PROJECT MANAGEMENT CONCEPTS, METHODS AND TECHNIQUES

BY MALEY CLAUDE, CRC PRESS 2012

OVERVIEW- Chapter 6 of this book describes procurement management procurement and contract management for projects in a very simple and lucid language. It talks about determining the procurement requirement, establishing agreed procurement processes, soliciting products and service, conducting contracting and procurement activities and managing finalization process.

PROJECT PROCUREMENT MANAGEMENT: CONTRACTING, SUBCONTRACTING, TEAMING BY – QUENTIN W. FLEMING 2003 First edition

The book describes the entire procurement management process in an in-depth manner. This book follow the model of the PMBOK Guide and describe project procurement management as having six distinct processes.

SELECTION OF APPROPRIATE PROJECT DELIVERY STRATEGY FOR CONSTRUCTION PROJECTS- A THESIS –BY PRIYA PARAMESWARAN.

RISK MANAGEMENT IN CONSTRUCTION PROJECTS USING PRIMAVERA RSK ANALYSIS by VEENA S. NAMBOODIRI 2013

The study presented the application of risk management during the construction phase of a project and some risk mitigation strategy was suggested. The author has identified risk involved during construction phase of a project by giving three case examples 1. Bot infra project in India 2. CWG project and 3. Underground corridor construction of metro rail. A case study on AIIMS hospital was studied where the author has identifies the various risk involved, categorised these risks using risk breakdown structure, prioritizing these risks using AHP and finalising using primavera risk analysis for quantitative analysis of these risks.

CONTRACT MANAGEMENT [A SPL EMPHASIS ON E.P.C CONTRACTS]

–BY GAUTAM S.

The study aims at analysing the relevance of EPC contracts of other contractual arrangements. It gives an in-depth understanding of different stages of an EPC project i.e. pre and post award stages. The author also points out the responsibilities of various agencies involved in the contract and has also made recommendations on how to mitigate risks in such projects.

MANAGING THE RISKS IN CONSTRUCTION PROJECT BY COMPARING MOSPI AND FIDIC RISK MANAGEMENT IN DESIGN-CONSTRUCT INFRASTRUCTURE PROJECTS by D Pradeep Kumar and J Suresh Kumar

(ISSN 2319 – 6009 www.ijscer.com Vol. 3, No. 1, February 2014)

In this research paper a comparison of the risk management clauses from the developed country construction contracts with the Indian construction contracts has been done. Finally the research recommend the changes required in the Indian construction contracts for better risk management to meet the current requirements in the Indian Construction Industry. A comparison in made between FIDDIC and MOSPI. The risk factors associated with these form of procurement method was identified and the risk mitigation clause associated with those risks were compared.

FREDRIK LJUNGMARK and JONAS SJÖHOLM (2013)

The author tried to examine how Swedish Transport Authority (STA) staff view risk management in civil engineering projects procured as DC, based on their experiences and opinions. Literature review was done for understanding of risk management in infrastructure projects, and especially in DC projects. In addition, internal documents and policies within STA have been investigated. Findings indicate three categories of risks in DC projects to be of particular importance: geotechnical risks, esthetical risks and environmental risks. Furthermore, results show that the respondents are inexperienced in managing risks in DC projects; as a consequence, some parts of the projects are managed as traditional contracts.

RISK MANAGEMENT IN THE TENDERING PROCESS

BY - JOHN-NICLAS AGERBERG and JOHAN ÅGREN 2012

In this thesis the author tried to examine and evaluate how contractor experts manage risks during the tendering process for large scale infrastructural projects in Sweden. The methodology adopted was broad literature review of risk management in construction and the company’s internal documents and policies.

Additionally, 11 semi structured qualitative interviews with key persons in the tendering process and one observation of a risk meeting have been carried out.

Finally, the Monte Carlo simulation technique has been used to simulate risks in two completed infrastructural projects. Findings reveal that there is a suitable risk management support tool within the company but it is not used in the tendering process.