1. PROJECT REPORT
On
ROLE OF PROJECT MANAGEMENT CONSULTANT
AND MODEL TENDER DOCUMENT
PRESENTED BY
PRADEEP AHIRKAR, Devendra Singh,
Sr.DEN/N/BRC Dy.CE/BL/ALD
UNDER THE GUIDANCE OF
Shri N.C. SHARDA
Sr. Professor (Works)
Course No. 722
Sr. Professional Course
(Bridges & General)
2. CONTENTS
1. Introduction
2. Need for consultancy
3. Main Constituents of Project Management
4. PMC Requirement in Railways
5. General Composition of PMC
6. Selection criteria of PMC
7. Evaluation
8. Contents of RFP Documents
Section 1. Notice Inviting `Request for Proposals’
Section 2. Instructions to Consultants
Section 3 & 4 Proposals Forms (Technical & Financial)
Section 5. Terms of Reference
Section 6. Form of Agreement, General Conditions of Contract and
Special Condition of Contract
Additional Items to be included
9. Benefits of PMC
10. Shortcoming of PMC
11. Suggestions
3. 1. INTRODUCTION
Development projects undertaken in different sectors of economy are
building blocks of national economy. Projects worth billions of rupees are
undertaken every year both in public as well as private sector. Their
effective management has significant bearing on the overall growth of the
national economy. In the Indian scenario, the experience in regard to
project management has been mixed one. While the cases pertaining to
before-time completion of projects like NTPC's Unchahar and Vindhyachal
Thermal Power Projects in public sector and the Reliance Petroleum
refinery project at Jamnagar (Gujarat) in private sector speak volumes of
skill and competence in management of large-scale projects, there are
several other projects both in public and private sector which suffer on
account of time and cost overruns due to poor planning and lack of
foresightedness at the formulation stage. Past experience indicates that
cost overruns to the tune of 2 to 20 times the original cost have been
observed in several construction projects undertaken in different sectors of
economy. Component of construction comprises nearly 60-80 per cent of
the project cost of roads, housing and dams, etc. Significantly, the capital
outlay on civil construction in the successive Five Year Plans of India,
range from 40 to 50 per cent
Construction originates in any nation's planning philosophy.
Construction is borne out of politico-socio-economic considerations and
hence, they have an immeasurable influence on construction technology
and management of projects efficiently and effectively. Construction,
infact, is the vanguard of development. Construction industry sector can be
broadly divided into buildings and construction. The latter deals with
heavy civil engineering works - dams, highways, airports, bridges, power
stations etc. Building component deals with ejection of buildings - mass
housing, hospitals, schools and ancillary works referred to as external
services. A UNIDO study revealed that building activity accounts for 60% of
the output and investment of the economy of construction industry.
Indian Railways is the largest rail network in Asia and Worlds
second largest under one management, Indian Railways comprise over
one hundred thousand track kilometers and run about 11000 trains
every day carrying about 13 million passengers and 1.25 million tones of
freight every day. Despite being reliable, safe, eco-friendly and
economical mode of transport, its share in both fright and passenger
traffic has comedown significantly over the years. The scope for public
private partnership is enormous in railways, ranging from commercial
exploitation of rail space to private investments in railway infrastructure
and rolling stocks. In order to have an integrated development of
Transport system, National Rail Development Programme has also been
4. launched in December 2002 envisa ging an investment of about US$ 3.5
billion in next 5 years. The programme envisages removal of capacity
bottlenecks in the critical sections of railway network. The Golden
quadrilateral is proposed to be strengthened to enable running of more
long distance passenger trains and freight trains at a higher speed.
Programme also envisages strengthening of rail connectivity to ports and
development of multi-model corridors to hinterland. Construction of 4
mega bridges costing about US$ 750 million is also included in the
programe. Construction of a new Railway Line to Kashmir valley in most
difficult terrain and expansion of rail network in Mumbai area has also
been taken up.
2. NEED FOR CONSULTANCY
I. Shortage of specialized staff with the Railways since at present
the supervisory staff conversant with latest construction
techniques are not available in bulk.
II. Also, in general, there is a shortage of supervisors which can be
attached with single projects.
III. Faster execution of projects in short time.
IV. Fund Management -: Huge arrangement of funds for
Infrastructural Development Projects beyond planned
expenditure.
V. Commensurate with Govt. policy of right sizing and formation of
lean SPV.
VI. To implement the requirement of loan providers such as WB,
ADB & Other Financial Institutions.
3. PROJECT MANAGEMENT CONSULTANT
The main constituents of any PMC are -:
A) Cost Estimating
B) Scheduling and Planning
C) Construction Project Management
D) Trouble Shooting / Resolution Services
(A) Cost Estimating -: It includes the following
I. FEASIBILITY & BUDGET ESTIMATES
II. PROGRESS DESIGN ESTIMATES
III. CONSTRUCTIBILITY REVIEWS
IV. BID ESTIMATES
V. COST STUDIES AND ANALYSIS
5. I. Feasibility & Budget Estimates
A defined project scope and line item budgets are crucial to
keeping the project on course during the design phase and
contractor selection phase. Developing a realistic cost and
budgeting accordingly at the initial concept of the project is the
prudent first step.
Feasibility and budget estimates are to be prepared with minimal
information, usually verbal descriptions and rough sketches, and
prior to the project/program detail outlined. The level of detail
provided for these estimates is as good as the level of the project
scope provided and are prepared with in limited time.
II. Progress Design Estimates
The ability to monitor the project scope, cost, and schedule during
the design process is of paramount importance. Variances can be
identified and informed actions taken to keep the project within
cost and schedule parameters identified in your project program.
When a series of estimates using disciplined line item budgeting
are prepared for a project, the scope and costs can be monitored
for the entire design period through to the end of construction.
III. Constructibility Reviews
Discovering conflicts, build ability issues, and/or omissions in the
contract documents leads to better bids and fewer change orders
during the construction period. A detailed review of the civil,
structural, and architectural elements of the project to identify
needed details and information as well as a cross check of the
technical specification with the project’s plans to insure
coordination and necessary inclusion of technical data is to be
done.
IV. Bid Estimates
Thoroughness, timeliness, and accuracy matched with experience
are required in preparing a reliable bid estimate.
The bid estimates are to be prepared from complete plan and
specification packages using software. The level of detail provided
with the estimates will allow the project team to convert the
information to project level production and purchasing guidelines.
Each item of work is identified in the estimate, typically in the
order of construction sequence, and will include details including
6. the labor, equipment, material, and subcontract elements of each
line item. The plans and specifications are to be checked to insure
that cost elements are not overlooked.
V. Cost Studies and Analysis
The various options need to be considered with reference to time,
cost, and/or value for proper evaluation based on the studies,
analysis and experience.
(B) Scheduling and Planning
“Plan your work (schedule), and work your plan (success)."
The most important reason for developing a schedule is to
communicate and manage the work plan. Schedules are keys to
improved communications between the prime and subcontractors
and between the owner and the contractors during the course of
the project. While the types of schedules vary from bar chart to
short interval to precedence diagrams, their value remains a key to
a successful project. Schedules are the tool that solidifies the plan.
• Critical Path Method (CPM)
• Bar Chart
• Gantt Chart
• Cash Flow and Cost Loaded
• Phasing
• Manpower
• Counter Measure
• Alternate Planning and Sequencing
• GC Schedule Review for Subcontractors
• Subcontractor Schedules
The project and the contract documents needed to be analyzed for
the best scheduling application. Whether through bar chart, arrow
diagram or precedence method, the schedules will help to manage
the work and bring the project to a successful completion. The
main aim is to prepare a workable plan and prepare counter
measures for inevitable occurrences.
(C) Construction Project Management
Construction projects necessarily involve a myriad of professionals,
contractors, sub-contractors, designers each involved for profit at
some phase of completion. These parties are to be organized to
insure that your best interests of the Railway are served by
7. managing the schedule, quality, and controlling costs and that
maximum value is achieved. As Railway’s representative, PMC is
supposed to do -:
• Assistance with contract document development
• Contract bid process, negotiation and award
• CPM schedule development and monitoring
• Contract administration and submittal management
• Cost control
• Budget management and change control
• Quality management
• Safety monitoring
• Audits and cost-to-complete estimates
• Cost estimating
• Constructability reviews
• On-site inspections and monthly reporting
• Contract close-out
• Operation and maintenance manuals
• Owner training
• Project close-out
• Final project review and close out
(D) Trouble Shooting / Resolution Services
All the projects do have unresolved issue(s) that needs an outside
source for resolution. It is the function of PMC to provide a staff of
problem solvers, option providers, and counter measure developers
who can help to work through the issue that is presenting
difficulties in project execution. A straight forward assessment of
the situation with suggestions that will be thought through with
end result in mind should be provided by the PMC. Some of the
types of issues we can help you with:
• Staff supplementation
• Material management
• Off site testing and coordination
• Start up services
• Material / Equipment expediting
• Cost to complete assessments
• Specific project segment support staff
• Final proect and punch list management
• Supply services and supply project management
As a whole, the responsibility of the PMC is to add value to every
stage of the project lifecycle.
8. 4. PMC REQUIRMENT IN RAILWAYS –
(A) CONSTRUCTION PROJECTS
I. Construction of high speed corridor.
II. Construction of Dedicated freight corridor.
III. Construction of large No. of bridges like replacement of CI pile
Bridges.
IV. Construction of New Lines.
V. Gauge conversion works.
VI. Tunneling in all kinds of soil strata
VII. Tunneling in high altitude Himalayan region
VIII. Construction of major bridges/ fly over bridges
IX. Signaling and Telecommunication projects.
X. Laying of Optic Fiber Cable lines.
XI. Laying and linking of Railway track
XII. Building constructions including service buildings and residential
colonies.
XIII. Pre-fabrication works
(B) OPEN LINE
The cost involvement in the works carried out by Open Line is
usually small. However, the PMC may be thought out for -:
I. Architecture development for station buildings on large scales.
II. Touch & Feel works for major stations.
III. Construction of new station buildings on replacement basis.
IV. Development of new colonies.
V. Major yard remodeling.
VI. Addition of new platforms.
VII. Replacement of small spans steel girder with RCC slabs.
(C) RECENT DEVELOPMENT IN RAILWAYS
I. Recently ME has circulated a letter for appointment of PMC for big
projects. The letter is placed as Annxure “A”.
II. RVNL, DMRC, KRCL have already started working with this
concept.
III. DMRC has appointed consultants for Consultancy services for
procurement, construction and commissioning the complete metro
project and for post construction activities, O& M, preparation of
manuals, training to the staff etc. The contract is awarded to GC
consortium consisting of Pacific Consultants International, Persons
9. Brinckerhoff International, Japan Railways Technical Services,
Tonichi Engineering Consultants and RITES.
5. GENERAL COMPOSITION OF PMC
I. A legal entity registered in India having past experience of PMC
II. Team will generally consist of PM, RE, Experts Civil, Bridge, P.Way,
Signalling, General Electrical, OHE, Operation & Safety and
Quality Assurance Expert with specified relevant experience.
III. Supervisors of respective disciplines and office supporting staff.
IV. Provided office at site by Construction contractors along with
Vehicles, Communication, Survey Instrument and Computers.
6. SELECTION CRITERIA FOR PMC
I. QCBS:-Quality Cum Cost Based System
a) In this system marking is done for the completed project by
the firm for other than Railway but similar work and similar
work within Railway.
b) Marking is also done for experts as per their qualification and
experience.
c) The above total marks are being multiplied by factor.
d) The financial offer is also multiplied by a factor to arrive at
score.
e) Both scores are added together and who so ever is getting
marks as specified is treated to be qualified. A ranking is done
and best suited is selected based on above criteria.
II. Cost based system:
a) Quality – Hurdle, a hurdle is given for each item who so ever is
clearing the hurdle is treated as qualified.
b) Cost – The lowest eligible is considered.
III. MCBS:-Modified Cost Based System
c) Hurdle System
d) Marking System
10. 7. Selection criteria for PMC
The response received against the RFP in examined in five stages -:
S.
N Particulars Criteria Remarks
o.
1 Cost of RFP and Checking for submission
proposal • Hurdle of proof of payment of
security cost of RFP and proposal
security.
2. Responsiveness Checking for submission of
• Hurdle various documents in
accordance with the
guidelines indicated in the
Instructions to Consultants.
3. Technical Checking for Consultants
Soundness • Hurdle. (i) eligibility in accordance
with the specified eligibility
criteria, (ii) Coverage of
overall scope of the
assignment, Approach and
Methodology, and Staffing
Schedule consistent with
the Project Management
requirements.
(iii) Qualification and
experience of proposed
Project Management Key
Personnel.
4. Priced offer Offered Prices Checking the eligible
consultant’s Price Bids.
5. Selection of • Qualification, Evaluation of Bids for final
Consultant Experience selection of Consultant
and quoted based on qualification and
cost. financial soundness of the
Consultant, Qualification
and experience of the
proposed Project
Management staff and the
quoted cost.
11. EVALUATION
S.N. Description of Eligibility Criteria Details of Declared performance of Consultants
and Marks allotted
12 4
1. PROJECT MANAGEMENT &
CONSULTANCY SERVICES:
(A) The Consultants who have rendered (A) Cost of Project Management Consultancy
the Project Management Consultancy Services, exclusively for Planning and
Services for at least one Project of the Supervision of the execution of the Project.
values mentioned in column 4 in the
last 7 years. This particular Project (i) Other than Railway related Projects:
should have been completed within this
period irrespective of the date of Rs. 0.5 to 0.75 Crores -10 Marks
commencement. Rs 0.75 to 1 Crore – 12.5 Marks
Above Rs.1 Crore - 15 Marks
(1% of estimated value of other than
Railway construction contract or 0.5% Or
of Railway projects.)
(ii) Railway related Projects:
Rs. 0.25 to 0.37 Crores -10 Marks
Rs 0.37 to 0.5 Crore – 12.5 Marks
Above Rs.0.5 Crore - 15 Marks
OR OR
(A) The Consultants who have rendered A) Cost of Construction contract of a project
the Project Management Consultancy where consultant has rendered Project
Services for at least one Project of the Management Services.
values mentioned in column 4 in the
last 7 years i.e. from 1999-00 to 2005-
06. This particular Project should have
been completed within this period
irrespective of the date of
commencement.
(25% of estimated value of construction (i) Other than Railway related Projects:
contract for other than Railway project
and 12.5% of the estimated value Rs. 12.5 to 15.0 Crores -10 Marks
Railway construction projects ) Rs 15.0 to 25 Crore – 12.5 Marks
Above Rs.25 Crore - 15 Marks
Or
(ii) Railway related Projects:
(a) Rs.6.25 to 7.50Crores -10 Marks
(b) Rs.7.50 to 12.5 Crores – 12.5 Marks
(c) Above Rs. 12.5 Crores – 15 Marks
12. 2. (A) AVERAGE ANNUAL TURNOVER
(2.5% of the estimated construction
cost.)
The Consultant including the JVs Average annual turnover in the past 3
should have average annual turnover of years.
values mentioned in column 4 in the
last three years i.e. from 2003-04 to (a) Rs.1.3 to 1.5 Crores – 2.5 Marks
2005-06 (b) Rs.1.5 to 2.5 Crores – 3.75 Marks
(c) Above Rs. 2.5 Crores – 5.0 Marks
3 QUALIFICATION AND EXPE-RIENCE
OF KEY PERSONNEL.
Marks will be allotted for each of the Average maximum marks obtained as
Key Personnel i.e. Project Manager, indicated in Column 2 will be classified
Resident Engineer, Civil Engineering as under:
Expert, Expert in Bridges, Permanent
Way Experts, Electrical Engineering (a) 60 to 65% of the maximum marks - 30
Expert, Signalling & Interlocking Expert (b) 65 to 75% of the maximum marks – 40
and Railway Operation and Safety (c) 75% of the maximum marks - 50
expert as indicated in Form 8A (in 8
sheets) of this section.
Each of the Expert should
(a) not be born before the prescribed
date as mentioned in the forms of key
personnel qualification and experience
subject to fitness for field supervision
works.
(b) not have undergone any
major penalty because of
Vigilance / CBI or Police
Cases and
Sum total of the maximum marks for
all the Key Personnel put together will
be reduced to 50; sum total marks
obtained by the Consultant will also
proportionately be adjusted to suit this
maximum of 50.
The obtained sum total marks will be
considered for allotment of marks for
selection of the Consultant as indicated
in Column 4.
13. Only those Consultants will be considered as eligible, who obtain
at least the following minimum marks in each category:
(i) Execution of Projects/Services ... 10
(ii) Annual Turnover ... 2.5
(iii) Key Personnel ... 40
(iv) The min aggregate marks ... 55
to be obtained
Priced offer of only those consultants will be considered who are
found eligible as above.
The lowest eligible bidder will be considered for award of contract,
after conducting negotiations, if found necessary
8. MODEL TENDER DOCUMENT
The contents of the RFP document should be as under -:
I. Section 1. Notice Inviting `Request for Proposals’
II. Section 2. Instructions to Consultants
Annexure 1- Data Sheet
Attachment 1 - Hurdle criteria
Attachment 2 - Site facilities for the Consultant
III. Section 3 & 4 Proposals Forms (Technical & Financial)
IV. Section 5. Terms of Reference
Annex. 1: Scope of Works Contract
Annex. 2: Qualification requirements of key personnel
V. Section 6. Form of Agreement, General Conditions of
Contract and Special Condition of Contract
I. Section 1. Notice Inviting `Request for Proposals’
The Notice inviting RFP mainly includes
a) Scope of Consulting Services
b) Proposal Security
c) Information regarding pre-bid meeting
d) Place, time and date of obtaining RFP documents and submission of
offer.
II. Section 2. Instructions to Consultants
The Instructions to Consultants includes -;
A. INTRODUCTION
1. Background
2. Selection of Consultants
3. Familiarization of Site and other details of the Projects
4. Examination of RFP Documents
14. 5. Joint Proposal
6. Conflict of Interest
Fraud and Corruption
Only one Proposal
Proposal Validity
Participation Government Employees
B. CLARIFICATIONS AND AMENDMENTS TO RFP
DOCUMENTS
Pre-bid Meeting
Clarifications
Addendum
C. PREPARATION OF THE PROPOSAL
Components
Language
D. THE PROPOSAL
General
Proposal Letter
Documents Comprising Proposal Format
Proposal Content
E. SUBMISSION, RECEIPT AND OPENING OF PROPOSALS
Submission of Fully Responsive Proposal
Submission of Proposals
Deadline for submission of Proposals
Proposal Security
Modifications and withdrawal of proposals
Opening of Proposals
NEGOTIATIONS
CONFIDENTIALITY
NOTIFICATION OF AWARD
SIGNING OF CONTRACT
PERFORMANCE SECURITY
CONTRACT COMMENCEMENT DATE
TIME OF COMPLETION
Annexure
Data Sheet
Attachment 1: Hurdle Criteria.
Attachment 2: Site Facilities for the Consultant.
Eligibility Criteria
Only firms that are registered or incorporated in India are eligible
to compete.
The firms should have rendered the project management
consultancy services for at least one project of the following values
in last 7 years. The projects should have been completed within
this period irrespective of date of start. If the firms have executed
15. the work of following values themselves, they will also be
considered for eligibility.
Projects other than Railway Projects
Rly
Projects Cost Variable Rs X Say X/2
OR
Cost of Services 4% of X 4% of X/2
III. Section 3 & 4 Proposals Forms (Technical & Financial)
The consultants to submit the proposal compiling all details and
information as under -:
1. Proof of payment of Document Fee
2. Proposal Security
3. Proposal
i) Proposal submission Form
ii) Letter of participation from each member of JV
iii) Power of Attorney Format
iv) MOU for JV
v) Summary of Credential
vi) Consultant’s Experience in multi disciplinary projects
vii) Summary of particulars of Key personnel
viii) Role and responsibility of each partner in JV
ix) Approach &Methodology proposed
x) Firms Financial Data
xi) Balance Sheets for each Partner
xii) Form of performance security(Bank Guarantee)
16. xiii) Proposal Security (Bank Guarantee)
xiv) Remuneration: Proposed Billing Rates for Experts
xv) Out-of-pocket Expenditures
xvi) Summary of Cost Estimates
PROPOSAL CONTENT
The Proposals and qualification details shall be furnished for in
accordance with the formats given in Section 3 & 4 of these ITC shall
ensure the following:
1. Each Partner/Associate must provide the relevant details;
2. The information shall be concise, relevant and complete;
3. A work plan in graphical format indicating the major activities
interface requirements and deliverables such as reports required under
TOR.
4. A flow chart may be included to clearly indicate the involvement of the
various agencies including those of consultants/sub
consultant/Associates/Railway Administration etc. This must be linked
to work plan. This is a must.
5.The work plan, flow chart, staffing schedule, approach and
methodology must provide a logical description of how the consultant will
carry out the services to meet all the requirements of TOR and to provide
the highest level of performance and integrity as is expected from the
consultant to ensure quality, accuracy, safety and management of
contracts without any disputes and without this the proposal will not be
opened.
6. Furnish detail of facilities to be provided by the Consultant, in
addition to the facilities to be provided by the Employer as given in the
Data Sheet. However, no costs be given which may be included in the
Proposal
IV. Section 5. Terms of Reference
It should include -:
I. Introduction & Background- The services of the PMC may be
provided by a consulting firm (Consultant) with adequate experience in
the field.
17. II. The Consultants - The Consultant will be engaged after proper
evaluation of Technical & Financial Offers.
III. Objective of Consulting Services -
To assist the client in implementation of Project from the stage of
verification / establishment of reference points / data provided by
the survey consultants to the stage of successful completion of
work through the agency employed for the execution of work.
To ensure safety at site.
To follow provisions of ADB loan agreement, regulations, policies,
procedures and guidelines & environmental mitigation measures.
To achieve overall quality & economy in the Project.
Getting as built drawings, preparation of application for CRS and
EIG & implement the project up to defect liability period.
Exercising supervision on the execution of work.
Arranging traffic, OHE blocks and Material Management.
Measurement of works and ensuring payment to the executing
agency including resolving the claims and disputes.
Interaction and co-ordination with the RA, Govt. authority, Local
bodies etc.
IV. Scope of Consultancy Services
Consultant' Role – will act as an engineer for the purpose of the
s
works.
Consultant' authority – He will have the authority as specified for
s
engineer in GCC except
i. No change in contract conditions.
ii. Ordering variation. (Limited to 0.5% in each items maximum
of 2% of contract value).
iii. Ordering variations resulting in extension of time or delay.
iv. Deciding rates for new item / extra item and contractors
claims etc.
v. Relieving the contractor of his duties, responsibilities and
obligation as stated in CA.
Consultant' RESPONSIBILITY
s
Developing Project Management Plan in 30 days from LOA and
inception report in 21 days.
Developing system & procedures 45 days from LOA.
Developing quality assurance plan in 45 days from LOA.
Maintaining copies of all documents.
Nomination of engineers representative who will be full time
resident on the project.
Making all engineering decision.
Project planning, Project co-ordination, project interfacing
Approval of plans from Railways required for execution
18. Checking of various drawings, plans, design, document prepared
by Contractor and including alterations.
Prepare phase working plan.
Ensuring consignee inspection, receipt of material, Accountal
Measurement and certify payments.
Project monitoring till the defect liability period and assets handed
over to Zonal Railways.
Compliance with ADB, MOU of Railway and environmental
mitigations.
Daily report on significant events and Monthly progress report and
quarterly progress report, completion report in 6 months from
DOC.
V. Detailed Terms of Reference
1. REVIEW
The Consultant shall
review the Detailed Project Reports
review adequacy of the contractor’s QMS
check final designs/drawings
Approve drawings and specifications for construction
Review proposals for S&T works, block workings, NI working
Liaison between various contractors, designers
Review arrangements during non-interlocking working
Review proposal for acceptance by RDSO
2. Quality Assurance
Prepare a Quality Assurance Manual
Assist the contractor to evolve a system of Quality Assurance
Ensure that the procurement of materials and equipment
Inspect and approve all materials received
Check concrete mix designs
Inspect the quality of the works
Assess and check the laboratory and field tests
Maintain records of all testing
3. Project Control
The consultant shall monitor the project covering all aspects of the
project
Progress in accordance with schedules
Critical Interface requirements
Cost Control
Environmental matters
Quality Control
4. Construction Supervision
The Consultant will make all engineering decisions required for the
successful and timely implementation of the contract in consultation
with the Employer. Accordingly, the principal, duties, responsibilities and
activities of the maintenance consultant shall-
19. Ensure adequacy, stability and safety of all personnel and
construction works
Ensure that the works to be carried out on running lines are
coordinated, planned and executed meticulously
Conduct site visits to review progress in implementation
Assist the Employer for liaison and co-ordination with the relevant
authorities
5.0 Conflict and change Management:
6.0 Measurement and Payment:
7.0 Project Completion
8.0 Reports
VI. Implementation Arrangements
VI. Consultant’s Organization & Staffing
The Employer’s require the projects to be managed as given below:
1.0 Project Manager
2.0 Resident Engineer
3.0 Experts (Discipline wise)
4.0 Site Supervision Teams
VIII. Annex – 1 Scope of Works’ Contracts for Project Management
Consultancy Services
IX. Annex – 2 Qualification Requirements of Key Personnel
V. Section 6. Form of Agreement, General Conditions of Contract and
Special Condition of Contract
Standard form of agreement like works contract incorporating all
necessary sections of RFP.
General Conditions of Contract may be same as existing GCC with
some modification of terms & conditions.
Special Conditions of Contract shall include sufficient provision for:
Penalties in case consultant fails to comply with the stipulated
requirements e.g. checking of works carried out by the Consultant
disclose that works carried out by the Consultant do not meet the
specified requirement, the employers will not pay the Consultant fees
for the affected portion. In addition, the Consultant will incur a
penalty equal to 100% of such fee and without entitlement to payment
of further fees in this respect.
If the service of a team member provided by the Consultant is not acceptable to the
employer, the Consultant shall immediately replace the team member. If the
Consultant fails to quickly deploy/replace a team member as instructed by the
Employer, the Employer may make temporary arrangement. The temporary
deployment/replacement shall be paid by the employer with commensurate reduction
in the person month scope of the PMC Contract. The Consultant shall incur a penalty
equal to 50% of the cost to the employer of the temporary deployment/ replacement
until such time that the Consultant provides an acceptable replacement/ team member.
This will however be a temporary arrangement and if the Consultant fails to deploy
20. the requisite personnel or replace any member as instructed, the Consultant shall be
liable for action for termination of Contract and or black listing.
9. BENEFITS OF PMC
The execution of projects can be completed within shorter time spans
due to the planned working under PMC.
Availability of expertise of each field under the control of single
authority.
Staffing Schedule can be adjusted depending upon need based on
physical progress of Project. If, during some point of time, more
supervisors of one branch is required and lesser number of the other
branch is required, the flexibility is always available with the PMC.
Rigid rules for recruitment need not be followed.
10. Shortcomings of PMC
Lack of knowledge of Railway engineering/contracts with the
consultant hence he is not able to appreciate the day-to-day
problems.
In case of doubling & third line project, close coordination with
Railway is required. Being an outside agency and concept of PMC
being new to Railways, they are not able to get the maximum
coordination from Railway.
Inadequate control over experts during the execution as they can
leave at any stage which creates problem in continuing the project
further such as measurement recording/accountal of material etc.
11. SUGGESTIONS
The knowledge regarding railway working needs to be imparted to the
officials working with PMC. IRICEN has already started courses for
training of Engineers of Private agencies. This practice may be
followed at the other training Institutes.
The PMCs should be encouraged to recruit more and more retired
Railway officials.
Inadequate control over experts during the execution as they can
leave at any stage which creates problem in continuing the project
further such as measurement recording/accountal of material etc.
The experts working on the project should not allowed by the PMC to
leave the project. PMC may be asked to sign bond with the Experts.
