PPM Studio - Final Prese

Group 1
PROJECT PROCUREMENT
MANAGEMENT SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
Masters in Building Engineering & Management (2019-2021)
School of Planning and Architecture, New Delhi
CONTENT
Pandit Deen Dayal Upadhyaya Institute of Archaeology
1. PROJECT INTRODUCTION, STAKEHOLDER IDENTIFICATION & 3 – 13

PROCUREMENT PROCESS MAPPING
2. PROJECT DELIVERY MODEL ANALYSIS 14 – 26
3. DBB VS EPC 27 –37
4. RFQ & QUALIFICATION PROCESS 38 – 55
5. VENDOR SELECTION & EVALUATION OF BID 56 – 69
6. CHALLENGES IN DESIGN PHASE 70 – 77
7. CHALLENGES IN EXECUTION PHASE 78 – 86
8. CHANGE MANAGEMENT 87 – 93
9. PROJECT CLOSURE, HANDOVER & DLP 94 - 102
Project Procurement Management Group 1 Slide 2

ASSIGNMENT – 1 Group 1
PROJECT INTRODUCTION,
STAKEHOLDER IDENTIFICATION SPA/NS/BEM/759
& PROCUREMENT PROCESS MAPPING
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
PROJECT INTRODUCTION
Location: Galgotias University
Road, Knowledge Park II
Greater Noida , INDIA
Project Type: Educational
(Administrative and Academic
campus)
Year Completed: 2018(Phase 1)
Area of plot: 25 acre
Total built up area: 5.6 lakh sq.ft.
(Phase 1)
Client : Archeological Survey of
India
The project includes:

• Large museum of archaeology (Including archival sections, restoration laboratories,
cafeterias etc.)
• Auditorium of 900-people
• Library for researchers and officials,
• Mini-convention Centre (capacity upto 300 persons) and
• Offices of Directorate General
• Residential district with staff quarters (Type 1,2,3, 4)
• Director General residence
• Guest house-cum-hostel facility

PROJECT PHASE 1
PHASE 1

SCOPE OF THE PROJECT- IN DETAIL
SCOPE OF PROJECT – Design and Construction of Archaeology Building at plot
No.2, Sector Knowledge Park-II, Greater Noida.
SCOPE OF WORK INCLUDES - Plot Area: 25 Acre (Phase 1)
S.No. Spaces Capacity Area

1 Administrative blocks 8500sqm
2 Antiquity collection and display(Museum) 13900sqm
3 Auditorium 1000 1200sqm
4 Boys hostel 30 students 1500sqm
5 Girls hostel 30 students 1500sqm
6 Dining hall 60 students 500sqm
7 Director bungalow - 380sqm
8 Residential(Type-A, Type-B, Type-C, Type-D) 104 units 9000sqm
9 Club Recreational and club house 300 person 1000sqm
10 Miscellaneous services - 200sqm

STAKEHOLDER’S INVOLVED IN THE PROJECT
DIRECT STAKEHOLDERS
• CLIENT – Archeological Survey of India, Ministry of Culture, GOI
• FUNDING – Government of India
• PMC (Client Representative) – NBCC
• CONSULTANTS
• Architects – Design Forum International
• Structural consultant - NNC
• Landscape consultant
• MEP consultant – V consulting
• Green Building Consultants - Godrej Stakeholders
related to
• Museum Design Consultants
procurement
• Soil Investigation
• CONTRACTOR – Rama Contractors
• Civil works
• MEP works
• Interior Finishes
• VENDOR and SUPPLIERS
• Internal Brick Cladding – Pioneer Bricks
• END USERS
STAKEHOLDER’S INVOLVED IN THE PROJECT
• INDIRECT STAKEHOLDERS
• Support staff
• National and local government bodies
• Public utilities
• Electricity - Uttar Pradesh Vidyut Vitran Nigam
• Water - U.P. Jal Nigam
• Lesioning and inspecting organizations
• Technical institutions
• Professional bodies
• Personal interest groups (stockholders, labor unions, pressure groups, etc.)
• Community

SCOPE OF THE WORK- PMC (NBCC)
“Project Manager/PMC” appointed or authorized by the Client to carry out and
issue all the instructions on behalf of the Client in respect to the execution of the works
at the site.
• Appointing Architectural and engineering consultants and Contractors.

• Decision making on final binding in co-ordination with the Architect Engineer.
• Responsible for overall operations at site as per requirement.
• Review, monitor and control Master Project schedule and provide direction
for changes.
• To inspect and examine the work and authorized to supervise, test, examine
any materials and/or works, to order, cancel, alter, modify within
the framework of the contract.
• Ensure performance of the contract.
• To approve/reject requests for modifications in works or schedule whether
such orders, approvals, rejections, etc., involves increase or decrease in the costs
or time.
• Coordinate and conduct project review meetings with various Contractors and Arch
itects.
• Authorized to check, correct, modify and certify or reject any bill or requests for
payment for the materials, items or works.

SCOPE OF THE WORK- Architectural & Engineering Consultants (DFI)
• Architectural and Consultancy services from concept to commissioning
• Planning, Designing, Detailing & Other Architect Services
• Appointing Sub Architects to act on their behalf for the various
disciplines under scope of this contract like
• Structural design with relevant seismic considerations/Pre-
engineering design for Civil, Electrical
• Plumbing, HVAC, Fire Fighting, Fire Detection
• PA System, IT enabled services, Lifts
• Rainwater Harvesting work, External Development work
• Horticulture & Landscaping, Internal &External services
• Preparation of detailed estimates, Bill of Quantities ,Analysis of Rates based on
applicable Schedule of Rates and Market Rate, Analysis for tendering process
• Obtaining approvals from Local & Statutory bodies.
SCOPE OF THE WORK- Contractor (Rama Contractors)
• Execute and maintain the works and with due care and diligence subject to
the provisions of the contract.
• Provide all labour, including the supervision .
• Provide materials, constructional plant and all other things necessary, whether of a
temporary or permanent nature.
• Provide and arrange all the necessity for providing the same is specified in or is
reasonably to be inferred from the contract.
• Shall take full responsibility for the adequacy, stability and safety of all site
operations and methods of construction, provided that the contractor shall not be
responsible, except as may be expressly provided in the contract.
STAKEHOLDER’S ROLES AND RESPONSIBILITIES
SUB-CONTRACTOR
• Subcontractor, to the extent of the Work to be performed by it, shall be bound to
Contractor by the terms of the Prime Contract, and assumes toward Contractor all
the obligations and responsibilities which Contractor assumes toward Customer.
Subcontractor has read the Prime Contract and will comply with the terms of the
Prime Contract applicable to any subcontractor in performing all Work hereunder.
• To perform the work/activities they are heired for with all due diligence subject to
contract document. Subcontractor is an independent contractor for all purposes.
Subcontractor shall provide and pay for all labor, materials, equipment, tools,
construction equipment and machinery, water, utilities, transportation, and other
facilities and services necessary for proper execution and completion of the Work,
whether temporary or permanent and whether incorporated in the Work.
Subcontractor shall be solely responsible for and have control over all construction
means, methods, techniques, sequences and procedures and for coordinating all
portions of the Work under the Agreement.
• To providing their own materials and equipment for the task they are hired for, if
required or specified in the contract.
• To mitigate the risks of the contractors through assistance in the Specialized Activities
in full/partial as per the agreement.
• To adhere to all site safety policies and procedures.

VENDOR AND SUPPLIER (Material and Equipment)
• To provide superior quality material as per the specifications requested

• To avail the material as per the requirements without any delay.
• To prepare shop drawings as per the specifications.
• To suggest better/alternative material with superior quality/lesser cost/higher
aesthetic and functional value.
• To trade fairly and transparently.
FINANCIAL SERVICE PROVIDER
• Project Finance Manager: To provide financial advisory services and keep records
of Project Financing.
• Banks (commercial & investment) - To provide Financing for the Project and
working capital funding at minimum cost.
• Insurance companies – To insure the Project against insurable risks and transfer
certain risks
from clients, contractors, subcontractors and other parties involved in the constructio
n project to insurers to provide contingent funding in time of difficulty.
• Government funds – To assist in funding for the project.

LEGAL ADVISORS
• Providing Legal Assistant in formulation of Contract Documents for the Project.

• Conducting legal analysis for any risks or forthcoming problems.
• Providing advice on legal matters.
• Drafting legal opinions, memoranda, and briefing documents.
• Reviewing legal material.
• Formulating formalities regarding settlements of disputes.
• Ensure that the project is in compliance with required legal and regulatory issues
• Monitoring the implementation of the legal clauses.

PROJECT DELIVERY MODEL
ANALYSIS SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
TYPE OF DELIVERY METHOD: DESIGN-BID-BUILD (DBB)
In the Design-Bid-Build delivery, the owner contracts separately with the design firm
that produces the construction documents, and the builder that physically builds the
building. The different phases in DBB are:
▪ Design phase: Requires services of the designer who is the "designer on record" for
the project.
▪ Bid phase: contractor is selected through tender.
▪ Build phase: Project is built by the selected contractor.
OWNER- ASI, Ministry of culture, Govt. Of India
PMC (client representative)- NBCC
DESIGN BID BUILD
DFI AND ASSOCIATES RAMA CIVIL CONTRACTORS

CLIENT PRIORITIES
#1 UNESCO Guidelines to be followed
#2 ASI want to be involved
#3 ASI willingness to take certain risks in

hope to improve project performance
#4 The information is required

throughout the project.
#5 Interaction is required between

ASI and all consultants

WHY DBB?
WHY DBB WAS SELECTED FOR THIS PROJECT?
Quality was constraint, so the project required experienced contractor and architect,
and this combination is difficult to find at such fees and time
The Institute was built at international level (UNESCO), so the specifications had to be
developed accordingly, which required details by consultants
More Control over design and detailing
As per FIDIC condition of contract EPC should not be applied :
• If there is insufficient time or information for tenders to scrutinize and check the
employer requirement or for them to carry out their design, risk assessment studies
and estimating.
• If the employer intends to supervise closely or control the contractors work, or to
review most of the construction drawings.
• These were the reasons that EPC and DB could not be used for this project.
EPC DB DBB
OWNER OWNER OWNER
EPC Contractor Design Build Entity BID
Engineering | Procurement | Construction Design

Procurement Design Entity Execution Entity
Construction
Sub- Design Construction
Supplier
contractor
PROJECT REQUIREMENT MATRIX FOR SELECTION OF DELIVERY MODEL
SR. Key Project Existing scenario DBB EPC DB
No. Requirements Requirement
1 Expertise Construction • NBCC is selected for its Different Expertise One entity One entity
Management, expertise in relation to technical can be Hired for needs to needs to
Design matters. Different Roles Perform all the perform all
Expertise, under Client / Client Roles except the roles
Technical • NBCC engagement - early design Representative Design Brief
Expertise phase => provide advice and control
industrial expertise to the owner.
• NBCC assisted the owner and the

consultant in avoiding the risk
that the design has
“constructability” issues or will
significantly increase the owner’s
costs.
2 Control Client / Client • NBCC is able to exert a significant Direct Control of Procurement Procurement
Representativ degree of the Client / Client is under is under cont
e wants to control over the project’s Representative on contractors sc ractor's scope
retain the budget, quality and schedule. procurement (More ope (Less (Less
control of Transparent) Transparent) Transparent)
Design, Specif • Owner and NBCC had significant
ications, etc. flexibility to schedule the
all throughout execution of work as needed.
the Project
• NBCC ability to advise the owner at
the design stage of any potential
cost or constructability issues and
to resolve them prior to the design
being finalized.

SR. Key Requirem Project Existing scenario DBB EPC DB
No. ents Requirements
3 Cost Adherence to • ASI has no experience or Client at risk Contractor at Contractor at risk
Project Budget expertise in the construction resulting in risk resulting in resulting
industry, thus involvement control on saving of cost in saving of
of NBCC to ensure that these budget to maintain cost to
expenses are managed profit. maintain profit.
appropriately.
• NBCC is responsible for
engaging and negotiating
individually with each trade
and supplier.
• NBCC is responsible for
monitoring
and controlling expenses.
4 Complexity Need for • Despite the involvement of the Multiple contract Single contract Single contract w
Clearly defined NBCC in the management of for multiple with clear risk ith clear
Contracts the trades, the owner retains stakeholders may allocation to risk allocation
the ultimate risk in relation to result in the contracting to the
the payment of discrepancy in entity contracting entity
trades and addressing their risk allocation. Contract Contract
individual concerns.
• Owner also bears the risk of
Sub-Contractual Faults
• Owner is legally bound to each
of the contracting parties and
subject to the complexity that
that entails.

SR. Key Requirem Project Existing scenario DBB EPC DB
No. ents Requirement
5 Risks Allocation of • NBCC is in “At-Risk” scenario,and Client/ Client Risks are Risks are
major risks will be at risk for the completion of representative at transferred to transferred to
the project. Risk Contractor Contractor
• The obligations of compliance will

rest directly with the NBCC.
6 Fast-tracking Scheduled • NBCC is selected as PMC to fast- Coordination Fast Fast

Completion track the project to completion. required
• NBCC's initial entry into the project

helped it to understand the project
from in and out, which lead to
an efficient management at site.
• The separation of the design and

construction phases slowed the
progress of the overall project.

ROLES AND RESPONSIBILITIES
Sr. Stakeholder DBB EPC DB
No.
1 Client Overall Coordination and To check for To check

Intensive Control over Performance of the for Performance of
Project Project the Project
2 Contractor To execute the project. Coordination for Overall Design,

Engineering and Coordination and
Procurement for the intensive control
Project and Intensive over the Project
Control of the Project
3 Design firm To provide design and To provide

specifications for the conceptual/ initial
Project design for the Project
4 Project Manager To assist client in To overlook EPC To overlook DB

coordination among the Contractor Contractor
stakeholders of the
Project.

RISK ALLOCATION IN DIFFERENT DELIVERTY MODELS
Risk DBB EPC & DB
Financial Risk In DBB the completion of the design In EPC or DB It may be difficult to
in advance of the bidding accurately price a project
process allows for greater certainty before the design has been fully
for the contractor in fixing the price completed.
and for the client in budgeting
and financing the project.
Schedule Risk In DBB the separation of the design In EPC or DB since the design
and construction phases also has the and execution is undertaken by
disadvantage of slowing the single entity so the schedule risk
progress of the overall project. can be adjusted while fast
tracking.
Performance Easier to control in case of DBB In EPC or DB there might be
Risk because of direct control of client . chances of client not being
aware of any compromise in
the contractor performance until
very late due to lack of control.
Design Risk Design Risk remains in the scope of Design risk is off-loaded to the
client only and every changes need contractor.
to be coordinated among different
stakeholders by the client.

PROJECT PROCESS MAPPING - DBB

CONSULTANT SELECTION SCHEDULE
Activities Schedule
ISSUE OF NIT 05-05-2016
TENDER SUBMISSION BY DFI 23-05-2016
TECHNICAL BID OPENING 23-05-2016
DESIGN CONCEPT PRESENTATION 26-07-2016
FINANCIAL BID OPENING 26-07-2016
AWARD OF CONTRACT 01-08-2016
SIGNING OF AGREEMENT 08-08-2017
CONTRACTOR SELECTION SCHEDULE

Activities Schedule
ISSUE OF NIT 07-12-2017
PRE-BID MEETING 13-12-2017
SUBMISSION OF BID 29-12-2017
TECHNICAL BID OPENING 29-12-2017
FINANCIAL BID OPENING 08-01-2018
AWARD OF CONTRACT 12-01-2018
SIGNING OF AGREEMENT 19-01-2018

VENDOR SELECTION AND TIME TAKEN FOR THE SAME
Activities For our project (Duration)
Call for samples from various empaneled 7 days (As sample has to be procured)
vendors
Call for quotations of selected samples 3-4 days

Vendor is selected 2 days
Mockup Drill 4-5 days
Order is finalized and placed 3-4 days for finalizing and ordering, order
receiving depends upon various factors
Execution of work starts -
Makes of the Project :

• Godrej Interio
• Unistone
• Pioneer Tiles / Pioneer Bricks
• Diaken
• Somany
• Kajaria
• Grohe
• Asian Paints

TIME AND COST OF COMPLETION
Title Units (Duration, Value, etc.)
Completion Period 18 Months (Letter of Intent)
Defect Liability Period 12 Months
Overall Project Cost 289 Cr.
Land Cost (Purchased by ASI) 4.77 Cr.
Consultancy Fees (as per LOR) 0.54%
Bank Guarantee 2% of the value of total consultancy fees
Max. Consultancy fees to be quoted 1%
Estimated Consultancy Fees 105.53 Lakhs /0.54%
Earnest Money Deposit 1,05,530 I.e. 1%
Non – Refundable Cost of Tender 28,125 (Including 12.5% VAT in DD/PO form in
favour of NBCC)

DBB Vs EPC
SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
STAGES OF PROJECT (DBB VS EPC)
STAGES OF DBB PROCESS
STAGES OF EPC PROCESS

COMPARISON – PRECONSTRUCTION PHASE (DBB VS EPC)
STAGE 1 - Conceptualization by Client and Choosing of appropriate Project Management
Consultancy.
CONCEPTUALIZATION BY CLIENT & CHOOSING PMC OVERALL FEE OF PMCs
DBB DBB
EPC EPC
TIME SCHEDULE (WEEKS) CASH INFLOWS (RELATIVE)
STAGE 2 - Selection of Project Delivery Method and drafting of Contract

DBB EPC
Broad Requirements are Drafted Conceptual Design, Specifications and
SELECTION OF PROJECT DELIVERY Design Basis Report are drafted -
DBB
(Outsourced to Architect or In-House team
EPC of Project Management Consultancy)
TIME SCHEDULE (WEEKS) CONCEPT DESIGN FEE

CONCEPTUALIZATION BY CLIENT & CHOOSING PMC DBB
DBB EPC
EPC
CASH INFLOWS (% OF PROJECT COST)
TIME SCHEDULE (WEEKS)

COMPARISON – PRECONSTRUCTION PHASE (DBB VS EPC)
STAGE 3 - Floating of tender
DBB EPC
Tender Floating Time will be less and so Larger Tender Floating Time and Larger
will be the tender evaluation time tender evaluation Time
Conceptual Design and approval leads to
awarding of contract
DRAFTING OF CONTRACT DRAFTING OF CONTRACT
DBB DBB
EPC EPC
TIME SCHEDULE (WEEKS) CASH INFLOWS (RELATIVE %)
FLOATING OF TENDER EVALUATION OF TENDER

DBB DBB
EPC EPC
TIME SCHEDULE (WEEKS) TIME SCHEDULE (WEEKS)

COMPARISON – DESIGN PHASE | CONSTRUCTION PHASE (DBB VS EPC)
STAGE 4 - Detailed Designing Starts
DBB EPC
Detailed design in accordance to Detailed Design (Architectural,
requirements given by the client will start Engineering, etc.) will begin
DETAILED DESIGN STARTS DETAILED DESIGN FEE
DBB DBB
EPC EPC
TIME SCHEDULE (WEEKS) CASH INFLOWS (% ARCHITECTURE FEE)

STAGE 5 - Contract Drafting and STAGE 5 - Execution Starts
Floating of Tender for Contractor by
Project Management EPC
DBB Simultaneously drawings are developed
Nominal Tender floating Time and
nominal evaluation time
DRAFTING OF CONTRACT DRAFTING OF CONTRACT

DBB DBB
EPC EPC

FLOATING OF TENDER EVALUATION OF TENDER
DBB DBB
EPC EPC
TIME SCHEDULE (WEEKS) TIME SCHEDULE (WEEKS)

STAGE 6 - Execution begin STAGE 6 - Construction Completion

Simultaneously drawings are produced, and Handover
Large scope of Conflicts and Coordination
issue and resolving them
CONSTRUCTION PHASE
CONSTRUCTION PHASE
DBB DBB
EPC EPC
STAGE 7 - Construction Completion STAGE 7 - Contract Closure

and Handover
DLP / PROJECT CLOSURE
DBB
EPC
TIME SCHEDULE (WEEKS)
STAGE 8 - Contract Closure

COMPARISON – OVERALL PROJECT COST (DBB VS EPC)
Cost Comparisions DBB EPC
Total Project Costs 100% 2890000000 100% 2844253743
Architectural - Consultant Fees 0.54% 15606000 0.05% 1500000
Contractors Tender amount 96.40% 2785960000 98.44% 2799883385
PMC Fees 3.00% 86700000 1.50% 42663806
Approval fees 0.05% 1445000
Client Expenses 0.01% 289000 0.01% 284425
Contractor Tender Amount DBB EPC

Incurred Cost in construction 2422573913 2422573913
Design Fees 0 10850769
Overall Incurred 2422573913 2433424682
Mark-up 15.00% 363386087 15.00% 365013702
Approval fees 1445000
Overall Tender Amount 2785960000 2799883385

COMPARISON – MISCELLANEOUS COST (DBB VS EPC)
INFERENCES:
1. Project cost is 2% lower in EPC as compared to DBB.
2. In EPC as the engineering decisions lies under Contractor's purview some costs can be
saved by using alternative technology, discounts and negotiations etc. This may lower
the overall incurred costs in EPC resulting in lower bidding values.
3. In EPC since the major risk is transferred to the contractor so the risk of PMC reduces
hence leading to reduction in the PMC fee.
4. Risk Premium may increase in EPC as compared to DBB which may lead to
increase in overall mark-up.
5. Difference of 7 months in completion may result in early operational of the project

which will also lead in operational profits of the project. Considering rental income at 8%
(income value approach) this may generate 13.5 Cr additional revenue.
8% *289,00,00,000 *7/12 = 13.5 Cr
13.5/289*100% = 4.67%
Thus, EPC this may save additional 4.67% over DBB.
Overall Project saving would translate to 6.67% in EPC over DBB

THEN WHY –DBB?
INFERENCES:
1. Flexibility and transparency were priorities from ASI.

2. ASI wanted thorough involvement in project progress.
3. Client wanted the control to reduce any conflict of interest from contractor's side.
4. Owners are usually tempted to use the delivery method that they are familiar with (El-
Sayegh S. M., 2009). During the selection of delivery method of this project , DBB was
quite popular in Indian scenario and hence preferred by ASI.

ASSIGNMENT - 4 Group 1
RFQ & QUALIFICATION PROCESS
SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
PROJECT SPECIFIC PROCUREMENT DETAILS
PROJECT
DELIVERY DESIGN - BID - BUILD
METHOD
PRE- PASS/FAIL CRITERIA- EOI was floated specifying the

QUALIFICATI requirements for pre-qualification of the bidders for
ON
their eligibility to bid for the project.
CRITERIA
BID SELECTION Quality and Cost Based selection- Single stage two
METHOD envelope system (Mentioned in NIT because quality of
(CONSULTANT)
consultancy was of prime concern to the client)
BID SELECTION Least Cost Based selection- contract is granted to

METHOD contractor with the lowest financial bid among those
(CONTRACTOR)
who passed the technical evaluation.

STAGES FOR RFQ IN PROJECT DIRECT SELECTION OF NBCC as
CLIENT client representative
(ASI)
• As ASI has no experience
or expertise in the
DIRECT construction industry. (client body
SELECTION was incapable of monitoring
the tendering process themselves)
PMC • Direct Selection of PMC – To save

(NBCC) time(as they were on strict timeline
to complete the project construction)
RFQ RFQ
• NBCC selected for its expertise in rela
tion to technical matters and also of
CONSULTA CONTRACT their association and expertise
NT (DFI) OR (RCIC) in coordinating government Projects
of similar nature.
ANALYSIS
• Direct hiring can be done for PMC in such case (where the client lacks experience) if the preferred
representative is experienced in order to save the time and effort that will go in floating tender for
their selection.
• This Process of direct selection lacks in Competitive bidding. Does not provide the benefits of
competition in regard to quality and cost, lacks transparency in selection, and could encourage
unacceptable practices.

SELECTION PROCEDURE FOR PROCUREMENT
FOR CONSULTANT QCBS WAS SELECTED
The Client had following needs: As it takes Quality and Cost into Consideration
• High Standard and Quality with less cost INDEPENDENT EXTERNAL MONITORS
• Impartial and Independent from any Conflict of To monitor the Bidding Process and Execution of
the Contract
Interest
• Proposed, Awarded, Administered, Executed to high Weightage for evaluation
ethical Standards Technical Bid- 60%
ANALYSIS Financial Bid- 40%
Here more weightage could have been given to the
technical part because
1. Project was of ASI which is associated with UNESCO , A global organization thereby bringing the
project to national importance.
2. As Efficient campus planning and museum and auditorium were prime and most technical
requirements of the project.
FOR CONTRACTORS
The Client had following needs: LCS WAS SELECTED
• The project was not complex in nature, so a This method was selected as the standards and
specifications for the project were defined and
minimum criteria of Qualification was required the least financial bid was the criteria to select for
• To get best Value for Money, there was a need of a a given technical qualifying considerations
Competitive Financial Bid
ANALYSIS : Since it is a public project and the prequalification of the bidders is already being
done, also the project does not involve any technical complexity in terms of execution so if the
specifications are clearly laid out for the project then Least Cost Based Selection system is well
suited for the selection of contractor.
QUALIFICATION METHOD – IOA, ASI
The need of IOA, was

defined by ASI, MoC, GoI
As per Rule 180 (GFR,2017) as the Ministry of Culture does not have any expertise in
the construction sector engagement of respective consultants may be resorted.
Selection Of DIRECT SELETION

NBCC Being a Government agency having experience
in Management of Construction Projects
As per Rule 181 and 182 (GFR,2017) as the Department with NBCC formed the
preliminary requirements, budget and prequalification
EOI was Published
As per Rule 183 (GFR,2017) the estimated cost of consultancy services was above Rs. 25
Lakhs, an enquiry for seeking EOI was published on Central Public Procurement Portal
DISCUSSION WERE MADE OVER EOI
SCOPE | ELIGIIBIITY | PREQUALIFICATION CRITERIA |
PAST EXPERIENCE
Consultants shortlisted based

on submission of EOI

Experience of Consultant is in direct relationship with the project - Similar Nature of Work
Experience of the Consultant is Recent – 7 Years Experience Clause was added
Specific Project Related Results : On-time, In- budget and Quality – Completion Certificates
Number of Employees – NO JVs, Consortium were allowed
Level of Executive Support and Follow up – Mergers were allowed
As per Rule 185&186 (GFR,2017) TOR is prepared and RFP is issued

consisting of all the requirements of GFR.
Limited NATIONAL MARKET

Since the project is of National level and low complexity so
(based on EOI) the National procurement documents were followed.
QCBS BID EVALUATION

REQUEST FOR PROPOSAL (RFP)
NIT floated
(two-envelope Bid) For relative weightage to the quality of proposal and cost of
services
As per Rule 187-194 (GFR,2017) the bid evaluation process was carried out
following QCBS system and first technical bid was evaluated and then there
was a design discussion followed by opening of financial bid.
DFI was selected DFI-Weightage

for consultancy DFI was selected on the basis of their design proposal and
low bid value among other shortlisted bidders
services

MINIMUM ELIGIBILITY CRITERIA – Architectural & Engineering Consultant
CRITERIA ANALYSIS
WORK EXPERIENCE
Experience of having successfully
ASI wanted to ensure the
completed similar works during the last 7
years (Till Last day of Previous Month of
requirement of quality and
Tender invited) (any one of the following) assurance of consultant
performance.
3 Similar Works As Experience of Consultant is in
(Each Costing > 40% of
estimated project Cost in “Similar works for direct relationship with the
the tender )
Building Works” project specific requirements.
shall mean “RCC
2 Similar Works Framed Structure The description for similar nature
OR (Each Costing > 60% of
estimated project Cost in Residential /Non- of work seems inappropriate
the tender ) Residential
because the design requirements
Buildings of any
1 Similar Works no. of storeys” involve dedicated facilities like
OR (Each Costing > 80% of auditorium and museum. Which
estimated project Cost in
the tender ) are the most technical part in this
project. Hence the description
Past Experience in Similar Nature of Work – lacks relevance.
CERTIFICATE IF PRIVATE
(from an officer not COMPLETION CERTIFICATE
Documentary proof to validate the
below than Executive LETTER OF AWARD claim of the bidder
Engineer)
CORRESPONDING TDS COPIES

MINIMUM ELIGIBILITY CRITERIA – Architectural & Engineering Consultant
CRITERIA ANALYSIS
WORK EXPERIENCE To establish the standard criteria to
Past Experience Work value at current stage identify the value of prospective bidders
with work experience in other countries
INDIAN - 7% SIMPLE INTEREST to provide an equal ground for further
(from date of completion – last day of previous month of evaluation.
inviting tender)
JVs and consortium have been denied
FOREIGN – IMF CONVERSION RATE to avoid the bidders with not enough
(7 days prior to date of submission)
individual capabilities to carry out the
project in case of any conflict. And
FOREIGN - DATA further such conflicts might lead to
Certificate of Owner, Affidavit of Correctness of Documents delay.
(Attested by the Indian Embassy/consulate / High Commission in
the respective country) The project not have any major technic
al complexity that will require organizat
ions with different expertise to come
NO NO together and form JV.
Joint Ventures Group of Companies
Consortium Parent Company There were enough capable prospective
Subsidiary Company
bidders available with the potential to
YES execute the project singlehandedly.
Merged Firms
Acquired Firms So avoiding JVs in this case is better to
(Merger of assets and experience)
prevent risk that comes with it.
MINIMUM ELIGIBILITY CRITERIA - Architectural & Engineering Consultant
CRITERIA ANALYSIS
FINANCIAL STRENGTH
• To establish the financial
AVERAGE ANNUAL FINANCIAL
strength of the interested
TURN OVER
FOR LAST 3 YEARS > 30% OF ESTIMATED COST OF THE bidder
TENDER • To ensure the activeness of the
(Requisite Turn Over shall be duly certified by a Chartered
Accountant with his Seal/ signatures and registration bidder in the business in recent
number)
period.
UPLOAD AND PAPER IN HAND • Documentary proof to verify

SUMMARIZED BALANCE SHEET (AUDITED) the Information provided by
PROFIT & LOSS ACCOUNT (AUDITED)
(For last 5 Years) the bidder
INDEPENDENT EXTERNAL MONITORS
In respect of this consultancy assignme

nt, the Independent External Monitors • To maintain the transparency
(IEMs) would be monitoring the bidding
and ethical practice of the
process and execution of contract to
oversee implementation and effective
bidding process in the project.
ness of the Integrity Pact Program.

DFI did all the discussions with NBCC and ASI and NEED OF CONTRACTOR
created the detailed Drawings, Specification, BOQ, etc. Now there was a need of contractor
which could do the execution work
NBCC has published a set of General Contract Conditions for procurement of Consultants
and Contractors, based on that document further decision were made
Experience of Contractor is in direct relationship with the project - Similar Nature of Work
Experience of the Consultant is Recent – 10 Years Experience Clause was added
Specific Project Related Results : On-time, In- budget and Quality – Completion Certificates
Number of Employees – NO JVs, Consortium were allowed
Level of Executive Support and Follow up – Mergers were allowed
Auditorium Expertise was required – The Clause for having finished Auditorium for 500 People was added
Open Bid was made by publishing the NIT OPEN SELECTION (QCBS)
The bid was made publically available, but had
in the papers and NBCC, ASI portals
REQUEST FOR BID (RFB)
criteria as per NBCC GCC for shortlisting
The bid was submitted as two-envelope system with Technical Bid for Qualification Purposes
were present and the L1 was chosen from the Shortlisted Financial Bids
NATIONAL CONTRACTORS
As the project was not having any complexity and specification could be
procured easily, there was no need for international competition
According to GCC of NBCC any experience of the contract if is from outside India is also
considered

MINIMUM ELIGIBILITY CRITERIA – Contractor
CRITERIA ANALYSIS
WORK EXPERIENCE
Experience of having successfully ASI wanted to analyze about the
completed similar works during the last management capabilities of the
10 years (Till Last day of Previous Month of contractor because the large projects
Tender invited) (any one of the following) depend on the effective management
(in terms of risk, knowledge,
3 Similar Works
(Each Costing > 40% of “Similar works for quality, health and safety
the tender )
Building Works” management systems)
shall mean “RCC
2 Similar Works Framed Structure To ensure that the Experience of the
OR (Each Costing > 60% of Residential /Non- contractor is in direct relationship
the tender )
Residential with the project specific
Buildings of any requirements. But at the same time
no. of storey”
1 Similar Works considering the people with major
OR (Each Costing > 80% of
experience in varying scales.
the tender )
To ensure that the bidder has

Successful completion of experience with the commissioning of
Convention Centre/ Auditorium of auditorium or convention centre as
capacity 500 they are an integral part of the project
(During the last 7 years ending previous day of last date of
submission of tenders) requiring technical expertise.

MINIMUM ELIGIBILITY CRITERIA – Contractor
CRITERIA ANALYSIS
WORK EXPERIENCE
Past Experience in Similar Nature of Work –
CERTIFICATE IF PRIVATE Documentary proof to validate the

(from an officer not COMPLETION CERTIFICATE
below than Executive claim of the bidder
LETTER OF AWARD
Engineer)
CORRESPONDING TDS COPIES
Past Experience Work value at current stage

To get the value of the project at a
common platform for comparative
INDIAN - 7% SIMPLE INTEREST analysis between different
(from date of completion – last day of previous month of
inviting tender) prospective bidders.
NO NO JVs and consortium have been

Joint Ventures Group of Companies
Consortium Parent Company
denied to avoid the bidders with
Subsidiary Company not enough individual capabilities
to carry out the project in case of
YES any conflict. And further such
Merged Firms
Acquired Firms conflicts might lead to delay.
(Merger of assets and experience)

BROAD CONSIDERATIONS OF PROCUREMENT
ANALYSIS
CRITERIA
Financial Parameters for Contractors
To establish that contractor is currently
Turnover: The Average annual financial
turnover for last 3 years shall be at least 50% of involved in the business of such large
the estimated cost put to tender i.e. 150 Cr projects. Lower turnover could mean
per year low business capacity of the contractor.
To establish the financial strength of the

contractor in terms of his asset worth.
Net Worth: The Bidder shall have minimum
Net Worth of at least Rs. 100.00 crores at the
Lower net worth could mean lower
close of audited financial year immediately assets or higher liabilities both could
preceding the Bid Due Date. lead to financial troubles of contractor
impacting the project.
To establish that contractor would be

Liquid assets: Bidder shall demonstrate that able to maintain required working
it has access or has available liquid assets lines capital for the cash flows of the
of credit or other financial means of 10% of project or do the project with his
Project Cost i.e. Rs. 30 Cr
own resources if required at any point
of time.

CRITERIA ANALYSIS
Financial Parameters for Contractors
To establish the financial stability

Profitability: The Bidder shall be required to of the contractor. Profits in last
have positive “Profit before Tax” during the
last 2 (two) audited financial years two years would ascertain the
immediately preceding the Bid Due Date. financial growth of contractor and
his organization.
Losses: The Bidder should not have

incurred any loss in more than two years durin To reinforce the point stated in
g available last five consecutive balance profitability.
sheets.
Solvency: Solvency Certificate issued from To establish a third-party check for

Nationalized or any Schedule Bank should be
at least 40% of Estimated Cost of the Project contractor to meets its long-term
put to tender. debts and financial obligations.

Criteria Condition Reason
Earnest @ 1% of Total cost of the project To develop a factor of trust and

Money seriousness of the contractor in bidding
process. (1% =~3cr which is a significant
amount.)
Mobilization 10.00% of Contract Value To provide initial cashflow to the
Advance (Charged at 10.5% Simple selected contractor in order to initiate
Interest Annually) the work. (A kind of initial loan to
contractor to be deducted from running
bills)
Performance 5.00 % of contract value (within To protect the client from any losses
Guarantee 30 days from the issue of LOA) incurred due to non-performance of the
contractor.
Retention 5.0% (of the gross value of each It ensures a fund to rectify any defects in
Money running/final bill) the work. It also ensures the fund retained
for DLP period.
Escalation No Escalation shall be applicable This clause is added to reduce any future
disputes on this matter
Defect 12 Months from Takeover 12 month of DLP to check the

Liability performance of the building in complete
cycle of all seasons and weather
Period
conditions.

Parameters that could have been added for better qualification of contractor
Available Bid Capacity: The bidder should possess the bidding capacity as calculated by the
specified formula. The formula generally used is:
Available bid capacity = ((A x M) x N) - B, where
A = Maximum value of construction works executed in any one year during the last five
years (updated at the current price level), considering the completed as well as works in progress.
M = Multiplier Factor (usually 1.5)
N = Number of years prescribed for completion of the work in question.
B = Value (updated at the current price level) of the existing commitments and ongoing works to be
completed in the next ‘N’ years
What if the contractor takes up another bid/project in due course of the project?
Personnel Capabilities: Qualifications and Experience of Key personnel could have been
specified and accordingly qualification criteria must be adhered by the bidders.
Equipment Capabilities: It should have been assured that applicant have access to
specified key equipment in full working order that will be available for use on proposed project .
Production Capabilities: Criteria for minimum annual production value of key construction
activities achieved could have been stipulated.

Summary for Pre-qualification Criteria:
PQC should be unrestrictive enough so as not to leave out even one capable bidder/ contractor.
Otherwise, it can lead to higher prices of procurement/ works/ services.
However, on the other hand, these criteria should be restrictive enough so as not to allow even one
incapable bidder/ contractor and thus vitiate fair competition for capable bidders/ contractors to the
detriment of the Procuring Entity’s objectives.
Technical Capabilities: Bidder must have successfully completed similar works to show construction experience
and production rates where similarity of work shall be pre-defined based on the physical size, complexity,
methods/ technology and/ or other characteristics described, and scope of works. Have qualified key personnel
and equipment required for the project.
Financial Capabilities: The applicant should have:

• Involved in profitable and active business of construction of such large projects.
• Have sufficient financial strength through valuation of his net asset worth.
• Access to, or possess available liquid assets and other financial means (independent of any contractual advance
payments) sufficient to meet the construction cash flow requirements for the subject contract, of the certain
• minimum amount specified;
• Adequate sources of finance to meet the cash flow requirements of works currently in progress and for future
contract commitments; and
• Financial soundness as established by audited balance sheets and/ or financial statements.

Disqualification:
Even if an applicant meets the eligibility criteria and PQC, he shall be subject to disqualification if he
or any of the constituent partners is found to have:
1. Made misleading or false representations in the forms, statements, affidavits and attachments
submitted in proof of the qualification requirements; and/ or;
2. Records of poor performance during the last five years, as on the date of application, such as
abandoning the work, rescission of the contract for reasons which are attributable to non-
performance of the contractor, inordinate delays in completion, consistent history of litigation
resulting in awards against the contractor or any of the constituents, or financial failure due to
bankruptcy, and so on.
3. On account of currency of debarment by any Government agency.

VENDOR SELECTION &
EVALUATION OF BID SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
PROJECT SPECIFIC PROCUREMENT DETAILS

SELECTION PROCESS FLOWCHART (CONSULTANTS)
SHORTLISTING OF CONSULTANTS BY PREQUALIFYING THEM ON THE BASIS OF RFQ
FLOATING OF RFP WITH QCBS MENTIONED AS THE BID EVALUATION CRITERIA

(IN FORM OF NIT)
RECEIPT OF PROPOSAL (ONE STAGE TWO ENVELOPE SYSTEM)
OPENING OF TECHNICAL PROPOSAL
DESIGN PRESENTATION (EVALUATION OF TECHNICAL BID)
OPENING OF FINANCIAL BID
FINAL EVALUATION OF PROPOSALS

TECHNICAL EVALUATION-Evaluation Criteria of the Design
Concept Presentation
Technical score of Design Concept Presentation shall be “St” as under: St = Total marks
of Bidder in Design Concept Presentation
A. Master Planning & Zoning 25
1 Cost effective Site Utilization & Grouping of Functions, Economical 10

design.
2 Site Orientation: Massing (Compactness), Circulation (integration), 15
Landscape blending with existing profile
B. Design Concept Planning 50
1 Aesthetics, Green Building Features, Disaster resistant methods / 12

Technologies, Infrastructure for persons with disabilities.
2 Incorporation of Environmental friendly & Sustainability considerations 15
in planning and Design considering the use of eco-friendly materials,
locally available materials and maximization of retention of existing trees
at site.

TECHNICAL EVALUATION-Evaluation Criteria of the Design Concept
Presentation
3 Principles of Life Cycle Cost and accomplished 15

Advance/Latest Technologies and innovative materials & Finishes
(other than conventional Technologies /materials) proposed to be used
in the Project. The proposed Life Cycle Cost analysis and new
technology should demonstrate the time and /or cost effectiveness.
4 Innovative Modern and/or Contemporary, State of the Art 8
Architectural features.
C. Presentation 25
1 Knowledge of Building Bylaws and Statutory Requirements of 10

respective local bodies/ Municipalities, etc for which the Bidder should
visit the site(s) before submission of Bid.
2 Overall Presentation, Interpretation of Design Concept, Interaction on 15
concept and response to queries of the committee members.
Total Marks 100
Marks

FINANCIAL EVALUATION
Evaluation of bidders financial bid ( only the bidders securing more than 75%
in the technical bid) as per following steps:
The lowest Financial Bid (Fm) will be given a financial score (Sf) of 100
points.
The financial scores (Sf) of the other Financial Bids will be determined using
the following formula:
Sf = 100 x Fm/F;
Where,
Sf is the financial score,
Fm is the lowest Financial Bid, and
F is the Financial Bid under consideration.

FINAL COMBINED EVALUATION
S = St x Tw + Sf x Fw
Where, S is the combined score, and
Tw = Weights assigned to Technical bid
Fw = Weights assigned to financial bid
St = Combined technical score
Sf = Combined Financial score
REFERENCE TECHNICAL WEIGHTAGE FINANCIAL WEIGHTAGE
PDDUIA (ACTUAL) 60 40
PDDUIA (OUR ANALYSIS) 70 30
REFERENCE CONTRACT 1( 70 30
vishweshwariya Bhawan , UPRNN)
REFERENCE CONTRACT 2 (GMDC 70 30
corporate office, Gujarat)
FIDIC Guidelines, 2019 Less than 80 is not 0-20
preferred

BID EVALUATION FOR CONSULTANTS- QCBS
ACTUAL ANALYSIS
60% 40% 70% 30%

Technical bid Financial bid Technical bid Financial bid
The Client had following needs:
•High Standard and Quality with less
cost
•Impartial and Independent from
any Conflict of Interest
•Proposed, Awarded, Administered,
Executed to high ethical Standards Ref: MANUAL FOR RROCUREMENT OF CONSULTANCY & OTHER SERVICES, GOI
The client fixed the budget of

estimated fees to 1%, so the
dependency of the Financial bid also
decreased
Ref: WORLD BANK
RISKS INVOLVED IN QCBS
RISKS MITIGATION PROJECT SPECIFIC
Inappropriate Selection of Selection of QCBS should be Considering the
QCBS: There is a possibility properly justified. quality requirements.
that QCBS system is - Adherence to UNESCO
selected where LCS or Guidelines
other systems would have - Minimum 3-star GRIHA rating
been more appropriate QCBS is an appropriate method
Technical criteria may not • Technical criteria selected They have tried to mention
be relevant to realization should be relevant and relevant technical Evaluation
of quality of assignment. proportional to the criteria as per GFR guidelines.
requirement of quality of
assignment. Detailed out the scoring scheme
for evaluation of technical bid as
• Selection process should per design requirements. And
be rigorous enough but then set out minimum
benchmark score for technical
• No technically satisfactory qualification
offer should get ruled out
by tight criteria.

RISKS INVOLVED IN QCBS
RISKS MITIGATION PROJECT SPECIFIC
Weightage of Technical: • 70:30 is recommended for 60:40 was considered.
Cost may not achieving good The weight for the “cost” chosen
be proportional to results, and Weightage is not appropriate taking into
quality requirements different from (Seventy: Thi account the moderate complexit
rty) should be adequately y of the assignment and the
examined and justified. relative importance of quality.
(Ref: MANUAL FOR PROCUREMENT
OF CONSULTANCY & OTHER SERVICES, GOI)
Marking Subjectivity: • Proper scheme of marking. Evaluation criteria & marking

The scheme of marking division were provided in the
or its application may be • System of grading RFP document beforehand.
subjective. responses and their
marking may be laid. Independent, uninfluenced
External Monitor(s) were there
• Procuring Entity should also under Integrity Pact to maintain
have a system of the integrity, fairness and
conciliation and moderation transparency attributes of
of widely disparate procurement process.
markings by different
members of evaluation
committee.
SELECTION PROCESS FLOWCHART (CONTRACTORS)
SHORTLISTING OF CONTRACTORS BY EMPLANELLED LIST
FLOATING OF RFB WITH LCBS MENTIONED AS THE BID EVALUATION CRITERIA

(IN FORM OF NIT)
RECEIPT OF PROPOSAL (ONE STAGE TWO ENVELOPE SYSTEM)
OPENING OF TECHNICAL PROPOSAL (PASS/FAIL SYSTEM)
OPENING OF FINANCIAL BID
FINAL EVALUATION OF PROPOSALS

BID EVALUATION (CONTRACTORS)
TECHNICAL BID
Technical information (For All Tenderers):

• Organization Chart of the Company.
• Plant, Machinery and Tools proposed to be deployed for the work.
• Broad schedule for completion of work
Technical information (to be submitted by the successful bidder)
• Proposed Site Organization Chart with Designation of the employees, Brief Resumes,
Powers and duties vested with each personnel proposed to be deployed on the work.
• Construction Program in the form of a Bar Chart on MS Project.
• Manpower deployment schedule
• Methodology of working
• Area of space required for site office, and storage yard including site laboratory/testing
facilities, in a “Layout Plan” that shall be a part of the “Site Plan”
• Copies of quality and safety plan.

BID EVALUATION (CONTRACTORS)
TECHNICAL BID
For selection of bids on LCS basis, minimum qualifying of bidders for the quality of technical
proposals shall be prescribed as Pass/fail criteria and then the bidders passing all the
technical requirements shall be considered for price bid opening .
Minimum requirements in technical proposal:
A. Technical Bid 100
1 Experience 20
2 Financial Strength 25
3 Personal Qualification and Establishment 10

4 Methodology and Workplan and understanding of TOR 25
5 Plant, Machinery and Equipment 20

Evaluation :
60% for minimum eligibility criteria Minimum of 75% marks will lead
100% for twice the minimum eligibility criteria or more to qualification of the technical
In between eligibility on pro-rata basis bid

FINANCIAL EVALUATION
All responsive bids are evaluated with a view to select the lowest (L1) bidder –
the lowest evaluated, substantially responsive, bid which meets the
eligibility/qualification criteria and techno-commercial aspects.
LCS WAS SELECTED

This method was selected as the standards and specifications for the project were
defined and the least financial bid was the criteria to select for a given technical
qualifying considerations.
ANALYSIS
The Client had following needs:
•The project execution was not complex in nature, so a minimum criteria of Qualification
was required
•To get best Value for Money, there was a need of a Competitive Financial Bid
Since it is a public project and the prequalification of the bidders is already

being done, also the project does not involve any technical complexity in terms of
execution so if the specifications are clearly laid out for the project then Least Cost
Based Selection system is well suited for the selection of contractor.

CHALLENGES IN DESIGN PHASE
SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
DESIGN STAGES (ACCORDING TO RIBA)
Pre-design Design Stage
Stategic Preparation Concept Developed

definition & brief Design design
Spatial Technical
coordination design

STRATEGIC DEFINITION
Outcome: The best means of achieving the Client Requirements confirmed
Information Exchanges at the end of the stage: Client Requirements, Business Case
Core Tasks Steps followed in our project Challenges faced Responsibility

in Project
Prepare Client Client requirements given by ASI No challenges faced Client
Requirements
Develop Business Case Describe the viability of the project, the No challenges faced Client and
for feasible options likelihood of success and project risks, government
including review of as a basis for decision to go ahead. agencies
Project Risks and Set out advantages and disadvantages,
Project Budget such as income generation, the benefit
and gains to society and end users.
Ratify option that best Discussions between NBCC and ASI for No challenges faced Client and NBCC
delivers Client best option possible to cater to the
Requirements client requirements.
Review Feedback from Not Applicable No previous projects NA
previous projects were there.
Undertake Site Site study and site context suitability as Site Dimensions were NBCC
Appraisals per the project requirement found incorrect which
led to delay in design
stage

PREPARATION AND BRIEF
Outcome: The best means of achieving the Client Requirements confirmed
Information Exchanges at the end of the stage: Project Brief Feasibility Studies Site Information Project Budget
Project Program Procurement Strategy Responsibility Matrix Information Requirements
Core Tasks Steps followed in Our project Challenges faced in Responsibility

Project
Prepare Project Brief Define Project Outcomes, No challenges faced Client
Client's Quality Aspirations and Spatial
Requirements
Undertake Feasibility Feasibility Studies in accordance to No challenges faced NBCC and Client
Studies detailed brief available carried
Define Project Budget Preliminary budget of the project Budget was revised later NBCC and Client
Defined thereby leading to delay
in project.
Gather Site Deailed Site survey is performed after Changes occurred in site NBCC
Information including the concept design presentation. dimensions during
Site Surveys submission drawing
stage.
Prepare Project Area Program for concept design Changes Occurred after NBCC and Client
Program prepared detailed SItSurvey.
Prepare Project Preliminary Milestones were set in this No challenges faced NBCC
Execution Plan stage

CONCEPT DESIGN
Outcome: Architectural Concept approved by the client and aligned to the Project Brief
Information Exchanges at the end of the stage: Project Brief Derogations, Signed off Stage Report,
Project Strategies, Outline Specification, Cost Plan

in Project
Prepare Architectural Produce concept sketches and Cost of the project was Architectural
Concept undertake preliminary investigations. revised leading to consultant
Prepare CONCEPT design proposals delay on matter
with design options, along with a regarding the
preliminary design report and an consultation fee.
initial cost estimate.
Undertake Design Reviews Hold preliminary discussions with the Prolonged process due Architectural consult
with client and Project client. Final project requirements long process of ant, Client, NBCC
Stakeholders framed in coordination with design approvals chain leading
concepts and client approvals. to NBCC to ASI.
Prepare stage Design Set out key program dates. Update No challenge faced Architectural consult
Program and Review of the project execution ant
plan. Consider options for Constructio
n Strategy.

SPATIAL COORDINATION
Outcome: Architectural and engineering information Spatially Coordinated
Information Exchanges at the end of the stage: Signed off Stage Report, Project Strategies
Updated, Outline Specification Updated, Cost Plan Planning Application

in Project
Undertake Design Studies, The finalized design then shared with Minor coordination Client
Engineering Analysis and other consultants for incorporation of challenges NBCC
Cost Exercises to test structural design and services in order Architectural and
Architectural Concept to prepare detailed cost estimate. other consultants
resulting in Spatially
Coordinated design aligned
to updated Cost Plan,
Project Strategies and
Outline Specification
Initiate Change Control Design changes during this stage are No Challenges Faced NBCC and
Procedures normally tracked and recorded. Architectural
Consultants
Prepare stage Design Set out key program dates. No Challenges Faced Architectural Cons
Program Update and Review of the ultants
project execution plan. Consider optio
ns for Construction Strategy.

TECHNICAL DESIGN
Outcome: All design information required to manufacture and construct the project
completed
Information Exchanges at the end of the stage: Construction Information, Final Specifications,
Residual Project Strategies, Building Regulations Application

in Project
Develop architectural Develop the design to provide execution No Challenges Faced Architectural
and engineering and detail drawings at the required scale and other
technical design consultants
Prepare and coordinate To and from coordination of the design Minor Co-ordination Architectural and
design team Building and technical incorporations between Challenges faced other consultants,
Systems information various consultants to achieve the final NBCC
design document.
Prepare stage Design Final BOQ and tender documents No Challenges Faced Architectural
Program prepared to float for contractor Consultants and
selection. Establish a project execution NBCC
plan.

Major Challenges Faced
Challenges Phase Implication Delay Duration Mitigation
Measures
1. Detailed Geotechnic Preparation Lead to change in site Geotechnical survey – Detailed survey
al Surveys was and Brief dimensions. 15 days reports to be provided
not available Modifications in Sanction drawing – 3 beforehand.
during design stage. design and site months
planning. Total : 3.5 months
Delay in submission
drawings and
sanction process.
2. Changes in BOQ due Spatial Lead to revision of 1 month Efficiency in providing
to empaneled vendor Coordination BOQ. data to consultant is
were missing in initial required.
BOQ formed by DFI.
3. DFI requested for Spatial Lead to several 3 week Detailed

compensation for Coordination rework in drawings survey reports to
rework and and BOQ. Which lead be provided beforehan
increase area of site. to stoppage of work. d.
4. Coordination Issues Technical Lead to Delay. 6 week This cannot be

with MEP consultant. Design resolved. (Internal
Issue of consultant)
OVERALL DELAY: 6
months
CHALLENGES IN EXECUTION
PHASE SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
PROCUREMENT PROCESS MAPPING:
FORMING THE PROCUREMENT
CONSTRUCTION
NEED DEVELOPING
PROCUREMENT INCEPTION
ASSESSMENT SPECIFICATIONS
PLAN REPORT
STAGE
PRE-
PREPARATION OF
AWARD OF BID PROCESS ESTIMATION
TENDER
CONTRACT MANAGEMENT APPROVAL
DOCUMENT
CONSTRUCTION
STAGE
. PROCUREMENT
PROCUREMENT PROCUREMENT CONTRACT
MANAGEMENT
SCHEDULE OPERATION MANAGEMENT
PLAN
CONSTRUCTION
POST -
STAGE
OUTCOME OF
LESSONS LEARNT PROCUREMENT
OPERATION

SCOPE OF PROCUREMENT DURING CONSTRUCTION STAGE:
PROCUREMENT
PROCUREMENT PROCUREMENT CONTRACT
MANAGEMENT
SCHEDULE OPERATIONS MANAGEMENT
PLAN
This deals with the This deals with the part

preparation of This deals with how of managing contracts t
schedule for items will be procured hat are made as a part
This deals with the
procurement of goods during the project and of procurement of
actual procurement
and services. the approach you will goods, services, vendor
works during the
The procurement use to managing s, etc. Contract manage
execution of the
schedule must be vendors on the ment comprises
project. The scope
. coordinated with the project. it has negotiating the terms
includes:
actual construction following components: and conditions in contr
• Purchasing the
schedule on the • Procurement acts. The key aspets
goods
project. Procurement process include:
• Tracking the delivery
is a critical aspect of • Roles 1. Goods and services
• Storage and
any construction & responsibilities 2. Prices and payment
maintenance
schedule, and must be • Procurement needs 3. Confidentiality and
• Inventory
formally, and • Incorporation of proprietary
management
professionally procurement information'
• Billing and payments
addressed, to ensure schedule 4. Limitations of
that products are • Change review and liability
available as needed approval 5. Breaches and
for the project. remediation

CHALLENGES FACED DURING PROCUREMENT (IN EXECUTION STAGE)
DELAYS :
CHALLENGE REASON & IMPACT CONTRACT CONDITION PARTY MITIGATION
RESPONSIBLE
COMMUNICATION The communication As per clause 4.5 The The Architect The PMC didn't take
GAP gap was developed contractor, after award of was not aware of any action for this
between the actual site work shall furnish along the pace of delay in written
condition and with his construction progr construction, format, But there
within architectural firm. am, the drawing requirem which clearly should have
The pace of the ent schedule for approval defines the mis- been a Proper
contractor was much by Project Manager and communication Documentation of
more than that of the the Architect. between NBCC the Delay and notice
. architects – leading and DFI. s should have been
to GFCs creating delays sent to
on the site. the Architectural
Firm Regarding the
same.
SITE VISITS The absence of regular As per Architect's duties Architectural Up to date
site visits, lead to mentioned in contract – It consultant information
unawareness of the is architects' responsibility regarding work
architectural firm about to Monitor the progress of progress at site
the pace of the project work in relation to the should be informed
development – leading program furnished by the regularly to
to GFCs creating delays contractor. architects as well.
on the site.

CHALLENGES FACED DURING PROCUREMENT (IN EXECUTION STAGE)
CHALLENGE REASON & IMPACT CONTRACT CONDITION PARTY MITIGATION
RESPONSIBLE
INVENTORY Temporary Non As per clause 5.7 unless it is Client (Due At the time of selection
MANAGEMENT availability of approved legally or physically to adamancy and approval of material
material in market impossible, the contractor form client side) Contractor should have
/delay in procuring the shall execute and maintain taken market
material at vendors end the works in strict availability of material
due to certain market accordance with the into consideration.
conditions which lead contract to the satisfaction
to delay and revision of of the Project Manager.
schedule.
. COORDINATION The project already had As per clause 6.3 The Contractor Since the chain of
ISSUES a long chain for approval contractors shall provide approvals is already
(APPROVAL OF for materials and mock- samples for the approval of mentioned in the
MATERIALS ups, so there was not Architect/ Project Manager contract, so the
AND MOCK adequate buffer time and shall provide alternative contractor should take
UPS) taken by the contractor samples until an approval proper lead time for the
to approach NBCC for has been obtained. Samples samples and mockups
approvals which led to approved shall be kept at to be approved by the
delay in procurement of site under Custody of the client and the project
approved materials. Project Manager until manager in time.
completion of the Project

DELAY IMPACT OF CHALLENGES FACED DURING EXECUTION
CONTRACTOR'S END
CRITICALITY CONCURRENCY COMPENSATION EXCUSE
DELAYS
CRITICAL NON- CONCU NON- COMPENS NON- EXCUSA NON -
CRITICAL RRENT CONCURRENT ABLE COMPENSABLE BLE EXCUSABLE
Delay Due to
Communication
Site Visits
Non availability
of Material in
.
market (Inventory
Management)
Co-ordination
Delays
Conclusion:
1. Most of the procurement challenges faced during execution which lead to accumulated delay of 3
months were of excusable category which lead to extension of time to him.
2. The contractor shall pay to the Client an amount equivalent to 0.5% per week of delay subject to
maximum of 5% of the total contract value (If delays are proved to be from the Contractor's Side)

Procurement monitoring |Responsibility of different stakeholders
regarding documentation
Project manager
• To verify and certify measurements of the contractor’s bills.
• Initiate reporting systems - daily registers, weekly progress reports, resource allocation and
deployment, monthly reports to Client, Safety, accident and reports, Quality control reports, sub
contractor status reports, change order procedures, etc.
• .To verify and certify measurements of the Initiate reporting systems - daily registers, weekly
•progress reports,
Co-ordinate resource of
procurement allocation and materials
long delivery deployment, monthly reports to Client, Safety,
and Equipment.
accident and reports, Quality control reports, sub contractor status reports, change order
•procedures,
Co-ordinateetc.
andbills.
conduct project review meetings with various Contractors and Architects.
• Ensure performance of the contract.
• Give notice to the contractor/his representative of non-approval of any work or materials and
such work shall be suspended or the use of such materials shall be discontinued until the decision
of the Project Manager/Architect’s Engineer, but such examination shall not in any way exonerate
the contractor from the obligation to remedy any defects which may be found to exist at any stage
of the works or after the same is completed.

Procurement monitoring |Responsibility of different stakeholders
regarding documentation
Contractor
• The contractor shall file daily category-wise labour return (Schedule Requirement VS Actual
Strength)
• Weekly reports of planned and actual progress of work and subsequent week's scheduled work
• Plant and Equipment Schedule
• Material delivery schedule
• • .ToThe contractor
verify shall measurements
and certify submit monthly report
of thealong withreporting
Initiate monthly bills.
systems(With- daily
Photographical
registers,Proofs
weekly
Supporting
progress it) resource allocation and deployment, monthly reports to Client, Safety,
reports,
• accident
Furtherand reports,
progress Quality
charts and control reports,
schedules sub
shall be status reports,
prepared change order
by the contractor procedures,
as directed by the
etc.Project
bills. Manager.
Architect's Engineer
• Issue “Good for Construction” drawings to the site/Project Manager.
• Instructions in matters pertaining to the design, drawings and technical specifications of the work.
• Monitor the progress of work in relation to the programme furnished by the contractor
• To inspect the quality of materials and workmanship in relation to GFC drawings
• Conduct regular site visits to monitor the progress of work.

COST AND SCHEDULE GRAPH FOR CONSTRUCTION AND DLP PHASE
Schedule Performance
index (SPI)
• Preliminary schedule
14-08-2018 = 0.631
09-03-2019 = 0.905
• Actual Schedule
14-08-2018 = 0.911
09-03-2019 = 0.905
Assumption:
Cost Performance Index
Will be 1 in both the cases
Conclusion:
1. To recover the time lose a strict deadline was provided by NBCC, that was to be maintained by the
contractor. Thus, a smooth flow of cash is maintained by client side as per contractor's requirement.
2. SPI in terms of preliminary schedule got increased considerably showing that the large delay was
covered up with the entire process on the other hand the SPI in terms of changed schedule still
indicated the slight delay.
3. Contractor showed adherence to deadline instead of being provided strict schedule.
4. Irrespective of long chain of approvals, contractor managed to deliver required work till inauguration
date.

CHANGE MANAGEMENT
SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
PROCESS MAPPING OF CHANGE CONTROL SYSTEM IN PROCUREMENT:
SCOPE OF CHANGE MANAGEMENT SYSTEM IN PROCURENMENT
APPROVAL IMPACT OF CHANGES DISPUTE RESOLUTION

TRACKING DOCUMENTATION
REQUIRED IN PROJECT TIMELINE PROCEDURE ( IF
SCHEDULE OF CHANGES
FOR CHANGES AND COST REQUIRED)
Identify IDENTIFY CHANGE

OPTION
EVALUATE CHANGE
Evaluate & CHALLANGES
Propose PROPOSE CHANGE ORDER
.
CHANGE REVIEW
Approve
CLIENT APPROVAL
FINALIZED CHANGE DECISION

Implement
IMPLEMENTATION OF RECORD DECISION AND
FINALIZED CHANGE ON SITE MANAGEMENT INFORMATION
PERFORMANCE REVIEW AND DISPUTE

Review CHANGE ANALYSIS RESOLUTION (IF ANY)
CONDITION OF CONTRACT FOR CHANGE ORDER
The Architect / Project Manager, shall make any variation of the form, quality or
Identification of quantity of the works or any part thereof that may, in his opinion, be necessary
and for that purpose or if for any other reason it shall, in his opinion be
change desirable, he shall have power to order the contractor to do.
No such variation shall in any way vitiate or invalidate the contract, but the
value, if any, of all such variations shall be taken into account in ascertaining the
Assessment
amount of the contract price. No claims on account of variation compensation
of change will be entertained irrespective of the amount of variation in quantities of
individual items as well as the contract value.
Approval of No such variations shall be made by the contractor without an order in writing
change of the Project Manager.
All extra or additional work done, or work omitted by order of the Project
Manager shall be valued at the rates and prices set out in the contract. If the
contract does not contain any rates or prices applicable to the extra or
Impact analysis additional work, then suitable rates or prices shall be agreed upon between
of change the Project Manager and the contractor. In the event of disagreement, the
Project Manager in consultation with the Architect’s Engineer shall fix such
rates or prices as shall, in his opinion, be reasonable and proper. The decision
of the Client shall be final and binding on both parties.

PROJECT SPECIFIC INSTANCES FOR CHANGE MANAGEMENT :
CHANGE ORDERS
DESCRIPTION RECTIFICATION IMPACT ON STAKEHOLDERS

PROJECT INVOLVED
Change order Value Engineer New Cost HVAC Vendor,
for HVAC in HVAC system VFD (Variable Implications Contractor, PMC,
was done. Frequency Drive and Change Client, Architect's
System) of Contract Consultants (HVAC)
was Incorporated value.
in conjunction
. with
the VRV system.
Change of Change in More area Cost Solar Panel Vendor,
Quantity of Quantity for under Solar Implications Contractor, PMC,
Solar Panels GRIHA Panels to be paid on Architectural Firm,
Compliance Used Item Rate Griha Consultant,
Basis Client

PROJECT SPECIFIC INSTANCES FOR CHANGE MANAGEMENT :
CHANGE ORDER FOR HVAC
DESCRIPTION RECTIFICATION IMPACT ON PROJECT RESPONSIBILITY
Rework of Lobby Rework of The tile flooring The Schedule Contractor

Flooring Floor Finish in the lobby was and time were
by the not delayed. The
Contractor in accordance with effect on the
the drawing given a schedule was
nd the Workmansh less and the cost
ip and slope of was borne by the
.
the flooring contractor for
was incorrect. the mistake of
the labour
Core cutting Extra Work The specifications The Schedule Contractor
said to have and cost were
plumbing sleeve, affected but
but due to error in were under
construction, it tolerance level.
lead to core cutting
process

DELAY IMPACT OF CHALLENGES FACED DURING CHANGE ORDER
CONTRACTOR'S END
CRITICALITY CONCURRENCY COMPENSATION EXCUSE
DELAYS
CRITICAL NON- CONCU NON- COMPENS NON- EXCUSA NON -
CRITICAL RRENT CONCURRENT ABLE COMPENSABLE BLE EXCUSABLE
Change order for
HVAC
Change
of Quantity of Solar
Panels
Rework of
. Lobby Flooring
Core cutting
Conclusion:
1. The change orders for HVAC and Rework of Lobby Flooring could have been omitted as
they were not hampering any critical stage of execution.
2. Core cutting became mandatory for proper working of plumbing services
3. The Solar Panels Quantity was to be increased for GRIHA Certification, so was a
mandatory step to take.

COST AND SCHEDULE GRAPH FOR CONSTRUCTION AND DLP PHASE
Conclusion:
1. The changes during execution of this project were not very extensive and hence did not
have any major impact on project cost and schedule. Therefore we can say that the
project did not face any issues in change management aspects.
2. In terms of contractual obligations regarding change management, there were some
loopholes in the contract regarding safeguarding the interest of the contractor when it
comes to changes.
3. There was no mention in contract regarding initiation of change requests from
contractor's side in case if he encounters any kind of inability to execute as per
requirements.

PROJECT CLOSURE, HANDOVER
& DLP SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776
PROCESS MAPPING OF CLOSURE IN PROCUREMENT PROCESS:
CLOSURE IN PROCURENMENT PROCESS
PHYSICAL FINANCIAL CONTRACT ADMINISTRATIVE

CLOSURE CLOSURE CLOSURE CLOSURE
TRANSITION &
CLOSING PLANNING
COMPLETION OF THE
CONSTRUCTION BEGINNING OF THE
PHASE TRANSITION PERIOD
TRANSFER OF PROJECT
. FINAL TESTING PRE-COMMISSIONING DOCUMENTATION
COMPLETION OF LISTS
& CHECKLISTS

CONDITION OF CONTRACT FOR CHANGE ORDER
Physical closure in this project includes conducting remaining minor tasks after
client acceptance. Project manager completes a list of necessary
Physical Closure activities(Checklist) for terminating the project and requests project closure
confirmation from the head office.
Financial and physical closure can be performed in parallel; however, proper

financial closure can be achieved if only physical closure has successfully been
Financial Closure performed. All the pending payables been paid, when all finacial conditions
under a project agreement are satisfied.
Contract closure in project includes project contracts and sub-contracts. Each

project’s contracts along with sub-contracts must be determined (including
Contract Closure both contract parties) and their status must be well clarified. Accordingly,
contract value as well as its terms and conditions must be specified.
To check that all project personal/staff and those on contract have been
released or reassigned to another project. All the equipments, vehicles and
Administrative offices been reallocated, sold or transferred?
Closure Completion of all needed project reports and closure documents.
Lastly, ensure that your project archives and/or files are up to date.

PROJECT SPECIFIC INSTANCES FOR PROCUREMENT CLOSURE :
PHYSICAL CLOSURE (March 2019- June 2019)
Processes Deliverables Documents Stakeholders
involved prepared involved
• Inspection of • Checklist • NBCC, RAMA
Scope of Work • Snag list Contractors,
• Quality • Certificate of Quality DFI, ASI
Inspection • Warranty, Guarantees
• Testing n and Manuals
Commissioning • Virtual Completion
. • Stakeholder Certificate
Meeting • Documents
• Site Cleanup
In PDDUIOA,
after inspection, a snag list was prepared and one week time
was given to the contractor to complete that before handing
over the project. The problems in the snag list were:
1. Waste disposal and site cleanup not completed.
2. Signboard installation was remaining.
3. Minor electrical connections needed to be resolved.

FINANCIAL CLOSURE (May 2019- June 2020)
Processes involved Deliverables Stakeholders
Documents prepared involved
• Payment of • Project Final Cost • NBCC,

Invoices and Report. RAMA Contractor
Running Bills to • Release of bank s, DFI, ASI
contractor. guarantees, EMD,
• Maintaining all etc.(except retenti
payment records on amount)
. • Payment of • NOCs against
Architect & payment
Consultants Fee • Documents
• Adjustment of
all advances
In PDDUIOA,
1. All the payments were cleared at the time of financial closing of
the project except for the retention amount of 5% of project
cost for the duration of Defects Liability Period.
2. Final payment of PMC remains.

CONTRACT CLOSURE (June 2018- June 2019)
Processes involved Deliverables Stakeholders
Documents prepared involved
• Completion of • Contract closure NBCC,
contractual documents RAMA Contractors
obligations • Release of , ASI
• Settlement of retention money
claims • Completion
• End of DLP period certificate issued.
. • Submission of bills • Legal certificate
during DLP and documents
transferred to the
ASI headquarter.
In PDDUIOA,
1. No major issues arose during Defects Liability Period leading to
smooth closure of the contract.
2. It was a soft-landing process with gradual transition from the
construction to operational phase.

ADMINISTRATIVE CLOSURE (June 2020- July 2020)
Processes involved Deliverables Documents Stakeholders involved
prepared
• Completion of all • Final Audit & report NBCC, ASI
documentation. submitted to ASI by NBCC
• Initiation of project • Project manager final
manager closeout payment.
• Lessons learnt register
. Report submitted by Project Management Agency
A project closure report is the final document that assesses the success of the project and
catalogs project deliverables and officially ends the project. The primary objective of a project
closure report is to provide a complete picture of the successes and failures of a project.
Outline of the Report

EXECUTIVE SUMMARY – Summary of the report to be presented.
DESCRIPTION OF PROJECT - Detailed outline of the Project and scope of the project.

ADMINISTRATIVE CLOSURE REPORT:
EVALUATION OF DESIGN AND IMPLEMENTATION
• Relevance of Design and Formulation – Basic Introduction to design and its implementation
• Project Outputs - Breakup of project Deliverables and Activities
• Project Costs – Breakup of project actual costs and its deviation from estimated costs.
• Disbursements and payments - Breakup of Disbursed Payments
• Project Schedule – Actual project schedule in brief and its deviation from anticipated schedule.
• Implementation Arrangements – Financial Details of the Projects
. • Related Technical Assistance – References to as-built drawings, Operation Manuals, Transfer of

Knowledge, Action Plans, Transfer of Technology etc.
• Consultant, Contractor and other Procurements – Process followed for the procurement.
• Performance of Consultants, Contractors, and Suppliers – Ratings for the consultants, issues
occurred and resolution of the same to be discussed.
• Performance of the Project Management Agency – Self introspection of the Project
Management Agency (Lesson Learnt for Project management company)

ADMINISTRATIVE CLOSURE REPORT:
EVALUATION OF PERFORMANCE
Relevance – Performance of the project implementation
Effectiveness in Achieving Outcome – Evaluating effectiveness in delivery of the project.
Efficiency in Achieving Outcome and Outputs - Evaluating efficiency in delivery of the project.
Preliminary Assessment of Sustainability – Evaluating project delivery from the Sustainability Point
of View.
OVERALL ASSESSMENT AND RECOMMENDATIONS

. Overall Assessment – Overall assessment of project implementation
Lessons – Lessons and conclusions from the project. Identification of issues and their resolutions
Recommendations – Recommendations for future expansions and future projects.

Group 1
PROJECT PROCUREMENT
MANAGEMENT SPA/NS/BEM/759
SPA/NS/BEM/765
SPA/NS/BEM/770
THANK YOU SPA/NS/BEM/771
SPA/NS/BEM/774
SPA/NS/BEM/776

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Group 1

1. PROJECT INTRODUCTION, STAKEHOLDER IDENTIFICATION & 3 – 13

2. PROJECT DELIVERY MODEL ANALYSIS 14 – 26

3. DBB VS EPC 27 –37

4. RFQ & QUALIFICATION PROCESS 38 – 55

5. VENDOR SELECTION & EVALUATION OF BID 56 – 69

6. CHALLENGES IN DESIGN PHASE 70 – 77

7. CHALLENGES IN EXECUTION PHASE 78 – 86

9. PROJECT CLOSURE, HANDOVER & DLP 94 - 102

Project Procurement Management Group 1 Slide 2

& PROCUREMENT PROCESS MAPPING

The project includes:

Project Procurement Management Group 1 Slide 4

Project Procurement Management Group 1 Slide 5

SCOPE OF WORK INCLUDES - Plot Area: 25 Acre (Phase 1)

S.No. Spaces Capacity Area

Project Procurement Management Group 1 Slide 6

Project Procurement Management Group 1 Slide 8

• Appointing Architectural and engineering consultants and Contractors.

Project Procurement Management Group 1 Slide 9

• To adhere to all site safety policies and procedures.

• To provide superior quality material as per the specifications requested

FINANCIAL SERVICE PROVIDER

• Government funds – To assist in funding for the project.

Project Procurement Management Group 1 Slide 12

• Providing Legal Assistant in formulation of Contract Documents for the Project.

Project Procurement Management Group 1 Slide 13

OWNER- ASI, Ministry of culture, Govt. Of India

PMC (client representative)- NBCC

DESIGN BID BUILD

DFI AND ASSOCIATES RAMA CIVIL CONTRACTORS

Project Procurement Management Group 1 Slide 15

#1 UNESCO Guidelines to be followed

#2 ASI want to be involved

#3 ASI willingness to take certain risks in

#4 The information is required

#5 Interaction is required between

Project Procurement Management Group 1 Slide 16

EPC Contractor Design Build Entity BID

Engineering | Procurement | Construction Design

• NBCC assisted the owner and the

Project Procurement Management Group 1 Slide 18

Project Procurement Management Group 1 Slide 19

• The obligations of compliance will

6 Fast-tracking Scheduled • NBCC is selected as PMC to fast- Coordination Fast Fast

• NBCC's initial entry into the project

• The separation of the design and

Project Procurement Management Group 1 Slide 20

1 Client Overall Coordination and To check for To check

2 Contractor To execute the project. Coordination for Overall Design,

3 Design firm To provide design and To provide

4 Project Manager To assist client in To overlook EPC To overlook DB

Project Procurement Management Group 1 Slide 21

Project Procurement Management Group 1 Slide 22

Project Procurement Management Group 1 Slide 23

CONTRACTOR SELECTION SCHEDULE

Project Procurement Management Group 1 Slide 24

Call for quotations of selected samples 3-4 days

Makes of the Project :

Project Procurement Management Group 1 Slide 25

Project Procurement Management Group 1 Slide 26

Project Procurement Management Group 1 Slide 28