The Development Of Bid : Project

A basic definition for the procurement is “the way the building is realised” and “involves assembling and organising the skills and services of a team of construction professionals”. (the Construction Round Table, 1995). More precisely, the construction industry describes procurement as “a system that establishes the roles and relationships which make up a project organisation”; hence the overall organisation and communication structure for the management, administration and control of a project is established by the procurement system. (D.C.H Coles, 2010)

for additional plantings. It provided marketing and promotion by increasing awareness of district assets and business offerings through press and media publications.

In construction projects, mostly the firms (in this case the firms become client) do not have the skills or develop skills inside the firms to undertake the projects due to amount of the projects should be conducted or the complexity of the projects (Reve and Levitt, 1984). Therefore, the economic decision to conduct the projects is to procure them to third parties. However, more commonly the client agonize the final quality of the projects will meet standard requirements. Thus, impacts to involvement of complex contracts of construction procurement.

BYD has the necessary history of successfully vertically integrating when they moved to making LiON batteries for cell phones and hence they utilize the core expertise in vertically integrate into cars. But I will suggest BYD to not buy the automotive company for the following reasons:

Construction projects are always unique and risks raise from a number of the different sources. Construction projects are inherently complex and dynamic, and involving multiple feedback processes. A lot of participants – individuals and organizations are actively involved in the construction project, and they interests may be positively or negatively affected as a result of the project execution or project completion. Different participants with different experience and skills usually have different expectations and interests. This naturally creates problems and confusion for even the most experienced project managers and contractors.

Specialist contractors – generally known as subcontractors – perform the majority of the work on commercial construction projects. They face significant challenges in allocating their resources across multiple, concurrent projects (O’Brien and Fischer 2000). Despite their central nature to project performance, relatively little research has been performed to formally model their operations. Without such modeling, there exists little basis from which to measure or improve performance. This dissertation attempts to address the limited literature by providing a formal, information model for subcontractor resource management. There are three main contributions: First, addition to the general literature on subcontractor management as a

Based on the adverse selection problem and moral hazard problem listed by Moe (1995), the project owner knows less about the progress of the project than the project manager. As a result, principals and agents will suffer from divergence of goal as outlined above. Muller and Turner (2005) describes the depth of knowledge required by the owner is subject to the contract chosen. On the other hand, project manager’s need for communication and information changes over the life-cycle of a project. During the early stages, the manager needs to know the owner’ actual requirement and project context. Both forms of information give the project manager an estimate of the company objective for the project. Information given at the planning stage by the owner includes objectives, specification, priorities and possible limitations. As the project progresses, the owner’s role of providing information and data changes to review

This paper will be divided in three section. The first section will be discussed about the possible threat of the hostile takeover. The second part will be discussed about the financial analysis of the projects the potential problems comes with it and it will consider the division of the projects in the aggregate project plan. Finally, the third part will provide recommendations of the projects to select to the Board of Directors, followed by some comments and implications in the conclusion section.

Making a work or a construction project is not an easy thing and it demands many stages to facilitate the work.One of the most important stages that facilitates the work and gives the contractor and owner warranty is the “construction contracts”

In Design and Build contract, the client engages a Contractor (appointed based on their tender) to design, document and build the project. The Contractor submits their tender based on the client brief, which outlines the Employer’s

Recent economic liberalisation of the construction market has placed private contractors in a stronger position to compete for work. At the same time, to be successful requires more sophisticated project management to enhance competitiveness (Fang, et al, 2004; Lim, et al., 2010). It is useful to identify the

Like the five blind men encountering different parts of an elephant, each of the numerous participants in the process of planning, designing, financing, constructing and operating physical facilities has a different

Another key area that is necessary for the successful completion of the client construction project is the organization for the site meetings. Through a properly planned and conducted site meeting, much can be accomplished since well planned meetings enhance positive achievement, (Shmueli, Pliskin & Fink, 2016, pg 400). However, meetings with no pre-planning will tend to accomplish very little, and always result into a waste of time which is one of the most valuable resources. According to (Shmueli, Pliskin & Fink, 2016, pg 399), for the construction project, personnel have the right to call on the meetings which can be convened by both the Principal Contractor and the organization’s Key Personnel such as the construction Manager, Project Manager, Estimator and the Accountant. In the meeting some of the most important issues that can be discussed comprise of the feasibility of the Project. Generally, feasibility of the any project is based on the project’s Tender Documents.

The development of construction in recent times has been diminished by the political and economic situation of the country, the continuous change in the regulations, the shortage of inputs and the difficulty to determine the profitability in the construction projects. The private sector makes its efforts to continue constructing and orienting itself to the development of projects that are beneficial to society and that serve as an investment, in turn the public sector makes social investment in projects that improve the habitat and aim for a better development of the Locality, municipality or State.

This document tells formally the existence of the project and gives direction for the project’s objective and management. The project manager has the major role in creating the project charter. This is the key output of the initiation process. It consists of budget information, project objective, main success criteria, approaches, roles and responsibilities. In the end of this document, stakeholders should sign for accepting the agreement on the need for and intent of the project.