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Informationen zum Autor WALTER ALFRED SALMON is a Chartered Quantity Surveyor and was, until very recently, Contracts Advisor to the general manager of an international contracting organization that specializes in carrying out EPC Projects for the Oil & Gas Industry in the Middle East. Inhaltsverzeichnis Foreword xiii Preface xv Acknowledgements xix 1 Introduction 1 1.1 The Book's Focus and Objectives 1 1.2 The Book's Content and Structure 4 1.3 Generality of Contractual Advice Given 7 1.4 Common Elements for Construction Projects 8 2 Construction Project Implementation Routes 11 2.1 Different Approaches 11 2.2 Traditional Contracting Approach 11 2.2.1 Design Team's Appointment and Role 11 2.2.2 Employer's Participation 12 2.2.3 Contractor's Role and Responsibilities 13 2.2.4 Traditional Approach Advantages 13 2.2.5 Traditional Approach Disadvantages 14 2.3 Design-Build Approach 14 2.4 EPC Approach 16 2.4.1 EPC Project Suitability 16 2.4.2 Contractor's Obligations 17 2.4.3 Employer's Participation 17 2.4.4 Standard EPC Contracts Available 18 2.4.5 General Notes of Interest 20 2.5 EPCM Approach 21 2.6 Employers Prefer Lump-Sum Contracts 23 2.7 Fixed-Price Lump-Sum Contracts 25 2.8 Selecting the EPC Contractor 26 3 EPC Project Risk Management Overview 29 3.1 Project Risk Management - Definition 29 3.2 Construction Project Hazards Abound 29 3.3 Importance of Project Risk Management 31 3.4 Corporate Risks Versus Project Risks 32 3.5 Greater Risks for EPC Contractors 33 3.6 Principal Disaster Areas on EPC Projects 34 3.7 Maintaining the Project Schedule 36 3.8 Departmental Interface Issues 36 3.8.1 Rework 37 3.8.2 Delayed Technical Bid Evaluations 38 3.8.3 Late Mobilisation of Procurement Team 38 3.8.4 Red-Line Drawings Left Too Late 39 3.9 Forging an Integrated Implementation Team 39 3.10 Allocating Responsibility for Handling Risks 40 4 EPC Project Pre-Implementation Problems 43 4.1 Bidding Process Pitfalls 43 4.2 Failure to Embrace Lessons Learnt 44 4.3 Failure to Understand Contract Terms 45 4.4 Qualifications, Deviations and Exceptions List 46 4.5 False Management Resourcing Plan 47 4.6 Underestimating the Costs 48 4.7 Conceptual Design Bid Pricing Problems 50 4.8 Agreeing to Inadequate Completion Time 50 4.9 Reliance on Employer's Information/Data 54 4.10 Late Approval of CDVR 54 4.11 Gateway Between FEED and Detailed Design 55 4.12 Extended Review Period for Deliverables 55 4.13 Objecting to Impractical Review Process 56 4.14 Underestimating Equipment Procurement Packages 58 4.15 Rejection of Country of Origin 59 4.16 Responsibility for Governmental Problems 60 4.17 Performance Bond Early Submission 60 4.18 Requirement for On-Demand Bonds 61 4.19 Import Duty Responsibilities 62 4.20 Local Content Obligations Downplayed 63 4.21 Contractor's Bid Modifications Ignored 64 4.22 Relying on Carrots 65 4.23 Square Pegs and Round Holes 66 4.24 Failure to Check the Margin 68 5 Overseas EPC Project Preparatory Work 71 5.1 Critical Path Identification 71 5.2 Setting Up Contractor's Administrative Systems 73 5.3 Determining Appropriate Management Structure 73 6 Project Roles, Functions and Responsibilities 75 6.1 The Project Management Consultant 75 6.1.1 Primary Functions 75 6.1.2 PMC's Duty and Loyalty is to Employer 76 6.1.3 PMC's Different Take on Time 77 6.1.4 Employer's Direct Personnel in Lieu of PMC 78 6.2 The Board of Direct...
