate vs Polyurethane InsulationDyplast Products
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LNG Industry Magazine (Commercial Quality Control The Missing Link)
1. I
n an era with disparate
pricing, a multiplicity of
owners/stakeholders, long-term price
volatility, multiple concurrent plant constructions, a shortage
of skilled personnel, and increasingly complex technologies,
owners/stakeholders in LNG projects increasingly face new risks. Return
on investment (ROI) could be high, unpredictable, or even negative. There
are controllable impact factors (feasibility studies, contractor and technology
selection, contracts, project management, etc.), and there are uncontrollable
impact factors (price volatility, global demand, armed conflict, etc.).
This article introduces commercial quality control as an approach to move more
impact factors to the controllable side of the ledger, and also as a way of better
identifying and mitigating risks across the project lifecycle – beginning at project
inception, but encompassing development, financing, construction and operations.
Late to the gate?
Capital-intensive LNG projects have historically, for the most part,
successfully managed the technical aspects of the design, fabrication,
construction, testing, and operations. However, while one
may argue technical success was achieved, commercial
success can sometimes be argued as lagging,
or at least not optimised.
Ted Berglund and Joseph Hughes, Dyplast, USA,
present a commercial quality control approach to
building and operating LNG terminals.
the missing link
COMMERCIAL QUALITY CONTROL:
2. LNGINDUSTRY REPRINTED FROM DECEMBER 2016
In an investigation several years ago, DNV GL
concluded that only three of 22 LNG import terminals were
delivered on time, and 50% of export terminals
experienced significant delays.1
An investigation by Dyplast indicates that this record is
not improving.2
So, must owners simply resign themselves
to greater contingencies in budgets? Is there an
alternative? With so much expertise in the industry, what is
missing? The concept of commercial quality control comes
to mind.
What is commercial quality
control?
Commercial quality control is simply a logical extrapolation
and integration of ‘traditional quality control practices’
across the commercial spectrum.
Traditional quality control has become global standard
practice for manufacturing, construction, and most other
industries. So, why not take those basic principles and
apply them across the broader aforementioned commercial
activities (development, financing, siting, contracting,
staffing, etc.)?
An analysis of stakeholder challenges/dissatisfactions
across capital project industries (e.g. LNG, petrochemical,
pharmaceutical, nuclear, transportation) over the past
30 years concludes that there are over 100 problematic
issues across the project lifecycle that can be better
managed by applying commercial quality control. The top
five interconnected areas are addressed in this article.
Ownership structure
Small LNG facilities may have a single owner that is
self-financing the project. On the other hand, the largest
projects may have multiple owners and stakeholders, each
with different short and/or long-term objectives. Owners
may include multinational and cross-national organisations
with varied structures (e.g. private or public incorporations,
non-profits, joint ventures, consortiums, investors, and
governments). The ownership structures may also vary
considerably from the perspective of build-own-operate
(BOO), build-own-operate-transfer (BOOT), and
build-lease-transfer (BLT), etc. The commercial quality
control approach strives for simplicity, but when simplicity
is not achievable, there must be an aggressive focus on
clarity and comprehensiveness.
A commercial quality control approach would begin by
asking the same initial questions as posed in a traditional
quality control approach:
Who are the internal and external stakeholders?
What are the organisational goals?
What are the critical success factors (quantified)?
The added value of a commercial quality control
approach at this stage is multi-faceted and dependent
upon the details of the situation, yet one prime focus is to
understand the motivations of each owner, potential
owner, owner-influencer, and stakeholders with influence.
Far too often, the legal structure that will permeate all
interwoven and downstream contracts begins to take
shape without this critical perspective, understanding and
integration. It can be stated with surety that downstream
project risks can be materially reduced by addressing the
conflicting stakeholder motivations within contract
structures.
Although everyone may want the project to succeed,
the reality is that each organisation (including different
divisions within organisations) has its own agenda. A
common example is a facility ‘design/construction
contractor’ or an ‘operator’ who may also be a shareholder,
enabling the ability to potentially arbitrage between
earnings at the owners’ level and those earned at the
project level.
Another example application of commercial quality
control at this stage, as in the traditional quality control
approach, would be to define accountabilities and
decision-making processes to the maximum extent
possible. Many decision-making structures exist. The
optimal structure depends on the ownership structure
itself, but should ideally incorporate a predisposition for
decisions that are in the interest of the project (not
individual owners), as well as incorporate a process for
delegation to the project management team, yet with an
ample feedback/control loop with the ownership.
Contracts – or not
The essence of a contract is to set forth conditions that, if
violated, have legally-enforceable repercussions. Terms
addressing mutual rights, obligations, and recourses
of the parties are, of course, conventional wisdom. Yet
a commercial quality control approach acknowledges
that the highest levels, such as memorandums of
understanding (MoUs), letters of intent (LOIs) and
contracts, spawn the second, third and fourth generation
contracts, and are often drafted by parties who may not
understand technical and construction realities. The ‘DNA’
of the first generation contracts becomes a determinant
factor in the character and properties of the next
generation. A commercial quality control approach strives
to incorporate more wisdom and lessons learned, even at
the MoU/LOI levels.
Again incorporating traditional elements, the
commercial quality control focus on contracts can be
Figure 1. Commercial quality control to meet standards.
3. REPRINTED FROM DECEMBER 2016 LNGINDUSTRY
summarised to additionally incorporate measurability,
auditability and controllability.
While most owners/stakeholder/contractors may
acknowledge this in EPC contracts, the commercial quality
control approach extrapolates into finance agreements, the
subcontracting process itself, public relations, and offtake
agreements.
Measurability
One aspect of ‘measurability’ would incorporate more
detailed schedules and milestones into the ownership’s
structural contracts, with imposed flow-down across
contracts. This gives stakeholders more control over
the project management team, which at times may be
more loyal to the contractors than the owners-at-large.
Measurement protocols and reporting regimes would
also be appropriate, including definition of the content
of monthly reports in some detail to ensure the reports
are sufficiently objective and quantitative. Too often, the
monthly report contains excessive text that is intended to
tell the story that the contractor wants the owner to hear.
The owner should also require periodic assessments
from its contractors regarding the health of the contractor’s
subcontractors. This can be as simple as an annunciator
panel process, whereby each contractor is assigned either
green, yellow, or red based on agreed metrics. There have
been instances when an owner deemed its contractor was
‘turnkey’ and, therefore, under-emphasised the appraisal
metrics. This can be a major mistake, particularly if an owner
ever needs to take legal action against a contractor, only to
find out that they do not have the data to support the case.
Auditability
Auditability relates to full access to relevant contractor
information, as well as participation in all meetings
as desired. Auditability also ventures into the owners’
authority to monitor and stay abreast of contractor activities
and their staff. Commercial quality control endorses
more detail in the top-level contracts (and flow-down
terms) in the areas affecting such owner prerogatives.
Such terms make it easier for the owners to, for instance,
request meetings with subcontractors to personally
assess qualifications, progress, etc. without first needing
to negotiate the terms with contractors. This right must,
of course, not be perceived by subcontractors as abusive.
Embedded contractual terms can mitigate a contractor
claim of ‘interference by owner’ as justification for delays or
cost increases.
Controllability
Controllability can be built into contracts while still
minimising the likelihood of change orders. The
controllability of commercial quality control requires
feedback, as well as a continuous improvement process
built into the contract.
The continuous improvement process is dependent on
the ‘why’ behind a failure, accident, delay, or other problem
(per se a ‘root cause analysis’) – which leads to lessons
learned that should be promulgated to all parties involved.
Fixed price vs cost-plus
Among the spectrum of contract structures debated, the
option of fixed price vs cost-plus is toward the top of the
list. There are arguments that fixed pricing is difficult,
impossible, or simply not in the interests of the owners.
Cost-plus, on the other hand, has its own obvious risks.
Many contracts in industries adjacent to LNG use hybrid
contracts that strive to achieve an optimal balance. The
owner’s cost of creating a hybrid cost/price model for
contractors can be exceedingly small compared to the
potential project savings.
Scope and change control
Another historic problem has been scope control and
change control. The optimal scoping of a large LNG project
is a massive undertaking. As in a traditional quality control
programme, better planning and engineering at the earlier
stages mitigate the risks of more expensive scoping
problems later on. Scoping necessarily involves scope split
among contractors and subsequently the interface controls
necessary to avoid scope gaps.
The need for changes and the details of changes
themselves should be identified early. There is a tendency
at early stages in projects to be ‘change adverse’, often
deferring problem resolutions to avoid facing a budget
impact. Unfortunately problems are often more expensive
to resolve later. The need for changes and details of
changes themselves must also be well documented in
accordance with a reasonable process that is executed with
discipline – tied into a configuration management
programme.
The accumulation of numerous small changes can have
a fairly large impact on cost and schedule. The change
control process must be established at the inception of the
project, with a budget. The process must be proactively
managed rather than being reactionary. As costs increase
on a project, owners must understand the cause of the
increase, in order to enable the lessons-learned to mitigate
the likelihood of repeating a mistake.
Figure 2. Elba Island LNG facility.
4. LNGINDUSTRY REPRINTED FROM DECEMBER 2016
People – the most valuable
asset
With a large number of LNG projects simultaneously
underway, there is often a scarcity of committed,
experienced, and qualified human resources, from senior
management down to labour. Technicians and construction
labourers are particularly in short supply in some of the more
remote regions where LNG facilities are being constructed.
The commercial quality control approach incorporates a
focus on the quality of the human resources applied to a
project. For instance, it endorses the common practice of
allowing the owner(s) to assess the more senior staff within
the contractors, and endorses some additional opportunity for
the owner to meet and interface with subcontractors beneath
the main contractors. Note that it is important that owners
follow prescribed evaluation protocols understood by the
contractors.
The concern over the quality of human resources is not
limited to contractors, but extends to owners, investors, and
other stakeholders. Owners require people who are familiar
with the design and building of LNG capital projects.
Independent oversight – more
cost or more savings?
It is an issue of leveraging competencies and loyalties.
Owners and stakeholders may simply recognise that their
core competence is to develop the next project. To delegate
too much to turnkey contractors may be disadvantageous.
Rather, it is appropriate to consider an owner’s representative
– an independent party motivated and capable of looking
after its owners’ interests. That third party with prior
experience would put another set of eyes on the project to
see if there are any issues that might not have been thought
of previously.
Case study – Elba Island LNG
terminal
Dyplast Products considers the commercial quality control
approach helpful as it interfaces with multiple stakeholders,
including owners, fabricators, distributors, engineers,
specifiers, construction contractors, and indeed stakeholders
within its own company.
Dyplast recently carried out work at the Elba Island LNG
terminal in Chatham County, Georgia, US. The company’s
client managers were/are certified insulation energy
appraisers. Rather than simply taking the order, the company
offered design, delivery, storage, and installation information
and comment, without superseding the directives of the
client’s engineer.
Dyplast-related contracts defined measurability,
auditability and controllability, and, as far as possible,
incorporated interface-controls with adjacent and
downstream contractors. The company also applied
comprehensive manufacturing controls and job management
protocols, audited by third parties with documentation
available to the client.
Alternative product availability allowed clients to select
the optimal physical properties for particular applications
(e.g. higher densities/strengths, higher temperatures, etc.).
The physical properties were measured per ASTM protocols
by independent third parties, and the processes audited.
Just-in-time deliveries were arranged when construction
schedules could be advantaged.
Dyplast’s advanced manufacturing processes adhere to
the US Department of Energy’s (DOE’s) guidelines
regarding sustainability and are consistent with ISO-9001.
Conclusion
There are few industries that rival LNG in technological
complexity, global involvement, growth, price dislocation
and volatility, regulatory impact, and stakeholder diversity.
Risk identification, ongoing risk mapping, and risk
mitigation can be complex within the LNG industry yet
critical to optimise upside and minimise downside.
Traditional quality control has become a global
standard practice for manufacturing, construction, and most
other industries. So, why not take those basic principles and
apply them across broader commercial activities, such as
project development, financing, siting, contracting, staffing,
and so on?
Commercial quality control overlays a cost-effective
structure of measurability, auditability, and controllability,
starting on day one across all commercial activities, with a
feedback loop to stakeholders. Independent audits that
compare current realities with past intent can be invaluable
given the complexity of stakeholders and contract
structures that often exist in a large LNG project. When an
LNG project encounters problems, the prior engagement of
commercial quality control can be the difference between
success and failure for stakeholders. Additionally,
commercial quality control can create a documented
pedigree of the facility that offers the operations crew a
wealth of understanding, not only of the ‘plant’, but also of
the commercial environment within which it was conceived
and built.
References
1. ‘Savings Possible by Managing LNG Project Risk’,
Petroleum Economist, (1 July 2011).
2. Dyplast’s Confidential Survey (2013 – 2016) of Project
Managers within turnkey, prime contractors for
newbuild LNG projects.