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Global Megaprojects: Lessons, Case Studies, And Expert Advice On International Megaproject Management 1st Edition Virginia A. Greiman - Solutions
Assurance that the outside resources are truly independent and have the requisite expertise to know the questions to ask and the documentation necessary for an effective audit.
5. The work no longer met current regulations – for example, wiring in some stations, and fire systems.
4. The physical asset was different from that documented.
3. Crossrail Ltd. and its contractors are still identifying new tasks that need to be done, which, alongside tasks taking longer than expected to complete, are increasing forecast costs.
2. Not having a sufficiently detailed delivery plan against which totrack progress
1. Delay in the project schedule has been the most significant reason for the cost increase, at £934 million, 62% of the total cost increase of £1510 million.
Develop innovative ways to reduce the likelihood of lost time and include contractual provisions to protect against unexpected events such as force majeure clauses that will excuse performance under certain conditions including political interference, changes in the law, or uncontrollable events
If fast tracking is used, be aware that this methodology increases risk and also the schedule due to increased claims requiring rework or moving ahead before essential design is completed.
Focus on the project risk holistically rather than as short‐term activities.Reduce uncertainty wherever possible.
Hire experts in the scheduling field to form a milestone managers group, to help manage and overcome project delays that result from the unpredictable nature of megaproject work.Include mechanisms to keep the schedule on track such as additional resources, changes in scope, value engineering, or
Set up milestones for each package that are constantly monitored, evaluated, and adjusted as appropriate.
Breakdown the megaproject into sub‐projects that represent the major work packages.
Because megaprojects have a long life and many unanticipated events and disruptions that impact scheduling, the following practices are recommended:
Client and employee feedback Compliance with all standards, laws, and regulations
Training schedules
Personnel administrative issues
Ensuring stakeholder satisfaction in the local communities Cost/schedule discrepancies vTesting and inspection items Abutter and adjacent contract issues
Environmental and social issues
Contractor performance and problem resolution Quality control and assurance
Active modifications and change orders Risk assessment, control, and mitigation
Project procedural changes Integration of project teams
Issues impacting safety and health of the workers and members of the local community
Status of new or revised construction or policy and current work activities
Other practical assistance for project implementation and contract administration.
A risk matrix and management plan, addressing each risk and how it is to be allocated, monitored, mitigated, and controlled.Ownership of each risk should be clearly identified on a risk matrix, setting out a clear strategy.
A dispute resolution process that becomes part of the contract obligations.
A summary of rights and obligations under the project agreements, with due dates and milestones.
Model process schedules, budgets, and action plans for performance assessments and reporting.
Sample appointment and approval letters, change orders, and other key communications needed for smooth project implementation.
All required testing and commissioning frameworks indicating which party is responsible and the framework for supervision and approval.
A list of required licenses and permits and key steps and processes to obtain them.
The work is performed in compliance with applicable safety regulations.
Construction proceeds and is completed in accordance with the terms of the contract documents, and good engineering and construction practices.
The Interstate H‐3 project did not commence until the late 1980s with protests, environmental complaints, and legal challenges significantly delaying its completion. The highway eventually opened in 1997, and though many Hawaiians have made peace with the highway to this day some local opposition
Another example is the environmentally opposed Interstate H‐3, which cuts through the Hawaiian island of O'ahu. It took 37 years, and $1.3 billion in funds and an immense amount of controversy.
The Three Gorges Dam in China which had serious environmental concerns, labor rights violations, and involved the relocation of more than one million people.
Major events and political adaptation
Extensive social and environmental frameworks
Dynamic governance structures
Collaborative contracting, integration, and partnering
Technological and procedural complexity
Emergent risk and catastrophic potential
Complex systems and interorganizational relations
Large‐scale public policy making
Long duration and over $1 billion in costs
16. How do you ensure the integrity of the PPP and its partners?
15. Why would a project seek out an offtake purchaser and in the case of an energy project what are the advantages of a power purchase agreement and who would the agreement benefit the most?
14. What are the considerations in transferring a PPP from a project environment to operations? How would you mitigate risk during and after the transition?
13. What are the essential phases in building a PPP?
12. Who should bear the financial, economic, political, construction, operations and maintenance risks of a PPP?
11. How can the PPP ensure private investors that the return on investment is realistic?
10. What are the cultural considerations in establishing a PPP between the host government and foreign investors?
9. How should public private partnerships be structured and governed?
8. Why are public private partnerships important to developing countries?
7. How would you go about integrating the project organization and the numerous disciplines that exist on a project?
6. What is systems thinking and how can it be utilized to add value to the partnership?
5. What are the essential criteria a government must consider in selecting a private sector partner?
4. What are the key policy issues that must be decided prior to initiating a public private partnership?
3. How can integration improve the governance of megaprojects?
2. How can the roles and responsibilities of program managers and systems engineers be integrated in the context of a megaproject?
1. Why is integration an important tool in developing and implementing global megaprojects?
14. Build a collaborative environment where trust, transparency, and openness are key attributes.Discussion Questions
13. Evaluate supply chain reliability throughout the project life so that unnecessary delay and increased cost is avoided.
12. Renegotiation is an opportunity to improve the PPP arrangements particularly when unexpected events impact the sustainability of the project.
11. Integration is critical to ensure value from the partnership both at the organizational and the project level.
10. Failure of governments to continuously develop new projects can result in a significant lag in the PPP project pipeline which is an ongoing process.
9. The viability of a public private partnership depends on both the demand and supply side. Particular attention should be paid during the selection of the private partner to make sure the expertise is available for the entire life cycle of the project.
8. An environmental and social assessment is required for all projects to ensure the goals of inclusivity, sustainability, and feasibility are met.
7. Transparency and an open competitive process is essential to attracting private investment with rare exceptions.
6. Finding an offtake purchaser for the product or project produced can be key to securing project financing.
5. Risk allocation is a primary benefit for the megaprojects owner and sponsor(s).
4. The legal and regulatory process is key to attracting private investors so that risks and liabilities are reduced to the fullest extent possible.
3. Public–private partnerships are typically developed to provide additional financing when public sources are insufficient. They also provide needed technical expertise for complex projects where local talent is unavailable.
2. Integrating disciplines such as systems engineering and program management through shared values, standards, policies and procedures can reduce conflict and enhance the likelihood of success.
1. Integrating people, processes, and systems can create greater efficiencies and improve project performance.
5. A detailed environmental plan should be prepared and reviewed by environmental protection agencies in the host country. In addition, adequate measures should be adopted to avoid the pollution of water bodies and the emission of harmful gases during the construction and operation of the facility
4. To create more job opportunities, construction and operational works should be subcontracted to local businesses and suppliers.
3. Enhance profitability through the adoption of smart and digitalized technology.
2. Utilize resources including land, capital, and employees and tools such as building information modeling (BIM) to estimate costs at early stages.
1. Focus on improved quality and quality control measures to increase the overall satisfaction of users and project stakeholders.
How the project will be gender friendly, responsive to climate change and protect the poor.Cultural heritage that the project may affect or would incorporate
The environmental impact of the PPP.User charges, or the taxes required to pay for a PPP.Changes in the availability or nature of public services. Some services may be discontinued to make way for the PPP.
The project will not meet the needs of the community that will use the PPP because it has not been designed with community input.The construction or operation of a PPP project will affect their ability to access local services or infrastructure. A new road may have a toll charge that local
In‐migration, as people come to the project area in search of work.This can place additional demand on local services and infrastructure and create issues with the local population. The social impact of migration/temporary workers, particularly of the potential for gender‐based
Construction and how it disrupts daily activities for citizens (e.g.related dust, noise, traffic patterns, utility services, etc.).
Expectations for jobs from the local community or, in the case of an existing service, fears about losing employment or being transferred from the public to the private sector.
Where the early termination is due to MOIT default, the amount is calculated with reference to the project company’s project debts, financing costs, equity investment and an agreed rate of return on equity. For other termination events (e.g.prolonged force majeure and project company default),
6. Early termination payments – MOIT is required to buy the power plant and pay the project company an early termination amount in the event of early termination of the BOT contract.
Event is defined to include a range of political and regulatory events such as civil unrest in Vietnam, nationalization, failure to obtain or maintain approvals other than due to a breach by the project company.
Government Event and the MOIT must pay the project company the Capacity Charges under the power purchase agreement to the extent the project company is unable to deliver energy due to the Government Event. Government
5. Government events – the project company is relieved from complying with its obligations to the extent affected by a
4. Tax incentives (clause 17) – the project company is given a tax holiday in respect of corporate income tax for the initial part of the project (100% exemption for the first four profit making years, 50% reduction for the next nine years).
This is to address risks arising from the regulated nature of foreign exchange and overseas remittances in Vietnam (clauses 16.2 and 16.3).
3. Remittance and foreign exchange rights (clauses 16.2 and 16.3)– the project company and sponsors are given assurances by the MOIT that they have rights to make remittances according to the financing and equity documents and that they can convert amounts received in Dong (VND) into USD on a
2. Financing – the sponsors are required to fund the construction and operation of the power plant through a combination of equity injection into the project company and loans (clause 7).
Negotiations between the project company (and sponsors)and other government departments.
Passports, visas, and work permits for some of project company’s personnel; and
Procuring a number of key regulatory approvals (e.g.investment certificate for the establishment of the project company, electricity license for the plant, and import/export permits).
1. Ministry of industry and trade of the socialist republic of Vietnam (MOIT) responsibilities – the MOIT is responsible for a number of deliverables in respect of the project, including:Procuring a land lease with the local provincial government for the project site.
6. Is it reasonable to make a commitment for a project that will operate for 60 years without regular negotiations due to the changing financial, economic and social environment?
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