Ingenieur Vol.72 ingenieur October 2017-FA3 | Page 57

Approach and Methodology
(i)
Detailed Practical Problems (Underpinning Issues)
Approach and Methodology
INPUT
PROCESS
Dependent variables:
Owner’s processes,
Contractor processes,
National standards,
Skills and
competencies,
Budget.
Systematic
MC
OUTPUT
Safety
Cost
Quality
Schedule
Figure 1: Underpinning Issues
Figure 1
Figure 1: Detailed Practical Problems
Figure
1 illustrates
the Problems
variables (Underpinning
that significantly affect
in implementing
systematic
of MC success
milestones.
In some cases,
the owner and
(i)
Detailed
Practical
MC Issues)
The underpinning issues of the numerous processes
or
requirements
of
both
owner
and minute
the contractor are taking MC as a “last
contractor and national standards are variables that must be considered as part of process in
Figure 1 illustrates the variables that significantly activity” or short cut in order to recover the overall
developing a systematic approach.
affect success in implementing systematic project schedule delay.
are are
no specific
MC as
personnel
MC.
underpinning
of the numerous
The The
owner’s
processes issues
or requirements
carry a greater Thirdly,
weight there
as they
stipulated
terms who
competent
co-ordinating
organising the
processes
or requirements
of both
and conditions
of the Contract.
In the owner
event and
of any are
shortcoming
on in the
part of the and
contractors
such as a and
project
delay, standards
the contractors
could be held
to the As
owner
a certain
amount
MC liable
execution.
such, for the
work will
normally be
contractor
national
are variables
of liquidated
damages. as
Besides,
processes
generally based
on the party,
handled
by the are
construction
management
that
must be considered
part of the
the contractor’s
process in MC
contract requirements
definitions although there
is the
no champion
specific mention
of the be criteria
for
and
would either
the construction
developing
a systematic and
approach.
performance
and
acceptance.
The
owner’s
criteria
are
essentially
based
on
the
project
The owner’s processes or requirements carry manager or the quality control manager. The MC
specifications, codes and standards, and operability and maintenance requirements.
a greater weight as they are stipulated as terms task force team is created on an ad-hoc basis
the construction
has of
progressed
and
conditions
of the Contract.
In that
the event
of to once
Secondly,
the underpinning
issues
contribute
MC execution
are the lack
right talent to 80-
90%
of
completion.
The
completion
progress
will
any
shortcoming
on
the
part
of
the
contractors
and insufficient budget as the both owner and the contractor often underestimate the
MC
from and
the control
construction
area
such
as a and
project
delay, the
contractors
could
be be shifted
activities
constraints.
Almost
all project
management
planning,
activities
do to
not system
take liable
account
execution
schedules
e.g. early
or early
finish, late
start
late finish in plan
priority
boundaries
as per
the or commissioning
held
to of
the MC
owner
for a certain
amount
of start
their project
planning
instead
of the
focusing
only on requirements.
the key date of MC milestones. In some
liquidated
damages.
Besides
that,
contractor’s
cases,
the owner
and the based
contractor
are contract
taking MC as Subsequently,
a “last minute the
activity”
or short indicate
cut in that
input variables
MC
processes
are generally
on the
order to recover the overall project schedule delay.
requirements and definitions although there is no inconsistent MC standards create confusion in the
MC personnel
verification and
approval
process.
The solution
specific
mention
of criteria
for
performance
and
Thirdly,
there
are
no
specific
MC
who
are
competent
is
to
standardise
the
MC
execution
to
acceptance.
The
owner’s
criteria
are
essentially
to coordinate and organise the MC execution. As such, the work will normally be handled activity
by
enable
the
project
output
to
meet
safety,
schedule,
based
on
the
project
specifications,
codes
and
construction management, and the champion would either be the construction manager or the
and cost
requirements.
standards,
and manager.
operability
is created
on an
ad-hoc basis once the
quality control
The and
MC maintenance
task force team quality
construction has progressed up to about 80-90% of completion. The completion progress will
requirements.
be Secondly,
shifted from
construction
area that
to system
boundary
as per Strategic
the commissioning
(ii) The
Environmental
Analysis
the the
underpinning
issues
inhibit priority
plan
requirements.
MC execution are the lack of right talent and
insufficient budget as the both owner and the The Environmental Strategic Analysis (Figure
Subsequently, the input variables indicate that inconsistent MC standards create confusion in
2) concept
is applied the
to demonstrate
contractor
often underestimate
the process.
MC activities
the MC verification
and approval
The solution
is to standardise
MC execution that in
developing
a
systematic
MC
execution, variable
and
constraints.
Almost
all
project
management
activity to enable the project output to meet safety, schedule, quality and cost requir