The Pergau Hydroelectric Project Part 1: project management E, McEwan, BSe(Hons) J. Idiculla, BSe (Hons), CEng, MICE ‘The Pergan Hydroelectric Project was built asa design and construct contract in Northern Peninsular Malaysia by an Anglo Malaysian joint venture with funding assistance provided by the British Government. This paper describes the contractor's organization set up to manage and administer the project. It also describes how the turnkey alternative was developed and how the design and design interfaces between the contractor, the design engineer and subcontractor were managed. The paper demonstrates the flexibility of the ‘design and construct” concept aud shows how this assisted in several instances by providing designs to sult the preferred method of construetion by the Introduction On 12 July 1991, Keriaya Balfour Beatty Cementation (KRRC), the main contractor for the project. signed a contract with the Malaysian power utility, Tenaga Nasional Berhad (TNB), for the coustruction of the Pergau Hydroelectric Project, valued at approximately £114 million, The 600 MW Pergau Hydroeleciric Project is being constructed as a design and construct contract fn northern peninsular Malaysia, It is a peaking station and is designed to feed its power into the Malaysian national arid for about 5h daily, although in certain circumstances, when Water availabilty permits the generation period can be increased. The project is located in the state of Kelantan in the north-east of Malaysia (see Fig. 1). Project description 2. The layout of the project is shown in Fig. 2. The scheme is divided into two distinet sections: the first consisting of the dam. power tunnels, powerhouse and the reregulating pond aud generally refeired to as the power scheme: the second consisting of the pumping station and the water transfer tunnel, referred to as the aqueduct. Access roads were provided to all the permanent features of the project. I. W. Luke, MCIB, MinstCE. ACIArb and The power scheme 3. The main features of the power scheme are as follows, 4. The Kuala Yong dam. This is a 75m high, coned earthfill dam with a conventional excavated cutoff on the left abutment and a jet-grouted cut-off on the right. Flood flows are passed over a concrete chute spillway designed for a maximum flood capacity of 2403's and located on the right bank Compensation water, at 2 m/s can be released into the river through a riparian outlet installed in the diversion tuaael after plugging, ‘The maximum design capacity of the diversion tunnel was 275 m/s. Water i drawa into the power tunnels through a free-standing intake tower at @ maximum capacity of 141 m/s and is located on the left bank 5. The power tunnels, The power tunnels consist of a 6 m diameter concrete-lined headrace tunnel; an inclined pressure shaft concrete-lined at 6m diameter and reducing With depth to a steel-lined diameter of $m: a steel-lined high pressure tunnel reducing in sice from Sm to 42m diameter: and a 6m diameter concrete-lined tailrace tunnel. The overall length of the high pressure system is approximately 2 km, and the tailrace about 2.5 km, The internal static water head under Steady operating conditions is approximately 100m in the upper headrace tunuel, 493 m in the lower headrace tunnel and 40 m in the tailrace tunnel. Surge chambers, upstream and downstream of the powerhouse are required for system stability 6. The powerhouse. The powerhouse is an nnderground cavern approximately 96m long by 30m wide and 39m high, serviced by two 1307/20T nominal capacity overhead electric travelling cranes and housing four 180MW Francis turbines at a rated head of 495 m, and generators. There is also a separate adjacent cavern 80m long by 15m wide and 12.5m high housing four 180 MVA, 16/275 kV transformers. 7. The reregulating pond. The reregulating pond is a 1-5 million m? storage pond with a high density polyethylene (HDPE) lining located off the Pergau river on its right benk and into which the tailrace tunael discharges. Pro. Instn Civ Engrs Wat, Marit. © Energy, 1907 124, Sept, 130. Ordinary Tuesday 28 Oc Meeting ard McEwan Project Director Balfour Beary Cementarion Joint Verrure, Sidcup Kent Jan W. lake, Commeresa! Manager, Balowr Beatty Comer Joint Venture Sidexp. Ke Joint Venture Sideup, KerDue to habitation slong the riverbanks downstream, the stored water is let back into the river at a controlled rate through a gated outlet structure with a maximum capacity of 60m°/s, An air-regulated siphon spillway with a maximum capacity of 168m'/s is provided for emergency discharge The eeauct «The min fens of he ages re sso tke Toren pemping sation A pooping sn onthe Trane te oer tie vable seed pump The pumping capacity Lom agaist «bead Stout dem Water iver note 10. The oqreduet tel This s 2 Maa volte eck tons in sser Thee thir poi sng the length ane» ane sha to fe our The tinal ischarges tothe FEEL | re uaa Yous om a hate otc Ti The eneaact ites. The aquesest tcl psc mera uber ote curso he Pega ver andthe Row frm hese apne ty si sal oie Sesaniag tas a op sani We Fig. 2. Project tayout es eg ras = Papen Contain atTransmission lines 12. The project works also include a short Jength of transmission line to interconnect the project to the 27SKV national grid and a 33kV transmission line, approximately 30 km long to the Terang pumping station and other 11kV distribution lines to the power intake reregulating pond and surrounding areas. ‘The contract: development of the turnkey alternative 13. Dusing the latter part of 1988, the Malaysian electricity authorities were approached by a aroup of British desian and construction companies with a view to negotiating a contract directly for the construction of a hydroelectric scheme. If the negotiations were successful, grant aid from the British Government would be made available to offset part of the overall cost. 14. Estlier that year. a feasibility study had been completed for the Pergau Hydroelectric Project and the Malaysian authorities indicated that they would be interested in a proposal for that scheme, During preliminary discussions they also indicated that the preferred method of implementation would be as a turnkey contract for both the design and constniction, rather then as separate contracts for each, under an umbrella agreement. 15, Following these meetings, a joint venture company was set up to bid Tor the project. First tenders were submitted in April 1980 and the first round of negotiations began in earnest in July of that year. A series of negotiations and repricing then began, culminating some 18 months later in the award of the contract in January 1991, although the contract was not effectively put in place until July 1991 16. The contract was awarded to KBBC. a joint venture between Kerjaya Binaan, Balfour Beatty and Cementation, BBCTY, a joint venture between Balfour Beatty and Cementation, based in the UK, was appointed as subcontractor to KBBC, for supply and technical services. The contract duration was 668 months, 17. Financial support by the UK Government was provided in the form of grant funds through the Overseas Development Administation and which enabled a bank loan supported by the Export Credit Guarantee Department (ECGD) to be provided under Joan agreement between TNB and the lendi Dank. The project finance is illustrated in Fig. 3. The main terms of the loan agreement were (a) finance for 100%of the UK/EC exports, supplied under the UK subcontracts repayment over 8.5 years following an tial grace period of 5.5 years (c) interest charged at 0.809% per annum, The project management 18. Itwas decided from the outset that the project would be set up as an independent ‘operation in Malaysia, with personnel seconded ftom the joint venture partners to constitute the main management of the contract team. The contract structure that eventually evolved is shown in Fig. 4. The Joint venture company (BBCJV) between ‘Balfour Beatty and Cemeutation was also formed specifically for the project with the main purpose of providing services from ‘outside Malaysia, as required by the project site organization. The main functions of the joint venture are discussed later in this paper. The role of the quality assurance system 19, A quality assurance (QA) system was not a contractual requirement: however, KBBC proposed a ‘proactive’ system in their submission, in order to ensure that all aspects of a turnkey contract could be openly subject to systematic audits, 20. The system establishes policy and references. procedures and controls for design, ‘manufacturing, construction, installation, testing and commissioning of the works. and outlines the organization and working practices adopted in the design offices (off and on-shore). at manufacturing works and on site. All persons employed on the contract were required to comply with the procedures defined in the quality system, All subcontractors were required to demonstrate to the contractor that they hhad the organizational and technical capabilities to complete their works wider a quality system, acceptable to the contractor. UK oan agreement Project ive ‘Baorence anproveady ECsoand O04) capped ar Mgt223'5 ion prougea oy 306 mien (Gate ration) atayian Government ——-— M1345 milion rcs secaston r 1 Msa035 rsion Ma7smuon ae PERGAU HYDROELECTRIC PROJECT: PART | Fig 3. The project finance 141IDICULLA ET AL Eager ‘Tenaga NasiolSorad ‘nanaganert Soy at Epsstog ‘re ‘Samet ae | Fecal on ofeore L oa ane bon aoa f 1 Tw Tea pena Sapte Tegan " Steams now at Ertan JV aur Bay Cain “iseape : Tatas as RGTE mecRRTE Dale nore Se en ee ee sigh ans Paes Envioomena Ta gaug, ‘Stim: cee Hanwomen. Tavew o Ea decane cola cies vise on See Vaiiant a nai ern ay Dasina nascent oy ato aos Wines ‘i “eens Ta Design sei pocemant sain Bosieeon a Gas Ret Cone i apie 21, The overall cesponsibility for the administration and audit of the quality system for the project as the funetion of the quality assurance manager. He was a member of the central project site management team with authority and organizational freedom to identify all quality-related problems and also to initiate, recommend or provide solutions and to verify the implementation of these solutions. He reported to the project director, and in liaison with the appropriste section managers was responsible for (a) implementing a systematic audit scheme (6) pre-award evaluation and audit follow-up ‘and surveillance of suppliers and subcontractors on the basis of approved, applicable QA requirements review and evaluation of inspection and test records review and evaluation of non-conformances and corrective actions records, This also included the development of trend analyses for discussion at the weekly piogress meetings aud issue of reports to the joint venture office in the UK providing assistance in the preparation ‘nd finalization of procedures for the execution of the site works, © o 7) 22. In liaison with KBBC’s en: a ‘manager, the QA manager was al responsible for ensuring proper systems interface between the site-based design team ‘and KBBC, with respect to the smooth flow of design information, drawings and correspondence 22, BBCIV implemented a policy of externally auditing the site and design office quality systems, twice per year. The British Standards Institution (BSD) also independently audited the site quality system and fhll accreditation to BS EN ISO 9001 was awarded in November 1995, Transfer of technology 24, One of the requirements of the main contract was the transfer of technology from the UK to Malaysia across all sectors of work, including both design and construction. The contractor was responsible for ensuring that his staff and labour assigned to the project possessed the necessary qualifications, skills and experience fo carry out their required duties, The technical nature of the project, its magnitude snd the need to provide the employer with electrical power at the earliest date, made it necessary for the contractor to Fig. 4. Contract arrangementmaintain a high staffing level of management and techaically skilled personnel throughout the contract period. During the intial constmuction phase, the emphasis on staffing: was for expatriate personnel Dut it was the policy of the contractor. as the works proceeded. to replace. where possible expatriate staff with Malaysian personnel. To this end, overall site and department training programmes were set up throughout the duration of the contract, to enable ‘implementation of an early transfer of y. Training requirements were reviewed and arrangenients made for inhouse and external training, where appropriate. Maloysian supervisory and skilled ‘employces benefited by working with the contractor's own skilled experienced trades aud section foremen, who during the project period passed on their knowledge of up-to-date construction techniques. Particular emphasis vas placed on the underground works with the complex ventilation and support measures necessary to ensue the safety of the works and also of those involved ia the construction of the works. 25. Training was not only confined to site- based construction operations but also extended to the design works. In order to implement this, it was decided that part of the design would have to be carried out in Malaysia, where training was implemented ‘under supervision by the design engineer's senior stall Management of the design and design interfaces The design 26, In the design and construct context the main contractor managed both the design and the construction. and in particular the interface between these two disciplines ‘This latter sole is new one for many contractors but it is a role which has great importance in the successful management of such contracts 27. Under conventional contractual arrangements for hydroelectric projects, contractors and equipment suppliers do not generally have the opportunity to influence the design engineer or the design itself. Designs are offen imposed by consultants, and contractors and suppliers tender to comply With these requirements and construct accordingly. The designs are for the most part satisfactory, but they may not be the ideal or ‘most economical which could be achieved at that particular time, Consultants generally base their designs on their own experience and often, by the time contractors are appointed. itis fo0 late in the process for them to exert any significant influence. PERGAU HYDROELECTRIC PROJECT: PART 1 28. The design and construct contract attangement is completely the reverse From the outset, the contractor and his, subcontractors are intimately involved in the design process. This is generally, but not always, a benefit to the designer. The main advantage is that the civil contractor's preferred construction methods can be incorporated into the design and, furthermore, the design can be built up around the plant which will eventually be installed, On the Pergau project the management of the design/construction interface was effectively split into two components. The desian interface between the design engineer and GEC-A was managed by a coordinator from the joint venture’s staff in the UK, as that ‘was where the bulk of the civils and EXM (electrical and mechanical) design work was cartied out. The construction/erection interfaces were managed by a similar coordinator from the contractor's (KBBC) staff, based on site, while the design construction interface was managed by the conttactor’s site-based engineesing department, Design development and approval system 29. The design process started immediately after contract avvard and it was important that this process proceeded smoothly due to the fast track nature of the contract, During the contract negotiation phase a considerable amount of thought liad gone into methods by Which this could be achieved and as a result procedures were outlined in the contract to describe the design process and help smooth the design approval procedure 30, The final design process consisted of three stages for the civil works (categories Al. A? and A3) and four stages for the E&M works (categories BI, B2, B3 and BA) . These stages and the procedures adopted are now described. 31. Categories Al and B1. This stage consisted of the submittal of a preliminary concept design and a design report by the design engineer to the contractor for approval. ‘This submittal was based on a review by the design engineer, of all aspects of the layout given in the feasibility study. When the contractor was satisfied that the information provided complied with the project brief. the Gocuments were formally submitted to the supervising engineer and employer for review ‘and discussion at a design review forum RF) ®. The DRF was outlined in the contract and consisted of representatives from the employer, the supervising engineer, the contractor, and the design engineer under the chairmanship of the contractor. Tt was set to provide a means of liaison between the parties on matters pertaining to the designIDICULLA FT AL, ————<— of the works and with the objective of streamlining the design approval process. 33. Categories AZ, B2 and B3. This st of the design process consisted of the submittal of general arrangement drawings (A2and B2) for all of the works and operation ‘and maintenance (O&M) drawings (83) for the ERM works, by the design engineer in line with the concept design, agreed at the DEF. The O&M drawings were detailed drawings to enable the employer to operate, maintain, adjust and repair all parts of the E&M works. This submission was made firstly to the contractor and subsequently to the supervising eagineer for formal approval. This was the only formal approval stage for the supervising engineer/employer in the Gesign process, ‘BM. Categories A3 and B4. This stage consisted of the submission, by the design engineer, of detailed constriction drawings for the civil works (A3) and detailed shop drawings for the manufacture, and drawings for the erection of. the F&M plant (B4), which were prepared following the formal approval of the design by the supervising ‘engineer. These drawings were initially submitted to the contractor for his approval prior to their formal issue as working drawings. They were also submitted to the supervising engineer to enable a check to be carried out that the detailed design was proceeding in accordance with the project brief and the approved documentation. 35. Design approval. Prior to any design documentation being submitted for the formal process of approvals, it was reviewed by KBBC’s site engineering department to ensure that (a) it complied with the project brief @) it was an economical design, within the tender allowances (c) it was suitable and appropriste for the conditions as known on site at the time (sometimes different to tender) (@ suitable construction plant was available ‘on site or was consistent with that being ordered, to ensure construction techniques evolving from the design were always taken into account (c) its “buildability’ was appraised and accepted by the construction staff. Management ¢ the offshore/onshore civil design 36. As stated earlier, it was a condition of the contract that some transfer of technology took place. In order to satisfy this requirement in respect of the design, it had been decided that some of the design work would be implemented ia Malaysia, 36. The offshore and onshore aftangements for the design teams are shown in Fig. 4. In order to ensure compatibility of approach between the Malaysian and UK design teams, personnel from Malaysia were seconded to the UK design office for a period of about six months prior to returning to Fig. $. The function BBC kona Sn Bt obstaeceany Bec er (Design spp of EAMacipment (0 Chane meena sant, “Desi rhe Cit ona sign reves FEM design Patent company senices a ” ‘Searas nm Rate pa al 2 seen 18 Tempera wore design ane 1 ekg rows 0 Staansiaboar (Bonde andneurances (© Accounting an fran! sores ‘Foner ansocton 8 {Desir supp of wanamsonKuala Lumpur as key players ia the project design office specifically opened there to manage the Perzau project. This design office ‘was managed by one of the design team leaders from the UK who transferred, with others from his team, to Malaysia in January 41092. The initial intention had been to prepare all concept desian works for the project in the design engineer's head office in the UK where all the experienced hydro engineers were located and to carry out detailed design work only in Malaysia, once these concepts were established, As iS inevitable with all large projects, events did not work out exactly as planned and concept design works were also prepared in Malaysia, 38. The design of the access roads was initially subcontracted to local Malaysian consultants experienced in this type of work and was supervised on behalf of the design engineer by their associate company ia Malaysia, Because of numerous changes in concepts as designs developed and construction methods were clarified. the design of the roads was eventually taken over and completed by a site-based design team consisting of staif from both the design engineet”s head office and the local Malaysian consultants. At the peak of design activities, the design engineer employed design teams im both the UK and Malaysia totalling about 120 people 39, There was also provision in the contract 10 train the employer's personnel ia the design and operation of E&M plent and equipment at both the manufacturer's factories in the UK, and later during the permanent operation of the power plant Management of the civil/E&M design interface 40. The coordination. ‘The coordination of the design development of both the civil and ERM works was carried out by a coordinator appointed by the joint venture (BBCJV). Fig. outlines the functions of the joint venture ‘company. 41, The E&M interface with the civil works design on this project was virtually identical to that on any other hydroelectric scheme. ‘Most of the F&M plant was supplied by General Electric Company Alsthom (GEC~A) under a subeontract arrangement and the; were responsible for the detailed design of the plant supplied, The design engineer set out the design concept aad then checked. o behalf of the contractor, that the E&M design by GEC-A was carried out in accordance with that concept. 2. A detailed coordination programme was prepared identifying the dates by which the design engineer required the preliminary. intermediate and fiaal equipment details in order to develop the civil design in accordance with the contractor's overall construction programme. It also identified the dates by which the design engineer had to make civil works data available to GEC-A. in order that the required progress could be maintained on these design works. Procedures were established for communication between the designers. the joint venture and the contractor such that all pasties were kept informed of progress. In addition, regular coordination meetings were held, generally in the UK but occasionally in Malaysia, chaired by the coordinator and attended by representatives of all the designers and during which the programme was reviewed in detail Problem areas were highlighted and steps taken to resolve these problems timeously ‘Thisty-four such meetings were convened in the UK and played a significant role in the successful management and completion of the design process. 43. The constuction. The site line management departments responsible to the project director are shown in Fig. 6 The project director was directly responsible to the KBBC Board for financial accountability and progress of the works. Each of the five project departments was controlled by a department head who had total responsibility and accountability for the fonctions in his department. The responsibilities of the engineering and construction departments are shown in Figs 7 and § respectively, ‘44. A unique festure of the design and construct philosophy was the ability to vary designs on site to suit construction requirements as the works proceeded. This was only possible duc to the recoguition, from the outset, that a design team should be based on site and that it should form au integral patt of the site team, Through the quality management system, documentation was put in place to formalize any changes to the original designs prepared af the design engineer's UK office, At the same time, the system censured that all relevant parties, including the supervising engineer. were promptly informed of changes. A well-equipped drawing office with trained local draftemen ensured prompt changes to drawings, and maintenance of records for preparation of as-built” drawings at a later date. PERGAU HYDROELECTRIC PROJECT: PART 1 ——— Fig. 6. Site main line management chart ‘Guay sssranee Saley & enronment! Exgresing Coane ]Engncenng Deparment T 1 i 1 1 1 cam s0x° ste design | | Management Gina — Engineein cooranaton satety 2 ‘ee oes a irstonn Suney envronmeta feria ann) etn commissioning F crasna sneer emer Foecon Fates F priate ance ‘Teoma weary race acon | Pease OR Unemrnesinen | re | openseem Seon oe fo revecaimes | ne ini Soon camo: 1 pesewdgrier | TF Designconsucton Soman | agonal we coon chee 17 Errata mers | eres epee 45, Regular meetings were held with all subcontractors to discuss progress of their works and interfaces with the min contract Works or those of the other subcontractors. 46. The E&M installation works requised detailed and regular interface meetings to review progress and discuss any problem issues, The quality management system that was in place ensured that non-conformances ‘were quickly identified and requirements for remedial works addressed. Most of the E&M plant was supplied by GEC-A under a subcontract arrangement. GEC (Malaysia) ‘was responsible for the installation and commissioning works. 47. Under the quality management system, KBBC and their subcontractors were responsible for carrying out their own works inspections and testing. KBBC established a well-equipped materials laboratory on site which had all the facilites to camry out all concrete and soils testing required under the contract, Any specialist testing requirements were referred to the BBCIV office in the UK for action. 48. The duties of the supervising engineer, Suowy Mountain Engineering Cosporation (SMEC). on site, were no different to that of the ‘engineer’ under a conventional contract; the only difference being that SMEC relied almost entirely on the contractor's quality assurance system to ensure that the works were adequately constructed in accordance with specification. During the course of the construction works, it was agreed that SMEC personnel on site would also participate in the quality system, by saising noa-conformances ‘which were not identified by the contractor's Staff, These were reviewed at the monthly coordination meetings with the engineer and actions monitored at the project directors weekly management meetings. 49, There were also instances when SMEC would request a technical presentation to be carried out in the presence of a panel of experts in order to satisty both themselves tnd the employer that a design solution ‘was economic and the most appropriate Two such presentations were for justification for the extension of the steel lining in the high pressure tunnel and jet grouting as an altemative design to provide an effective and efficient cutoff for the dam. 50, Under the terms of the UK Government loan agreement with the Government of Malaysia for the project finance, the Overseas Development Administration (ODA) was requized to appoint (a) consultants to monitor expenditure trom the loan a design review panel of three eminent experts to advise the ODA on safety. aspects of the project design specialist environmental consultants, as service to the employer, in connection with their Environmental Management Plan for the project. o © These appointments and subsequent activities, coordinated by BBCIV, entailed meetings and inspections of E&M equipment during ‘manufacture in the UK and site visits in alaysia. In addition, BBCIV (with KBBC) issued quarterly progress reports to the ODA. Fig. 7. Engineering department structurePERGAU HYDROELECTRIC PROTECT: PART 1 SS Construction Deparment GREER | | sogustnavona | | Meese irsalolon ces i. ||Exeee| P| SxS department structure which included payment and drawdown schedules, details of subcontracts placed and details of loan expenditure on plant and materials The construction programme SI. The Conditions of Contract were aodelled on FIDIC with employer's smendments for the civil and ESM works. The contract required a Clause 14 programme tp be submitted at contract award. Three key stage dates were required to be met (@) Stage 1: Substantial completion of the Kuala Yong dam and associated civil works sufficient to permit commencement of impounding. () Stage 2: Substantial completion of first aud second generating units, including installation, testing and commissioning, (0. Stage 3: Substantial completion of the rest of the contract works, The project menagement software that was used for the project was Artemis 7000 and was run on a PC under the direct control of a senior planning engineer. This proved to be an extremely useful tool, ia managing the progress and programme of the works and, in patticular, monitoring interface aspects of the B&M works. ‘53. There were four levels of programmes in addition to the Clause 14 programme produced for the works. (a) Level 1: Summary executive programme (2) Level 2: Summary works programme for all areas of the project works (Level 3: Detailed works programme indicating interfaces with other subcontractors’ works. (@ Level 4: Detailed works programme for each area of the works. showing detailed interface requirements with other subcontractors’ works and in particular the E&M works that was critical to meet key dates. Sd. The flexibility of the software progsamme allowed ‘what if scenarios to be considered quickly and the effects of any design changes carried out on site to be promptly reviewed 55. The flexibility of the ‘design and construct” concept assisted greatly in several instances by providing designs to suit the preferred methods of construction by the contractor. Three notable areas that demonstrated this were as follows. Dam construction 36. The tender concept was for an excavated cut-off. In discussions with the design engineer, a jetgrouted option emerged as an attractive option. These were discussed at length with the design engineer and the jet ‘grouted option was eventually selected by the contractor. Although this was considered more expensive than the excavated cut-off option, it offered a lower risk against programme overrun and safety hazards for construction in fan environment that Was subjected to heavy ‘tropical rainfall with recorded anaual levels up to 3000 mm, The dam fill materials, dam ligament, and slope angles were all subject to extensive discussions with the design engineer to suit conditions relating to material availability, ease of winning materials and consistency of material properties Terang pumping station ST. The tender concept showed a rafi foundation for this structure. There were limited site investigation works cattied out the vicinity during the feasibility stage The site investigations carried out during ‘the contract, however, indicated very poor ground conditions and rack bed levels substantially lower than those assumed in the tender and indicated by the feasibility report The contractor's preference, in view of the availability at the time, of tained personnel in underground excavation works and faced with programme and time constraints to completethe substructure works before the onset of the monsoons, was to construct caissons between 4m and 4.5m diameter and up to 15m deep, as foundations for the superstructure ‘58. The design works commenced. based on this concept, and construction of the saissous progressed while the design was being caitied out and with design information being provided on an intermittent basis to suit construction works, At the time of commencement of construction, formal approval of the design had not been obtained from the supervising engineer. However, the supervising engineer was always kept informed and participated in discussions with the contractor and design engineer's representative on site. The formal approval of the design was only obtained during the course of the design. Whilst this example demonstrates the flexibility of the design and construct philosophy, the option and procedures adopted were unique in this instance, where an alternative option, ‘within the given time constraints, was not available. 59. As a general rule the construction works only proceeded on the basis of formal procedures relating to the issue of drawings released for construction, Reregulating pond 60, The tender design was for a reregulating weit, comprising a concrete aravity overflow section located in the river channel and flanked by =oned earthlll embankments, Site investigations during the constiuction stage, indicated the presence of corestones (hard and less weathered boulders) {in the foundation for the proposed weir. whieh ‘would make the construction of a cofferdam using sheet piles, as proposed in the tender submission which was based on the feasibility report, extremely difficult and costly. Hence the use of sheet piles was eliminated, based on the information available. It also became apparent that there were substantial quantities of suitable material available from the reregulating pond site, that could be used elsewhere for general ‘fill and dam filter. The design engineer, in discussion with the contractor, proposed the change in concept Hom a dam acfoss the river to a retaining pond contained within earthfill embankments on the right bank, Having obtained agreement at the design review forum, construction ‘works commenced concurrent with the detailed design works which were carried 0 in the UK. Design information was provided in time to suit the progress of construction and, in the early stages, consisted of sketches oF instructions from the site-based team, Access roads 61, The access roads were tendered on the basis of the drawings provided in the feasibility study since access for site visits, at that time, was virtually impossible due to the rough terrain, dense foliage and climatic conditions (the initial tender quantities were prepared during the monsoon season) On commencement of construction, it soon became obvious that the extent and scope of the works were grossly underestimated. as the easibility study drawings were apparently based on a tree line (aerial) survey. Excavation/fill quantities would increase fivefold and, furthermore, it was clear that it ‘would be impossible to finish the works by the contract completion date. In discussion with the design engineer, SMEC and the employer it was agreed that, with the exception of the main access road to the powerhouse, the specifications could be relaxed to suit a design for rural roads based on the philosophy of upgrading existing logging tracks, where possible, 62, In order to reduce costs, it was decided, Jointly by the design engineer and contractor. to transfer the design functions from Kuala Lumpur design office to site, in order that the design and coustruct process could proceed on 2 continuing basis. This proved to be extremely successful since the design variances were readily implemented to suit site conditions and decisions from the design engineer became immediately available. The roadworks were graphically split and subcontracted locally. under KBBC’s overall control Drawing controt 63. The issue of all drawings for construction was carried out and controlled by KBBC's engineering department and signed off by the engineering manager. There were instances, however. when, during the course of construction, st became apparent that an altemative design would be more appropriate. Design changes were usually carried out by the site-based design engineer's team and with the minimum of disruption to the progress of the construction works. The Pergau experience The contractor's view 64. A prerequisite for the successful execution of a design and construct project is a relationship of mutual trust, confidence and understanding between the design engineer and the contractor. The design engineer. while still maintaining his independence as the ‘designer’ should, dusing the course of the works, be receptive to timely suggestions offered by the contractor to vary the design with 2 view to economizing on the construction works based on his previousexperience, existing ground conditions and availability of resources. Both the contractor ‘and design engineer's organizations should allow for sufficient resources in the early stages of the construction to be able to consider options and agree on economic outline designs based on the project brief. ‘The flexibility for doing this is clearly greatest at the statt of a project, since during the progress of construction, the design is progressively fixed, From the contractor's poiut of view, he must realize that the design must be frozen at some stage and any further attempt in seeking @ more economic design vil ouly result in additional costs and impact on the programme. 68. Ir is important for all parties to the contract to recognize and appreciate the benefits of a proactive site quality system. Each party must ensure that all procedures necestary for the execution of their scope of the works are in place, and personnel respousible and suitably qualified and experienced for their use are thoroughly conversant with them. The contractor must ensure that there is an experienced and assertive QA manager, with the necessary authouity and staff, ideally with a backgsound on turnkey projects The designer’s view 166. In the development of a design under sconventional design and contracting serangement. the designer makes certain assumptions regarding the equipment to be installed and the construction methods that will be adopted, The optimizing of such designs is generally based on the minim cf quantities, and this minimicing exer vecomes equated, in the minds of many designers, with economic des 67. On the contracting side, personnel are trained to adopt an adversarial role with consultants. There i little opportunity for them to influence designs due to their late entry into the construction sequence and ‘much time is often given to the spotting and developing of potential claims, 68, In the design and construct arrangement, there is an opportunity for both parties to set these constraints aside and to form a partaership which will benefit both sides and ultimately the project itself Designers must learn to take other ideas on board when considering economic designs; in pavticuler, constructability and programme implications form important parts of the equation. When options are possible they must earn to ask the contractor rather than t0 assume that they know best. Contractors must earn that they do have an opportunity to influence the design but that requests for change should offer significant benefits. Designs take time to formulate and designers ‘con become frustrated if continually requested to make changes for apparently trivial reasons, 69, At the start of stich a contract. there is often a steep learning curve for both designer and contractor. On Pergau, this relationship took some time to establish, ‘mainly due to changes in the contractor's management team in the early stages of the contract. However, once established, the relationship worked well. It is challenging for a designer to have to adapt his designs, for whatever reason, particularly when time is @ ctitical factor. It is also extremely satistying to achieve the desired target, It is this flexibility in the design process, which must be the ultimate benefit of the design and construct arrangement. References 1. McEWay E,, IICULLA J. and Pare, R. Ths Pergan Hydroelectric Projet Part 2: civil ‘enginceriig constriction. Proc Instn Civ. Engrs Wat., Marit & Energy, 1997, 124, Sept 150-172 MCaRAY A. D. and Guay A. M. The Pergaut Hytroelectrie Project Patt $: vil engineering ‘design. Proc. Instn Cit, Engrs Wat, Marit. & Energy, 1997, 124, Sept 173-188,