Operations Manual PDF

C
ONTENTS
DESIGN MANAGEMENT
A.
INTRODUCTION
B.
PROCESS FLOWCHART
1.0
SUBMISSION
1.1
1.2
1.3
1.4
1.5
TIME - Planning
1.1.1
Submission Planning
1.1.2
Overall Schedule
1.1.3
Supervision & Manpower Schedule
COST - Budget Preparation

1.2.1
Design Authorization (DA)
1.2.2
Estimate
ADMIN / QUALITY - Documentation

1.3.1
Client Brief
1.3.2
Design Criteria / Client Specification
1.3.3
Submission
1.3.4
Submission Drawings
1.3.5
Design Fees Estimate
1.3.6
Project Correspondence
REVIEWS
1.4.1
Strategy Review
1.4.2
Interim Pricing Review
1.4.3
Risk Analysis
1.4.4
Contract Price Review
LIMITS OF AUTHORITY
Asia Projects Operations Manual - Issue 1 / Introduction

Design Management
Revision 2, 28/10/98
2.
DESIGN DEVELOPMENT
2.1
2.2
2.3
2.4
2.5
TIME - Design Planning

2.1.1
Procurement Schedule
2.1.2
Design Schedule
ADMIN - Controls
2.2.1
Project Filing
2.2.2
Document Controls
2.2.3
Project Control Group Meetings
2.2.4
Minutes of Meetings
COST - Procurement / Commitments

2.3.1
Professional Services Agreement (PSA)
2.3.2
Cost Planning
ADMIN - Head Contract

2.4.1
Head Contract
2.4.2
Insurances
ADMIN - Registers
2.5.1
Consultant Register
2.5.2
Authorities Register
2.5.3
Drawing Register
2.5.4
Specification & Document Register

Design Management
NTRODUCTION
THE ASIA PROJECTS OPERATIONS MANUAL

The Asia Projects Operations Manual has been developed to assist the Project Staff for the Asia
Region with an understanding of the processes required for the design and delivery of a project in
Asia.
The Manual is split into the following :
Design Management
1.0
2.0
Submission
Design Development
Construction Management
1.0
2.0
3.0
4.0
5.0
Pre-Construction
Construction
Completion
Project Planning
Safety
The intent of the manuals is to provide examples of Inputs, Controls and Outputs for both Design
and Construction in accordance with the Lend Lease Project Management System.
It is also intended to set minimum standards for the respective disciplines as noted herein.

Design Management
THE LEND LEASE PROJECT MANAGEMENT SYSTEM

The Lend Lease Project Management System is based on having a close relationship with the
projects client :
Lend Lease Project Management System
PROJECT
MANAGER
CLIENT
Lend Lease
ARCHITECT
ASIA
ENGINEERING
CONSULTANTS
SUBCONTRACTORS
SUPPLIERS

Design Management
The process of the delivery of a typical project in Asia is best illustrated in the bar chart below :
LEND LEASE PROJECT MANAGEMENT DESIGN & CONSTRUCTION
DESIGN, DOCUMENTATION
AND AUTHORITY APPROVALS
TIME SAVING
BRIEF, CONCEPT
DESIGN,
QS CHECK,
FIXED LUMP SUM
10
CONSTRUCTION
20
30
40
50
60
70
80
90
100
% OF TIME TO COMPLETION
TRADITIONAL
DESIGN, DOCUMENTATION
AND AUTHORITY APPROVALS
TENDER, ASSESS
AWARD BUILDING
CONTRACT
BRIEF, CONCEPT
DESIGN,
AND BUDGET
PRICE
10
CONSTRUCTION
20
30
40
50
60
70
80
90
100
Comparison of Design & Construction and

Traditional Methods of Project Delivery

Design Management
The advantages of the Lend Lease Project Management System from the Clients point of view are :
LL is responsible for the time, cost and quality

A single point of responsibility through the whole process.
Shorter project development time
LL provide a warranted price at an early stage
The disadvantages are :

Perceived as being too expensive.
Perceived as loss of control by the Client.
System is not commonly understood.
THE ORGANIZATION STRUCTURE

In order for Lend Lease Asia to perform their Project Management System they have adopted an
organisation structure based on Regional Branches reporting to the Regional Director via the
Regional Business Development Manager, Regional Operations Manager and Regional Financial
Controller.
The Regional Organization structure is :

Design Management
REGIONAL LL ASIA
Regional Director
Regional BDM
Asia
AsiaProjects
ProjectsOperations
OperationsManual
Manual--Issue
Issue11/ /Organisation
Introduction
Design Management
BDM
Thai
BDM
Singapore
BDM
China
Regional OPM
BDM
Malaysia
BDM
India
REFER BRANCH STRUCTURE
BDM
Indonesia
OPM
Thai
OPM
Singapore
OPM
China
Regional Fin. Controller
OPM
Malaysia
OPM
India
OPM
Indonesia
The regional organisation associated with

this manual.
Fin. C
Thai
Fin. C
Singapore
Fin. C
China
Fin C
Malaysia
Fin. C
India
Fin. C
Indonesia
A typical Operation Branch / Country Organisation structure is :
Operations
Manager
Estimating
Support
Project
Managers
Concept
Project
Engineering

Design Management
Project
Managers
Delivery
Site
Engineers
Supervisors
Fin. / Admin
Support
ROLES AND POSITION DESCRIPTIONS

The traditional responsibilities and accountabilities for a typical Lend Lease Asia Branch are listed.
Operations Manager :
The Operations Manager reports directly to the Regional Operations Manager. Duties, authorities
and responsibilities include but are not limited to the following :
Is totally responsible and has the authority for the effective management and successful delivery
of all projects.
Is responsible and has the authority to ensure that a suitable site organization exists to pursue
the Quality Assurance objectives and has the authority to make changes in the organization to
obtain the required quality levels.
Has the authority and will ensure that appropriate action is taken, upon recommendations of
the Project Manager Concept and the Project Manager Delivery.
Is responsible and has the authority to ensure that a suitable site organization and delivery
plan exists to implement the objectives of the business.
Has the authority to manage the total project management function of the business including
all disciplines of Design and Engineering at business and site level.
Is authorised to direct project management activities in order to develop and maintain the
correct level of competence and to enhance the companys technical reputation.
Is authorised to ensure an adequate level of engineering competence in all project management

activities by the appointment and direction of staff, the delegation of authority and by the review
of results.
Is authorized to develop and maintain the overall project management capability of the company
by monitoring trends and developments in the industry and by initiating recruitment, promotion
and training programmes.
Ensures that each Project Manager establishes and implements the Occupational Health &
Safety and Environment and Quality Policies and Objectives for the specific projects.
Coordinates with other sections at all management meetings.
Reviews project management cost estimates and assists in the preparation of proposals.
Assists the Business Development Manager in developing Business plans, and works with
other section heads in the preparation of budgets, organization charts and manpower
requirements.
Resolution of Engineering orientated Non-Conformances.
Assumes the Business responsibility for Quality

Design Management
Project Manager Concept :

The Project Manager Concept reports directly to the Operations Manager. Duties, authorities and
responsibilities include but are not limited to the following :
Is the customer representative within Lend Lease.
Is authorised as the responsible person for overall performance of the porject in meeting the
agreed customer expectations.
Is authorised and responsible for establishing the Quality, Occupational Health & Safety and
Environment System, to be incorporated into the project, including the systems to be operated
by the project consultants, (Sub) contractors, suppliers and Lend Leases site team. This
shall include the control of all non conforming product until the deficiency or unsatisfactory
condition has been corrected.
Is authoized and responsible for preparation of PreContract Designs and preliminary project
material.
Is authorised and responsible for the preparation and /or checking of contract design,
specifications and documents and recommending actions to provide solutions to problems.
Responsible for establishing and maintaining project management files, statistics, reports
and all required evidence of compliance with the agreed customer project brief and the
verification of all implemented solutions.
The Project Manager Concept may delegate some site related design responsibility to the
Project Engineer. Such delegation shall be authorised by the Operations Manager.
The authority to assign responsibility and authority to various site staff in consultation with
the Project Manager Delivery.
Project Manager Delivery :

The Project Manager Delivery reports directly to the Operations Manager. Duties, responsibilities
and authorities include but are not limited to :
The authority and responsibility for the efficient operations of the particular site including
personnel, EHS, employee relations, purchasing, cost control and general administration.
Purchase Requisitions, and Invoice Approval for payment of creditors as defined within the
Limits of Authority detailed within the Asia Project Operations Manual and as amended from
time to time.
The authority to represent the Company at Site level concerning Industrial Relations in
negotiations with Employer Associations / Authorities etc.
The Project Manager Delivery is authorized to recommend and initiate a review of site
staffing and procedures in Personnel, Purchasing and General Site Office Administration to
maintain efficiency in these areas.
Is authorised to recommend the assigning of responsibility and authority to various site staff.

Design Management
The authority and responsibility for the interface between the design groups and the
construction site.
The authority and responsibility for executing QA Procedures and construction activities.
The authority and responsibility for establishing and maintaining contact with the Clients
representative and all departments within Lend Lease to coordinate the completion of the
contract.
Review QA documents and their production, specifications and drawings and prepares field
instructions for construction. He is authorised to recommend alterations to these documents.
Is authorised to plan and prepare schedules for execution of the contract and nominates
priorities for the construction, manufacturing and delivery of material to the site.
Is authorised and is responsible to ensure that all subcontractors are correctly implementing
their QA Procedures.
Supervision of Subcontract Personnel and suppliers.
Is authorised to ensure site EHS requirements are being met.
Coordination of construction activities to ensure that the required standards are met.
Is authorised to review contract drawings and specifications to make sure the fabricated
items are constructed to the plans and specifications. The Proejct Manager Delivery has the
authority to place on hold, or reject items which do not meet the required quality levels.
Is authorised to review and monitor the construction activities to see that applicable procedural
requirements are met, including QA and EHS.
Is authorised to ensure that all materials required for each (sub) contract package are as
required by the Specification.
Is authorised to supervise performance of all construction procedures and production tests,
by (sub) contractors. The Project Manager Delivery has the authority to reject a specific test
and make decisions on whether additional testing of the item should be administered.
Monitoring and documenting of Quality records which indicate compliance to Client & Authority
requirements.
Assurance that processes, examinations, inspection and tests of all subcontractors conform
to the requirements and are performed by trained and qualified personnel.
Submit final report and checklists at the completion of construction of the particular stage of
the project if the Quality Plan requires this action.

Design Management
ROCESS FLOWCHART
GENERIC PROJECT DELIVERY PROCESS FLOWCHART

The following is a flowchart for a Generic Project Delivery Process. In Asia it is a common practice
to go direct from Concept Design to Contract Price and then followed by Design Development.
Generic Project Delivery Process
1. Market Plan
2. Strategy
3. Client Brief
4. Design Brief
5. Concept Design
6. Indicative Price
7. Design Development/Construction
Planning
8. Budget Price
9. Contract Price
10. Sign Contract
11. Construction
12. Completion
1.
2.
3.
4.
5.
6.
7.
8.
9.
Asia Project Delivery Process

Market Plan
Strategy
Client Brief
Concept Design
Contract Price
Sign Contract
Design Development//Construction
Planning
Construction
Completion
The flowchart identifies :
Process Stage
Process Activities for each stage
Activity Outputs
The reference section in the Asia Projects Operation Manual
DM for Design Management
CM for Construction Management
Asia Projects Operations Manual - Issue 1 / Generic Project Delivery Process Flowchart
Design Management
Process Stage
Process Activity
Activity Outputs
MARKET PLAN
1.
Prepare Market and Client

Plans
Market/Client Plans
Client Risk & Opportunity
Assessment.
STRATEGY
2.
Prepare Strategy &

Conversion Plans
Project Strategy Plan.

Project Conversion Plan.
2a. Expression of Interest
Letter
3.
Record or review and

Clarifications
Service requests by Client
3a. Design Services Proposal
Section Ref.
DM 1.4.1
Offer, Tender Bid and Contract

Review Checklist or similar review
record
Written Proposal/Submission.
4.
Prepare Design Authorisation Design Authorisation.

And obtain approval
DM 1.2.1
CLIENT BRIEF
5.
Prepare Client Needs Brief
Client Approved Brief.

Meeting Minutes.
DM 1.3.1
DM 2.2.4
DESIGN BRIEF
6.
Prepare Design Brief
Client Approved Design Brief

Meeting Minutes.
7.
Engage Consultants
PSA internal review record.

Request for Authority to sign PSA.
Signed PSA.
DM 2.3.1
CM 2.2.6
CONCEPT DESIGN
8.
Prepare Concept Design
Design Meeting Minutes.

Document Transmittal Form.
Progress Claim Design fees.
DM 2.2.4
DM 2.2.2.8
CM 2.5.1
BUDGET PRICE
9.
Budget Price/Scope
Internal Approval
Minutes of review meeting.

Estimators Review Record.
DM 2.2.4
DESIGN
DEVELOPMENT /
CONSTRUCTION
PLANNING
CONTRACT PRICE
10. Client Approval
Written Acceptance.
11. Design Authorisation

Upgrade
Design Authorisation.
DM 1.2.1
12. Design/Price/Scope
Preparation
Contract price submission

Design meeting minutes.
Design Programme.
DM 1.4.4
DM 2.2.4
DM 2.1.2
Register and tracking of changes

Drawing and spec register, doc
transmittals.
DM 2.5.3
DM 2.5.4
13. Contract Price/Scope/

Contract Preparation
Contract price submission
DM 1.3.2
DM 1.3.3
DM 1.3.4
DM 1.2.2
DM 1.3.5
14. Contract Price/Scope/

Contract Internal Approval
Letter of Offer/Proposal.
Contract Price Review Meeting
Job Data Sheet.
DM 1.3.3.1
DM 1.4.4
CM 1.1.1
Design Management
Process Stage
SIGN CONTRACT
CONSTRUCTION
COMMENCE
Process Activity
Activity Outputs
Section Ref.
15. Client Approval
Written Acceptance.
Records of Contract
Negotiations/Resolutions
DM 2.4.1
16. Contract Execution
Authority to sign contract.

Review re-assess Risk
Assessment form.
DM 1.5
DM 1.4.3
17. Project Delivery Plan

Preparation
Review/Upgrade Verification
Activities
Project Delivery Plan.

Construction Verification
Schedules.
Site Procedures
18. Design Authorisation,

Construction Authorisation
Review
Construction Authority.
Design Authority.
CM 1.1.2
DM 1.2.1
19. Pre Construction Meeting
Minutes of Meeting
DM 2.2.4
20. Ongoing design completion

and AFC issue for tender
packages
Design Programme
Signed off drawing and spec.
Design Meeting Minutes.
DM 2.1.2
DM 2.2.2.2
Design change register/tracking

System
DM 2.2.2
DM 2.5.3
Drawing and Specification

Registers, document transmittals.
DM 2.5.4
DM 2.2.2.8
21. Construction Planning

Programming & Control
Construction programmes.
CM 4.0
22. Project Reviews &

Verification Activities
Minutes of project review meetings.
CM 1.3.1
23. Subcontract Tenderers

Selection & Tendering
Procurement programme.
Tenderer selection records &
tender package.
DM 2.1.1.
CM 2.2.2
CM 2.2.6
24. Subcontract Evaluation &

Internal Approval
Minutes of tender review meetings.

Subcontract Commitment Details
Review records.
DM 2.2.4
25. Sub Contract Award
Signed Sub contract, includes any

Minor Works sub-contracts.
Supply Agreement.
CM 2.2.3
CM 2.2.4
CM 2.2.6
26. Project Construction

Administration
Document registers
S.Is includes Confirmation of
Verbal Instruction
RFIs
Drawings, specs, minutes,
correspondence, etc.
CM 2.9
CM 2.1.2
CM 2.7.5
CM 2.7.6
Registers, approval, issue and

distribution system.
CM 2.9
Approved Subcontractors ITPs,

Final inspection records.
ITP Register of Inspections
Evidence of Subcontractor
inspections.
CM 2.8.2
CM 2.9.13
Design Management
Process Stage
Process Activity
Activity Outputs
Section Ref.
Nonconformance / Corrective
Action Advice
Register of Nonconformances
and control system.
Audit programme, audit reports.
Customer Supplied Products/
Equipment Register.
CM 2.8.3
Delay Notification.
Job Diary.
CM 2.9.8
CM 2.7.4
Site Days Lost Summary.

Industrial Disputes Record.
DM 2.2.3
27. Project Financial

Administration
Variation Advice.
Variation Allocation Sheet.
Budget Transfer Input.
Purchase Order.
Order Amendment Advice
Progress Payment Input.
Request For Credit.
Client Progress Claim
Invoice.
Pro-Forma Invoice
Credit Note.
CM 2.1.2
CM 2.1.2
CM 2.1.1
CM 2.2.1
CM 2.2.5
CM 2.3.2
CM 2.3.4
CM 2.5.2
CM 2.5.1
CM 2.3.3
CM 2.3.4
28. Project Safety System

Management
Site Work Injury / Work Related

Illness Report.
Risk Assessment/Occurrence/
Non-Conformance Card.
CM 5.0
Monthly Project OHS&E

Compliance Report.
PRACTICAL
COMPLETION
29. Commission & Handover
Test results, final inspections.

Defects register and sign-off.
CM 3.1
30. Practical Completion, formal

Client acceptance
Practical Completion Certificate
CM 3.2
31. Defects Liability Period
Defects register
CM 3.3
32. Post Construction Client

Service
Defects register
CM 3.4/3.5
33. Post Construction Review
Meeting Minutes.
Design Management
UBMISSION
The appointed Project Manager Concept for a Project Submission is responsible for :
Time
Submission Planning
Overall Schedule
Cost
Design Authorisation
Estimate
Admin
Brief
Design Criteria
Submission Documents
Reviews
Strategy Review
Interview Price Review
This section of the Design Management Manual is intended to provide the Project Manager Concept
with the tools and examples to perform his responsibilities in preparing a Submission.
Asia Projects Operations Manual - Issue 1 / 1.0 Submission

Design Management
1.1 TIME - Planning
1.1.1 Submission Planning

1.1.2 Overall Schedule
1.1.3 Supervision &
Manpower Schedule
ime - Planning
1.1.1 SUBMISSION PLANNING

The submission plan is the first program drawn up for the project. It is prepared as a result
of the first strategy review, and indicates all activities required to be addressed prior to the
submission of the contract price.
The submission plan is the responsibility of the Project Manager Concept.
The submission plan shall be done using either Fasttrack Schedule or Primavera / Sure
Trak IBM based computer programs (refer attached for example). Its activities should
include the following
Reviews (refer section 1.4)
Strategy Review
Concept Building Review
Outputs for submission (refer section 1.3.3)
Letter of Offer
Description of the Project and the Site
The Profile of the Client
Performance Brief
General Specifications
Programmes
Price Savings & Rate Schedules
Project Philosophy and Team
Project Controls
Lend Lease Overview / Company Resume
Drawings / Sections / Perspective
Proposed Form of Contract
A List of Exclusion items
Executive Summary
Resources required
Identification of who is responsible for performing / managing / attending the above
reviews and items
Asia Projects Operations Manual - Issue 1 / 1.1 - Time - Planning

Design Management

Design Management
Activity
Description
Orig
Dur
10
11
12
Days
13
14
15
16
17
18
19
20
21
22
23
24
25
26
Reviews
Strategy Review
Concept building review
Actions
Design
Design Authorisation singoff
Concept Design
Structural design
Final drawings
Perspective
Services
Services design brief
Services pricing
Review of services pricing
Compile services information for submmission
Estimating
Estimating
Program/P&S
Programme
P&S costing
1
1
1
1
Strategy Review
1
6
4
4
2
Design Authorisation signoff
Concept building review

Concept Design
Structural design
Final drawings
Perspective
3
6
2
2
Services pricing
Review of services pricing
Compile services information for submission
Estimating
10
Programme
4
3
P&S costing
Outputs
Write performance brief
Compile general specs
Risk Assessment
Other submission information
Letter of offer
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
Primavera Systems, Inc.
Write performance brief
3
5
3
4
1
Compile general specs

Risk Assessment
Other submission information
Letter of offer
LLA1
Sample Submission Program

Lend Lease Asia
..
Sheet 1 of 1
1.1.2 OVERALL SCHEDULE

The overall schedule is managed by the Project Manager Concept, but includes input
from the Project Manager Delivery elect (or the Operations Manager in his absence). It
encompasses the following sub programs, which should be interlinked with one another :
Authorities Program
Design Program
Client Approvals Program
Procurement Program
Construction Program
Handover and commissioning program
Authorities Inspection program
The overall program is prepared from first principles utilising the build up of unit rates and
standard construction techniques and methodology. This program is then reviewed to
ensure the logic is correct and that the critical path lies through the extended items.
This program will then form the basis of our contract duration and is known as the Contract
Schedule.
The Contract Schedule will then be further developed by the team to further compress the
overall delivery duration of the project. This work will result in a schedule known as the
Target Schedule. This is required to provide the shortest achievable overall construction
time which results in :
Reduced preliminaries and supervision costs
Float between the Contract Completion Date and the Target Completion Dates
The Operations Manager will review both the Contract and Target Schedules.
In all cases, times noted on each of the programs must be accompanied by back up
sheets listing the assumptions made on timing of critical and non critical activities. This
includes but may not be limited to production rates (crew size and rate per man day),
authorities approval times (previous experience), client approval times (local or overseas
approvals) and the like.
It will then be up to the project team (under the management of the Operations Manager)
to justify extensions to the above information based on issues such as locality of the
project, availability of resources and materials, inclement weather, extent of liquidated
damages, client expectation etc.

Design Management
Activity
Description
Orig
Dur
Weeks
Construction
Preliminary works
Site establishment
Fencing etc to site
Level site
Mobilise piling rigs
Permit to commence piling
Start on site
Production shed
Building shell
Piling
Pile load test 1 & 4 x PDA's
Pile Caps
Erect precast columns (64@5)
Structural steel to roof level (6700m2 @ 200/day)
Install wall girts to shed sides
Measure gutters
Install gutters
Install roof sheet to main roof area
Install wall sheeting to main shed (394 linm @ 18)
Level 1
Underground services
Ground slab pour 1 (609m2)
Run Date
29OCT98
10
6
6
6
0
0
Permit to commence piling

Start on site
34
6
6
30
12
34
18
7
6
27
22
Piling
Pile Caps
Erect precast columbs (64@5)
Install wall girts to shed sides
Measure gutters
Install gutters
Install wall sheeting to main shed (394 linm @ 18)
12
12
6
9
9
9
9
9
9
9
9
9
9
9
10
Early Bar
Progress Bar
Critical Activity
Site establishment
Fencing etc to site
Level site
Mobilise piling rigs

LLA2
Sample Project - Part 2

Lend Lease Asia
Construction
Sheet 1 of 4
Activity
Description
Orig
Dur
Level 2
Columns to mezz level pour 1
Form reo & pour mezz pour 1
Construct remaining mezz
Complete brickwork
Handover to start hoist works
Install hoist to mezz area
Finishes to mezz area
General Building
Erect steel columns as crane support
Erect UB as o/head crane rails
Construct brick upstand wall around shed
Install ventilation to walls
Doors & frames to perimeter
Plaster to brick wall
Sprinkler roughin to shed area
Electrical roughin to shed area
Misc fitout to shed area
Install roller shutter doors
Install hoist to mezz area

Finishes to mezz area
Erect steel columns as crane support
Erect UB as o/head crane rails
Construct brick upstand wall around shed
Install ventilation to walls
Doors & frames to perimeter
Plaster to brick wall
Sprinkler roughin to shed area
Electrical roughin to shed area
Misc fitout to shed area
Install roller shutter doors
12
12
5
4
6
6
24
4
6
18
Cure & strip level 1

Services roughin level 1
Perimeter brick walls
Install windows and doors
Plaster to external walls
Internal walls
Misc fitout internally
Ceilings to level 1
Flooring to level 1
Toilet fitout works
Commence works on level 2
0
12
Early Bar
Progress Bar
Critical Activity

Construct remaining mezz
Complete brickwork
Handover to start hoist works
12
12
22
6
6
12
36
30
24
6
Level 2
Commence works on level 2
29OCT98
3
3
3
5
5
5
18
18
0
30
24
Office area
Level 1
Cure & strip level 1
Internal walls
Ceilings to level 1
Flooring to level 1
Toilet fitout works
Run Date
Weeks
LLA2

Lend Lease Asia
Construction
Sheet 2 of 4
Activity
Description
Orig
Dur

Internal walls
Ceilings to level 2
Flooring to level 2
Toilet fitout works
General Building
Piling (est 35 @ 8/day)
Pile Caps (est 12 @ 3 per day)
Ground slab (304m2)
Form reo & pour level 2
Measure gutters
Install gutters
Substation
5
4
6
6
24
4
6
18
Piling to substation area

Pile caps to substation
Trenches & u/g conduits
Ground slab to substation
Cable1chamber level to substation
Level
Roof to switchroom area
Cure & strip substation
Arch fitout of substation
Handover substation to PowerGrid
PowerGrid fitout works
Permanent power available
External Works
General Building
Piling to boiler / compressor / spr pump area
Pile caps to boiler area
Underground
services to boiler area
Level
2
Ground slab to boiler area
Building works to boiler area
3
8
8
3
5
5
12
24
0
60
0
Run Date
29OCT98

Internal walls
Ceiling to level 2
Flooring to level 2
Toilet fitout works
5
3
6
6
6
4
7
1
3
Piling (est 35 @ 8/day)

Pile Caps (est 12 @ 3 per day)
Ground slab (304m2)
Form reo & pour level 2
Measure gutters
Install gutters
Piling to substation area

Pile caps to substation
Trenches & u/g conduits
Ground slab to substation
Cable chamber level to substation
Roof to switchroom area
Cure & strip substation
Arch fitout of substation
Handover substation to PowerGrid
PowerGrid fitout works
Permanent power available
Piling to boiler / compressor / spr pump area

Pile caps tt boiler area
2
3
12
12
36
Early Bar
Progress Bar
Critical Activity
Weeks
Underground services to boiler area

Ground slab to boiler area
Building works to boiler area
LLA2

Lend Lease Asia
Construction
Sheet 3 of 4
Activity
Description
Orig
Dur
Install boiler / compressor / spr pumps

Commissioning of equipment
Piling to deisel / spr and eater tanks
Ground structure to tank areas
Bunds and plinths to tank areas
Install tanks
Connections etc to tank areas
Test & commission tank areas
Piles to cement prep and solvent area
U/G services to solvent area
Ground structure to solvent area
Building works to solvent and cement area
Install equipment to solvent and cement area
Test & Commission
Bunds and plinths to tank areas

Install tanks
Connections etc to tank areas
Test & commisison tank areas
Piles to cement prep and solvent area
U/G services to solvent area
Ground structure to solvent area
Building works to solvent and cement area
Install equipment to solvent and cement area
Test & Commisison
Commence external works
Install piles for crossovers
Build crossovers
Perimeter drains
Commence concrete aprons to south side (est 1400)
Bitumen road to west side
Prepare subbase of carpark area
Sealing of carparks
Misc works to carparks etc
Landscaping
Gatehouse & bin centre
TOP process
24
0
Early Bar
Progress Bar
Critical Activity
Piling to deisel / spr and water tanks

Ground structure to tank areas
0
4
6
30
42
12
8
4
18
18
24
TOP process
Practical Completion
29OCT98
Install boiler / compressor / spr pumps

Commissioning of equipment
24
36
3
12
6
24
36
24
2
6
6
36
12
36
Commence external works

Install piles for crossovers
Build crossovers
Perimeter drains
Commence concrete aprons to south side (est 1400)
Bitumen road to west side
Prepare subbase of carpark area
Sealing of carparks
Misc works to carparks etc
Landscaping
Level
1
Gatehouse & bin centre
Inspections & Handover
Run Date
Weeks
Practical Completion
LLA2

Lend Lease Asia
Construction
Sheet 4 of 4
Activity
Description
Orig
Dur
Weeks
Client Decisions
Client
Sign off drawings for JTC submission
Sign off drawings for BP submission
Sign off finishes schedule
Sign off door / hardware schedule
Client approval of elec fittings / fixtures etc
Client approval of fire services samples
Client approval of sanitary wares etc
Client approval of lift finishes
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity

1
1
3
3
5
5
5
5

LLA3

Lend Lease Asia
Client decision, Authorities, Design
Sheet 1 of 7
Activity
Description
Orig
Dur
Weeks
Authorities
JTC
JTC submission
JTC approval
JTC Signoff
URA Planning
URA submission
Provisional permission (PP) issued
Response to PP issues
Resubmission to URA
URA final planning approval (WP)
0
40
20
40
0
Building plan Submission

BCD (Building Control)
Registration
Submission
WD compliance
Resubmission
Clearance
FSB (Building)
Submission
WD compliance
Resubmission
Clearance
CBPU (Env Health & Poll Control)
Submission
WD compliance
Resubmission
Clearance
CBPU (Drainage)
Submission
WD compliance
Resubmission
Clearance
CBPU (Sewerage)
Submission
WD compliance
Run Date
JTC submission
JTC approval
JTC Signoff
0
10
0
29OCT98
Provisional permission (PP) issued

Response to PP issues
Resubmission to URA
URA final planning approval (WP)
Registration
5
0
40
15
0
Submission
WD compliance
Resubmission
Clearance
40
25
20
0
Submission
40
25
20
0
Submission
40
25
20
0
Submission
40
25
Submission
Early Bar
Progress Bar
Critical Activity
URA submission
WD compliance
Resubmission
Clearance
WD compliance
Resubmission
Clearance
WD compliance
Resubmission
Clearance
WD compliance
LLA2

Lend Lease Asia
Sheet 2 of 7
Activity
Description
Orig
Dur
Resubmission
Clearance
LTA (Carparks)
Submission
WD compliance
Resubmission
Clearance
LTA (Roads & Transport)
Submission
WD compliance
Resubmission
Clearance
Services
PowerGrid
CS1 load application submission
compliance
Resubmission
Clearance
Telecoms
Line application
Clearance
PUB Water
Water application submission
WD compliance
Resubmission
Clearance
Structural
BSL (Substructure)
BSL submission
BSL approval
BSL (Superstructure)
BSL submission
BSL approval
Run Date
29OCT98
Resubmission
20
0
Clearance
30
20
20
0
Submission
30
20
20
0
CS1 load application submission
WD compliance
Resubmission
Clearance
WD compliance
Resubmission
Clearance
35
15
20
0
Resubmission
Clearance
40
0
Line application
Clearance
Water application submission
WD compliance
20
15
15
0
Resubmission
Clearance
15
0
BSL submission
BSL approval
BSL submission
BSL approval
15
0
Early Bar
Progress Bar
Critical Activity
Weeks
LLA3

Lend Lease Asia
Sheet 3 of 7
Activity
Description
Orig
Dur
Weeks
Design
Architectural
Preparation of 1:100 Plans, sections, elevations
LL review
Issue to all consultants
Refinement
BP plans preparation (1:100)
LL review
LL issue of AFC (1:100)
Finishes schedule preparation
Issue finishes schedule AFC
Stair drawings (1:50)
LL review
Issue AFC stair drawings
Windows / cladding drawings (1:50)
LL review
Issue AFC window / cladding drawings
Toilet drawings (1:50)
LL review
Issue AFC toilet drawings
Door / hardware schedule & drawings (1:5 & 1:20)
LL review
Issue AFC schedule /drawings
Reflected ceiling drawings (1:50)
LL review
Issue AFC ceiling drawings
Tile layout drawings (1:50)
LL review
Issue AFC tiling drawings
Miscellabeous details / drawings
LL review
Issue AFC details / drawings
10
5
5
5
10
5
15
5
0
15
5
0
10
5
0
10
5
0
10
5
0
5
5
0
5
5
0
10
5
0

LL review
Refinement
LL review
Finishes sechedule preparation
LL review
LL review
LL review
LL review
Issue AFC schedule / drawings
LL review
LL review
Miscellaneous details / drawings
LL review
Structural
Prepare piling / substructure plans
LLS review
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity

LLS review
20
5
LLA3

Lend Lease Asia
Sheet 4 of 7
Activity
Description
Orig
Dur
Weeks
AC submission
Issue AFC
Prepare superstructure plans
LLS review
AC submission
Issue AFC
Electrical Services
15
3
25
5
20
3
Single line diagram

LLS review
CS1 application
Services coordination
Issue AFC drawings
Compile samples
Order equipment
Fire Services
10
5
5
15
20
10
0
Single line diagram

LLS review
CS1 application
Schematic diagram
LLS review
Issue AFC drawings
Compile samples
Order equipment
Plumbing & Sanitary
10
5
15
20
10
0
Schematic diagram
LLS review
Issue AFC drawings
Schematic diagram
LLS review
Issue AFC drawings
Compile samples
Order equipment
10
5
15
20
10
0
Schematic diagram
LLS review
Issue AFC drawings
Compile samples
10
5
15
5
5
Initial shop drawings
AC submission
Issue AFC
LLS review
AC submission
Issue AFC
Issue AFC drawings
Compile samples
Order equipment
Compile samples
Order equipment
Order equipment
Lift Services
LLS review
Final shop drawings
LLS approval
Order equipment
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
LLS review
Final shop drawings
LLS approval
Order equipment
LLA3

Lend Lease Asia
Sheet 5 of 7
Activity
Description
Orig
Dur
Lift car finishes etc

Order lift car finishes
Run Date
29OCT98
10
0
Early Bar
Progress Bar
Critical Activity
Weeks
LLA3

Lend Lease Asia
Sheet 6 of 7
Activity
Description
Orig
Dur
Weeks

Design Management
Procurement
Piling tender, evaluation & lead time

Pile caps tender, eval & lead time
RC structure tender, evaluation & lead time
Brick, plaster & tiling tender, eval & lead time
Structural steel tender, eval & lead time
Roofing & wall cladding tender, eval & lead time
Aluminium & windows tender, eval & lead time
Doors, frames & hardware tender, eval & lead time
Misc metalwork tender, eval & lead time
Painting tender, eval & lead time
Dry arch tender, eval & lead time
Roller shutter tender, eval & lead time
External works tender, eval & lead time
Floor finishes tender, eval & lead time
Toilet partitions tender, eval & lead time
Tiling tender, eval & lead time
Electrical services tender, evaluation & lead time
Hydraulic services tender, evaluation & lead time
ACMV services tender, evaluation & lead time
Fire services tender, evaluation & lead time
Lift services tender, evaluation & lead time
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity

18
24
24
48
72
60
60
60
42
30
36
72
36
60
60
60
60
60
60
60
60

Door, frames & hardware tender, eval & lead time
LLA3

Lend Lease Asia
Sheet 7 of 7
1.1.3 SUPERVISION & MANPOWER SCHEDULE

As part of the review of the project cost, it is important to identify the Supervision and
Manpower required from Lend Leases viewpoint, as well as to determine likely
subcontractor resources. This helps to allow planning of site establishment, and operational
concerns.
The Supervision and Manpower Schedule shall form part of the Preliminaries & Supervision
Buildup for the project. This is covered in the Operations Manual Construction
Management.

Design Management
1.2
COST - Budget
Preparation
1.2.1 Design Authorization

(DA)
1.2.2 Estimate
ost - Budget Preparation
1.2.1 DESIGN AUTHORISATION

Prior to any works commencing on a project, a Design Authorization must be completed
by the Project Manager Concept and signed off by the Operations Manager.
The Design Authorization is the responsibility of the Project Manager Concept, and
must be completed within 48 hours of the Strategy Review.
It identifies real costs of carrying out a submission / design, and must be completed
irrespective of whether there are no anticipated charges allocated to that works. That is,
even if Lend Lease resources are already costed to a particular project, or if design of
services etc is done on a free service basis, the real cost must be identified and signed off
by the respective Limits of Authority.
The Design Authorization form is attached, and is self explanatory.
Items to consider
Time taken by internal resources (CAD, PM, perspective, Structural design, Estimators,
Ops Mgr) and their relevant charge out rates
Printing costs for documents (perspectives etc)
Soils Investigation costs
Are there any external consultants involved due to local considerations (local
submissions, drafting services etc)
Ancillary charges that may be relevant (eg airfares of people)
Asia Projects Operations Manual - Issue 1 / 1.2 - Cost - Budget Preparation

Design Management
DESIGN AUTHORISATION
Initial
DA Type
Variation
Budget Transfer
Project No.
Design Stage
DA NO
Pre-Contract
Post-Contract
Project Name
Project Descrip.
Client Name
Client Address
Project Timing
Submission by
Est. Start
Est. Compl.
Fee Type
Previously Authorised Budget
Free Service
This Request
$ ________
Fixed Lump Sum
New Budget
At Cost to Max. of Fee
Less: Fees from Client
$ ________
Others (Specify)
FREE SERVICE/PROFIT
$ ________
AUTHORISATION
Project Manager Concept
Operations Manager
Allocation
701
702
821
822
823
824
825
826
827
831
832
833
834
Marketing Manager
Description
Current
Budget
This
Authority
New
Budget
Project Management
Cost Plan & Estimation
Architectural
Structural
Mechanical & Electrical
Checker
Hydraulics
Quantity Surveying
Process Design
Soil Investigation
Surveying
PM Travel & Expenses
Printing
TOTAL
Prepared By: ________________________________
Asia Projects Operations Manual - Issue 1 / 1.2

Design
- Cost
Authorisation
- Budget Preparation
Design Management
Revision 2,
0, 28/10/98
01/07/98
Date :
Consultant
1.2.2 ESTIMATE (CONTRACT PRICE)

The estimate is a detailed break-up of the contract price. It lists what part of the contract
price will be allocated to trades, design, preliminaries, supervision, contingencies, margin,
etc.
The contract price estimate is only one stage of the cost planning process (see section
2.3.2) and is the cost applicable and matching to all other contract documents, at the time
of contract price submission.
All estimates are prepared within predefined project parameters such as elements, levels,
buildings or any such parameter required for reporting and analysis. Lend Lease uses
EVEREST propriety software for measurement, pricing and analysis.
Prior to the Contract Price Review (refer section 1.4.4), it is mandatory that an Interim
Price Review be held between the Estimator , the Project Manager and Reviewing Manager
(usually the Estimating Manager or Operations Manager). The purpose of this review is
check the scope logic, rationale, correctness and pricing of the estimate. A proforma is
attached.
The contract price estimate should include (as a minimum) :
EVEREST take-off sheets

Preliminaries Supervision detailed estimate (Refer attached)
Design Fee Estimate (Refer Section 1.3.5)
Contract Price Estimate front sheet (Refer Contract Price Review Appendix 3)
Subcontractor analysis sheets (Refer Contract Price Review Appendix 2)
Asia Projects Operations

Asia Projects
Manual
Operations
- Issue 1 /Manual
1.2 - Cost
- Issue
- Budget
1 / 1.2.2
Preparation
Estimate
Design Management
ESTIMATING REVIEW SHEETS
CLIENT :
Date :
Type of Estimate :
Contract Type : (describe)
Built Area this scheme :
Value :
Duration
Information Available (describe)
Client Spec
Drawings
Soil Reports etc
Site visit by Estimator
Extent of Review :
Adjacent Properties
Adjacent Services
Topography etc
Extent of Sub-contract Cover
Prelims & Super (Build-up)

Contingency
(Build-up)
Overhead
Margin
Escalation
Site Allowance (Build-up)
Design
(Build-up)
Liquidated Damaged (describe)
TOTAL
Use of Computer Systems and set up
Has the Estimator taken the PM
through the estimate
Submission reviewed by Estimator
Elemental Analysis attached
Comments, Risks and Opports
QS certification
Place :
Nett wks
BRANCH :
Reviewer :
Project Mgr :
Delay wks
Gross wks
Yes / No
Comments on S/C cover
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
$
$
$
$
$
$
$
$
$
%
%
%
%
%
%
%
%
%
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Yes / No
Estimators Comments :
Estimate Summary
(and other Schedule) attached
Estimator :
PROJECT :
Estimator :
Action
Reviewers Comments :
Yes / No
Reviewer :
Definition of Built Area : Area of all covered building floor area, including covered carparks and ancilliary covered
building areas.
Asia Projects Operations Manual - Issue 1 / 1.2.2

1.2 - Cost
Estimate
Design Management
PRELIMS & SUPERVISION ESTIMATE

Project Name:
Issue:
Code
Item and detail
PR0211
PR0212
PR0213
PR0214
PR0216
PR0220
PR0224
Date:
Unit
Quantity
Rate
Extension Total per cost code
General Fees
Local authority
Item
Insurance
Contractors All Risk
Public Liability
Claims under excess
% of Cont Sum
% of Cont Sum
Item
0
0
0
0.000
0
0
0
0
0
months
months
months
months
0.000
% of AP amt /mth
0.000
% of PB amt /mth
0.000
% of Ret /mth
0.000
% of DL amt /mth
Legal Fees
Stamp Duty
External Legal advice
LL Asia legal advice
% of Cont Sum
item
item
0
0
0
0.000
0
0
0
Surveying
Initial Survey and site control
Progressive checks
Final Check & certificate
Survey Equipment - theodolite
Survey Equipment - level, staff
Consumables (Pegs, brackets, etc)
Residual on survey equipment
Item
number
Item
Item
Item
Item
Item
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Furniture & Equipment

Desks & Chairs
Filing Shelves / Lockers
Filing Cabinets
Noticeboards
Pinup Boards
Conference Room Furniture
Staff Kitchen Furniture
Computers
Printers
Photocopier
Facsimile
Microwave
Refrigerator
Water Coolers
Sundry Items
Residual upon project completion
Maintenance / service of equipt
number
number
number
number
number
number
number
number
number
number
number
number
number
number
number
number
number
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Site Office
Office Establishment
Office Rental / Construction
Conference room (6 x 3m)
Office Demobilisation
Staff Toilet
Worker toilet for site
Labour Camp
Labour Camp ablutions
Crane Hire for Office setup/demob
Airconditioners for office
Storage containers
Shade areas for carparking
Residual value of site office
m2
Item
m2
Item
m2
m2
number
Item
Item
number
number
Item
Item
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Bank Guarantees
Advance Payment
$
Performance Bond
$
Retention
$
Warranty (Defects Liability)
$
0
0
0

Asia Projects
Manual
Operations
- Issue 1 / Manual
1.2 - Cost
- Issue
- Budget
1 / P&S
Preparation
Estimate
Design Management

Project Name:
Issue:
Code
Item and detail
PR0230 Signboards
Project Signboard
Safety and directional Signs
Date:
Unit
Quantity
Rate

0
0
0
Item
number
0
0
0
0
m
m2
Item
m
0
0
0
0
0
0
0
0
0
0
0
0
PR0234 Make Good to Existing Roads /Pavements

Cleaning Roads
Item
Repair Surface / Drains / Pavements Item
0
0
0
0
0
0
PR0240 Site Communication

Radios
PA System
number
number
0
0
0
0
0
0
PR0242 Temporary Plumbing and Drainage

Temporary water connection
Trucked water
Deep well
Water Consumption
Water Tank and stand
Water distribution
Septic tank for site office
Septic tank for Labour Camp
Temporary drainage to site
Removal / filling tanks
Pumps
number
number
number
months
Item
Item
Item
Item
Item
Item
number
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
PR0244 Temporary Electrical Installation and Charges

Transformer Rental
months
Bond for transformer
Item
Bond for electrical consumption Item
Pole set for transformer
Item
Incoming High / medium voltage Item
Main Distribution Board
Item
Secondary DBs
number
Labour Camp Distribution
number
Site Office Wiring
Item
Distribution Cabling
Item
Flexible Cables / junctions
number
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Lights
Diesel Generators
Fuel for generators
Consumption for site
Consumption for camp
Recovery from subcontractors
Residual value of installation
number
number
months
Item
Item
Item
Item
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
PR0246 Temporary Telephone system and charges

PABX
Item
Line Rental / Installation
number
Telephone handsets
number
Mobile Phones
number
International call charges
months
Local & Upcountry calls
months
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
PR0248 Security
Security guards for gate
Security guards for site
Nightlighting
ID Cards
0
0
0
0
0
0
0
0
0
0
0
0
PR0232 Fencing / Hoardings

Site fencing
Overhead Protective hoardings
Gatehouse and barricades
Fences to offices / stores
0
months
months
Item
number

P&S- Cost
Estimate
Design Management

Project Name:
Issue:
Code
Item and detail
PR0260 Sundry Operating Supplies
Drinking water for office
Rubbish Bins
Bin Liners
Toilet Paper
Disinfectants etc
Brooms / Mops etc
General Items
PR0270
PR0282
PR0284
PR0286
PR0288
PR0289
Date:
Unit
Quantity
Rate

0
0
0
0
0
0
0
0
months
months
months
months
months
months
months
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Freight and Transport

Pick up hire
months
Rubbish Removal and Cleaning

Rubbish enclosure
Regular Rubbish removal
Final Site Cleanup / removal
Item
months
Item
0
0
0
0
0
0
0
0
0
Personal Protective Equipment

Helmets
Boots
Harness
Other
number
number
number
number
0
0
0
0
0
0
0
0
0
0
0
0
Safety
First Aid Kit / Supplies
Ladders
Overhead screens
Handrails
Induction package
Safety Officer visits
number
number
number
number
number
number
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Sundry Expenses
Photographs
Plan Printing
Stationery
Computer consumables
Entertainment
Expressway tolls
Petty Cash
months
months
months
months
months
months
months
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
% of Cont Sum
0.0000
Maintenance Allowance
PR0290
Scaffolding
By Subcontractors
SL0110
Direct Labour
Maid for site office
Cleaners in camp
Safety Crew
General Labour
months
months
months
months
0
0
0
0
0
0
0
0
0
0
0
0
Staff and supervision

Project Manager Delivery
Project Engineer
Supervisor
Site Clerk
months
months
months
months
0
0
0
0
0
0
0
0
0
0
0
0
SL0120
TOTAL

Asia Projects
Manual
Operations
- Issue 1 /Manual
1.2 - Cost
- Issue
- Budget
1 / P&S
Preparation
Estimate
Design Management
1.3 ADMIN/QUALITYDocumentation
1.3.1 Client Brief

1.3.2 Design Criteria/Client
Specification
1.3.3 Submission
1.3.4 Submission Drawings
1.3.5 Design Fee Estimate
1.3.6 Project
Correspondence
dmin / Quality - Documentation
1.3.1 CLIENT BRIEF

The Clients Brief is a document that defines Clients expectation. It must be a written
statement which should ideally originate from the Client. Otherwise, it must be developed
by the Project Manager Concept through interaction with the Client, whether that be via
meetings, inspections of like facilities, or other avenues.
Eventually, this document must be signed off by the Client. The clients acceptance of the
project brief should be by letter or as a minimum recorded in minutes of client meetings.
If the client acceptance is in meeting minutes format, the Project Manager Concept must
issue a confirmation letter to the client referencing the minutes of the meeting.
A Clients Brief should contain the following :
Client
Clients business
Image that the Client is trying to project
Organizational structure of the Client
Financial structure of the Client
Key personnel responsible for the Project and their profile
Clients culture relating to safety, quality, environment, Industrial relations, etc.
Project characteristics
Current position of the project (feasibility, budget price, involvement of external QS
/ architect)
Project expansion requirements
Bench-marking against any existing facility
Time frame for completing the project
Profile of tenants / occupants of the project
Managing the Project
Sources of information
Mode of transmitting and receiving information to and from the Client
Identify the risks and formulate strategy to manage these
Roles & responsibilities of nominated representative
External parties influencing Clients decision
Contractual expectations
Issues related to the site
A list of client issues is attached which should be reviewed prior to visiting a client. It is not
exhaustive, but gives a good indication of issues which should be addressed as part of
the brief formulation.
Finally, we have attached a copy of a client brief done some four years ago, but which
captures the intent of the client brief quite well.
The Project Manager Concept is responsible for issuing the Clients Brief to all concerned
together with a program for the preparation of the submission document (refer section
1.1.1). The basis of this design brief forms the starting point for the Strategy Review held
(refer section 1.4.1)
Asia Projects Operations Manual - Issue 1 / 1.3 - Admin / Quality - Documentation
Design Management
CLIENT ISSUES LIST (Index)
Design Basis
1 Type of Industry
2 Production Process
3 Space Requirements
4 Area Proximities
5 Future Expansion
6 Administrative Procedures
7 Security
8 Signs
9 Site Details
10 Existing Building Details
11 Associated Companies
Factory Details
12 Materials
13 Truck Docks
14 Equipment
15 Loads
16 Hoists
17 Ventilation
18 Natural Lighting
19 Protection
20 Employees Entrance
Council
34 Zoning
35 Building Alignments
36 Easements
37 Required parking
38 Construction
39 Stormwater
40 Site Details
41 Plot ratio
42 Flooding
43 Operating Hours
Fire Chief
44 Hydrants
45 Sprinklers
46 Extinguishers
47 Doors
48 Inflammable and Explosives Goods
Office Details
21 Offices
22 Materials
23 Ventilation
24 Access to Factory
Amenities Details
25 Employees
26 Canteen
27 Furniture
28 First Aid
Services
29 Electricity
30 Plumbing
External Works
31 Roads
32 Landscaping
33 Construction

1.3 - Admin
- Client/ Brief
Quality
Questions
- Documentation
Design Management
DESIGN BASIS
NOTE: Strike out questions irrelevant to this project
Item
1
Questions
Industry
a. Type of Industry
b. Product
c. Awards governing Employees
d. Raw Materials used
e. Hours of Operation
Production Process
a. Type
b. Means of Delivery
c. Delivery Times
d. Means of dispatch
e. Internal material Transport
f. Equipment
3
Space Requirements
a. Production
b. Storage
c. Warehouse
d. Ceiling Heights
e. Ancillary Areas
f. Parking
(see also council requirements)
4
Alternatives
Answer
Process flow
Product flow
Truck
Semi Trailer
Train
Forklift
Conveyor
Trolley
Size of machines
Weight of machines
List separate areas
Raw materials
During production
Packing materials
Finished Product
Cold Rooms
Explosive Store
Inflammable Store
Outdoor Bulk Store
Outdoor Rack
Underground Tanks
Product
Aisles (ASRS, VNA)
Loading Areas
Factory
Warehouse
Office
Plant Room
Boiler House
Garage
Gate House
Sub-Station
Weigh Bridge
Drawing Office
Laboratory
Staff
Employees
Clients
Area Proximities
Fill in attached Proximity Chart
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
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- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
Item
5
Questions
Future Expansion
a. Factory
b. Warehouse
c. Plant
d. Employees
e. Parking
f. New Products
Administrative Procedures
a. Intercom
b. Public Address
c. Telephones
Security
a. Theft
b. Fire
Hydrants
Signs
a. Location
Site Details
a. Survey
b. Zoning
c. Covenants
d. Site restrictions
e. Off Site Obstructions

f. Soil Report
g. Bearing Pressure
10
h. Water Main
i. Sewer main
j. Stormwater Main
k. Gas Main
Existing Building Details
a. Existing Plan
b. Floor to floor height
c. Floor to ceiling height
d. Existing Amenities
11
Alternatives
Switch
Floor Grid
Ducted Skirting
Alarm
Fences
Sprinkler
Office
Factory
Free Standing
Attach plan showing
Dimension, levels location,
easements existing buildings
Buildings
Trees
Pipelines
Power cables
Bus Stops
(attach report)
Load
at depth of
Location / Size
Location / Size
Location / Size
Location / Size
Attach relevant plans
of existing building
Factory
Office
Factory
Office
Dining
Toilets
Lockers
Wash Rooms
Showers
Associated Companies
List building materials supplied by associated companies

1.3 - Admin
- Client/ Brief
Quality
Questions
- Documentation
Design Management
Answer
FACTORY DETAILS
Item
12
Questions
Materials
a. Floor
b. Finish
c. Walls(subject to Council
approval)
13
14
15
16
d. Wall Finish
e. Ceiling and Height
f. Roof
g. Windows
h. Doors
i. Dust proofing
j. Gutters and downpipes
Truck Docks
a. Numbers
b. Location
c. Size
d. Type Trucks
e. Dock Height
f. Door Height
g. Awning
Equipments
a. Access Doors
b. Separate Footings
c. Floor Ducts
d. Floor Wastes
e. Tanks
f. Petrol Bowser
g. Incinerator
i) size
ii) materials to be burnt
Loads
a. Floor
b. Trusses
Hoists
a. Lifts / Hoists
b. Monorails
c. Fixed Cranes
Alternatives
Answer
Concrete/ Timber
Wood Float
Power Float
Vinyl / Tiles / carpet
RC concrete
Plasterboard
Brick
Concrete Block
Ribbed metal (trimdeck)
Distributed Point loads / UDL

Monorails
Point Loads
Hoists
Machinery
Size
Location
Type
Location
Height
Load
Location
Height
Load
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
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- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
Item
17
18
19
20
Questions
Ventilation
a. Natural
Alternatives
Windows
Ridge Vent
Saw Tooth Glazing
b. Air Conditioning
Natural Lighting
(for artificial lighting see item 27.c)
a. Window
b. Roof
Fibreglass Sheets
Saw Tooth Glazing
Protection
a. Against bumping
b. Steam
c. Acid Attack
d. Theft
See Item 7.a.
e. Fire
See Item 7.b.
f. Smoke Vents (for insurance
premium)
g. Soundproofing
Nominate areas
h. Heat Insulation
Roof
Employees Entrance
a. Location

1.3 - Admin
- Client/ Brief
Quality
Questions
- Documentation
Design Management
Answer
OFFICE DETAILS
Item
21
22
23
24
Questions
Offices
(give size or area required)
Manager
Company Secretary
Accountant
Chief Engineer
Sales Manager
General Office
Accounts Machines
Board Room
Strong Room
Records Room
Lunch Room
Materials
a. Floor
b. Floor Finish
c. Walls
d. Wall Finish
e. Partitions
f. Ceiling
g. Roof
h. Window
I. Skirting
Ventilation
a. Natural
b. Air Conditioning
c. Mechanical
Access To Factory
a. Desirability
b. Observation
Alternatives
Answer
Concrete
Timber
see Item 6.c.
Essential
Desired
Not Critical
Factory Areas
Docks
Entry
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
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- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
AMENITIES DETAILS
Item
25
Questions
Employees
a. Factory
b. Warehouse
c. Office
26
27
28
Canteen
Type Service
Alternatives
Male
Female
Male
Female
Male
Female
Hot Meals
Tea Service
Lunch Room
Tuck Shop
Furniture
a. Locker
b. Seats
c. Dining Tables
d. Dining Chairs
e. Food Warmer
f. Hot Water Urns
First Aid
a. Resident Nurse
b. First Aid Room

1.3 - Admin
- Client/ Brief
Quality
Questions
- Documentation
Design Management
Answer
SERVICES
Item
29
Questions
Electricity
a. Clocks
b. SSOs
c. Light Intensities
30
d. Burglar Alarm
e. Public Address
f. Telephones
g. Fire Alarm
h. Smoke Detectors
Plumbing
a. Sewer Disposal
b. Stormwater Disposal
c. Water Supply
d. Trade Wastes
e. Floor Wastes
f. Drinking Points
Alternatives
Answer
Number
Location
Location
Factory
Office
See item 7.a.
See item 6.a & 6.b
See item 6.c
See item 7.c.
See item 7.c.
Sewer (see also item 9.i)
Septic Tank
See item 9.j
See item 9.h
Location(see also item 4.d)
Size
Bubler
Water Cooler
g. Incinerators (sanitary)
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
Issue
- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
EXTERNAL WORKS
Item
31
Questions
Roads
a. Width
b. Material
c. Kerbs
d. Entries from Streets
32
Landscaping
a. Lawns
b. Trees
c. Gardens
d. Surplus Soil Disposal
e. Extra Fill
33
Alternatives
Concrete
Bitumen
Gravel
Number
Location
Width
On Site
Off Site
On Site
Off Site
f. Wash-down areas
Construction
a. Temporary telephone
b. Temporary toilets
c. Temporary power
d. Access to Site

1.3.1
- Admin
- Client/ Quality
Brief Questions
- Documentation
Design Management
Answer
BUILDING AUTHORITY
Item
34
35
36
37
38
39
40
41
42
43
Questions
Zoning
Building Alignments / Setbacks
a. Front
b. Side
c. Rear
Easements
a. Stormwater
b. Road Widening
c. Sewer
d. Electricity
e. Covenants
Required Parking
a. Factory
b. Warehouse
c. Office
d. Customer parking in front of
building alignment
Construction
a. Walls
b. Roof
c. Columns
d. Ceilings
e. Parapets
f. Sprinklering of ceiling space
Stormwater
Disposal
Site Details
a. Site Plan
b. Soil conditions
Plot Ratio
Flooding
Allowable Operating Hours
Alternatives
Answer
Yes/No
External / Internal
External
Internal
To mains / to street
Asia Projects
Asia Projects
Operations
Operations
Manual - Manual
Issue 1 /- 1.3
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- Admin
1 / 1.3.1
/ Quality
- Client- Brief
Documentation
Questions
Design Management
FIRE AUTHORITY
Item
44
45
46
47
48
Questions
Hydrants
Maximum spacing
Location
Sprinklers
a. Factory
b. Warehouse
c. Office
d. Ceiling Space
Alternatives
Minimum depth
See also item 36.f
Extinguishers
a. Soda Acid
Location
b. Foam
c. Co2
Doors
Maximum Distance
Inflammable and Explosive Goods
(See item 3.b for Types of materials)
Note: Special Treatment required

1.3 - Admin
- Client/ Brief
Quality
Questions
- Documentation
Design Management
Answer
Example of Client Brief

Design Management
1.3.2 DESIGN CRITERIA / CLIENT SPECIFICATION

From the Client's Brief, the Project Manager shall develop the design criteria which must
contain the information as noted below with regard to specific criteria.
In general, the Client specification shall comprise the design criteria and a set of particular
specifications for the project supplemented by the relevant standard trade specifications
on materials and workmanship. The Project Manager shall be responsible for the
preparation of the particular specifications.
Note also the following key issues which need to be addressed when preparing the criteria
and the Client Specifications.
Design Criteria
Schedule of required building areas

Constraints on design arising from authorities, adjoining plots, latent conditions of site
Modes and duration of Operations
Schedule of floor loading, including clear floor heights
Schedule of external finishes including composition of external works
Schedule of internal finishes
Electrical power requirements (including future requirements, incoming power (by who
and what type (LT / HT)), illumination levels of various areas, external lighting, power
for clients use (eg machine power)
Voice and data communication requirements
Specific plumbing and sanitary requirements (including type and brands of fittings /
pipes)
Process water requirements
Requirements for the discharge of production waste and effluents
Air-conditioning and mechanical ventilation requirements (humidity control / temperature
control / air changes per hour / flow rates)
Fire protection requirements (type of system, design to which authorities requirements
(local, ASTN, FM etc))
Characteristics of raw materials used in the production and the final product
Materials & people transportation (lifts / dock levellers / cranes / hoists)
Specifications
Are specifications relevant
Have specifications been reviewed for consistency.
Do specifications set standards that are not necessarily asked by the client (eg floor
tolerances / standard of paint finishing to steel etc)
Note that Lend lease Asia specifications available out of the Singapore office are to be
used as a guide to client specs. These are available for all structural, services and finishes
works.

Design Management
1.3.3 SUBMISSION
Following the Strategy Review meeting, the Project Manager Concept shall be responsible
to compile a document which states quite clearly.
What level of documentation is required for the submission

Who is responsible for preparing the documentation
Who is responsible for reviewing the documentation
What time frame is involved (preparation / review / final adjustment)
The result is the Submission planning schedule as noted in section 1.1.1

As a guide, the following items shall usually be required for a submission
Letter of Offer
Description of the Project and the Site
The Profile of the Client
Performance Brief
General Specifications
Programmes
Price Savings & Rate Schedules
Project Philosophy and Team
Project Controls
Lend Lease Overview / Company Resume
Drawings / Sections / Perspective
Proposed Form of Contract
A List of Exclusion items
Executive Summary
An example of a Submission is attached.
1.3.3.1 Letter of Offer

Letters of Offer or Proposals can take several forms : Response to an invitation to quote or offer some form of service arising out of
open tender, limited competition or direct discussions and negotiations;
Indicative estimate submissions;
Budget price submission;
Contract price submission;
Variations;
The Project Manager Concept is responsible for : Assessment of Client needs expressed orally or in tender documents,
specifications, briefs etc;
brief/management of persons, internal or external, undertaking work relevant
to the above;
the Letter of Offer of Proposal addressing the Client needs and the Company
risk profile.

Design Management
Letters of Offer/Proposals are binding (contractual) if accepted and must include:
confirmation of our understanding of the Clients needs;

Scope of works and appropriate works documentations;
Any time / cost restraints ;
Delineation of major risks;
Roles and responsibilities;
Any qualifications / assumptions / specific exclusions;
Fee structure / contractual fee basis including commercial conditions and surety
of payment provisions to protect the Company (i.e. payment up front, bank
guarantee, property / asset lien);
Contract terms or be conditional upon finalisation of contract conditions/
payment terms;
Validity period of the offer.
Letters of Offer or Proposals must also : Contain no misleading information relating to services being offered.
Be reviewed by the Operations Manager for legal ramifications of the offer;
Have Operations Manager / other approval per Limits of Authority prior to
issue;
Be signed by the person most appropriate in terms of the Conversion Strategy.
If not the approving authority, evidence of approval to submit must be filed.

Design Management
Example of Client Submission

Design Management
July 16, 1997

Mr. Gordon S. Bennett
General Manager
PBR Automotive (Malaysia) Sdn. Bhd.
No. 17, Persiaran Sabak Bernam,
Seksyen 26, 40000 Shah Alam,
Selangor Darul Ehsan,
Malaysia
Dear Mr. Gordon,
Re : Proposed Manufacturing Facility, Thailand

On behalf of Lend Lease (Thailand) Ltd, I wish to submit our lump sum proposals for the
development of PBR Automotives New Brake Caliper Manufacturing Facility at Eastern Seaboard
Industrial Estate Rayong, Thailand. Lend Leases submission is contained in two volumes with this
letter, as follows:
Volume 1
Design and Construct Proposal.
Volume 2
Drawings.
The major features of our proposals which we believe will be of benefit to PBR Automotive include:
A.
Competitive - Lump Sum Price

Lend Lease has assigned an experienced team to Project Manage the design and construction
of the new manufacturing facility on a fixed lump sum basis for all the costs of the agreed
specification. Lend Lease has undertaken extensive value engineering to develop a base
offer for consideration.
PBR-a-01-pbr Itr4 01/15/00
Page 1
PBR Automotive Project
Lend Lease offers to Project Manager, Design and Construct the new manufacturing
facility for a base amount of forty-eight million one hundred and sixty thousand Baht (B
48,160,000) excluding V.A.T.
B.
Detailed Construction Planning

Lend Lease has completed extensive construction planning to ensure contract dates
are met. These undertakings are backed up by contractual responsibility and liquidated
damages. The overall programme is attached. If an instruction to proceed is received by 31st
July 1997, the building works will be practically complete by 30th April 1998. Lend Lease will
target to complete the project ahead of these dates, to keep the project on schedule.
C.
Capable Delivery of Quality Projects

Lend Lease has extensive experience in the turn-key design and construction of
complex industrial plants for international clients in South East Asia. In each of the $U.S. 5.0
billion of industrial projects Lend Lease has developed the time, cost and quality of the
completed turn-key project was underwritten by Lend Lease corporation and its AA + Credit
Rating.
In the attachments to Volume 1 we have included written references from recent projects
in Thailand from Kelloggs, Thai Dairy Industry Co., Ltd. and Sun Valley Thailand supporting
our ability to design and construct industrial projects which include process services installation
and equipment relocation, to good quality standards and within programme schedules in
Thailand.
PBR-a-01-pbr Itr4 01/15/00
Page 2
PBR Automotive Project
D.
Experience at the ESIE

Lend Lease Thailand have recently successfully completed a turnkey industrial project
for Kelloggs at the Eastern Seaboard Industrial Estate Rayong.
As a result of this previous experience at the Eastern Seaboard Industrial Estate, Lend
Lease Thailand now has extensive knowledge of local suppliers, subcontractors, authorities
and estate managers. The establishment of these relationships will facilitate the smooth
delivery of the manufacturing facility to PBR Automotive.
Our primary contact for questions concerning our submission is Mr. Michael Anderson on 253
9124, Fax 253 9165 or Home 671 1250.
On behalf of Lend Lease I would like to thank PBR Automotive for the opportunity of submitting this
proposal for the new manufacturing facility and we look forward to working closely with your team
on this development.
Yours faithfully,
LEND LEASE (THAILAND) LIMITED
John Imrie
Managing Director
JI/ai
PBR-a-01-pbr Itr4 01/15/00
Page 3
PBR AUTOMOTIVE (THAILAND) LTD.
Design and Construction

Proposal
New Brake Caliper

Manufacturing Facility at
Eastern Seaboard
Industrial Estate
July, 1997
Page 1
Table of Contents
1.
Introduction
2.
Key Project Issues
3.
Proposal
4.
Achieving the Programme
5.
Experience & Capability
6.
Scope of Works & Specification
7.
Safety Plan
8.
Quality Assurance
Appendices
Page 2
A.
Client References and Case Studies
1
INTRODUCTION
his submission is made in response to PBRs invitation to

prepare a design and construction proposal for a new
manufacturing in a brief issued on 20 June 1997.
In overview the project is as follows :-
Project
Light manufacturing facility for PBR Automotive

Thailand Co., Ltd.
Location
Lot S-29F at Eastern Seaboard Industrial Estate,

Rayong, Thailand.
Lend Lease Thailand, a subsidiary of Lend Lease Asia Pte

Ltd., is pleased to provide a detailed design and construction
proposal for PBRs consideration. This is detailed in Section 3.
Lend Lease is an international corporation with operations in
Australia, Europe, Asia and the U.S. It has a AA+ credit rating
and 30 years of project management experience in South East
Asia. Details of Lend Leases experience and capability to
deliver an offer of this nature are included in Section 5 and
Appendix A.
Page 3
2
KEY PROJECT ISSUES
end Lease believes that the key project issues are :-
Project
- to provide PBR with a Development

completed manufacturing
facility, without risk for time,
cost and quality.
End User
- strong and managed
Design
interaction between the
Involvement
project delivery team and
PBR operational staff to
ensure an efficient, quality
facility.
Programme - fast track project delivery to
ensure occupancy by mid of 1998
- overlap of equipment installation
with building works, to allow
early operational
commencement.
Lend Lease has both a demonstrable track record and the local
expertise required to successfully deal with each of these
issues.
The specific approach Lend Lease is proposing to address each
of these key project issues is outlined in the following section.
Page 4
3
PROPOSAL
n order to address the key issues of this project Lend Lease

propose the following :Project Development
Lend Lease is prepared to deliver a turnkey facility for a lump

sum referred to in our attached letter. This offer is guaranteed
by Lend Lease for the time, cost and quality of the project in
Thailand.
This lump sum offer is based on the concept drawings and the
scope of work and specification contained in this offer.
Programme
The fastest delivery is achieved by over lapping the design and

construction stages.
Fast track design and construction is one of the core skills of
Lend Lease Thailand and has now been used successfully on
11 industrial projects in Thailand over the past three years.
The key to the fast track approach is having an early resolution
of the concept design and the commitment of both experienced
designers and site supervisors who are familiar with this method
of delivery. Over the last 3-4 years Lend Lease Thailand has
developed a strong internal team of project managers and
relationships with expert designers who can deliver fast track
projects to a very high quality standard.
Our indicative planning for this project has been based on
achieved durations for similar works and indicates a
commencement of equipment installation in April 1998.
Page 5
End User Design Involvement
It has been Lend Leases experience that quality industrial

buildings are a result of both detailed consideration of the
required functions and interaction between designers and the
end users. This essential interaction needs to be carefully
managed to ensure that the design proceeds in a logical, timely
manner and to ensure that costs are controlled.
Lend Lease has developed several tools to both encourage
and manage this process. These are :
Needs Brief Assessment for Industrial Facilities

Design Brief & Programme
Weekly Design meeting format
External Expert Review of Design
Client Design Review and Approval
Project Control Group
All of the above tools would be expected to be used on the

PBR Automotive project. We would welcome a discussion on
these procedures and their particular relevance to your project.
Page 6
4
ACHIEVING THE
PROGRAMME
The key elements to achieving the programme will be

A competent fast track design team.
An understanding of authority requirements.
An experienced site management team.
Design Team
Lend Lease Thailand has assembled and pre-committed to a

design team that has reviewed the PBR Automotive
documentation and held several design reviews of the project.
These designers are experienced in fast track Design and
Construction and are now generally familar with PBRs
requirements.
The Lend Lease design team comprises the following
personnel,:
Michael Anderson LLT Project Manager
Kiattiachai Wattanapanyachon
LLT Senior Design Engineer
The Consultant design team comprises the following:
Architect
C2 Callahan Corogin Studio Ltd.
Bill Callahan.
Structural Design Concept
Stigter Clarey & Partners
John Stigter
Authority Requirements
Lend Lease Thailand is very familiar with the authorities

associated with projects of this nature and from whom approvals
must be sought including:
Page 7
Industrial Estate Authority of Thailand (IEAT)

Provincial Electricity Authority (PEA)
Telephone Organisation of Thailand (TOT)
Eastern Seaboard Industrial Estate (ESIE)
The timing of the major submissions and duration of approvals

are indicated on the overall programme. The approval durations
identified are from Lend Leases experience in Thailand and
should they be exceeded would require review of the
programme. Lend Lease is committed to managing and
expediting the submission and application processes for each
authority, utilising the skills of their local and expatriate staff.
The main submissions and approvals on the project are:
IEAT form 1 - Application for Land Usage
IEAT form 2 - Permit for Land Usage
IEAT form 3 - Application for Construction Permit
IEAT form 4 - Construction Permit
IEAT form 5 - Application to Operate
IEAT form 6 - Occupancy and Operation
Application for Permanent Power from PEA.
Site Management
The Site team selected for this project is a mix of experienced

Thai and Expatriate engineers and supervisors. The details of
this team are included in Section 5.
Construction will commence as design is progressively
developed towards Approved for Construction (AFC) status.
This will happen progressively over a 12-14 week period as
the documentation is developed in more detail. The Client
Design Meetings to review and approve design will be continued
during this phase, with the frequency being tailored to suit the
need.
Site works are programmed at three levels :overall
monthly
weekly
Each programme is constantly monitored by the site supervisors
and is used for managing and co-ordinating between
subcontractors.
Page 8
The overview project programme is attached to our letter

of offer and shows the anticipated date of contract award
and the authority, design and construction activities.
5
EXPERIENCE AND
CAPABILITY
end Lease Thailand is a wholly-owned subsidiary of Lend

Lease Corporation. Lend Lease Corporation is a global
property and financial services Company with operations in
Europe, North America, Asia and Australia.
Lend Lease Corporation has a AA+ credit rating from Standard
and Poors and all of Lend Leases offices are supported by
and warranted by Lend Lease Corporation. Lend Lease
Thailand pays all its suppliers on a 30 day basis to ensure
good performance and quality of construction.
Lend Lease Development Expertise
Lend Lease has extensive experience in developing industrial

parks/ estates throughout Asia and Australia. Currently Lend
Leases major Industrial developments include:
Admiralty Industrial Park - Industrial and commercial

development in Singapore to a value of $AUD 300 Million.
Talad Thai - Industrial, commercial and residential
development around S.E. Asias largest wholesale
agriculture products distribution center in Bangkok. Joint
venture with Modern Homes to a value of $AUD 1 Bn.
Cempaka Business Park and residential project - Joint
venture with Sinar Mas group in Jakarta.
Distribution centre in Pangu District, China- Joint venture
with Li Fung and Mitisubishi.
In addition to the above Lend Lease has committed $AUD

500 Million for development projects in Asia in the next
two years and also established (APIC) a Funds
Investment Management company for institutions to invest
in projects in Asia for a value of $AUD 500 Million.
Lend Leases Industrial Expertise
Lend Lease has undertaken over 500 turn-key industrial

projects in Asia and Australia, with a total value in excess of
US$ 4.0 billion. In the majority of these projects Lend Lease
has been responsible for the following project elements on a
lump-sum turn-key basis.
Page 9
Site filling and piling

Design and construction of building / building services /
external / civil works
Design and installation of process services
Co-ordination of installation of process equipment
On many projects Lend Lease has also prepared detailed

process design for the installation of new and relocated
equipment on a lump sum basis. This turn-key service uses
the skills of Lend Lease Process Services outlined in a later
section of this submission.
The types of projects in which Lend Lease has offered its
turn-key industrial services to international clients includes :
-
Tank farms / Liquids Blending

Nissan Paint Mixing Facility, Uniliver, Thai Dairy,
United Distilliers, Yakult, A.C.F., Lever & Kitchen.
Computer Centers / Clean Rooms

Seagate Thailand, Maxtor Singapore, SGS
Thompson, Alcatel STC, IBM.
Food / Beverage Plants

Pepsi (Serm-Suk) Thailand, Kraft Mars, Sun Valley
Thailand, Kelloggs Thailand, Gardenia Thailand,
Malaysia, Singapore, Cambells, Coca-Cola Amatil
Pharmaceutical
Bayer Singapore, Cyanamid Faulding, Wellcome,
Essex Laboratories.
In each of these projects Lend Lease has provided a lumpsum service for the total delivery of the project to international
standards.
Page 10
Lend Lease Thailand Ltd.
Lend Leases focus in Thailand is the development of turnkey industrial projects for international clients. Lend Lease
has a staff of 10 expatriate and 20 Thai full-time professional
engineering staff, supported by site personnel and financial
and administrative staff.
Our key clients in Thailand include :
-
Thai Dairy Industries Ltd.

Serm Suk (Pepsi) Ltd.
Seagate Thailand
Kelloggs Thailand
King Wai
Sun Valley Thailand - a division of Cargills
Thai Cathode Ray Tube
Inchcape Marketing Services
General Pacific Foods
All of these projects were turn-key design and construction

projects to high standards of quality and fixed budgets.
Lend Lease also has established an office of Lend Lease
Process Services in Thailand to support our industrial clients.
Lend Lease Process Services and Process Projects
The key to the successful development of most industrial

projects is the design and construction of the process lines /
equipment, and process services. The procurement and
installation of process services and process equipment and
the integration with building and building services design, is a
specialized activity.
Lend Lease Process Services was established by Lend Lease
over 30 years ago with specialist design engineers and
installation staff. This specialist group permits Lend Lease to
design and deliver complex industrial projects because of our
detailed in-house technical knowledge.
Page 11
Lend Lease Process Services works very closely with our clients
on a team basis to design, construct and wet or dry
commission process services and process lines. This service
is a turn-key risk taking delivery method, where Lend Lease
warrants the time, cost and quality of the installed systems.
Lend Lease also integrates this with the development of building,
building services and external works.
Lend Lease Project Management Team
The attached project organization chart identifies the key

personnel and their association with the project.
The design and construction of the new PBR Automotive
facilities will be the responsibility of our Project Manager Mr.
Michael Anderson. Michael has over twenty years experience
in construction including three years in Thailand.
In addition, the Site Manager and Site Engineers for the project
are Thai nationals with experience working on previous projects
for Lend Lease in Thailand.
Page 12
PROJECT ORGANIZATION CHART
General Manager
Amnuay Apisakkul
Design Manager
Peter Coon
Page 13
Project Manager
Michael Anderson
Site Manager
Taworn
Korbenjawan
Sr. Design Engineer

Kiattichai
Wattanapanyachon
Site Supervisor
Design Consultants
Subcontractors
Construction
Manager
Barney Phillips
6
SCOPE OF WORKS
AND SPECIFICATION
PBR AUTOMOTIVE
Page 14
INDEX
GENERAL
SECTION NO. 1
SITE
SECTION NO. 2
STRUCTURE
SECTION NO. 3
ARCHITECTURAL
SECTION NO. 4
HEATING AND VENTILATION
SECTION NO. 5
PLUMBING AND
PROCESS PIPING
SECTION NO. 6
ELECTRICAL
SECTION NO. 7
FIRE PROTECTION
SECTION NO. 8
SPECIAL EQUIPMENT
SECTION NO. 9
EXTERNAL WORKS
SECTION NO. 10
EXCLUSIONS
SECTION NO. 11
SECTION NO. 1
GENERAL
Lend Lease Thailand have reviewed the PBR Automotive

Thailand specifications and have amended the building
concept layout and specifications to suit the site layout,
local materials, local codes and building techniques that
are commonly used in Thailand.
LOCATION :
- Eastern Seaboard Industrial Estate

(Rayong)
OWNER :
- PBR Automotive Thailand Co., Ltd.
TYPE OF
BUILDING :
- Light Manufacturing facility
SIZE OF BUILDING:
AREA
SQ. Meters
Manufacturing
Office & canteen & amenities
TOTAL
Page 15
3000
900
3900 m2
BAY SIZE
13.3 m x 23 & 29 m
6 meter min. clear height in factory to underside of rafter
2.75 meter min. clear height in office
PLANT POPULATION
P.B.R Automotive (Thailand)
Plant Population
Stage : 1
Hourly :
Salaried :
Stage : 2
Hourly :
Salaried :
Stage 3 :
Hourly :
Salaried :
1st Shift
2nd Shift
3rd Shift
30
12
30
4
30
3
+ 20 = 50 + 20 = 50 + 20 = 50
+ 6 = 18 + 2 = 6 + 2 = 5
+ 20 = 70 + 20 = 70 + 20 = 70
+ 5 = 23 + 2 = 8 + 2 = 7
Combined
Hourly :
210
Salaried : 38
Note SPLIT
Page 16
TEMALE 40%
MALE
60%
Hourly - 50/50 M&F

Salaried - 80/20 M&F
The specification and scope is based on development of

plot S-39A which includes all infrastructure inside the site
and external works.
SECTION NO. 2
SITE
Page 17
The proposed site is block S-39A at Eastern Seaboard

Industrial Estate (Rayong).
The area of land is approximately 15 Rai and is filled to

existing levels.
The utilities provided by the Estate consist of

- 100 mm Potable water supply
- Stormwater drainage
- Waste water line
- 22 KV transmission line.
Geotechnical investigation has not been carried out at

this stage however we have assumed the ground bearing
capacity which is based on previous geotechnical
investigations on the Estate. Actual geotechnical testing
to block S-39A would be carried out during the design
process.
The building will accommodate future expansion as

indicated on the site plan.
SECTION NO. 3
STRUCTURE
The structure consists of the following

- Steel columns
- Steel rafters
- Purlins and girts (to roof & walls)
- Concrete slab suspended on concrete piles
- Cantilevered blockwork and cladding on girts
- Zincalume kliplok roof high profile
Pad footings are allowed and the actual foundation type

will be determined on receipt of geotech survey
information.
The utility load from the structural steel roof has been
determined for loads from the pipework, cable trays and
electrical lights at 15 kg/ m2.
Design of the structure is based on the following loads:

-
Statie load of floor - 2.5t/ m2

Dynamic load of floor - 3t/ m2
Live load from roof structure - 30 kg/m2
Utility and process load from roof structure - 15 kgm2
- Process loads are assumed to be supported by the

floor structure.
Page 18
Floor live loading of 25 kpa to the factory and 5 kpa to

the office and canteen slabs.
Diethelm Concretin surface hardener to the slab in the

factory.
The following out buildings have been included :- Security guard house (one)
No allowance has been made for process equipment

plinths, hobs or special footings for equipment loads.
Ramp access for forklift to be provided with 200 x 200

mm kerbs.
SECTION NO. 4
ARCHITECTURAL
Page 19
Wall finishes - this will be a combination of blockwork

rendered and painted. Wall finishes to the factory will be
combination of blockwork and zincalume trimdek cladding
on girts. The internal face is not lined (i.e. exposed wall
girts).
Windows 1.4m high with tinted glass will be provided to

office area. No windows to the factory walls elevations
have been included.
Roof finishes - the roof will be BHP kliplock sheets with a

zincalume finish with sisalation. Translucent sheets will
be incorporated into the roof for natural lighting (5% of
area).
The manufacturing area has been assumed as an open

area and therefore no internal walls have been allowed.
Factory area - greeen pigmented floor hardener (non

metallie)
Office area - the office area is to include one (1) training

room, one (1) conference room and five (5) partitioned
offices.
The following finishes are to be provided to the office

area :- Carpet to independent offices.
- Vinyl tiles to remaining areas
- Toilets to have wall and floor ceramic tiles
- Lobby to have ceramic floor tiles
Ceilings are T-bar grid with gypsum board to all areas

except for canteen which has vinyl covered board and
toilets which have moisture resistant board.
Toilets for the factory will be finished with ceramic tiles to

the floor and painted and rendered blockwork to the walls.
Fixtures to include a mixture of Asian and Western toilets.
Showers are included.
The kitchen and canteen floor is to be ceramic tile.
A medical room is to be provided in the office area with

a separate sink hot water.
Ladder access to the roof is provided.
A two hour fire rated file vault room is contained in the

office complex.
Doors and hardware will be locally manufactured and

to a quality suitable for the facility with masterkey facility
and hydraulic closers.
Joinery and furniture is excluded as are lockers,

cafeteria and office fitout.
Special doors
Page 20
Truck doors
Chain operated roller

shutter doors
Canteen door
Pedestrian door
Emergency exits Forklift access -
Pedestrian door
Chain operated roller
shutter door (1)
SECTION NO. 5
HEATING, VENTILATION AND AIR CONDITIONING
The factory area is to be ventilated and exhausted via

roof extraction fans and wall louvres providing six (6) air
change.
The office area and laboratory area to be air conditioned

via split type air conditioning units and exhaust fans.
Design Condition
-
Toilets and lockers will be separately exhausted.

-
Page 21
Out side temperature 36oC DB, 28oC WB.

Loading estimate for
Office
18 m2/tonR
Fresh air 15 CFM/ Person
Design room temp. 24 + 2oC DB
Toilet 12 air change/ hour
The canteen is open to outside air with six (6) 300 mm

oscillating fans provided.
Guard house is to be ventilated with one (1) 300mm

oscillating fan.
SECTION NO. 6
PLUMBING
Potable water
Total 30 GPM for process and domestic use.
Cold water will be supplied to the toilets and kitchen. No

other water points have been allowed for process use.
Cold water supply will be galvanized steel pipe above

ground and high density polyethylene pipe (HDPE) class
10 underground.
There will be no hot water supply.
As the Estate water supply is advised as being potable

there is no separate drinking water supply.
Sanitary
Sanitary sewer piping shall be PVC class 8.5 below

ground. The system will service the toilets/ showers/
kitchen/canteen .
Sewerage system meter not provided.
Waste water treatment package units are included for

sewerage waste only which will then discharge to the
estate waste system including an inspection manhole.
No waste water treatment has been provided for any

process waste
High pressure compressed air system

Not Required.
Low pressure compressed air system
Page 22
as per orig. spec.

2x compressors 3&4 CFM 100 psi
air dryers
air fitten
relievers.
Low pressure ring main
SECTION NO. 7
ELECTRICAL
High Voltage
The incoming HV cable will be run overhead on concrete

poles to the transformer compound.
The transformers will be locally manufactured oil filled,

naturally cooled using one (1) 1700 kVA 3 phase systems.
(Note air compressor electrical load is assumed as
included in process load provided).
The transformers have been sized for 1500 kVA process

loads plus 200 KVA for building loads.
No high voltage switchgear is provided as we have

allowed for drop out fuses on the in coming HV cable.
Process electrical breaker to be provided at MDB. The

distribution lines are excluded.
Main Distribution Board
The MDB will be sized to all building and process loads

and will be locally manufactured.
Distribution panels will supply building requirements.
Tie board will be provided at the MDB.
220 V grounded outlets will be provided on columns to

the factory and to the office area and exterior buildings.
The following quantities of outlets have been allowed for-
Page 23
Factory
Office/ Canteen
External
14
14
2
Four (4) ground 380 V 3 phase 50 amp welded outlets to

be provided in the building.
Exit signs and emergency lights are to be provided as

per code.
No allowance for roof space lighting in office area.
Lighting
The factory area to be 220 V metal halide (400 w).
Office area and out buildings to be fluorescent lighting.
External lighting via poles
Lighting levels
The following lux levels are to be achieved.
Factory/ Process rooms

Office
Laboratory
Out building
400
350
500
150
lux
lux
lux
lux
Lightning protection
Lightning protection is to be provided to the facility.
Telephone/ Data
Four (4) lines in-coming and twelve (12) lines as

distribution in the office area.
Hemaraj providing 10 incoming lines IDD ISDN Int. Sub.

Data Network.
PABX 4-12 is included.
Data lines have not been allowed.
Fees
Page 24
PEA fees are included except for the PEA bond which is
to be provided by the client.
SECTION NO. 8
FIRE PROTECTION
The Thai codes do not require the installation of a sprinkler

system to a building less than 10,000 m2.
The Fire Protection system is to incorporate

-
Page 25
Smoke alarms to office and all out buildings.

Fire alarm panel with voice capability to be
monitored at the guard house.
The system will be divided into a maximum of 5
zones.
The fire alarm panel will be located in the office
area.
Remote panel will be located in the guard house.
Fire extinguishers
Hose Reels, water tank, diesel pump.
SECTION NO. 9
SPECIAL EQUIPMENT
Page 26
No hydraulic dock levelers are provided. The truck dock

will be 1.5 m above the truck apron.
Four (4) truck dock bumpers.
Kitchen equipment, exhausts, stainless steel counters and

canteen furniture is excluded.
Flag poles three (4) 30ft required with lights.
SECTION NO. 10
EXTERNAL WORKS
Page 27
Carpark area to be concrete and roads, loading dock to

be heavy duty concrete.
The road frontage fences are to IEAT standards and the

remaining site boundary fences are chainlink.
External drainage to be incorporated within the final

contours of the site.
Spirit house is to be the minimum standard required by

local custom for a facility of this size.
Signage is to include a main sign and directional signage

throughout the facility.
Container storage of 40 m2 is to be heavy duty concrete.
A Provisional Sum of 250,00 Baht is allowed for

landscape, trees and grass.
Facility operational signage has been allowed.
A Provisional Sum of 50,000 Baht in allowed for main

sign and lighting to sign.
SECTION NO. 11
EXCLUSIONS
Page 28
The following works are specifically excluded from this

contract :-
Telephone handsets.
All works associated with equipment installation,

including wiring from DBs to equipment.
Windows to the factory area
Internal walls to the factory area
Air conditioning to the factory area
Sprinklers, hose reels and hydrants not required

by Thai codes
Dock levelers
Truck dock locks and trailer lights.
Natural or LPG gas supply
Waste water treatment plant, for process waste.
Canteen furniture
Kitchen equipment and counters.
Office fitout and furniture.
Blinds
Lockers, benches and janitors closets
Security alarm system.
Clocks
Drinking Water Supply
PEA fees and bond
Page 29
TOT fees
Water connection fees
Import duties (assume BOI promoted project).
Electrical distribution and connections to process

equipment.
Water distribution and connections to process

equipment.
7
SAFETY PLAN
Page 30
1.
Project Goals
2.
Responsibilities
3.
Safety Management
4.
Specific Safety Risks
5.
Work Methods
-
Generally
Gravitational
Electrocution
Limited Access to Site
Rubbish Removal
6.
Inspection of Work Methods
7.
Training
8.
Emergency Plans
1.
Project Goals
The primary project safety goal is :
To provide a safe and healthy environment for the public
and all personnel included in the project.
The secondary project safety goal is :
To create an awareness of safety management and that
everyone is responsible.
2.
Responsibilities
The responsibility for project safety belongs to everyone who

enters the site.
The Lend Lease team will be responsible for managing and
monitoring the works.
The subcontractors are responsible for the management and
production of the works and for ensuring the safety goals are
achieved.
3.
Safety Management
The intent of the safety plan is to achieve the project safety

goals through the progressive awareness programme by the
site personnel of the basics of Safety Management. The key
elements of the plan are :1.
2.
3.
4.
5.
6.
7.
Understand Safety Risks

Assess Safety Risks
Identify Specific Risks
Work Methods to manage Safety Risk
Inspect Work Methods
Training and feedback to understand risk
Emergency Plans
4.
Specific Safety Risks
While understanding the low base of awareness of safety risk

in Thailand, the Project Safety Plan will focus of the following
risks :
Page 31
1.
2.
3.
4.
5.
Gravitational (Falls and Falling objects)

Electrocution
Public, Children Access and Access of workers from
existing facility.
Rubbish Removal
Vehicle accidents
5.
Work Methods
(i)
Generally
The Work Methods, site safety rules and security procedure

are to be posted in Thai and English on the site Safety Notice
Board.
A risk assessment to determine work methods will be
completed prior to the commencement of new work.
Safety Signs in Thai and English will be located around the
site indicating safety warning to be followed by all people on
site.
Project safety requirements will be provided to all subcontractors
at the time of tendering and will form part of the subcontract
agreement.
(ii)
Gravitational
Gravitational risk on the project will be managed by the use of

the following work methods :
1.
2.
3.
4.
5.
6.
7.
8.
Page 32
All personnel to wear safety helmets.

All personnel to wear suitable footwear.
All trenches deeper than 1.0 m are to be shored or use
open cut excavation at 45 degrees.
Mobile cranes are always to operate with all outriggers
extended.
All areas where materials or people may fall 1
meter shall have Handrails and Kickboards.
All penetrations shall be covered.
Suitable access to elevated work areas.
All lifting gear to be checked for suitability prior to their
use.
(iii)
Electrocution
Electrocution risk on the project will be managed by the use of

the following work method :
1.
2.
4.
5.
All leads to be inspected monthly for faulty insulation.

Lead stands to be provided to keep leads off the floor
and out of water.
When available, Earth Leakage Circuit Breakers are to
be used on Electrical construction boards.
All leads shall be fitted with plugs.
Working on live switchboards not permitted.
(iv)
Limit Access to Site
3.
The several public, workers from existing facility and children

access risks on the project will be managed by the use of the
following work methods :
1.
Safety signs to be erected at the site entry
2.
Signs to state :
2.1
2.2
Safety helmets and footwear to be worn at all times

Report to Site Office before entering the site area.
Unauthorized Personnel will be asked to leave the
site.
3.
Site security procedure to be followed.
4.
Have clear boundaries identifying the construction site

and limitations of access.
5.
All children are to remain in the labour camp at all times.
(v)
Small Rubbish Removal
Rubbish risks on the project will be managed by the use of the

following Works Methods :
1.
2.
Page 33
All daily rubbish to be stored in a defined area.

Weekly, the rubbish will be removed from site.
(iv)
Vehicles
Vehicle risks on the project will be managed by use of the

following waste methods :
1.
2.
Workers to be transported in vehicles where seating and

rollover protection is provided.
Where available, seat belts to be worn.
6.
Inspections of Work Methods
6.1
Formal safety inspections will be held on a weekly basis

with the following attendees :
1.
2.
3.
4.
Construction or Site Manager

Site Engineer
Foreman (LLT and/or S/C)
Subcontractors representative
The inspection will be minuted by the site and actions will be

monitored at the next weekly meeting.
The actions will show the following :
1.
2.
The level of understanding of safety risk.

Identify the training requirements.
6.2 Informal inspections will be done by everyone because

safety is the responsibility of everyone on site.
7.
Training
A site safety talk is to be held on a two weekly basis which will

cover a specific safety item relevant to the project.
8.
Emergency Plans
8.1
Minor Injury (No Lost Time)

A First Aid box will be provided at the site office for first
aid of minor injury.
Page 34
8.2
Major Injury (Lost Time)

An injury resulting in lost time must be reported in writing
to record all details of :
1.
2.
3.
4.
name of injured person

cause of injury, date and time
treatment given
preventative action taken
The primary action is care of the injured.

The Safety Notice Board should list :
The actions to be taken in the case of major injury : i.e.
-
Page 35
Nearest Hospital location and telephone number

Ambulance telephone number
Construction Manager telephone number
Fire Brigade
All injuries are to be reported.
Location of alternate hospital nominated
Vehicle for transportation of injured person.
8
QUALITY ASSURANCE PLAN
The following procedures will provide quality control of the

design & construction processes :-
Design
Incoming information and the issue of instructions to the

design team will be controlled by the Project Manager.
Instructions to be subcontractors will be controlled by the
Construction Manager
Design Coordination meetings with the LLT team

consultants are to be convened on a regular basis to
coordinate specific project elements. The meeting is to
be chaired by the LLT Project Manager and be minuted
to contain agreed actions.
At these meetings the various design requirements for
the area under consideration are prioritized and plans
for finalizing the preferred design solution are agreed.
Drawing Control Process

As drawings are issued by the design team these are
copied and issued to the Project Site Office. One set of
these new drawings are distributed to the Site team for
review and comment. Any comments raised are passed
to the Project Manager for resolution. This is to ensure
that rapid communication and feedback is provided
between the site based team and the design team.
Procurement Package Checklists

The individual project procurement packages are to be
reviewed to identify :missing scope
design errors or opportunities for rationalization
coordination problems with other designers
These package review checklists are used to track
resolution of design problems. These are issued to the
team at the design meetings and form the starting point
of design verifications.
Page 36
Design Review & Verification

Once design drawings have been prepared for a particular
procurement package these are reviewed against the
following :Brief as interpreted by the Contract Specification
and drawings
Sequence of Construction / ease of details to be
implemented on-site
Coordination with other designs, particularly those
package that have already been approved for
construction
Outstanding items from the procurement package
checklist.
Construction
Site Coordination Meeting

Meetings are to be held on a weekly basis with
subcontractors to review design, construction,
programme, quality, and safety issues. This meeting will
serve as a record of the project at that point in time.
Quality is addressed in this meeting by review of checklists
and inspection reports.
This meeting will be chaired by LLT Construction
Manager with attendance from the relevant subcontractor
management and employees. Copies of minutes will be
issued to all present, LLT Project Manager and designers.
Construction Detailing Meeting

Meeting held on a weekly basis to review design in
advance of construction to agree sound detailing for
elements of project.
Working session to give best results using practical
experience of team members, subcontractors and
technical knowledge of the design team.
This meeting covers details under the heading of
structure, finishes and services. The output of this
meeting is to be tabled at the design coordination meeting.
Page 37
Sample / Prototype Approval Schedule

Developed for the project to control the quality of materials
and work to be completed on the project. Prototypes will
be requested to be completed by subcontractors prior to
the commencement of work. These samples or
prototypes will form the basis of workmanship and finish
quality to be achieved. PBR Automotive and LLT will
approve all materials and prototypes. The construction
detailing meeting will be the forum for the control of this
schedule.
Shop Drawing Approval

Shop drawings will be controlled by the Project Manager
and will be issued for approval to the relevant consultant.
Informal Site Inspection

LLT project team will be based on site for the duration of
the site works. Informal inspections will be completed
on a regular basis each day to review site works. Items
identified from this inspection will be communicated to
subcontractors verbally and written or during site
meetings.
Formal Site Inspection - Daily Works Checklist

Standard format checklist developed for each work activity
on site. This form is completed on a daily basis and issued
to the respective subcontractor for action.
Non Conformance Status Report

Control document to monitor nonconformance
of work identified in the Daily work checklist. This report
will be reviewed at the weekly site coordination meeting.
Page 38
Requests for Approval (RFA) and Request for Information

(RFI)
RFAs will be used for approval of all samples, method
statements, mix designs, drawings and details. RFIs will
be used to document any discrepancies or lacking
information within site received drawings, details,
specifications or subcontractor shop drawing. Both
request forms will be monitored by a control document
which will be review at each site team and coordination
meeting.
Work Finalization Inspections

To be held with the subcontractors responsible for work
which is considered complete. This inspection will review
the overall finished product to determine the final defects
to be completed based on this inspection and any
outstanding issues from the formal site inspection.
PBR Automotive will be involved in this inspection to
ensure satisfaction with completed work.
Page 39
APPENDIX A
Client References and Case Studies
Page 40
1.3.4 SUBMISSION DRAWINGS

Submission drawings should be sufficient to fully cover the scope of works and yet do not
disclose innovations in design that can be made use of by others. Generally, as a minimum,
the following will be required :
Site plan
All floor plans
Elevations on 4 sides
Longitudinal and Cross Sections
Single line drawings / schematics for the building services, showing philosophy of
services planning
External works drawing showing how the site is to be drained, and amount of cut / fill
required (optional)
Architectural perspective (optional)
1.3.5 DESIGN FEES ESTIMATE

As far as possible, obtain cover quotations from the consultants for the design fees payable
in connection with the project. If this is not possible, design fees shall then be estimated
based on past records of projects of similar nature.
The level of quotations required for design services shall depend on the complexity of the
project and the method of construction.
Generally, quotations need to be obtained from consultants for design fees. To obtain
competitive fee submissions, the Project Manager Concept must prepare (as a minimum)
the following information for the consultants :
Overview of the Project
Architectural issues - image / statement
Required deliverables
Documentation
Authorities submissions & liaison / approval
Brief
Specifications
Schedules (furniture, colors etc)
Meetings to be attended
Inspections
Coordination
Copies of drawings
Quality Assurance Reports
ITP input for commissioning
Other as necessary

Design Management
The Project Manager Concept should discuss the consultant selection issue with the
Operations Manager
As part of the design fee estimate, it shall also be the Project Managers responsibility to
provide a detailed breakdown of the Project Management time required to produce the
deliverables as noted above. That is, he should determine how much of his own time is
required (and P.E. time) to manage the process.
An example of a spreadsheet used for a detailed breakdown of the design fee estimate is
attached.

Design Management
DESIGN FEE ESTIMATE

Project Name:
Issue:
Role
Asia Projects
Asia Projects
Operations
Operations
Manual -Manual
Issue 1 -/ Issue
1.3 - Admin
1 / Master
/ Quality
Design
- Documentation
Fees Estimate
Design Management
PM TRAVEL & EXP.

Travel
Expenses
PROJECT MANAGEMENT
Concept & Conversion
Detailed Design
Detailed Design
Delivery
Training
PRINTING & FEES
Printing
Courier
ESTIMATING
Cost Planning
PRECONSTRUCTION
Project Planning
MARKETING
Expenses
Perspective
Model
ARCHITECTURAL
Fee
Extra over fee
Contingency
STRUCTURAL & CIVIL
Fee
Extra over fee
Contingency
MECHANICAL & ELECTRICAL
Fee
Extra over fee
Contingency
PROCESS SERVICES
Fee
Extra over fee
Contingency
SPECIALISTS
Traffic
Surveyor
Geotehnical
Other - Landscape
Ground breaking ceremony
TOTAL for CONCEPT DESIGN
Date:
Name
STAGE 1 - CONCEPT DESIGN & CONTRACT PRICE

Dur.
Unit
Rate
Total
Dur.
STAGE 2 - DETAILED DESIGN

Unit
Rate
Total
0
0
item
item
0
0
item
item
0
0
0
0
mths
mths
mths
mths
0
0
0
0
mths
mths
mths
mths
mths
mths
0
0
item
item
0
0
item
item
Estimator
Estimator
0
0
mths
mths
0
0
mths
mths
Project Manager
mths
mths
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
item
item
item
0
0
0
0
item
item
item
item
0
0
0
0
0
item
item
item
item
item
Project Manger
Project Engineer
Project Manager
Project Engineer
See P&S Estimate
Project Engineer
TOTAL for DETAILED DESIGN
TOTAL DESIGN FEE
1.3.6 PROJECT CORRESPONDENCE

Correspondence related to the Project is to be filed in accordance with the company standard
filing system (refer section 2.2.1). Generally, this system is categorized into the following
broad sections :
Client
Legal / Client Financial
Authorities
Design / Estimate
Architectural
Structural / Geotechnical
M & E Design
It is the responsibility of the individual looking after the particular set of files to ensure that
filing is up to date and organized in accordance with these general guidelines.

Design Management
1.4 REVIEWS
1.4.1 Strategy Review

1.4.2 Interim Pricing Review
1.4.3 Risk Analysis
1.4.4 Contract Price Review
eviews / Quality
1.4.1 STRATEGY REVIEW

The strategy review is the first meeting held on the project, and occurs as soon as an
opportunity is identified. The purpose of the strategy review is to try to understand the
facts about the project. The outcome of the strategy review should be :
Decide if we are to bid for the project
If so, what course of action should be followed to maximise our chances of success.
The persons to be invited to the strategy review include (Also refer to Company Limits of
Authority - section 1.5 of this manual)
Country Operations Manager
Country Business Development Manager
Project Manger Concept
Estimator / Cost planner
Client contact (if different to above)
Regional LLA marketing and Operations Managers
The agenda for the strategy review should be as described below. Note that the detail and
formality of this meeting should be tailored to each project.
(A)
The opportunity
(B)
The Client
(C)
The Project
(D)
The Competition
(E)
The team
(F)
Program
(G)
The submission
(H)
Pricing Strategy
(I)
The winning tactics
(J)
Summary
Asia Projects Operations Manual - Issue 1 / 1.4 - Submission - Reviews

Design Management
A.
The Opportunity
This should be an executive summary of what is involved in the Project, how did we get
involved, and the key points of the remaining items as listed below
B.
The Client
B.1
Summary of key factors on the client
B.2
Financial strength
New or Repeat client (check globally)
Outline of clients organisational structure, specifically re decision making
How clients previous projects (if any) have been handled
How good are our contacts with the client
What the client wants in terms of commitments at this stage (lump sum, management
services etc)
How the client expects to be involved throughout the project
Is there a middle man (QS, architect etc)
How much trust is there
What are his absolute needs
An analysis of our position
Are we being used, or is competition fair
C.
The Project
C.1
Summary of key factors on the project
C.2
Is it a real project
Is land / funding available
What are the important aspects of the project (authorities, time, environment, market)
Extent (or deficiencies) of specific project information. For example, is there a needs
brief, project budget, site data, previous work
Restraints on project discussions with the client or outside parties (eg confidentiality)
Extent of knowledge on project commerce (commercial analysis)
Does the above information fit with what we know about the client.

Design Management
D.
The Competition
We need to find out how the project will be reviewed. For instance
List of competitors
Ground rules for judging established
Relationships of our competitors with the client or with the project
Can we get a fair go on the bid
What will give us an advantage (eg QS check rather than competition)
E.
The Team
E.1
Who is the team and what are their roles
E.2
F.
Construction planning
Estimating
Other (finance etc)
Consultant selection
Internal vs external consultants. Are we involving any external country resources

(perspectives out of Singapore, Structural expertise etc)
Consultants already or previously involved in the project / with the client
Who are the competitors using
Specialist consultants (process services, acoustics etc)
Selection criteria
Program
The strategy review must have, at its completion, an agreement of the outline program. This should
already have been prepared prior to the strategy review, and should be issued with 24 hours of its
completion. It must
Allocate maximum time to key issues and risk areas
Allow sufficient time for quantities, estimates, subcontract coverage and submission
material. Dont forget the time required for reviewing by Senior Management
Be realistic. If the submission can not be done in time, face up to it at Day 1. The time
can usually be extended if this is identified early enough, or additional resources can
be allocated to help

Design Management
Where this is not possible, an early identification of time issues allows the team to agree on
compromises and consequent risks with sufficient time
Recognize that our competitors will usually have a harder time meeting tight time frames, and this
may suit our tactics
G.
The Submisison
The strategy review should agree what is required in the submission to the client. Key points to
establish are
H.
What detail is required. Does submisison need to include contract conditions,

specification, drawings (extent ?)
What ancillary information is required (eg pricing not proposed to submit)
How are the key points of our submission going to be described
Method of presentation (written, verbal, model, video). Does presentation need to include
summary of LLC strength, experience etc.
Costs for overall submission, and are these adequate / justified
Pricing Strategy
As part of the strategy review, the cost deliverables and pricing methodology must be defined.
Factors that must be considered in establishing the pricing strategy include
I.
Quality of documentation required by the project Estimator / Cost Planner in order to

arrive at a realistic price for the works
Estimating resources required to be used (in house or external resources)
Level of subcontract cover to be gained / used
Pricing or risks and opportunities
Use of and comparison against historical estimating data in house
use of provisional sums / PC rates for undefined works
The Winning Tactics
From all of the above, you should have an idea of what the winning tactics should be. For instance:
Is cost the biggest issue (it usually is)
Can we do a non - conforming bid (if the project is in competition)
What are the factors that will give us a competitive edge (eg time, corporate strength
etc)
Are there any things we should not be doing

Design Management
J.
Any relationships that should be fostered / improved during the bid
Any way to get the client feeling obligated to use us
Is staged commitment the right way to go, or should we focus on lump sum D&C.
Commitment Summary
The strategy review should finish with a summary to include
A commitment to go for the project or subject to commitment
Agreement on restraints
Agreement to team
Arrangements to allocate and free up internal resources
Agreement to program, including future review points
Agreement of submission content
Agreement to real costs involved and free service costs
Agreement on tactics and who is involved in future strategies.

Design Management
Example of a Strategy Review

Design Management
Lend Lease
Thailand
ANSELL SURAT THANI
MINUTES OF STRATEGY REVIEW MEETING
HELD IN LLT OFFICE ON TUESDAY 13 OCTOBER 1998 AT 10.30AM.
PRESENT :
Paul Gill
Puangsan Xumsai Na Ayudhaya
Damien Hertslet
Michael Anderson
Jeff Hall (Teleconference for part)
DISTRIBUTION:
All Attendees
Jeff Hall
Chidchai Mahachai
ITEM
BUSINESS
ACTION
1.0
The Opportunity
1.1
Ansell have recently acquired an existing condom and rubber

glove facility in Surat Thani. Ansell have requested LLT to prepare
a proposal for the refurbishment and expansion of their existing
flexiband building into a condom building.
2.0
The Client
2.1
The client is a major subsidiary of Pacific Dunlop

Ansell are headquartered in USA and are a blue clip client with
facilities throughout Asia located similar to LL.
Ansell are growing their organization by acquisitions and so will
require upgrades to those facilities.Note
We regard this as a strategic customer with regional
opportunities emerging (a mini Coke scenario)
Page 1
DATE
Note
Ansell-Strategy Review 13.10.98
PROJECT NAME : ANSELL SURAT THANI

MEETING MINUTES FOR : STRATEGY REVIEW
ITEM
2.2
BUSINESS
ACTION
DATE
Ansells Org. Structure :
CEO
Harry Burrows
Pres. Protective Products

Peter Cooke
Roland Nonnenmacher
Pres. Healthcare
Roland Nonnenmacher
R&D Director
Paul Cacioli
*
MFR Director
John Gardiner
*
Financial
Directors
All Regions
GM Surat Thani
John Shields
Plant Director
All Regions
Project Engineer
Steve Jaeger
*
Marketing
Directors
All Regions
* Decision Maker
* Opinion Maker
2.3
This is LLs first project with Ansell or Pac Develop in Asia.
Note
MA is a good friend of the Regional Commercial Director for

Ansell who reports to John Gardiner, the decision maker.
Ansell are expecting a lump sum. PG discussed with J. Hall the
possibility of CM fees. A Lump Sum offer is preferred.
Steve Jaeger of Ansell will spend 20-30% of his time on this
project, with full time assistance from the previous ops. manager.
There is no middle man and Ansell have no reason not to trust
LL at this stage. Ansell probably suspect that to use LL will cost
them a premium.
Steve Jaegers absolute need is to be within budget followed
by within time.
Note
Our analysis of our position is that John Gardiner wants to use

LL and Steve Jaeger will protect his budget and schedule.
Note
Page 2

ITEM
BUSINESS
ACTION
3.0
The Project
3.1
The project is definitely real.

The important aspects for this project cost followed by time.
Extent of specific project information is limited. Steve Jaeger does
not have the time are capability to properly define his needs.
Note
The project is in 2 parts.

1. Existing flexiband building 3000m2.
- demolition except for :structural steel
blockwork ext. walls
floor
- extension to 6500 m2.
- architectural finishes
- services to support 17 condom production lines
2. New Compounding building
4 levels 13.5m x 30m (1600m2)
- structure to support multiple stainless steel tanks.
Note
3.2
4.0
The Competition
4.1
Ansell have advised that our competition is Success Engineering,

the same contractor that Ansell have requested that LLT
supervise for Ansell at Lat Krabang Plant upgrade.
We believe that Ansell are not satisfied with their workmanship
however, their price will be very competitive.
Note
Ansell have not prepared a formal Request for Proposal so we

believe there is no basis for direct comparison.
Steve Jaeger has requested that we prepare a Budget Price for
him by as early as 22 October and follow up with a Contract Price
by 30 October. The intent is so that he can have an early indication
of the price before he goes to an international conference.
Note
4.2
5.0
The Team
5.1
The bid team is :PM

Michael Anderson
PE
Pongpat Piampanyasin
SM
Chitpong Khooaroon
Est.
Robert Lam / Chidchai Mahachai
Other
Paul Gill
Page 3
DATE
Note

ITEM
5.2
BUSINESS
Consultant selection is based on the consultants who have
worked on the Serm Suk project in Surat Thani which has been
inspected by Ansell.
Also these consultants can respond very quickly to meet the
needs of the Client Submission program.
Architect - C2
Str. Eng. - DT
M/E Eng. - Entech
6.0
The Program
6.1
Ansell have provided a very aggressive schedule for the bid and
buildings Attached is a schedule showing a time frame
including the submission time.
MA to discuss a realisticsubmission and project time with
Steve Jaeger.
ACTION
Note
MA/PG
7.0
The Submission
7.1
The details required are :- Concept Arch design

- Site plan
- Floor plan
- Elevations
- Design Criteria
- Room Data Sheet
- Concept Str./Civil design
- Roof plan
- Elevations
- Concept Services design
- electrical
- mechanical
- sanitary
- compressed air
The submission letter will include :- cost
- program
- reference to LLT contract
Note
No formal presentations are required as LLs capabilities have

been presented to the Client previously.
Note
The submission costs will be approx Baht 400,000.
Note
7.2
7.3
Page 4
DATE
17-Oct-98

ITEM
BUSINESS
ACTION
8.0
The Winning Tactic
8.1
Cost and time are the big issue.

LLTs competitive edge is that we are a proven performer of
delivery quality industrial facilities.
Ansell have visited and were impressed by both the Serm Suk
and Jotun projects.
Note
Ansell we believe would feel more comfortable using LL, an

Australian company, rather than the local Thai companies.
In the current market, LLs corporate strength is an advantage.
Note
9.0
Commitment Summary
9.1
Agreed :- to bid
- bid team
- bid program
- submission content
- submission cost
- winning tactic
Page 5
DATE
1.4.2 INTERIM PRICING REVIEW

An Interim Pricing Review should be held for more complicated projects, or where there
have been fundamental changes to the methods of pricing since the completion of the
Strategy Review.
The purpose of the Interim Pricing Review is to review the status of the following :
(A)
Items being priced internally.
(B)
Information being sent for subcontractor pricing (extent and gaps therein)
(C)
Check status of measuring versus status of design development. What are the gaps
that need to be filled prior to the final Contract Price Review.
The persons to be invited to the Interim Pricing Review include :
Operations Manager
The complexity of the particular project will determine the time required / program for the
Interim Pricing Review.
For relatively simple projects, an Interim Pricing Review would be expected to be held
one (1) week after the Strategy Review. However if the project is large and / or complex,
then there wil need to be a program prepared detailing the various Interim Pricing Reviews
corresponding with design concept development.
A.
Items Being Priced Internally

From the Strategy review, the Project Manager Concept and Estimator should have decided
what items will be priced internally without subcontractor cover. These should be listed down.
From a costing perspective, where are the rates for these items being obtained? Are
they relevant in todays market, or what adjustments need to be made?
What are the risk elements of these prices?
The Estimator and Project Manager Concept should be prepared to justify (at Contract Price
Review) why these items do not have subcontract cover.
B.
Subcontractor Cover
B.1
Summary of key issues on Subcontractor cover :
Number of subcontractors being asked to price. Ideally there should be at least three
subcontractors pricing a similar scope
What is subcontracted (packaging of trades), and does this fit with lowest cost base /
client expectation? Can further breakdown of items (equipment supply for example)
provide a better cost ?

Design Management
Who covers risk issues (subcontractor or LL)?

-
Preliminaries
Price Escalation
Builders work in Conjunction
Coordination of trades
Does subcontractor specification match LL specification to client?
If new subcontractors are being used, do they know LL standard contract conditions
etc? Are there benefits to be obtained from surety of payments etc?
Is the information being priced externally confidential? What are our competitors going
to do regarding subcontractor coverage, and how can we maintain confidentiality?
B.2
When are subcontractor prices being submitted, and who is responsible for vetting these
and compiling the costs for selection?
B.3
Are there opportunities to use alternative brands? How is this presented in the client
presentation to ensure issues are raised but not highlighted?
C.
The Unknowns
This particular review should note any items for which design or pricing is not possible, or for
which inadequate design is available. The Review should :
Determine what further works are required to fully price the project
Decide whether such design is obtainable within the time frame, and action accordingly.
If design is not possible, can provisional sums be used to adequately apportion the risk back
to the client. Is this acceptable to the client?
1.4.3 RISK ANALYSIS

The purpose of the Project Risk Assessment is to provide a summary of risks and their
implication on the project. It is carried out prior to the Contract Price Review, and is then
presented at that review as the basis for assessing the overall risk profile of the project.
It is important to recognise that the risk matrix is a continually evolving process, and
MUST be reviewed at all stages through the project, including during the actual construction
process.
The format of the Project Risk Analysis is shown in Appendix 4 of the Contract Price
Review
The Project Manager Concept is responsible for completing, monitoring and able to
action this risk assessment.
The risk assessment is broken into the following elements

Design Management
A.
Conversion / Client risks

Contractual risks
Design risks
Authorities risks
Construction risks
Estimating risks
OH&S risks
Risk
This section should identify all of the risks on the project. It should include all risks, irrespective
of whether they are high or low risk
B.
Implication
This section should identify the implication of the risk, and then identify whether the risk is
perceived as high, medium or low risk
C.
Corrective Action Procedure

Obviously, the intention is to put in place actions at the early stage of the project which
minimizes risk to Lend Lease. The purpose of this column is to describe what has been done
to minimise the risk identified and explained in sections 1 & 2 above, and then to denote the
resultant risk once the corrective action has been implemented.
D.
Management Status / Action

These two columns identify what action is required by management to address the risk,
whether that be to institute the corrective action, or to address the initial risk at a higher
management level if corrective action is not available.
The Action column must denote the person responsible for carrying out the management
action.
E.
Status DD/MM/YY
As part of the monthly project cost reviews, it is imperative that the risk analysis gets revisited and the idea of this column is to provide an updated status of the risk identified earlier
in the project, together with any further actions required on the risk identified.
Again, it is the Project Managers responsibility to update the risk assessment on a monthly
basis, for review and sign off by the Operations Manager.

Design Management
1.4.4 CONTRACT PRICE REVIEW

The Contract Price Review should be held at least 2 days prior to the submission of the
bid document to the client. This is to allow any items identified in the meeting to be suitably
actioned.
At the contract price / pre-submission review, we are trying to determine :
Was the original strategy review action correct and have all items been addressed?
That all work done is accurate (program, pricing, design etc)
What our competitors will be doing?
What is the maximum profit we can go with to WIN?
Is the body of the submission appropriate and correct?
Company risks if the project proceeds
The persons to be invited to the contract price review include (Also refer to Company
Limits of Authority - section 1.5 of this manual to establish the person with the Authority to
Commit)
Operations Manager
Business Development Manager
Regional LLA marketing and Operations Managers
Project Manager Delivery (if appropriate)
The agenda for the strategy review should be as described below. Note that the detail and
formality of this meeting should be tailored to each project.

Design Management
CONTRACT PRICE REVIEW - PROJECT ______
AGENDA
ATTENDEES:
Business Development Manager
BDM
Operations Manager
OM
PMC
Project Manager Delivery (if nominated)
PMD
Cost Planner
CP

Operations Manager (Asia)
Reg OM
Others As Applicable
DATE:
.......................................................
TIME:
.......................................................
LOCATION:
.......................................................
Asia Projects Operations Manual - Issue 1 / 1.4 - Contract Price Review Format
Design Management
1.0 PROJECT OVERVIEW

1.1
1.2
1.3
1.4
1.5
1.6
Background / History Of Project

Site Location
Project Description
User Needs And Client Requirements
Lend Leases Brief
Bid Preparation Team (LL, Consultants, Etc)
2.0
CLIENT
2.1
2.2
2.3
Corporate Structure - Local And International (Refer Client Organisational

Chart)
Key Players / Decision Makers
Management Of Client
3.0
DESIGN / PROJECT MANAGEMENT
3.1
3.2
3.3
3.6
3.7
Basis Of Design / Concept Design

Development Of Design / Documentation
Design Disciplines (who & scope):
3.3.1
Architectural
3.3.2
Structural & Civil
3.3.3
Electrical
3.3.4
Mechanical
3.3.5
Hydraulic
3.3.6
Process
3.3.7
Other
Management Of Consultants
Summary Of Design Review Held Prior To Contact Price Review
(Minutes To Be Attached)
Design Programme
Design Resources
4.0
CONSTRUCTION
3.4
3.5
4.1
4.2
4.3
4.4
4.5
Site Establishment (Including Marked Up Plan)

Materials Handling
Temporary Services
Local Conditions And Factors
Programme:
4.5.1
Start Date
4.5.2
Completion Date
4.5.3
Wet Weather And Delay Allowances
4.5.4
Overall Network / Bar Chart (Primavera / Sure Trak)
4.5.5
Procurement Programme
4.6 Preliminaries And Supervision pricing
4.7 Site Controls
4.8 Site Safety (risks, SMS)
4.9 Industrial Relations
4.10 Quality Assurance
4.11 Environmental
Design Management
PMC
PMC
PMC
PMC
PMC
PMC
BDM/PMC
BDM/PMC
BDM/PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMC
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
PMD
5.0
THE ESTIMATE
5.1
5.2
5.5
5.6
Estimate Methodology
Summary Of Estimating Review Held Prior To Contract Price Review
(Minutes To Be Attached)
Cover Pricing:
5.3.1
Procurement Strategy
5.3.2
Tender Invitation Documents
5.3.3
Subcontract Packaging
5.3.4
Subcontract Analysis Spreadsheets
5.3.5
Subcontract Analysis Summary Sheet
5.3.6
Items With No Subcontract Cover
Contract Price:
5.4.1
Contract Price Summary (In LL Standard Format)
5.4.2
Provisional Sums
5.4.3
Preliminaries And Supervision Costs
5.4.4
Design And Project Management Costs
5.4.5
Overheads
5.4.6
Taxes, Duties, Special Conditions
5.4.7
Currency Risks
5.4.8
Escalation
5.4.9
Contingency
5.4.10 Margin
Possible Reductions / Savings In Contract Price
Cost Comparison With Similar Projects
6.0
LEGAL
6.1
6.2
6.3
Proposed Head Contract

Subcontract And Purchase Order Conditions
Insurances Required / Covered By Client
7.0
RISKS AND OPPORTUNITIES
7.1
7.2
7.3
Risk Assessment Matrix

Management Of Risks Highlighted In Risk Assessment Matrix
Opportunities
8.0
CONVERSION STRATEGY
8.1
8.2
8.3
8.4
Draft Proposal Document

The Deal
Presentation
The Way Forward
5.3
5.4
CP
CP
CP
CP
CP
CP
CP
CP
CP
CP
CP/PMD
CP/PMD
CP
CP
CP
CP
CP
CP
CP
CP
PMC
PMD
PMD
ALL
ALL
ALL
PMC
ALL
PMC
PMC
Design Management
NOTES:
This agenda is a minimum standard that is to be adopted for all Contract Price Reviews.
It is assumed that all relevant reviews (e.g. estimating, design, programme, etc) have been
undertaken and minuted prior to the Contract Price Review.
All agenda items must have supporting documentation that can be referenced during the
Contract Price Review as required.
Minutes of the Contract Price Review are to be taken, distributed and actioned within two
days of the meeting being held.
Design Management
APPENDICES:
1.
Subcontract Analysis Trade Sheets
2.
Subcontract Analysis Summary Sheets
3.
Contract Price Summary Sheet
4.
Risk Assessment Matrix
Asia
AsiaProjects
ProjectsOperations
OperationsManual
Manual- Issue
- Issue1 1/ Contract
/ 1.4 Contract
PricePrice
Review
Review
Appendices
Format
Design Management
Asia Projects Operations Manual - Issue 1 / Contract Price Review Appendices

Design Management
PROJECT ABC TRADE PACKAGE
Description
Unit
Lend Lease
Asia
Qty
Rate Sub Total
Tenderer No. #1
Qty
Rate
Tenderer No. #2
Sub Total
Qty
Rate
Sub Total
Tenderer No. #3
Tenderer No. #4
Qty
Qty
Rate
Sub Total
Rate Sub Total
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Initial Price
Total (Rs)
ADJUSTMENTS
1
2
3
4
ADJUSTED TOTAL
PROJECT ABC SUBCONTRACT ANALYSIS FOR CONTRACT PRICE

LLI
Adopted Variance
Trade Package

Design Management
TRADE PACKAGE DESCRIPTION
ITEMS WITH NO SUBCONTRACT

COVER
TOTAL TRADE COSTS (Rs)
NOTES :
(a)
(b)
(c)
#1
Tenderer Name
0
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0
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0
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0
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0
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0
The % of subcontractor cover on trades

EVEREST BQ trade costs total
Tender Adjustment No. 1
#2
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Tenderer Name
0
TENDERER
#3
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
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0
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0
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0
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0
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0
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0
Tenderer Name
0
=
=
=
0
0
0
#4
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
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0
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0
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0
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0
Tenderer Name
0
Tenderer Name
0
#5
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
Tenderer Name
0
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0
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0
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0
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0
Tenderer Name
0

Design Management
PROJECT ABC CONTRACT PRICE REVIEW

Exchange Rate Adopted = 1.0
Project ABC
Contract
Price(Initial)
Contract
Price(Initial)
Contract
Price(Initial)
(Rs)
($US)
(Rs)
($US)
(Rs)
($US)
Comments / Notes
Trade Costs
Refer EVEREST summary
Refer s/c analysis
TOTAL NET SITE COSTS :
Design / Project Management
Refer separate estimate
Preliminaries and Supervision
Refer separate estimate
Escalation
SUB TOTAL :
Overheads
Provisional Sums
GROSS PROJECT COST :
Trade Contingency
Margin
5%
15%
Gross including margin, etc.
PROJECT ABC - RISK ASSESSMENT MATRIX

NO
RISK
IMPLICATION
1 CONVERSION / CLIENT

Design Management
1.1
Registration of client
1.2
Stability of client
1.3
1.4
Client review and

analysis procedure
Design Concept
1.5
Project Team
1.6
Costs High
Where is client registered. Is it

capitalised to meet its
Business needs, corporate
strength
What is review system and likely
timing / impact
Does client accept our design
concept, or does he want his own
Has client in place a project
team. Are we using it
2 CONTRACTUAL
2.1
2.2
Form of Contract
Head Contract /
Subcontract Agreement
2.3
Liquidated Damages
2.4
Extensions of Time
2.5
Insurance - Workers
Compensation, Public
Liability, Contract Works,
Professional Indemnity
Client requested changes
Sub-contractor
2.6
2.7
2.8
2.9
2.10
Lend Lease PM / D& C modified

S/C conditions to be back to back
with H.C. Ability for S/C to
manage risk could be an issue
Ability to effectively pass on S/C.
What are LDs.
Time & Cost Wet / Force Majure,
etc.
Who is responsible for
implementing, and what limits
are applicable
Time & Cost if cause delay
Is client responsible for signing
off ? engagement Performance
Time & Cost
Changes to Legislation /
Taxes / charges
Variation procedure
Time & Cost
Performance Guarantees / Is it required and how much for
Security Deposit
how long
H M L
CORRECTIVE
ACTION PROCEDURE
H M L MANAGEMENT/ ACTION
STATUS
STATUS
DD/MM/YY

Design Management
NO
RISK
2.11
Consequential loss
2.12
2.13
Performance bond,
Retention
Defects Period
2.14
Time bars
2.15
Control of site
2.16
Payment Conditions
2.17
Completion
2.18
Currency risks
IMPLICATION
Is it likely to be an issue and if so,

scope ??
What is scope and for how long
till release
What is defects period duration,
and when does it start (Prac
Completion or earlier)
Are there any time bars on
contract for submission of claims
re EOT, variations etc.
Who is responsible for site. LL or
client or third party
What are they, any advance
payments
Definition of completion based
on authorities or client signoff
Who takes, what scope of risk
3 DESIGN
3.1
3.2
3.3
3.4
3.5
3.6
3.7
Geotechnical Risk
Engagement of
Consultants
Design Management
Design fitness for purpose
Design detailing and
coordination, buildability
Material selection
Detail design completion
responsibility
Time & Cost

Poor Performance, Client desired
consultants
Program, client input
Costs implication
Full detailed drawings required
from consultants
4 AUTHORITIES
4.1
4.2
4.3
4.4
Heritage listing of existing

building
Development Approval
Building Approval
Service utilities approval
incl. Head works charges
and fees
N/A
Being reviewed
Being reviewed
Delay to program: Cost
increases
H M L
CORRECTIVE
ACTION PROCEDURE
STATUS
STATUS
DD/MM/YY
NO
RISK
4.5
Implications of client fitout

/ occupation on final
authorities approvals
IMPLICATION
Is client engaging fitout s/c.

Scope and overlap with LL
5 CONSTRUCTION

Design Management
5.1
Warranties
5.2
5.3
5.4
Defect Liability period

Operations and
Maintenance manual
Commissioning
5.5
Ground conditions
5.6
Quality of site team
5.7
5.8
Optimum packaging
solutions
Quality of S/C
5.9
Direct Purchase
5.10
Direct Labor
5.11
5.12
5.13
5.14
Latent conditions
Construction period
Industrial disputation
Inclement weather
What are they, and how are we

dealing with them
Standard practice being reviewed
Will be required
Utilities not operating to allow
production ?
Extent of responsibilities
Design to suit
Geotechnical report
Project premium if not
packaged suitable
Price premium if not packaged
suitable
Poor performance. Program risk.
Have to terminate
Greater control.
Potential saving
Greater control.
Potential savings.
Reputation & Liquidated damages
Currently being reviewed
Allowances included in contract
program
6. ESTIMATE
6.1
6.2
6.3
6.4
6.5
6.6
Rise and Fall

Foreign exchange
Site allowances
Lack of subcontractor cover
Scope of works covered
Cost overruns at GMP
Cost increases
Cost increase
Local conditions being reviewed
Contract price uncertainty
Wrong price
Profit Loss
7 OH&S
7.1
7.2
Principal contractor liability Currently being reviewed

Management of safetyrisk Currently being reviewed
on site
H M L
CORRECTIVE
ACTION PROCEDURE
STATUS
STATUS
DD/MM/YY
1.5 Limits of Authority
imits of Authority
The attached sheets provide the Limits of Authority applicable to various functions of the
Operations process.
Responsibility for allocation of the Limits of Authority lie with the Regional Project Management
Director.
Asia Projects Operations Manual - Issue 1 / 1.5 - Limits of Authority

Design Management
LIMITS OF AUTHORITY - PROJECT MANAGEMENT BUSINESS

REGION : ASIA
Effective Date : 16 July 1998
Revision: 3
Issued : 20/7/98
GENERAL
This section covers common transactions by the Company and authority to bind the Company
when an employees proposed actions may commit the Company to a third party or authorise
payment. If any doubt exists regarding employee authority to commit the Company, reference
must be made to the persons manager.
Limits of Authority for Company employees are detailed below. Any person(s) breaching Limits of
Authority or procedures in this section will be subject to appropriate discipline which may include
termination.
CURRENCY
Limits are denoted in A$. For the purposes of translating into local currencys the following exchange
rates are to be used (reference rate USD/AUD 0.65):
Singapore:
1.05 eg. Multiply the Australian $ limit by 1.05
Thailand:
25
Indonesia:
5000
India:
25
Malaysia:
2.5
China:
5.0
Hongkong:
5.0
If exchange rates at the time of the transaction vary by more than 15% to those listed above use
the prevailing rates and advise the Regional Financial Controller.
DISCRETIONARY LIMITS OF AUTHORITY
The levels of authority have been designed to allow for individual levels of skill and experience.
The limits are based on standard levels of authority which can be increased or decreased at the
(written) discretion of the persons manager within that managers level of authority and with the
approval of that managers manager. A current list of all discretionary allocations of authority within
the Asian Region will be maintained by the Regional Financial Controller.
COMPANY REPRESENTATION & BUSINESS NAME

The only circumstance in which a person may represent they are acting on behalf of a group
company (other than the company in the country in which they are based) is where they receive
authority in writing from the Regional Director. This also applies to use of the name Lend Lease
Property Services or Lend Lease Asia
Asia Projects Operations Manual - Issue 1 / 1.5 - Limits of Authority - Asia

Design Management
ABBREVIATIONS
The following abbreviations are used hereafter:Project Manager (PM); Site Manager (SM); Senior Project Manager (SPM); Project Director (PD);
Senior Site Manager (SSM); Business Development Manager (BDM); Design Manager (DM);
Construction Manager (CM); Local Operations Manager (LOM); Local Financial Controller (LFC);
Country Manager (LCM); Regional Legal Counsel (RLC); Marketing Director (MDR); Regional
Financial Controller (RFC); Regional Operations Manager (ROM); Regional Director (RD); Chief
Executive Officer (CEO)
DELEGATED LIMITS OF AUTHORITY
Design Authorisation (cumulative total per project/ key client)
i) Fully Paid Commission (with written Client commitment to pay):
SPM/PD/LOM/LCM
RD/ROM/MDR
$25,000 or as allocated by ROM

unlimited
ii) Free Service
Within Budget:
LCM/ROM $20,000
RD unlimited
Over Budget:
RD unlimited
Strategy Reviews / Conversion Reviews

(Required on all opportunities before Marketing & Conversion resources progress an
opportunity)
LCM (except key clients)

MDR
RD
CEO
$ 5 million or as allocated by MDR

$ 10 million or as allocated by RD
$ 50 million or as allocated by CEO
unlimited
Tenders, Proposals, Submissions, Letters of Offer with (or without) Price; Time & Contract
Commitments; Head Contract Conditions; Execution & Variations; Commercial
Assessments; other formal contracts; verbal, written or other actions commiting the
Company.
i) Company Commitments To Clients
LCM
ROM
RD
CEO
$ 5 million or as allocated by ROM

unlimited
ii) Head Contract Conditions:
Minor variation to Local

Standard Contract
Major variation with
different risk profile
LCM or LOM* plus RLC

RD or ROM plus RLC
Asia Projects
Asia Projects
Operations
Operations
ManualManual
- Issue -1Issue
/ 1.5 -1Limits
/ 1.5 - Limits
of Authority
of Authority
- Asia
Design
Design Management
Management
Revision
Revision 2,
2, 28/10/98
28/10/98
iii) Variations on Committed Contracts

LOM
$ 50,000 or as allocated by LCM/ROM
LCM
$1 million or as allocated by ROM
ROM
RD
CEO
unlimited
It is the SM/LOM* responsibility to raise all possible contract variations. The procedure for client approval of
variations must be established pre-construction and adhered to. Variation schedules must be included in PCGs
and variations must be tabled for PCG approval. Formal approval must be gained with a client signed Variation
Advice.
Construction Authorisation
i) Head Contract Executed:
LCM:
ROM:
CEO:
$1.0 million or as allocated by RD/ROM

$ 5.0 million or as allocated by RD
unlimited
ii) Head Contract Unexecuted:
RD:
CEO:
$ 25.0 million or as allocated by CEO

unlimited
Design (Consultant Commissions & Ammendments Thereto):i) Within Budget:
SPM/PD
DM/LOM
RD/ROM/LCM:
$20,000 or as allocated by LCM/ROM

$50,000 or as allocated by LCM/ROM
unlimited
ii) Over Budget :
SPM/PD
DM/LOM
LCM:
RD/ROM:
$5,000
$10,000
$50,000
unlimited
Construction (Purchase Orders, Sub-contract Agreements & Amendments Thereto)

i) Within Budget:
SM:
CM/LOM
RD/ROM/LCM:
$ 50,000 or as allocated by ROM

unlimited
ii) Over Budget :
SM
CM/LOM
LCM:
RD/ROM:
Asia
Asia Projects
Projects Operations
Operations Manual
Manual - Issue 1 / 1.5 - Limits of Authority
Authority - Asia
Design
Design Management
Management
Revision
Revision 2,
2, 28/10/98
28/10/98
$ 0 or as allocated by ROM
$10,000
$150,000
unlimited
Overhead Expenditure
I) Within Budget:
ii) Over Budget:
LFC $10,000 or as allocated by LCM/RFC

RFC $100,000 or as allocated by LCM/ROM
LCM/ROM unlimited.
LCM/ROM $100,000
RD unlimited
These authorisations assume standard conditions of contract for each country. Changes to contract
conditions must be approved in accordance with the limits of authority for Head Contract conditions
Batch Approvals or Cheque Signatories
Authorised signatories
unlimited (providing payments are appropriately

authorised)
Note :
a) Changes to cheque signatories must be approved by the RFC & ROM
b) Two individuals must sign each cheque, unless specifically set-up as single signatory imprest account
c) A cheque signing register must be maintained in each Country and reconciled to cheque the LFC.
Declaration of Savings
I) Indicative Share of Savings Advice
LCM:
ROM:

unlimited
ii) Actual Share of Savings Advice
RD/ROM/RFC
unlimited
Settlement of Contractual Disputes

All contractual disputes or legal actions must be referred to the Regional Legal Counsel at the
earliest possible time. Any contractual dispute in excess of $50,000 must not be settled without
reference to Regional Legal Counsel, ROM and RD. Any legal action must not be settled without
reference to Regional Legal Counsel and RD.
Capital Expenditure
i) Within Budget
Do not capitalise:
$______ (Amount in accordance with local

tax regulations but must be less than $500)
LCM:
$50,000
RD/ROM
unlimited
RFC/RD must approve all options to purchase land or buildings and all leases of land or premises
ii) In excess of Budget/Not Budgeted
RD
CEO
LLAsia-Board
$75,000
$100,000
over $100,000
Regional Chief Information Officer must approve all EDP equipment (incl. that within established
budgets)
Asia Projects
Asia Projects
Operations
Operations
ManualManual
- Issue -1Issue
/ 1.5 -1Limits
/ 1.5 - Limits
of Authority
of Authority
- Asia
Design
Design Management
Management
Revision
Revision 2,
2, 28/10/98
28/10/98
Donations & Sponsorships

The following policy on Donations & Sponsorships has been issued by the Lend Lease Corporation
Board:
I)
all political donations, globally, require the pre-approval of the Group CEO, within an annual
budget approved by the LLC Board;
ii)
corporate sponsorships that can be specifically designated as marketing expenses for a
business unit or project should be accounted for as marketing, rather than sponsorships,
and approved by business unit CEOs when these are within the budget approved total and
under $10,000. All other amounts require the pre-approval of the Group CEO or Finance
Director.
iii)
charitable donations should be confined to the non-cash Community Day, other than the
Chairman and Group CEO having authority to approve exceptional amounts up to $100,000
(to be reported to the LLC Board quarterly). Amounts in excess are to be pre-approved by
the LLC Board; and
iv)
a code of conduct for political and charitable donations incorporating the above principle will
be issued to all staff.
Asia
Asia Projects
Projects Operations
Operations Manual
Manual -- Issue
Issue 11 // 1.5
1.5 -- Limits
Limits of
of Authority
Authority - Asia
Design
Design Management
Management
Revision
Revision 2,
2, 28/10/98
28/10/98
ESIGN DEVELOPMENT
The appointed Project Manager Delivery for the Design Development of a Project is responsible
for :
Time
Procurement Schedule
Design Schedule
Admin
Project Filing
Document Controls
PCG
Minutes of Meetings
Cost
PSAs
Cost Planning
Admin
Head Contract
Insurances
Registers
The section of the Design Management Manual is intended to provide the Project Manager
Delivery with the tools and examples to perform his responsibilities in Design Development.
Asia Projects Operations Manual - Issue 1 / 2.0 Design Development

Design Management
2.1 TIME Design Planning
2.1.1 Procurement
Schedule
2.1.2 Design Schedule
ime - Design Planning
2.1.1 PROCUREMENT SCHEDULE

In many projects, the impact of procurement is in direct conflict with the historical way that
our consultants provide design information to us. Hence it is extremely important that the
procurement program and the design program are intrinsically linked. Neither program
has priority over each other, it is a combined program that is the required result.
The procurement system includes a number of steps. It is the Project Manager Delivery
who must take responsibility for the procurement system.
Identification of trade packages
Assessment of procurement time
Impact on design program
IDENTIFICATION OF TRADE PACKAGES

The trade package listing is generic, and includes the following trades (as an example).
Further trade splitting may be required (eg structure) :
Piling
Pile caps
RC structure
Structural steel
Roofing / metal wall cladding
Brickwork & plaster
Tiling
Door frames, doors & hardware
Painting
Dry walls and ceilings
Electrical services
Hydraulic (plumbing & sanitary) services
Fire services
ACMV services
Lift Services
External works
Roller shutters
Aluminium windows / doors / louvres / glass
Specialist metalwork (stainless steel etc)
Asia Projects Operations Manual - Issue 1 / 2.1 - Time - Design Planning

Design Management
ASSESSMENT OF PROCUREMENT TIME

In carrying out this assessment, we first work back from the required on site date, and
include the following times as may be applicable, to get to a series of dates at which the
design must be made available.
Required on site date

Lead time (materials & manpower)
Shop drawing approval times
Shop drawing times
Place order to subcontractor / supplier
Commercial evaluation of tender
Bid / Tender period
Tender preparation time (specs, drawings, documents)
Pre-qualification period
Generally, we should be trying to get drawings etc AFC at time of tender, however this
may not always be possible. Accordingly, the link to the design program is critical, and it
may be necessary to include tender drawings which are preliminary, and then the AFC
details to be finalised during the tender evaluation stage.
IMPACT OF DESIGN PROGRAM

As noted above, a procurement program led from a required on site date may conflict with
the available time for design. In many instances, it is a balancing of the design and
construction program which is necessary, and hence the importance of procurement as a
critical evaluation technique for the overall design and construction period.
For instance, it may be necessary to delay the start on site date due to the unavailability
of design, and this needs to be identified before the bid is submitted. Similarly, it may be
necessary to include additional design resources (at a cost impact on the design fee
component) in order to meet the required on site date, if the client end date is fixed.

Design Management
PROCUREMENT PROGRAM BACK-UP SHEET

Preliminary design
Prequalification of
Compile bid
Package
info required
tenderers
package
Description
(date)
(weeks)
(weeks)
Commercial
AFC
Bid Period
evaluation
drawings
(weeks)
(date)
(date)
Shop
Shop
drawing
drawing
Place order
time
approval
Lead Time
(weeks)
(weeks)
(weeks)
(date)
Required on site date
Asia
Asia
Projects
Projects
Operations
Operations
Manual
Manual
- Issue
- Issue
1 / 12.1
/ 2.1
- Time
Proc- program
Design Planning
backup
Design Management
Activity
Description
Orig
Dur
Weeks

Design Management
Procurement

Doors, frames & hardware tender, eval & lead time
Dry arch tender, eval & lead time
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity

18
24
24
48
72
60
60
60
42
30
36
72
36
60
60
60
60
60
60
60
60

Door, frames & hardware tender, eval & lead time
LLA3

Lend Lease Asia
Sheet 7 of 7
2.1.2 DESIGN SCHEDULE

As noted in section 2.1.1, the design program evolves out of the procurement and
construction programs.
It is the responsibility of the Project Manager Delivery to create the design program, and
this should be done before consultants are appointed, as it is the timing contained within
this program which is required to be committed to by the consultant as part of his
Professional Services Agreement.
A sample design program is attached. Note that the design program should include the
Client Decision making schedule (including client sign off items), such that dates required
to be met to satisfy procurement and construction related tasks are achievable.

Design Management
Activity
Description
Orig
Dur
Weeks
Design
Architectural
LL review
Refinement
LL review
Finishes schedule preparation
LL review
LL review
LL review
LL review
Issue AFC schedule /drawings
LL review
LL review
Miscellabeous details / drawings
LL review
10
5
5
5
10
5
15
5
0
15
5
0
10
5
0
10
5
0
10
5
0
5
5
0
5
5
0
10
5
0

LL review
Refinement
LL review
Finishes sechedule preparation
LL review
LL review
LL review
LL review
Issue AFC schedule / drawings
LL review
LL review
Miscellaneous details / drawings
LL review
Structural
LLS review
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity

LLS review
20
5
LLA3

Lend Lease Asia
Sheet 4 of 7
Activity
Description
Orig
Dur
Weeks
AC submission
Issue AFC
LLS review
AC submission
Issue AFC
Electrical Services
15
3
25
5
20
3
Single line diagram

LLS review
CS1 application
Issue AFC drawings
Compile samples
Order equipment
Fire Services
10
5
5
15
20
10
0
Single line diagram

LLS review
CS1 application
Schematic diagram
LLS review
Issue AFC drawings
Compile samples
Order equipment
Plumbing & Sanitary
10
5
15
20
10
0
Schematic diagram
LLS review
Issue AFC drawings
Schematic diagram
LLS review
Issue AFC drawings
Compile samples
Order equipment
10
5
15
20
10
0
Schematic diagram
LLS review
Issue AFC drawings
Compile samples
10
5
15
5
5
AC submission
Issue AFC
LLS review
AC submission
Issue AFC
Issue AFC drawings
Compile samples
Order equipment
Compile samples
Order equipment
Order equipment
Lift Services
LLS review
Final shop drawings
LLS approval
Order equipment
Run Date
29OCT98
Early Bar
Progress Bar
Critical Activity
LLS review
Final shop drawings
LLS approval
Order equipment
LLA3

Lend Lease Asia
Sheet 5 of 7
Activity
Description
Orig
Dur

Design Management

Run Date
29OCT98
10
0
Early Bar
Progress Bar
Critical Activity
Weeks
LLA3

Lend Lease Asia
Sheet 6 of 7
Activity
Description
Orig
Dur
Weeks
Client Decisions
Client

Design Management
Run Date
29OCT98

1
1
3
3
5
5
5
5
Early Bar
Progress Bar
Critical Activity

LLA3

Lend Lease Asia
Sheet 1 of 7
2.2
ADMIN - Controls
2.2.1
Project Filing
2.2.2
Document Controls
2.2.3
Project Control
Group Meetings
2.2.4
Minutes of Meetings
dmin / Quality
2.2.1 PROJECT FILING

2.2.1.1 General
The following applies to the above systems, whether manila folders, post binders or
computers. Correspondence must be : filed in an ascending chronological fashion, i.e. most recent to the top of the file;
filed regularly, preferably weekly and maintained in good care and storage;
kept free of anecdotal, hand written comments (such comments can be tested in a
court).
Centrally filed (as opposed to filed in personal files);
Guard Filed for large design commissions/site documents. The Guard File purpose is
security, accordingly it must be maintained separate to normal project / commission
files.
Computer files / data stored by electronic / magnetic media in lieu / in addition to hard
copy must be : uniquely identified and stored in a manner that provides data security.
Backed up weekly (maximum) and stored in safes agreed with the Branch Finance
Controller.
Computers must utilise a password and the normal operator must be responsible for : allocation, safekeeping and changing passwords as required.
Registering current passwords with their Manager in the event of their absence.
Individual passwords to files when sharing a common general password on shared
computers.
Employees must ensure no correspondence (written or electronic) discoverable in legal
proceedings can be construed as defamatory or making admissions. E-Mail messages
must, in this instance, be treated as correspondence and as such important E-Mail
messages to a project should be printed and the hard copy put into the project files.
Care must be taken : not to use E-mail for private gain (e.g. unauthorised use as a For Sale board or
similar);
not to modem link any Company computers to outside IT systems without authorisation
as this could allow the admission of a computer virus into the Companys IT systems.
Asia Projects Operations Manual - Issue 1 / 2.2 - Document Controls

Design Management
2.2.1.2 Distribution
Originals of correspondence do not require Branch filing unless requested by a Opeations
Manager. The onus rests on the person signing / receiving correspondence to distribute
same to persons on site / in Branch who should be aware of such correspondence.
2.2.1.3 Electronic Filing

Electronic filing shall in general follow the same principles as manual filing. All electronic
correspondence should be kept in a series of site folders, in accordance with the attached
filing index
All pieces of electronic documentation produced must have the computer drive reference,
project name, file no and date recorded in the footer of the document, so that retrieval can
be readily achieved.
Eg.
C / Schering Plough DPI / A1 / 01
Drive / Project / File no / document within the file
20th September, 1998

Date
2.2.1.4 Manual Filing

The format of the electronic filing system shall be used as the basis of the manual system.
If required, this may be expanded, but overall headings shall remain as stated in section
2.2.1.3
2.2.1.5 Archiving
Upon completion of the project, the Project Manager Delivery shall be pack the files into
archive boxes duly referenced with description of the contents and arrange for these to be
sent to the nominated storage centre.
2.2.1.6 Sub-Contract filing

Upon signing the sub-contract, the documents shall be stored in the nominated filing area
by the Secretary who prepares the documents.
When the Contract is concluded, i.e. upon signing the Certificate of Release and all retention
amount released to the sub-contractor, the files will then be archived and stored for a
period of 7 years, or as required by the particular country.
2.2.1.7 Financial filing

These files shall be the responsibility of the Accounts Department. Financial filing shall
cover the following :
Job Data Sheet

Progress Claims
Client Variations
Budget Transfers
Cost Cards
Purchase Orders and Order Amendments
Insurances

Design Management
Copies of these files shall also be kept by the Project Manager Delivery on site.
2.2.1.8 Head Contract filing

Client or Head Contracts shall be stored in the fire proof filing cabinet in the Accounts
Department.
Contracts can be referenced in the Accounts Department but should not be removed
except for immediate use.
2.2.1.9 Cost Reporting filing

Project cost reports shall be stored in the Accounts Department. Access to these files is
restricted.
2.2.1.10 Drawings and As-Built filing

Project drawings shall be stored on drawing racks. It is the responsibility of the Project
Manager Delivery to set up and maintain the drawings.
When the projects are completed, the Project drawings will be superseded by the As-built
drawings.
2.2.1.11 Estimating and Cost Planning filing

All estimating and cost planning files are kept by the respective project Estimator / Cost
Planner. Access to these files is restricted.

Design Management
PROJECT FILING INDEX
DESIGN MANAGEMENT FILES

A
A1
A2
A3
A4
A5
A6
A7
CLIENT
Correspondence
Fax
Weekly Meeting / Handover
PCG Reports / Minutes
Presentations
Submissions
Miscellaneous
B
B1
B2
B3
B4
LEGAL / CLIENT FINANCIAL

Contract
Variations
Progress Claims
Insurance
C
C1
C2
C3
C4
C5
C6
C7
C8
C9
C10
C11
C12
C13
C14
AUTHORITIES
JTC
URA
MINDEF
BCD
PWD / BSL
FSB
CBPU
NPB
TELECOM
POWERGRID
PUB Water Supply
LTA
BCD Culvert
Miscellaneous
D
D1
D2
D3
D4
D5
D6
D7
D8
D9
DESIGN / ESTIMATE
Design Meeting Minutes
Design Program
Design Fees
Drawing Register
Design Miscellaneous
Estimate
Subcontract Cover
Management Reviews
Cost Reports
E
E1
E2
ARCHITECTURAL
Correspondence
Miscellaneous
F
F1
F2
STRUCTURAL / GEOTECHNICAL
Correspondence
Miscellaneous
G
G1
G2
M&E DESIGN
Correspondence
Miscellaneous
CONSTRUCTION MANAGEMENT
FILES
H
H1
H2
PRELIMINARIES
Correspondence
Miscellaneous

2.2.1.3
- Document
- E-FilingControls
index
Design Management
I
I1
I2
I3
14
15
BUILDING STRUCTURE
Demolition / Site Earthworks
Correspondence
Tender / Contract Documentation
Variations
Progress Claims
Miscellaneous
J
J1
J2
J3
J4
J5
Piling
Correspondence
Variations
Progress Claims
Miscellaneous
K
K1
K2
K3
K4
K5
R.C.Works
Correspondence
Variations
Progress Claims
Miscellaneous
L
L1
L2
L3
L4
L5
Structural & Architectural Steelworks

Correspondence
Variations
Progress Claims
Miscellaneous
M
M1
M2
M3
M4
M5
Roofing / RW Cladding
Correspondence
Variations
Progress Claims
Miscellaneous
N
N1
N2
N3
N4
N5
WET ARCHITECTURAL WORKS

Correspondence
Variations
Progress Claims
Miscellaneous
O
O1
O2
O3
O4
O5
DRY ARCHITECTURAL WORKS

Correspondence
Variations
Progress Claims
Miscellaneous
P
P1
P2
P3
P4
MECHANICAL & ELECTRICAL

Air Conditioning
Correspondence
Variations
Progress Claims
P5
Miscellaneous
Q
Q1
Q2
Q3
Q4
Q5
Electrical
Correspondence
Variations
Progress Claims
Miscellaneous
R
R1
R2
R3
R4
R5
Plumping & Sanitary

Correspondence
Variations
Progress Claims
Miscellaneous
S
S1
S2
S3
S4
S5
Fire Protection
Correspondence
Variations
Progress Claims
Miscellaneous
T
T1
T2
T3
T4
T5
Lifts
Correspondence
Variations
Progress Claims
Miscellaneous
U
U1
U2
U3
U4
U5
Others
Correspondence
Miscellaneous
Progress Claims
Miscellaneous
V
V1
V2
V3
V4
V5
EXTERNAL WORKS
Correspondence
Miscellaneous
Progress Claims
Miscellaneous
W00
W01
W02
W03
SITE
External Correspondence
Related Correspondence
Incoming Correspondence
Outgoing Correspondence
W10
W11
W12
W13
OCC. Health Safety & Environment

Project Safety Plan
Injury Records
Safety Induction
W20
W21
W22
W23
W24
W25
W26
W27
W28
W29
Site / Management
Team Structure & Responsibilities
Directory / Contracts / Addresses
Registers
Site Review Meetings
Employment Personnel
Labour/Supervision Schedules
Annual Leave
Site Diaries
Diapadation Reports
W30
W31
W32
W33
W34
W35
W36
Financial
Cost Report
Design Budgets & Payments
Construction Budgets & Payments
Timesheets
Intercompany Changes
Targeted BOQ
W40
W41
W42
W43
W44
W45
W46
Programmes & Controls

Design & Programme
Overall Target Programme
Medium Range Programme
Two Weekly Programme
Delay Allocation
Material Controls Schedules
W50
W51
W52
W53
W54
W55
W56
W57
W58
W59
Quality Assurance
Project Quality Plan
Project Procedures
Quality Meetings
Training Records
Auditing Records
Non Conformance & Corrective Action Register
Inspection & Test Plans
Banking Element & System Commissioning
Test Results
Standard Forms
X
X1
X2
X3
INTERNAL CORRESPONDENCE
Incoming Correspondence
Outgoing Correspondence
Memorandums
Y
Y1
Y2
COMPLETION
Commissioning
Operation & Maintenance Manuals
Z
Z1
MISCELLANEOUS
Unclassified Correspondence
Asia
Asia
Projects
Projects
Operations
Operations
Manual
Manual
- Issue
- Issue
1 /12.2
/ 2.2.1.3
- Document
- E-Filing
Controls
index
Design Management
2.2.2 DOCUMENT CONTROLS

2.2.2.1 Introduction
The following flow charts have been designed to outline the drawing control procedures
for a large scale project. These procedures define the project team members responsibilities
with respect to drawing controls :1.
2.
3.
4.
AFC (Working Drawings) Procedure

Specification Procedure
Drawing Amendments
Workshop Drawings
Procedures that are mentioned in these flow charts are further expanded on and explained
in the following sections of this document.
It is important to note that the degree of control should be proportional to the degree of
risk and magnitude of documentation.
Smaller projects need not have the extent of controls that follow. This should be resolved
and agreed with Senior Management at the Pre-construction meeting.
Lend Lease adopts a standard Title Block for all projects which, where used correctly,
assists the Project Manager Delivery with the control of drawings.
Examples of standard Title Blocks are attached.
Notes on Title Blocks
Can be either horizontal or vertical.

Identifies Clients and Consultants.
Identifies the Project.
Identifies the Drawing Details :
Drawing title
Drawn by
Checked by
Approved by
Coordinated by
Drawing status
Scale
Project no.
Sheet no.
Issue no.
Identifies the history of the drawing.
Issue no.
Revision no.
Revision description.
Date

Design Management

Design Management

Design Management
2.2.2.2 AFC Drawing Production & Issue

The procedure for the production and issue of AFC drawings is detailed in Flowchart 1 at
the end of this section.
When a drawing is received from the Consultant it shall : have the name of the draftsman, be signed by the engineer/designer, and shall also be
signed by the principal designer of the particular discipline
have a drawing number and revision number on the drawing. Revision numbers shall
be sequential, and each subsequent revision should
a)
Have all amendments since the last revision noted in the amendment box
b)
Have all amendments to the drawing clouded.
As described in the flowchart, the Project Manager Delivery upon receiving the drawing
from the Consultant must : record the date at which the drawing was received (on drawing transmittal), and check
that the appropriate signatures appear on the drawing
review the drawing to ensure it meets the design brief and the clients requirements,
using the drawing compliance sheet as a checklist
carry out a check to ensure the drawings are co-ordinated with other disciplines
have the cost planner check that the drawing conforms with the cost plan (where
applicable)
file document transmittal in the relevant project file.
If the drawing meets the above requirements, the Project Manager Delivery then stamps
the drawings as shown below.
OR
ED F
OV
PPR
:
PMD ptional.)
O
CP (
:
SPM
TION
RUC
E:
DAT :
E
DAT :
E
T
DA
ST
CON

Design Management
Once signed and dated by the appropriate Project Manager, the drawing is passed on to the site
team (via drawing transmittal), and to the Cost Planner if required.
Notes :
(1)
A drawing shall not be deemed Approved For Construction unless the

PMD has signed and dated the drawing.
(2)
No drawing shall be signed off by the PMD unless it has been approved in
writing / signed by the client
(3)
No construction work shall be carried out on site using drawings which

have not been signed off AFC

Design Management
DRAWING COMPLIANCE CHECKLIST
Signatures:
Draftsman
Designer
Co-ordinating Consultant
Chief Designer
Co-ordination Checks: -
Specification
Previous Issue
Other Consultants;
Architect
Structural
Mechanical
Electrical
Civil
Hydraulic
Fire
Traffic
Landscaping
Other
Compliance Checks:
Changes noted
Design Brief
Buildability
Safety Risk Assessment
Environmental Requirements
Authority Requirements
Cost Plan

Design Management
FLOWCHART 1
AFC (WORKING DRAWINGS PROCEDURE)
Drawing issued to Project

Manager Delivery by
Consultant
returns to consultant if not
acceptable for AFC issue
receives drawings, has Cost
Planner check, and signs if OK
Revisions carried
out & signed AFC
to consultants
PMD AFC's confirms that it
meets Client requirements
PMD then :
- Lists Distribution on the
incoming transmittal
- Lists changes if required
and sends to consultants
Site Engineer
- Updates drawing register
- Updates distribution register
- Prints drawings
- Distributes Prints
RED STICK
SITE STICK
FILES

Design Management
SUBCONTRACTORS
SEPIA FILE
2.2.2.3 Specification Production & Issue

The procedure for specification production and issue is outlined in the following flowchart.
In accordance with this procedure, an approved specification shall be signed off by :
the Designer;
Specification Writer;
Project Manager Delivery;
Cost Planner
Relevant Site Engineer
Specifications generally should use the Lend Lease Asia standard specifications, however
these must be modified by the Project Manager Delivery from time to time to reflect changes
to contract conditions and industry practices.
Copies of the LLA standard specifications are kept in the Lend Lease Singapore office on
the project file server computer network

Design Management
FLOWCHART 2
SPECIFICATION PROCEDURE
CONSULTANT PRODUCES
SPECIFICATION USING LLA
STANDARD AS A BASE DOCUMENT
REVIEWED AND SIGNED

OFF BY DESIGNER AND
SPECIFICATION WRITER
CONSULTANT AMENDS
SPECIFICATION
ISSUED TO PROJECT
MANAGER DELIVERY
REVIEWED BY PROJECT
MANAGER, COST PLANNER
AND SENIOR SITE ENGINEER
DOES SPEC. COMPLY WITH

DRAWINGS, CONTRACT
CONDITIONS AND SCOPE
OF WORKS
SPECIFICATION SIGNED
OFF BY :- PROJECT MANAGER
- SITE ENGINEER
- COST PLANNER
ORIGINAL RETURNED TO
CONSULTANT
PROJECT MANAGER
RETAIN COPIES

Design Management
NO
2.2.2.4 Amendment to Drawings

The procedure for amendment to drawings is detailed on Flowchart No. 3.
All amended drawings should have changes noted and issue nos revised. In addition,
any drawing previously issued For Tender or For Construction should have all changes
clouded on subsequent revisions.
The Project Manager Delivery should again use the drawing compliance checklist in
checking the drawing prior to issue.
FLOWCHART 3
DRAWING AMENDMENTS
AMENDMENT MADE TO DRAWING

BY CONSULTANT
ISSUE NUMBER ON TITLE BLOCK

CHANGED TO NEXT LETTER
(E.G. D TO E)
NATURE OF AMENDMENT NOTED

IN AMENDMENT COLUMN ABOVE
TITLE BLOCK
CLOUD ALL CHANGES AND

REFERENCE BACK TO NOTES IN
AMENDMENT COLUMN
ISSUE DRAWING TO SITE

Design Management
2.2.2.5 Drawings Received

A record of all the drawings that have been issued to site must be kept on the project. This
register must be updated weekly and a full drawing register must be generated monthly
for review.
The Project Management office shall also establish and maintain a drawing register. The
register shall be verified against the site register monthly.
An example of a drawing register is shown in Section 2.5.3.
2.2.2.6 Drawings Reviewed

When Incoming AFC Drawings arrive on site, they are stamped received by the Project
Manager Delivery for review.
The PMD must review the drawings for the following :i) Drawing approval by Consultant.
ii) Scope changes which are to be recorded on the scope change / variation register /
issues tracking sheet (where relevant) and into Notification of Delay file (where relevant).
iii) Holds clouded and recorded on the drawing revision.
iv) Safety notes to ensure risks are highlighted and if practical refer to Safe Work Practices
(SWP).
2.2.2.7 Red Stick

The red stick is a stick of drawings containing all the latest amended and new drawings,
in the form of prints, and is titled red stick, so as to reinforce the urgency and importance
of its existence. Its purpose is to provide a quick reference to site staff of new and revised
drawings both AFC and for tender, in an easily accessed manner.
The new and revised drawings that are placed into the red stick need to be viewed by all
applicable staff within a certain time limit so as to only keep the red stick containing the
latest drawings.
A sheet of paper (A4 size), known as the cover sheet, will be placed on the front of each
red stick and have listed all names of site staff for each facility.
After viewing the prints in the stick, the Site Engineer (for example) will sign and date
against his / her name. Drawings in the redstick will only be available for 7 days and the
cover sheet will be replaced every time the redstick is updated.
It is the responsibility of the site staff who are required to view and sign off the drawings,
to go to the drawing bench, view the drawings and sign against their name within the time
specified.

Design Management
RED STICK COVER SHEET
DATE:
DAY:
DISTRIBUTION TO:
ENGINEERS
DRAWING NO
FOREMAN
ISSUE
AFC
OTHER STAFF
DRAWING TITLE
NOTES
ACTION

Design Management
2.2.2.8 Drawings Distributed

Following the stamping of receipt of the drawing by Lend Lease, and after the review by
the relevant team members, a record of all drawings issued out must also be kept.
These records are in the form of a Document dispatch file.
All drawings that are sent from the site office are accompanied by a Document Dispatch
Advice (refer attached). The Document Despatch Advice forms are made up of self
carbonating paper with 2 pages making up one document despatch advice form. A flow
chart illustrating the distribution of document despatch advices is attached.
Drawings or documents being issued by Lend Lease (with the white copy of the document
transmittal attached), will then be placed into the receivers corresponding pigeon hole
situated in the Lend Lease site office, or taken personally to the receiver by a Lend Lease
site personnel or by mail. Pigeon holes will be labeled as to what organisation they
represent. All consultants, sub-contractors, the client, architect etc, who have been
designated a pigeon hole will be notified as to what the system is regarding outgoing
drawings and they shall then be responsible for regularly and frequently checking their
pigeon hole for documentation.
If the destination is remote from site then the documents are mailed, or couriered in the
case of urgent document transmission.
FLOWCHART 4
DISTRIBUTION OF DOCUMENT DESPATCH ADVICE FORM
DOCUMENT DESPATCH
WRITTEN BY ASSISTANT
OR SITE ENGINEER
ACCOMPANIES
DOCUMENT

Design Management
MAIN LEND LEASE FILE

FILED AS FOLLOWS:A) SUBPROJECT TEAM
B) CONSULTANT/
SUBCONTRACTOR
C) CHRONOLOGICALLY
DOCUMENT DESPATCH ADVICE

No. 00001
SENT TO:
ADDRESS:
_____________________________
Project/File No. _________________
_____________________________
Date ____ / _____ / 19 ________.
_____________________________
_____________________________
ATTENTION: _____________________________
COPIES
DRAWING No.
ISSUE
TITLE/REMARKS ETC.
REASON FOR THIS DESPATCH
SENT BY (tick service required)

Messenger / Courier
Mail
Taken Personally
Branch Mail

Design Management
2.2.2.9 Drawings Stored (Site stick files)

The following flowchart illustrates a sample stick filing system on site. All stick files must
be centrally located in the vicinity of the plan bench area.
Original returned by PMD
or Assistant for distribution
and update of stick file
Architectural
Structural
Services
Plans
Sections/elev
Details
Substructure
Superstructure
Steel
Mechanical
Electrical
Hydraulics
Fire Protection
Security
BMS
As Builts
Pre
Post
Stage 1
The sticks will hold all the latest issues of drawings submitted. When new and revised
drawings are submitted, the prints taken for the site sticks will replace any previous issue
of that drawing number. The superseded print is stamped with a superseded stamp and
then removed from the sticks and the revised issue of that drawing put into the stick in its
place.
Prints and / or sepias that become superseded should be kept and filed into horizontal
cabinets situated near the plan bench area.
2.2.2.10 Drawings Stored (Sepia files)

On large scale projects, all drawings (excluding file details and tender drawings) that are
issued to Lend Lease and arrive at the Site Office shall be in the form of a sepia. This is a
copy of the original drawing on trace, to a transparent filing called sepia paper so as to
allow the drawing to be copied easily to a paper print form. Sepia paper is also very
durable.
After copies of the new or updated sepia have been taken for the red stick and other site
sticks and copies taken for distribution, the sepia will have a plastic hanging strip stuck to
the title box end of the sepia and be placed in vertical cabinets. The project will have a
separate cabinet for each facility. Sepias will be filed according to the relative element. All
files must contain the latest revision of all drawings. When a new revision is issued, it will
go into its respective cabinet and sepias stamped superseded. The superseded sepias
will be divided according to facility and consultant.
A further vertical sepia cabinet will be situated in this area and will contain work shop
drawings. This cabinet will be labeled as such and divided into sub-contractors.
Sepias will be taken out of the cabinet by the assistant for printing purposes only and are
to be replaced into the relevant cabinet.

Design Management
2.2.2.11 Workshop Drawings

Flowchart 5 is designed to outline the control procedures set in place for workshop drawings.
A tracking sheet is worthwhile keeping (refer to attached example), as this allows the
status of the workshop drawings to be checked at any point in time.
2.2.2.12 As-Built Drawings

As built drawings are critical to both Lend Lease and its clients. Copies of the as-built
drawings will be held on site in a quick reference file.

Design Management
FLOWCHART 5
WORKSHOP DRAWINGS
Workshop drawing
issued by subcontractor
SITE ENGINEER RESP

FOR TRADE
Notes distribution
updates register
stamps sepia
files transmittals
completes transmittal
to consultant
LEND LEASE
Print to Site file
(unapproved)
CONSULTANT
Stamps approval or
comments as required
and returns to Lend
Lease
ENGINEER RESPONSIBLE
Assesses if drawings can be
approved & stamps as
applicable
Modifications
required
ENGINEER
Updates register
Takes copy for S/C
Original into file of

approved shop
drawings

Design Management
Print of approved
workshop drawing
returned to
subcontractor
Shop Drawing Tracking Sheet
Project:
Project No:
Project Manager Delivery:
Contractor:
Discipline:
Drawing Nos.
Programmed
Actual
Programmed
Actual
Received
Received
Issued
Issued
Lend Lease Site

Lend Lease PMD
Blank
Blank
Blank
Lend Lease PMD
Lend Lease Site
Comments:

Design Management
2.2.3 PROJECT CONTROL GROUP MEETINGS

PCGs examine the way particular project or issues are being managed. They are the
Board of Directors for a project or issue, there are 2 types;
External
Internal
External PCGs
Generally, projects undertaken by the Company have an External PCG comprising
company and Client representatives. External PCGs should meet four to six weekly for
the project duration.
The Chairperson and key Company people should be nominated by the Operations
Manager, but on larger projects or Lend Lease projects, the CEO may nominate.
The Client should be encouraged to nominate its key people, at the highest decision
making level practical. The Client may also nominate/influence the selection of the
Chairperson and the attendees.
Internal PCGs
Some projects as nominated by the Company, may also have an Internal PCG established
to meet and discuss issues approximately 1 week prior to the External PCG. The Operations
Manager or CEO will appoint the Internal PCG membership and nominate its authority.
General
PCGs are formal in nature with Agendas and Reports including Procedural, Authorities,
Design, Procurement, Construction, Programme, Financial, Quality Assurance EH&S.
The attached is a sample format for the first PCG of a Project.
The PCG must not assume the role of Project Manager. It must review, approve, modify
or reject proposals placed before it. It must not manage.
As a general rule, PCGs do not approve expenditure for money. Where a Clients
representative is present at a PCG and gives approval to a proposal, the Company may
only proceed with the proposal when it is contractually authorised and payment
mechanisms are agreed.
The Project Manger, or Project Manager Delivery on construction only projects, is
responsible for scheduling PCG meetings and the preparation and distribution of Agendas,
Reports and Minutes.

Design Management
Sample Format of the First PCG
Asia Projects Operations Manual - Issue 1 / 2.2.3 - Sample PCG

Design Management
PROJECT CONTROL GROUP
MEETING NO. 1
TO BE HELD ON DAY and DATE of PCG
Time of PCG
In The Offices of Client or Lend Lease Address
Attendees :
Client Representatives
Client Name
LL Representatives
Lend Lease

Design Management
AGENDA
1.0
Introduction (usually Minutes of Previous PCG Meeting)
2.0
PCG Procedures (usually Matters Arising from Previous Minutes)
3.0
Authorities
4.0
Design
5.0
Construction
6.0
Contractual & Financial
7.0
General Matters
APPENDICES
A.
Minutes of Previous Meeting
B.
C.
Design Schedule
D.
Drawing Register
E.
Overall Project Schedule
F.
Progress Photographs
G.
Extension of Time Register - Client
H.
Variation Register - Client
I.
Progress Claim Register

Design Management
1.0 INTRODUCTION (USUALLY MINUTES OF PREVIOUS MEETING)

The Project Control Group (PCG) is formed to ensure that both Client Name and Lend Lease
management maintain a consistent overview of the project and have a reasoned involvement
in major decisions. In this sense, the PCG could be considered as a project Board of
Directors.
The PCG therefore meets on a regular basis (usually monthly) to:
review presented reports and submissions

accept such presentations and reports
give overall directions, make decisions and give approvals
resolve different viewpoints
refer items back to the Project Team for additional work or resolution.
An important function of the PCG is to receive reports on the overall status of the project.
While this function may give rise to issues for consideration by the Project Team, the PCG is
not intended to be a problem solving forum.
Section 1.0 usually contains reference to the minutes of the previous PCG meeting.

Design Management
2.0 PCG PROCEDURES (USUALLY MATTERS ARISING FROM PREVIOUS MINUTES)

(i)
Timing
PCG meetings are usually held on a monthly basis, with extra meetings being called
should the need arise. The timetable for forthcoming meetings is agreed at the
conclusion of each meeting.
(ii)
Minutes and PCG Papers

The LL Project Manager is responsible to act as secretary to the PCG.
The major tasks include: taking minutes of PCG meeting and distributing same within one week of the meeting.
preparing the agenda and PCG papers for the forthcoming meeting and distributing
same three working days before the meeting.
organizing the venue for the PCG meeting.
(iii)
Meeting
The PCG meeting is intended to be run on a formal basis with a nominated chairperson.
Together with actions arising out of general business in the meeting, resolutions will be
put for each report seeking acceptance of that report by the meeting.
Action : Nomination of Chairperson.
(iv)
Format
The format of the PCG meeting is as proposed in the Agenda. The PCG papers will
also follow this format, with the body of the report containing summary information
only. Details and supplementary data and programmes will generally be contained in a
series of Appendices to the main reports.
Typically, the following information is contained in Appendices:

Design Schedule
Drawing Register
Extension of Time Register
Variation Register
Progress Payment Schedule
As the project progresses, the agenda of the PCG can be tailored to suit the needs of
the project. For example, a section dealing with Completion and Handover will be
added as we near that stage of the project.

Design Management
3.0 AUTHORITIES REPORT

(i)
General
This section of the PCG Report provides an overview of the status of the approvals of
the Authorities having jurisdiction over the project.
For each of the various Authorities, the following information will be reported:
name of Authority
approval required
responsibility for submission
form and time of submission for approval
status of approval
approval date
conditions of approval.
This information is required for the Authorities Register which will be included in the
Appendix and will be updated at each report.
The bodies from whom approvals will be sought will include:
(ii)
a
b
c
Current Status

Design Management
4.0 DESIGN REPORT

4.1
Introduction
This report aims to identify the status and progress of all aspects of the design and will be
the mechanism for seeking of key approvals.
Reporting of the following elements will be included:
Architectural Design
Structural Design
Services Design
Process Design
Design Consultants Quality Inspections
Approvals will be sought from Name of Client :
Documentation for Construction

Schedules of Internal and External Finishes
Various materials selections.
The approval process for each element can be agreed between Name of Client and Lend
Lease over the next month.
4.2
Current Status
The design status of Project Name can be described as follows :4.2.1 Conceptual Design & Authority Submission Design
4.2.2 Design Development for Tender
Architectural Design
b.
Structural Design
b.
Services Design
b.
Process Design
b.
4.2.3 Detail Design for Construction
a
b
c.

Design Management
5.0 CONSTRUCTION REPORT

5.1
General
This section reports on progress and status of the following items:
progress of major activities since last report

status versus overall programme
delays incurred since last report and cumulatively
procurement of materials and sub-contract packages
status of Client inspections of works.
As construction progresses, photographs of the project will also be included in each PCG
Report.
5.2
Current Status
Construction Activities
Major Construction Activities are :
a
c.
Investigation of site conditions involves :
a
c.
First major construction activity involves construction of :
a
c.
Second major construction activity involves construction of :
a
c.
Third major construction activity involves construction of :
a
c.
Procurement
Tenders already let out:
a
c.

Design Management
Tenders out for pricing are:

a
c.
Tenders currently being prepared:
a
c.
Programme
The overall project schedule is attached in Appendix E and is marked up to reflect the current
status.

Design Management
6.0 CONTRACTUAL & FINANCIAL REPORT

General
This section deals with contractual and financial matters in relation to the Agreements between
Name of Client and Lend Lease on the project. Matters reported will included:
6.1
6.2
6.3
6.4
6.5
6.1
status of contract
status of progress claims and payments
forecast final project costs
variations and provisional sums.
other administrational matters including insurances, bank guarantees etc.
Current Status
The current contract financial status is reported as follows :-
$
_____________
Original Contract Value

including Provisional Sums ($ _________ )
6.2
Contract Sum Adjustments (Refer Appendix _____ )
Forecast Provisional Sum Adjustments
_____________
Approved Variations
_____________
CURRENT CONTRACT VALUE
_____________
Pending Variations
_____________
Variations identified but not submitted
_____________
Forecast Final Contract Sum
_____________
Status of progress claims and payment

The progress claim and forecast castflow for this month is referred to following table.
Month
Advance Payment
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Value Forecast
$
Cumulative Value
$
Claimed
$
Paid
$
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

Design Management
6.3
Contract Programme Status

Contract Completion Date
______________________
Approved Extensions of Time
______________________
Extensions of Time Pending
______________________
Adjusted Contract Completion Date
______________________
Forecast Completion Date

Design Management
7.0 GENERAL MATTERS

This section is reserved for matters that are not logically included in other sections of the
report. Typically, these might be:
7.1
Schedule of future meetings

Name of Client or Lend Lease functions in the near future.
Project ceremonies
Current Matters
Future meetings
A Timetable and location to be agreed.

Design Management
APPENDIES
A.
B.
C.
Design Schedule
D.
Drawing Register
E.
F.
G.
Extension of Time Register - Client
H.
Variation Register - Client
I.
Progress Claim Register

Design Management
2.2.4 MINUTES OF MEETING

Minutes of meetings must be accurate and detail exactly the required actions, the
responsible party, the date for the completion of the required action and each item must
be correctly accepted and recorded as being completed.
As a minimum standard the minutes must contain the following :
Project Name;
Meeting Reason / Title and Number;
Meeting Venue and Time;
Attendees;
Apologies;
Distribution Listing;
Acceptance of Previous Minutes;
Business/Discussion Items;
Minutes Taken By;
Closing Time of Meeting - Not mandatory.
At all times it is imperative to ensure that all action items are minuted.
When an action item is completed a record of the action occurring is to be recorded in the
minutes.
Where possible minutes shall be typed immediately upon completion of the meeting and
distributed, by the accepted project means, as soon as possible after production.
All minutes of meetings shall be in the hands of all attendees at no later than one
working day prior to the commencement of the next meeting.
Where possible the agenda shall be prepared and distributed to all attendees prior to the
commencement of the meeting.
The party responsible for producing the minutes of meetings is that person nominated as
the controller for that particular element of the project.
This person is also responsible for the signing - off of the minuted items.
Asia Projects Operations Manual - Issue 1 / 2.2.4 Minutes of Meetings

Design Management
EXAMPLE ONLY
THE GOLDEN APPLE REFURBISHMENT PROJECT
Minutes of .. Meeting No. 2

held on Site at Lend Lease Interiors Site Office
25 Crab Apple Drive, Greensward
At 9:00 am 25th January, 1994
PRESENT :
APOLOGIES
Nil
DISTRIBUTION :
Those Present
File A3
ITEM
1.0
BUSINESS
DATE
Minutes of the previous meeting were accepted as a

true and accurate record, except as noted below :
Note
GA Inc. commented re. Minute 1/3.11 that the proposal

must comply with GA Inc. Standard for Ergonomics.
Note
MINUTES OF PREVIOUS MEETING

1.1
2.0
ACTION
DESIGN
2.1
Meeting closed at 11:35am

Next meeting to be held 9:00am 22nd February, 1994 at GA Inc. Head Office.
Signed : _________________________
Asia Projects Operations Manual - Issue 1 / 2.2.4 Minutes of Meetings

Design Management
Date : ______________________
2.3 COST - Procurement/

Commitments
2.3.1 Professional Services

Agreements (PSA)
2.3.2 Cost Planning
ost - Procurement/Committments
2.3.1 PROFESSIONAL SERVICE AGREEMENT

GENERAL
Even though the Company subcontracts most of its head contract obligations, engaging
consultants does not relieve the Company of its responsibility for performance of these
obligations (unless a limitation of liability is expressly included in the head contract).
The Professional Services Agreement is the form of contract that we currently use to
engage our consultants.
It is the Project Managers responsibility to identify Head Contract conditions different to
our standard PSA conditions and ensure they are managed or incorporated in PSAs. The
Company Procurement Skill Module deals extensively with issues in this section.
STANDARD FORMATS
There are four PSAs versions applicable to Lend Lease as a whole, however, the two
most frequent PSAs used are
Design Services - major works
Design Services - minor works
A copy of both of these types of PSAs is attached, together with typical appendices that
may be used as a base for structural and architectural engagements. The other two PSAs
used on a less frequent basis are one for LLDG and one for Non-Design services (e.g.
Wind Tunnel Tests, Acoustic Reports, etc.).
Prior to tendering or negotiating Professional Services Agreements with consultants, a
Project specific base Agreement to reflect the head contract must be developed by the
Project Manager in consultation and with approval of the Operations Manager and the
Regional Legal Officer. Based on the appropriate standard PSA version, the following
matters, as a minimum, must be considered in its preparation : Head Contract method of payment for design which may significantly affect consultant
fees;
Head Contract provisions in relation to design. These should be incorporated into
agreements and may include document insurance, professional indemnity insurance,
copyright, reports, etc;
Particular requirements for management systems including QA and EH&S
The Operations Manager must approve any changes to the conditions of standard PSAs.
Amendments to PSA schedules must also be authorised by the Operations Manager.
Checklists for Schedule A requirements in the PSA are available in the LLPS Blue Book
(Procurement / 08b Guidelines).
Asia Projects Operations Manual - Issue 1 / 2.3 - Procurement

Design Management
PROFESSIONAL SERVICES AGREEMENT
BETWEEN
LEND LEASE (SINGAPORE) PTE LTD
AND
[CONSULTANT]
PROJECT : [
To Be Used For All Agreements

With External Architectural and Engineering Consultants
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Long Form)
Project Management / Page 1
INDEX
Clause No.
Subject
Page
Agreement
Definitions
The Services
Performance of the Services
Lend Lease Singapores Role
Scope of Responsibility
Insurances
Fees and Payment
Copyright
Environment, Health and Safety
10
Quality
11
Confidentiality
12
Conflict of Interest
10
13
Termination
10
14
Notices
11
15
Assignment and Subcontracting
11
16
Interpretation
11
17
Arbitration
11
18
Entire Agreement
11
19
Millenium Warranty
11
Schedule A
The Services
13
Schedule B
Fees and Hourly Rates
14
Schedule C
Personnel and Representatives
15
Schedule D
Miscellaneous Items
16
THIS AGREEMENT is made the ..................... day of ......................... , 19 ............... between the
following parties:
1.
LEND LEASE (SINGAPORE) PTE LTD of 510 Thomson Road #06-01 SLF Building
Singapore 298135 (LLS); and
2.
........................................................................................................................................... of
............................................................................................................... (the Consultant)
RECITALS
A.
LLS has been engaged by the Client to commence the design of the Project to be located at
the Site.
B.
The Client and LLS are negotiating / have entered into the Head Contract whereby it is
intended that LLS will design and construct the Project.
C.
LLS wishes to engage the Consultant on behalf of the Client to perform the Services and the
parties have agreed that the Consultant will perform the Services on the terms set out herein.
THE PARTIES AGREE

1.
The Consultant must provide the Services in accordance with this Agreement.
2.
LLS must pay the Consultant the Fees due in accordance with this Agreement.
3.
The Agreement means:

(a)
this page;
(b)
the Conditions annexed hereto; and
(c)
Schedules A, B, C, and D annexed hereto.
SIGNED for Lend Lease (Singapore)

Pte Ltd
......................................................
SIGNED for the Consultant
......................................................
THE CONDITIONS
1.
DEFINITIONS
In this Agreement, unless the context requires otherwise:

Client means ..............................................................................................................................
Fees means the fees payable for the Services as set out in Schedule B, as adjusted in accordance
with this Agreement.
Head Contract means the contract or contracts entered into, or to be entered into, between the
Client and LLS under which LLS will execute certain work and of which the Services form part.
losses include losses, costs, expenses, damages and liabilities of whatsoever kind.
Project means the project to be completed by LLS under the Head Contract and of which the
Services form part.
Services means the services referred to in Schedule A of this Agreement.
Site means the land, buildings or other places made and to be made available to LLS by the
Client for the purposes of the Head Contract and any other land, buildings or places which LLS
advises the Consultant form part of the Site.
2.
THE SERVICES
2.1
The Consultant must provide the Services described in Schedule A and any services
necessarily incidental thereto in accordance with this Agreement.
2.2
Unless otherwise instructed in writing by LLS, the Consultant must commence the Services
not later that the date set out in Schedule D.
2.3
Where the Services have been commenced prior to the date of this Agreement the provisions
of this Agreement will apply as if those Services had been commenced after the date hereof.
2.4
If Schedule A prescribes the provision of the Services in stages, the Consultant must not
commence a stage, other than Stage 1, without the prior written approval of LLS. LLS must
provide written approval to the Consultant prior to requiring it to commence a stage other
than Stage 1. LLS will not be obliged to pay the Consultant for any Services performed
without this written approval.
3.
PERFORMANCE OF THE SERVICES
3.1
LLSs Requirements, Information, Co-ordination

3.1.1 The Consultant must take all steps necessary to clarify and confirm LLSs requirements
for the Services.
Before proceeding to detailed work for any design or drawing the Consultant must first
obtain LLSs approval to its proposed concept design(s).
3.1.2 The Consultant must examine the information and documents relating to the Project
referred to in Clause 4.1.1 and, subject to this Clause 3.1.2, will be deemed to have
satisfied itself of their sufficiency for the purpose of satisfying its obligations under this
Agreement. If the Consultant is not so satisfied it must advise LLS immediately in
writing requesting the further information, documents or amendments it requires.
3.1.3 The Consultant must perform the Services so as to meet the requirements of the
information and documents provided by LLS under Clause 4.1.1 including any
amendments thereto requested by LLS or requested by the Consultant and accepted
in writing by LLS.
3.1.4 If requested by LLS, the Consultant must provide LLS with a detailed programme and
a schedule of its resources showing to LLSs satisfaction how it intends to comply with
any programme provided under Clause 4.1.1.
3.1.5 The Consultant must co-ordinate its performance of the Services with other consultants
and contractors engaged by LLS. Without limiting the generality of the foregoing, the
Consultant must provide without charge to other consultants and contractors engaged
on the Project drawings / diskettes and other documentation relating to the Services
as may be reasonably required by them.
3.2
Matters Likely to Change or Delay the Services

If the Consultant becomes aware of any matter which may change or delay the performance
of the Services it must advise LLS immediately. The advice must include detailed particulars
of the likely change or delay and recommendations to minimise any adverse effect from it.
3.3
Nominated Personnel
3.3.1 The Consultant must ensure that subject to events beyond its control the personnel
listed in Schedule C are the key personnel performing the Services.
3.3.2 The Consultant must not change any of its personnel listed in Schedule C without the
prior written consent of LLS.
3.3.3 LLS may make at any time reasonable objections to any of the personnel listed in
paragraph 1 of Schedule C and to any replacement personnel. Upon receipt of a
written objection from LLS, the Consultant must use its best endeavours to replace the
person or persons to whom objection has been made.
3.4
Consultants Representative
The person referred to in paragraph 2 of Schedule C is the Consultants authorised
representative for all the purposes of this Agreement. The Consultant must advise LLS in
writing prior to changing its authorised representative.
3.5
Professional Services
3.5.1 The Consultant must perform the Services with the degree of professional skill, care
and diligence expected of a consultant experienced in providing the same or similar
services. The Consultant acknowledges that LLS has entered into this Agreement in
reliance upon the Consultants representation that it has the skill, experience and ability
to provide the Services.
3.5.2 The Consultant must hold all necessary certificates and registrations required in
Singapore for it to carry out the Services, and if so required, the Consultant must show
to LLS evidence as to the currency of such certificates.
3.5.3 The Consultant must ensure that designs, documents, types of materials and methods
of construction proposed or specified by the Consultant:
(a)
are suitable for their intended purposes;
(b)
comply with all relevant codes, legislation, ordinances, regulations and Singapore
Standards, unless otherwise instructed by LLS; and
(c)
do not infringe any patent, registered design, copyright or other protected right.
3.5.4 In performing the Services, the Consultant must:

(a)
have regard to any relevant cost plan or budget for the Project which is
communicated by LLS; and
(b)
advise LLS in respect of reasonable alternative designs or methods.
3.5.5 The Consultant must make site inspections at such periodic intervals as the Consultant
may consider necessary to satisfy itself that the construction works of the Project are
being executed properly and to enable the Consultant to certify in accordance with
statutory and other requirements the completion of various stages of the Project.
3.5.6 The Consultant must advise LLS and obtain direction if the Consultant becomes aware
that the requirements of this Agreement conflict.
3.6
Design Review
LLS may engage a suitably qualified person to review the designs carried out by the Consultant.
When requested by LLS, the Consultant must provide to LLS in a timely manner, all relevant
information relating to the Consultants designs in order that the review may be expedited.
4.
LLSS ROLE
4.1
Information and Documents

4.1.1 LLS must ascertain the Clients requirements for the Project and will make available to
the Consultant at appropriate times information and documents relevant to the Services
which may include:
(a)
design briefs which will define the Clients requirements;
(b)
the programmes, which will set out the key dates for the provision of the Services;
(c)
the document schedules based on the programmes, which will set out the dates
on which the drawings, specifications and other documents to be provided by
the Consultant are required by LLS; and
(d)
cost parameters applicable to the designs to be provided by the Consultant.
4.1.2 LLS must endeavour to provide the further information, documents or amendments
requested by the Consultant under Clause 3.1.2 promptly so as not to delay the
Consultant in the provision of the Services.
4.2
Instructions
4.2.1 The Consultant must comply with LLSs instructions unless within 5 working days of
receipt of an instruction the Consultant advises LLS in writing that it has an objection
to the instruction and sets out therein the nature of the objection. The parties must
discuss the objection and then LLS must give a further instruction to the Consultant.
4.2.2 LLS may instruct the Consultant to make changes (including additions, omissions or
reductions) to the Services, programmes or document schedules and those changes
will become part of the Services, programmes or document schedules from the date of
each instruction.
4.2.3 If LLS instructs the Consultant to rectify errors or omissions for which the Consultant is
responsible found in drawings, specifications of other documents prepared by the
Consultant, the Consultant must comply immediately with the instruction and reissue
the drawings, specifications or other documents at its own cost.
4.3. Changes to the Services, programmes and document schedules

4.3.1 If the Consultant believes that any change to the Services, the programmes or the
document schedules should result in any increase to its Fees, the Consultant must
give written notice of this belief to LLS within 7 calendar days of the change being
notified to the Consultant. In the Consultants written notice to LLS, or as soon as
possible thereafter, it must specify the following:
(a)
the reasons for which it claims the increase, and
(b)
an estimate of the value of the increase and the calculations therefore.
4.3.2 Any change to the Fees will be based upon the Fees or the hourly rates set out in
Schedule B. Where hourly rates are applied LLS may set an upper limit of expenditure
which the Consultant must not exceed without prior written approval of LLS.
4.3.3 Notwithstanding any other clause in this Agreement, LLS will not be liable for the payment
of any fees in addition to the Fees referred to in Schedule B unless:
(a)
the Consultant complies with the notice provisions in Clause 4.3.1, and
(b)
the nature and approximate extent of any additional fees and the associated
work or services are approved in writing by LLS prior to commencement of the
additional work or services (unless this requirement is waived in writing by LLS).
4.4
Approvals by LLS
Approvals given or reviews undertaken by or on behalf of LLS, will not alter or relieve the
Consultant of its obligations under this Agreement.
4.5
LLSs Representative
The person referred to in paragraph 3 of Schedule C is LLSs authorised representative for
all the purposes of this Agreement. LLS must advise the Consultant in writing prior to changing
its authorised representative.
5.
SCOPE OF RESPONSIBILITY
5.1
Scope of Responsibility
5.1.1 The Consultant indemnifies LLS against all claims, liability or loss in respect of personal
injury (including death) to any person or damage to any property (other than the Project)
arising out of or in connection with the Services, to the extent that the same is due to
the negligence or default of the Consultant or its employees, agents or contractors.
5.1.2 The Consultant will be liable for the care of all drawings, specifications and other
documents prepared by the Consultant or entrusted to it by LLS until they are returned
by the Consultant to LLS.
5.1.3 The Consultant acknowledges that should it breach this Agreement LLS may incur
costs and suffer losses in connection with the obligations of LLS under the Head Contract
including but not limited to damages for late completion, delay and disruption costs
and rectification costs.
6.
INSURANCES
6.1
Employees and Agents

The Consultant must effect and maintain insurance against any liability which may arise at
common law or by virtue of any relevant workers or accident compensation legislation, in
respect of any person employed by the Consultant in connection with the Services.
6.2
The Consultant must effect and maintain professional indemnity insurance with a limit of
indemnity of not less than the amount stated in Schedule D to this Agreement in respect of
legal liability arising from a breach of professional duty or negligence whether that duty is
owed in contract or otherwise by reason of any act error or omission by the Consultant or its
employees, agents or contractors.
The Consultant must effect this insurance prior to commencing the Services and must maintain
it for not less than 6 years after the completion of the Services or the termination of this
Agreement unless it is unable to continue to effect the full insurance during this period and
LLS gives written approval to reduce or discontinue the insurance.
6.3
Evidence of Insurance
The Consultant must provide LLS, upon request, with evidence of the terms and currency of
the insurances referred to in this Clause.
7.
FEES AND PAYMENT
7.1
The fees for the Services are those set out in Schedule B (the Fees), as adjusted in
accordance with this Agreement.
7.2
At monthly intervals the Consultant may submit an invoice for the Fees due for Services
provided accompanied by information sufficient to allow LLS to verify each invoice to its
satisfaction.
7.3
Subject to the proper performance of the Services, LLS must pay the amount invoiced within
1 month of receipt by LLS of each invoice unless any amount is disputed by LLS in which
case LLS must pay the amount, if any, not in dispute.
8.
COPYRIGHT
8.1
Unless otherwise required by the Head Contract, copyright and ownership in all designs and
other information provided or prepared by the Consultant under this Agreement remains
with the Consultant.
8.2
LLS and the Client will have a licence to use those designs and information for any purpose
associated with the Project before or after its completion.
9.
ENVIRONMENT, HEALTH AND SAFETY (EH&S)
9.1
In performing the Services, the Consultant must:
9.1.1 advise LLS of EH&S hazards associated with designs, documents, types of materials
and methods of construction proposed or specified by the Consultant; and
9.1.2 provide assistance to LLS as reasonably required with regard to amending the
Consultants designs or other proposals, to achieve solutions to these hazards.
10. QUALITY
The Consultant must prepare and implement to the satisfaction of LLS a quality assurance
system for the Services in accordance with LLSs requirements.
11. CONFIDENTIALITY
11.1 The Consultant must keep secret and confidential and must not disclose to a third party
without the prior written consent of LLS information, data, specifications, drawings, reports,
accounts or other documents and things supplied or made available by LLS or the Client to
the Consultant or brought into existence by the Consultant in the performance of or for the
purpose of performance of the Services and must take or cause to be taken such reasonable
precautions as may be necessary to maintain secrecy and confidentiality and prevent
disclosure, including obtaining confidentiality agreements in a form satisfactory to LLS from
its employees, agents and subcontractors.
11.2 The Consultant must not advertise, publish or release information to the public concerning
this Agreement, the Services or the operations of LLS or the Client without the prior written
consent of LLS (which will not be withheld if the information is legally required to be produced).
11.3 The obligations contained in this Clause will survive the term or termination of this Agreement
and will be enforceable at any time at law or in equity.
12. CONFLICT OF INTEREST

The Consultant must inform LLS immediately of any matter connected with the performance of the
Services which could give rise to an actual or potential conflict of interest.
13. TERMINATION
13.1 LLS may terminate this Agreement by giving written notice to the Consultant if the Consultant
fails to rectify a default under this Agreement within 7 calendar days of a written request from
LLS to do so. Without limiting the generality of the foregoing, a default by the Consultant
includes:
13.1.1
the whole or partial suspension of the Services without reasonable cause;
13.1.2
a failure to proceed with the Services regularly or diligently or in a competent manner;
13.1.3
a failure to comply or an unreasonable delay in complying with a written direction

given by LLS; or
13.1.4
a failure to proceed with the Services in accordance with the programmes or

document schedules referred to in clause 4.1.1.
13.2 If LLSs appointment under the Head Contract is terminated for any reason then this Agreement
will be deemed to be automatically terminated at the same time.
13.3 Notwithstanding any other provision of this Agreement, LLS, for its sole convenience, may
terminate this Agreement by giving 7 calendar days written notice to the Consultant.
13.4 If this Agreement is terminated under Clause 13.1, 13.2 or 13.3 LLS, without prejudice to
any other rights or remedies it may have, must pay the Consultant the Fees properly due for
the Services performed to the date of termination. In addition, if this Agreement is terminated
under Clauses 13.2 or 13.3 and the Consultant is not in default under this Agreement, the
Consultant will be entitled to reimbursement for any expenses reasonably incurred by it prior
to the date of receipt of the notice of termination in contemplation of it providing the balance
of the Services.
13.5 Upon the termination of this Agreement for any reason the Consultant shall issue a letter of
release together with original or certified true copies of drawings, authority submission
approvals and other relevant documents to one or all of LLS, the Client and any relevant
authority, as LLS directs, to enable LLS to appoint a replacement consultant on behalf of the
Client to continue with the Services without delay.
13.6 Subject to Clauses 13.1 to 13.5, the parties acknowledge that their rights to terminate this
Agreement are governed by the common law.
14. NOTICES
Any notice given under this Agreement will be given properly if delivered by hand or sent by certified
mail or facsimile to the address of the party to receive the notice stated in Schedule D (or such
other address as may be notified in writing by one party to the other).
15. ASSIGNMENT AND SUBCONTRACTING

The Consultant must not assign or subcontract this Agreement or any right or obligation thereunder
or any part thereof without the prior written approval of LLS.
16. INTERPRETATION
16.1 The headings are for reference purposes only and must not be used in the interpretation of
this Agreement.
16.2 This Agreement must not be construed to the disadvantage of LLS on the basis of LLS
putting forward this Agreement.
17. ARBITRATION
17.1 Any difference or dispute between LLS and the Consultant shall be referred to arbitration by
a person to be agreed upon between the parties or failing agreement within 14 days after
either party has given to the other a written request to agree to the appointment of an Arbitrator,
a person to be nominated by the President of the Singapore Institute of Architects at the
request of either party.
17.2 Unless otherwise agreed to by LLS, the Consultant shall continue to carry out the Services
despite any reference to arbitration hereunder.
18. ENTIRE AGREEMENT

This Agreement is the entire agreement between the parties for the Services and supersedes all
previous agreements, proposals, representations, correspondence and discussions in connection
with the Services.
19. MILLENIUM WARRANTY

19.1 The Consultant acknowledges that all subcontracts entered into or to be entered into between
LLS and any Subcontractor will contain the following warranty in favour of LLS
The Subcontractor must ensure that all software, hardware and firmware including computer
programmes, and any other material, facility or device (the Programs) contained within the
Works which are in any way affected by dates:
(a)
have been specifically designed, programmed and comprehensively tested to provide

full functionality and operate without adverse effect with respect to all dates; and
(b)
if required by this Subcontract, have been specifically designed, programmed and

comprehensively tested to operate in conjunction with hardware, software and firmware
or any other products or components, not contained within the Works but which have
been specified by [***] (other Components), such that both the Programs and Other
Components will when operating in conjunction with each other provide full functionality
and operate without adverse effect with respect to all dates; and
(c)
will in all circumstances provide full functionality and operate without adverse effect
with respect to all dates; and
(d)
will without limitation deal properly with:

(i)
the transition from 9 September 1999 to 10 September 1999;
(ii)
the transition from 31 December 1999 to 1 January 2000;
(iii)
leap years;
(iv)
all calculations based on dates, including calculations such as subtractions,

additions, percentages, sequences and comparisions; and
(v)
functions that are programmed to commence or end on a particular date.
The Subcontractor must ensure that all modifications, including revisions, additions,
omissions and upgrades to the Programs must comply with the requirements of this
clause.
19.2 The Consultant warrants that no specification, drawing, or other material produced by the
Consultant pursuant to this Agreement will in any way conflict with the requirements of the
above warranty and that the Consultant will generally provide its Services in such a way as
to enable all Subcontractors to comply with the above warranty.
19.3 The Consultant warrants that no failure of the Consultants own software, hardware or firmware
in relation to the transition from 31 December 1999 to 1 January 2000 will prevent the
Consultant from providing its Services in accordance with this Agreement.
19.4 The Consultant will ensure that the provisions of this Clause 19 will be reflected in all
agreements between the Consultant and any sub-consultants it engages in relation to the
Project.
Encs.
MM/sk
SCHEDULE A
THE SERVICES
The Consultant must perform and provide (and the Fees will be deemed to be paid in respect of)
the following specific services and any services necessarily incidental thereto:
Insert as is appropriate either:

a)
the Schedule for Architectural Services
b)
the Schedule for Civil & Structural Engineer Services, or
c)
the Schedule for M & E Services.
SCHEDULE B
FEES AND HOURLY RATES
Insert as is appropriate either:

a)
the Schedule for Architectural Services
b)
the Schedule for Civil & Structural Engineer Services, or
c)
the Schedule for M & E Services.
SCHEDULE C
PERSONNEL AND REPRESENTATIVES
(1)
THE CONSULTANTS PERSONNEL ARE:
(2)
THE CONSULTANTS REPRESENTATIVE IS:
(3)
LLSS REPRESENTATIVE IS:
SCHEDULE D
MISCELLANEOUS ITEMS
1.
Date of Commencement of Services :

(Clause 2.2)
2.
Amount of Professional Indemnity Cover : Five million dollars

(Clause 6.2)
3.
Address for Service of Notices (Clause 14 ) is as follows:

Lend Lease (Singapore)
Pte Ltd
510 Thomson Road

#06-01 SLF Building
Singapore 298135
Attn : The Managing Director
Consultant
Attn :

(Short Form for minor architectural commissions)
BETWEEN
AND
[CONSULTANT]
PROJECT : [
This is a short standard form Professional Services Agreement (PSA) for use for appointing
consultants based on architectural services only. This form of contract may only be used
with the permission of the appointed Project Director. As a rule, the long form PSA is to
be used at all times.
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Short Form - Architectural Only)
[ LLS LETTERHEAD ]
Consultant
Address of
Consultant
Attn :
Dear Sirs
[ Description of Project ]
On behalf of our client, [ name of client ] , we are pleased to advise that you have been appointed
as the architectural consultant for the above project on the terms set out in this letter.
1.
FEES AND PAYMENT
You will be paid the lump sum fee of ($

) for the Services. This Fee is not subject to
adjustment except as otherwise stated in this letter.
The Fees will be paid in accordance with the following Schedule of Payments.
% Payable
DC Submission
Obtaining PP
Obtaining WP
5
2.5
2.5
BP Submission
BP Approval
20
15
Commence piling works

Construction
2.
5
40
TOP
CSC
5
100
THE SERVICES
You must provide the following services including any services incidental thereto:
2.1
To prepare, certify and submit the necessary drawings to all authorities concerned and to
obtain the necessary clearances and approvals as required by the Planning Act, the Building
Control Act and all other relevant Acts having jurisdiction over the proposed development.
2.2
To liase closely with the relevant authorities in order to obtain the necessary clearances and
approvals within the shortest possible time frame and in any event not later than the date(s)
set out in the attached design programme.
2.3
To prepare detailed drawings or such design input as is necessary for the due and proper
completion of the project.
Before proceeding to detailed work for any design or drawing you must first obtain Lend
Leases approval to your proposed concept design.
2.4
To provide all the necessary prints of drawings for submission to the authorities. Upon
approval of the plans, issue to LLS a complete set of certified true copies of the approval
plans.
2.5
To provide copies of preliminary drawings to LLS for comments and 3 copies of approved
drawings for construction. Additional prints, if required, shall be reimbursed at cost.
2.6
To provide without charge drawings / diskettes and other documentation relating to the
Services to other consultants and contractors engaged by Lend Lease on the project as may
be reasonably required by them.
2.7
To attend regular site and / or design meetings for proper co-ordination of works.
2.8
To provide professional judgments, statements or opinions as and when necessary.
2.9
To carry out all necessary site inspections in order to endorse the Certificate of Supervisions
and any other certifications required by the authorities.
2.10 To apply to the relevant authorities for the Certificate of Statutory Completion and / or
Temporary Occupation Permit upon completion of the works.
2.11 To prepare as-built drawings and issue 2 sets of the drawings to LLS.
2.12 [Consider any other services to be listed having regard to any special conditions
under the Head Contract......]
3.
PROFESSIONAL SKILL
You must perform the Services with the degree of professional skill, care and diligence expected of
a consultant experienced in providing the same or similar services. You must ensure that the
designs, documents, types of materials and methods of construction proposed or specified by you
are suitable for their intended purposes.
4.
TIME FOR PERFORMANCE
You must perform the Services in accordance with the design programme attached hereto and any
additional more detailed programmes issued by Lend Lease from time to time. If for any reason
you fall behind any programme Lend Lease may issue a further acceleration programme which
you must immediately comply with.
If you become aware of any matter which may change or delay the performance of the Services
you must advise Lend Lease immediately.
5.
COMPLIANCE WITH INSTRUCTIONS
You must comply with all instructions given to you from time to time by Lend Lease in relation to the
Services.
6.
VARIATIONS
Lend Lease may instruct you at any time to make a change to the Services. If you believe that any
such change should lead to an increase in your fees, you must give written notice of this belief to
Lend Lease within 7 calendar days of you being notified of the change. If you do not give such
written notice you will not be entitled to any increase in your fees in respect of the change.
7.
STATUTORY OBLIGATIONS
You must, at your own expense, comply with and give all notices required by all laws effecting the
Services, including Acts of Parliament and subsidiary legislation, codes of practice and requirements
of competent authorities. Upon completion of the Services or upon termination of your appointment
for any reason, you must surrender to Lend Lease any documents in your possession issued by or
evidencing the approval of authorities in connection with the Services.
Without limiting the generality of the foregoing, you must hold all necessary professional certificates
and registrations required in Singapore in order to lawfully carry out the Services.
8.
INSURANCES
You must effect and maintain the following insurances:

Professional Indemnity Insurance
with an indemnity limit of not less than $5,000,000.
Workmens Compensation Insurance
insurance for your employees as required under

the Workmens Compensation Act, Cap. 354.
You must show evidence of the currency of these insurances at the request of Lend Lease.
9.
LIABILITY AND INDEMNITY
You are liable for and shall indemnify Lend Lease against all losses, damages and costs which it
may incur arising out of or in connection with an act or omission by you or by any person within
your control, including without limitation, any losses and damages suffered by Lend Lease under
its Head Contract with the Client.
10. TERMINATION
Lend Lease may terminate your appointment by written notice to you if you fail to rectify a default
under this appointment letter within 7 calendar days of a written request from Lend Lease to do so.
In addition, for its sole convenience, Lend Lease may terminate your appointment by giving you 7
calendar days written notice.
If the Head Contract between Lend Lease and the Client terminates for any reason then your
appointment shall be deemed to be automatically terminated at the same time.
Upon the termination of your appointment for any reason you must issue a letter of release together
with original or certified true copies of drawings, authority submission approvals and other relevant
documents to one or all of Lend Lease, the Client and any relevant authority, as Lend Lease
directs, to enable a replacement consultant to be appointed without delay.
11. ASSIGNMENT
You must not assign any of your rights under this appointment letter or subcontract any part of the
Services without Lend Leases consent.
Please signify your acceptance of the terms of this letter of appointment by signing, dating and
returning the duplicate copy of this letter.
Yours sincerely
.......................................................................................................................................................
We, (name of Consultant), hereby accept our appointment under this letter on the terms set out
herein.
Signed for
and on behalf of
[ CONSULTANT ]
......................................................
......................................................
Date : ..........................
Name (please print)

(Short Form for minor structural commissions)
BETWEEN
AND
[CONSULTANT]
PROJECT : [
structural engineers. This form of contract may only be used with the permission of the
appointed Project Director. As a rule, the long form PSA is to be used at all times.
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Short Form - Structural only)
Project Manager / Page 1
[ LLS LETTERHEAD ]
Consultant
Address of
Consultant
Attn :
Dear Sirs
as the structural engineer consultant for the above project on the terms set out in this letter.
1.
FEES AND PAYMENT

% Payable
BP Submission
BP Approval
5
5
Piling Submission
Piling Approval
Structural Submission
Structural Approval
10
5
15
5

Construction
5
40
TOP
CSC
5
100
2.
THE SERVICES
You must provide the following services including any services incidental thereto:
2.1
Design and prepare all necessary structural drawings and other documents including detailed
drawings for authority approvals and for construction of the project.
2.2
Design and prepare all necessary architectural and structural drawings for culvert entrance
including submission to relevant authority departments for approval of plans. The scope for
this work also includes arranging for inspections and liaison with the relevant authorities for
receipt of the CSC.
2.3
To provide such design input as is necessary for the due and proper completion of the
project.
2.4
To carry out regular site inspections to ensure that construction of the project is being executed
properly.
2.5
To issue all necessary certificates as required from time to time.
2.6
To liaise with authorities and carry out all works necessary to ensure that due approvals and
clearances are obtained within the shortest possible periods up to CSC stage and in any
event not later than the date(s) set out in the attached design programme.
2.7
To provide your professional judgements, statements and opinions and attend meetings as
and when requested by Lend Lease.
2.8
Four copies of each drawing and all necessary authority submission drawings to be provided
free of charge. Any additional copy submission drawings to be reimbursed at cost.
You must also provide without charge drawings / diskettes and other documentation relating
to the Services to other consultants and contractors engaged by Lend Lease on the project
as may be reasonably required by them.
2.9
Two sets of as-built drawings to be provided to Lend Lease free of charge upon receipt of
TOP for the project.
under the Head Contract........]
3.
PROFESSIONAL SKILL
4.
5.
Services.
6.
VARIATIONS
7.
8.
INSURANCES

with an indemnity limit of not less than

$5,000,000.
insurance for your employees as required

under the Workmens Compensation Act,
Cap. 354.
9.
10. TERMINATION
11. ASSIGNMENT
Yours sincerely
.......................................................................................................................................................
We, (name of Consultant) , hereby accept our appointment under this letter on the terms set
out herein.
Signed for
and on behalf of
[ CONSULTANT ]
...............................................................
...............................................................
Date : ...................................
Name (please print)

(Short Form for combined minor
architectural & structural commissions)
BETWEEN
AND
[CONSULTANT]
PROJECT : [
consultants based on combined architectural & structural engineering services. This
form of contract may only be used with the permission of the appointed Project Director.
As a rule, the long form PSA is to be used at all times.
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample PSA (Short Form - Combined architectural & structural)
[ LLS LETTERHEAD ]
Consultant
Address of
Consultant
Attn :
Dear Sirs
as the combined architectural / structural consultant for the above project on the terms set out in
this letter.
1.
FEES AND PAYMENT

% Payable
DC Submission
Obtaining PP
Obtaining WP
BP Submission
BP Approval
Piling Submission
Piling Approval
Structural Submission
Structural Approval
Construction
TOP
CSC
2.
5
2.5
2.5
10
5
5
2.5
10
5
2.5
40
5
5
100
THE SERVICES
You must provide the following services including any services incidental there to:
2.1
To prepare, certify and submit the necessary drawings to all authorities concerned and to
obtain the necessary clearances and approvals as required by the Planning Act, the Building
Control Act and all other relevant Acts having jurisdiction over the proposed development.
2.2
To prepare all necessary structural plans and calculations and have these issued to the
appointed Accredited Checker for him to carry out the checking works.
2.3
Upon completion of the checking works by the Accredited Checker, submit all necessary
documents to the authority for approval.
2.4
To liase closely with the relevant authorities in order to obtain the necessary clearances and
approvals within the shortest possible time frame and in any event not later than the date(s)
set out in the attached design programme.
2.5
To apply for the necessary permit to commence work.
2.6
To prepare detailed drawings or such design input as is necessary for the due and proper
completion of the project.
2.7
To provide all the necessary prints of drawings for submission to the authorities. Upon
approval of the plans, issue to LLS a complete set of certified true copies of the approval
plans.
2.8
To provide copies of preliminary drawings to LLS for comments and 3 copies of approved
drawings for construction. Additional prints, if required, shall be reimbursed at cost.
2.9
To provide without charge drawings / diskettes and other documentation relating to the
Services to other consultants and contractors engaged by Lend Lease on the project as may
be reasonably required by them.
2.10 To attend regular site and / or design meetings for proper co-ordination of works.
2.11 To provide professional judgments, statements or opinions as and when necessary.
2.12 To carry out all necessary site inspections in order to endorse the Certificate of Supervisions
and any other certifications required by the authorities.
2.13 To apply to the relevant authorities for the Certificate of Statutory Completion and / or
Temporary Occupation Permit upon completion of the works.
2.14 To prepare as-built drawings and issue 2 sets of the drawings to LLS.
under the Head Contract.........)
3.
PROFESSIONAL SKILL
4.
5.
Services.
6.
VARIATIONS
7.
8.
INSURANCES

with an indemnity limit of not less than

$5,000,000.
insurance for your employees as required

under the Workmens Compensation Act,
Cap. 354.
9.
10. TERMINATION
11. ASSIGNMENT
Yours sincerely
.......................................................................................................................................................
We, (name of Consultant) , hereby accept our appointment under this letter on the terms set
out herein.
Signed for
and on behalf of
[ CONSULTANT ]
...............................................................
...............................................................
Date : ...................................
Name (please print)
SAMPLE OF SCHEDULE A INFORMATION

FOR VARIOUS CONSULTANT PSAs
Asia Projects Operations Manual - Issue 1 / 2.3 - Sample Schedule A

SCHEDULE A
(FOR ARCHITECTURAL CONSULTANTS ONLY)
THE SERVICES
The Consultant shall perform and provide the following specific services and any services necessarily
incidental thereto:
1.
PROJECT SCOPE
[Provide a brief description of the Project, i.e. a summary of the full scope of works]
The scope of the services covers the following elements of the project
Site Master Planning
Amenity Building
Ancillary Services buildings such as sub-station and Bin centres
Co-ordinating among the Consultants and LLS
2.
DETAILED SCOPE BY STAGES
2.1
PROPOSAL / CONTRACT STAGE
2.1.1 Scope
Examine/comment on site options and external works (roads, drainage and minor sewer)
to ensure compliance with the requirements of the authorities.
Assist with preparation of brief where required
Site sizing/selection
Advise on statutory and authority requirements
Master planning alternatives
Critique various schemes addressing advantages and disadvantages
Inspect/measure up/audit existing buildings
Assist/input into cost plan for options
Develop concept and presentation drawings
Examine/comment on structure buildability and feasibility
Assist in the selection/recommendation of preferred scheme
Make presentations
Attend meetings - Design/Client/Authorities

2.1.2 Documentation
Site Masterplan
Site Plan
External Works Infrastructrure
Concept Plans, Elevations and Sections
Outline Specification

2.2
DESIGN DEVELOPMENT / AUTHORITY SUBMISSION STAGE
2.2.1 Scope
Update advice on statutory and authority requirements

Advise on project programme as necessary
Review compliance with design brief
Iteratively refine design until a final agreed design is produced
Prepare structural buildability and feasibility
Co-ordination of other consultants documentation for authority submission
Incorporate safety and quality measures into design
Establish project drawing listing
Review design for conformity with the Cost Plan providing estimator with details as
necessary
Develop drawings to allow other consultants to commence work
Assist to obtain Building Structural Approval & Permit to commence construction
Prepare working drawings and other particulars to the Building Control authority or
any other relevant authority to obtain statutory building approval
Make presentations
2.2.2 Documentation
2.3
Finalised Site Plan

Finalised Plans, Elevations and Sections
Develop typical details as requested by LLS
Finalised Infrastructure works layout
Assist in the documentation and issuance of architectural drawings for submission to
Building Structural Approval, Building Control authority and associated technical
departments
3 copies of each drawing and documents for LLSs use
CONSTRUCTION DOCUMENTATION / DETAIL DESIGN STAGE
2.3.1 Scope
Respond as necessary to authority requirements, resubmitting details as required

Resolve all detailing issues
Substantially complete all architectural detail drawings ready for construction and tender
Update and finalise drawing schedules
Make presentations
Attend meetings - Design/Authorities/Client
2.3.2 Documentation
Finalised Site Plan

Finalised External Works Network, Plans, Elevations and Sections
Architectural detailing as required for construction and tender
Technical Specifications as required
Documentation and drawings for any resubmission to Authorities
Documentation as required by other consultants for co-ordination purposes
3 copies of each drawing and document for LLSs use

2.4
CONSTRUCTION STAGE
2.4.1 Scope
Assist with site queries including sufficient drawn information to construct

Review with site alternative construction techniques
Advise on statutory/authority requirements
Examine shop drawings to ensure compliance with approved design
Amend drawings to produce an as-built set of drawings
Carry out necessary site inspections to ensure endorsement of all forms by Authorities
Attend meetings - Design/Site/Client/Subcontract/Authorities
2.4.2 Documentation
2.5
Any outstanding drawings/details

As-built drawings
Any further authority documentation
Provide 3 copies of all drawings and documentation for LLSs use
PROJECT COMPLETION STAGE
2.5.1 Scope
Assist in the commissioning of all services system (i.e. electrical, mechanical, a.c.,
sanitary and plumbing, fire protection, communication)
Apply and obtain Temporary Occupation Permit and subsequently the Certificate of
Statutory Completion within the time frame as specified in the programme.
Obtain all necessary authority endorsement on Final Drawings and documents
2.5.2 Documentation
Final authority approval documentation and drawings

SCHEDULE A
(FOR CIVIL & STRUCTURAL ENGINEERS)
THE SERVICES
incidental thereto:
1.
PROJECT SCOPE
The scope of the services covers the following elements of the project :
Civil and Structural design for the buildings
Ancillary services buildings such as sub-stations and bin centres
Entrance culverts and retaining walls
Applicable road works (under the Street Works Act), road widening woks, drainage
and minor sewer
2.
DETAILED SCOPE BY STAGES
2.1
PROPOSAL/CONTRACT STAGE
2.1.1 Scope
Examine/comment on site options and external works (roads, drainage and minor sewer)
Assist with preparation of Client brief where required
Advise on statutory and authority requirements
Assist Master planning alternatives
Critique various schemes addressing advantages and disadvantages
Inspect/measure up/audit existing buildings
Assist/input into cost plan for options
Develop concept and presentation drawings
Examine/comment on stucture buildability and feasibility
Assist in the selection/recommendation of the preferred scheme
Make presentations
Provide advice on geotechnical matters when requested by LLS
Prepare structural concept for approval by LLS
2.1.2 Documentation
Site Masterplan
Site Plan
External Works Network
Concept Plans, Elevations and Sections
Outline Specification

2.2
DESIGN DEVELOPMENT / AUTHORITY SUBMISSION STAGE
2.2.1 Scope
Update advice on statutory and authority requirements

Advise on project programme as necessary
Review compliance with design brief
Iteratively refine design until a final agreed design is produced
Prepare structural buildability and feasibility
Co-ordination of other consultants documentation for authority submission
Incorporate safety and quality measures into design
Establish project drawing listing
Review design for conformity with the Cost Plan providing estimator with details as
necessary
Develop drawings to allow other consultants to commence work
Obtain Building Structural Approval & Permit to commence construction
Prepare working drawings and other particulars to the Building Control authority or
any other relevant authority to obtain statutory building approval
Make presentations
2.2.2 Documentation
2.3
Finalised Site Plan

Finalised Plans, Elevations and Sections
Typical details
Finalised Infrastructure works layout
Documentation and drawings for submission to Building Structural Approval, Building
Control authority and associated technical departments
3 copies of each drawing and documents for LLSs use
CONSTRUCTION DOCUMENTATION/DETAIL DESIGN STAGE
2.3.1 Scope
Respond as necessary to authority requirements, resubmitting details as required

Resolve all detailing issues
Substantially complete all structural detail drawings ready for construction and tender
Update and finalise drawing schedules
Make presentations
Attend meetings - Design/Authorities/Client
Review and comment shop drawings on the structural supports of cladding, canopy,
etc.
2.3.2 Documentation
Finalised Site Plan

Finalised Infrastructure Works Plans, Elevations and Sections
Structural detailing as required for construction and tender
Technical Specifications as required
Documentation and drawings for any resubmission to Authorities
Documentation as required by other consultants for co-ordination purposes
3 copies of each drawing and document for LLSs use

2.4
CONSTRUCTION STAGE
2.4.1 Scope
Assist with site queries including sufficient drawn information to construct

Review with site alternative construction techniques
Advise on statutory/authority requirements
Examine shop drawings to ensure compliance with approved design
Amend drawings to produce an as-built set of drawings
Carry out necessary site inspections to ensure endorsement of all forms required by
Authorities
Attend meetings - Design/Site/Client/Subcontract/Authorities
2.4.2 Documentation
2.5
Any outstanding drawings/details

As-built drawings
Any further authority documentation
Provide 3 copies of all drawings and documentation for LLSs use
PROJECT COMPLETION STAGE
2.5.1 Scope
Commissioning of all services system (i.e. minor sewers, roadworks etc.)

Apply and obtain Temporary Occupation Permit and subsequently the Certificate of
Statutory Completion
Obtain all necessary authority endorsement on Final Drawings and documents
2.5.2 Documentation
Final authority approval documentation and drawings

Civil and Structural design for the reinforced concrete box culvert.
Accredited checking and certification of the structural design for the reinforced concrete
box culvert.

SCHEDULE A
(FOR MECHANICAL & ELECTRICAL ENGINEERS)
THE SERVICES
incidental thereto:
1.
PROJECT SCOPE
The scope of the services covers the following elements of the project
Electrical Installations
Air-Conditioning & Mechanical Ventilation Systems
Sanitary & Plumbing Systems
Fire Protection Systems
Vertical Transportation Systems
Security Systems
Building Automation Systems
2.
DETAILED SCOPE OF WORKS

The Scope of Work shall include the following:
Liaising and co-ordinating with LLS/Architect and authorities for utilities supplies and
connection.
Receiving instructions from LLS and co-ordinating with the Architect in establishing
design criteria and data, examining, evaluating and recommending suitable systems
and layout.
Conduct site inspections to check compliance with the relevant codes and regulations.
Review the Design and Construct sub-contractors proposals and provide advice on
their designs.
Provide design checks on the sub-contractors proposals.
Assist LLS to write and compile specifications for M&E Subcontracts which are to be
contracted on design and construct basis.
Review and examine contractors proposals, shop drawings and details for compliance
to specifications.
Attend project Design meetings and periodic site inspections during the implementation
of works.

Attending regular site meetings conducted by LLS, issuing instructions to LLS with
regards to M&E Contractors work performance and compliances to specifications and
variation work.
Prepare testing and commissioning check-lists for the M&E services.
Assist with the testing, commissioning and hand-over of the completed works.
Assist in the obtainment of approvals of plans submitted by the respective Design &
Build sub-contractors.
Attend and liaise with the relevant Government Authorities and issue any certificate of
supervision required thereof for the Works.
Answer site queries as needed.
Participate in services co-ordination meetings with the services subcontractors to

resolve the design co-ordination if required

2.3.2 COST PLANNING

Introduction
Cost Planning is an essential project management tool that enables Lend Lease to manage
the cost parameters for any given project. By definition, the cost plan is NOT an estimate.
The cost plan facilitates the designing to a cost, whereas an estimate is simply costing
a design.
Definitions
Cost Planning
: that work involved in controlling the design of a building within the

set parameters of costs, area and quality.
Cost planning is proactive - it is working with the project
management team during the needs study, and the Project
Manager and designers during the design phases of the project.
It precedes the issue of that stage documents.
Cost Plan
: a written description of the above broken into elements, levels

and areas, subject to constant updating and reconciliation as
design evolves.
Estimate
: a cost applicable to a design at a set freeze point. The Company

has different levels of estimate.
a)
b)
c)
Indicative
Budget
Contract
Usually an indicative estimate forms the initial cost plan.

Estimating
: the actual process of quantifying and pricing the estimate for a set
design at a particular point in time.
Relationship of cost planning to estimating

The original cost plan can be extracted from an indicative estimate and refined and
adjusted as the design evolves
The budget and contract estimates should be confirmation of the cost planning that
has taken place as the design has progressed ie. management cost checks.
Cost planning requires a working knowledge of all disciplines, and the ability not to just
cost what is on the drawings to allow for the real effects when working documents
are finalised.
Use of Cost Planning

Cost Planning is used for the following reasons :
1. Control of Cost
The costs and profitability of the project are largely determined at the design stage. As
the project proceeds further into the construction stage, risk of losses remain present,
but opportunities for cost reduction or profit improvement diminish.

Design Management
Although in some rare cases cost may be of secondary importance to quality or speed
of building, it usually is of the utmost importance.
One of the major problems in designing any building is to maintain control over cost as
design decisions are made, so that the completed project is finished within the clients
budget.
Cost planning is the most positive step that can be taken to control the costs of a
project, to ensure a direct relationship between initial and final project costs.
Cost planning enables the PM to observe and control the interaction of design and
cost during the design process, and maintain the overall scheme within the budget
limitations.
2. Early commitment
With the effective use of cost planning, management can confidently commit the
company to a project at an early stage. Conversely the client, faced with a professional
approach to control the project, should also have that extra confidence required to
accept an early commitment.
An early commitment is in the clients and Lend Leases interest.
The first cost given to the client is always THE PRICE, therefore, care and consideration
should be given to this costing it must be viable. Cost planning will not perform
miracles and that should be taken into account when making a commitment. That is,
the cost plan must be realistic and achievable, reflecting both the budget and needs of
the client.
The cost plan should be initially produced to match the clients needs. The user needs
brief and then the concept design should be controlled in accordance with that initial
cost plan, ie. the cost plan must relate to a specific scope of work.
Cost Planning is redundant if :
- the user needs brief and cost plan are never matched,
- changes are decided on to reduce costs but are not accepted or reflected in the
documentation as it emerges,
- changes are agreed but not contractually confirmed.
3. Clients confidence
Involving the client in the decision making process, when considering fully costed and
evaluated alternative design solutions presented in a professional manner, improves
the clients perception of Lend Leases solution to the clients needs.
If an alternative is proposed which involves extra cost, this should be conveyed to the
client at an early stage.
4. Advantages for the design team

Cost planning provides a basis for value judgement of design alternatives in a clear
concise professional form, that assists in the identification of the correct solution, and
satisfies doubts the design team may have.
Looking at alternatives and checking costs at the earliest possible stage prior to detail
drawings commencing, means less abortive design.
Cost planning engenders a thoughtful approach from the designers, and this can be
extremely important at the detailing stage.
An experienced Cost Planner should be able to question early design solutions for
inadequacy saving embarrassment later.

Design Management
5. Maximise construction / design overlap

With effective use of cost planning an early construction commencement can confidently
be undertaken.
Care is required to ensure that the gains in starting early, are not lost in the haste
required to complete design. This is a familiar failing on fast-tracked construction
management projects.
Where design is just ahead of site requirements, an intense cost checking process is
essential.
It has been shown to be effective for Estimators / Cost Planners to produce Bills of
Quantities on major projects to let sub-contracts, this has the following advantages :
-
A final cost check on the quantities and budget.

Helping to analyse the various quotes.
Sets a basis for future variations and we understand the base information best.
Ensures that design is much further advanced for the site team, through harassment
of the designers for quantities.
6. Increase profit potential

Through their intimate knowledge of the project the cost planner can increase the
profit by :
- concentrating on areas of largest risk limiting our exposure.
- value engineering the design to produce a more economical solution.
- simplifying the design detailing and buildability.
- agreeing a fair and reasonable project cost with an independent quantity surveyor,
if required by the client, at an early point in the proceedings.
- incorporating design suggestions on subcontractors advice.
Stages of Cost Planning

From concept through to project completion, the cost plan evolves throughout the
duration of the project.
The initial cost plan can be formulated from a well defined user needs brief, giving
areas and quality requirements, prior to any drawing being produced.
Once outline sketch plans and a section or elevation are drawn, exercises can be
carried out to compare options, check against clients budget, and generally confirm
structural solutions finishes, services, and facilities, that are to be incorporated in the
project.
The cost planner therefore should be involved from the very outset of a project, and
this involvement should continue throughout the project. This involvement should include
being part of the subcontractor tender analysis process, including consideration of
alternatives etc., that may occur at this stage.
Note : Cost planning is of greatest use in design & construction projects. It is less
relevant when Lend Lease has limited control over design (ie. construction
management projects.)

Design Management
Cost Planning Responsibility

1. Project Manager
It is the responsibility of the Project Manager to ensure that cost planning takes
place on his /her projects.
The setting up of the initial cost plan should be a joint responsibility between the
project management team and Cost Planner, so that they are all aware of the
constraints within which the project is set up, and within which subsequent work
must be contained.
The Project Manager must know the cost plan, be confident that the solution included
in the original cost plan is viable, and that it fully reflects the clients brief and authority
requirements.
Allowance must be made in design budgets to cover for the cost of cost planning.
Overall, it is a very small percentage of the project cost, and the return on investment
can be substantial, through savings in design time, less abortive design work, more
productive construction planning and estimating, as well as, the actual cost savings
through more effective design.
2. Cost Planner / Estimator

The Cost Planner for the project should be nominated by the Operations Manager.
Both should then ensure that cost planning is actually carried out and mentioned.
On small projects the luxury of a dedicated Cost Planner throughout the project
may not be possible, and once the cost plan has been set up, the ongoing role may
be assumed by someone else in the team ie. Project Manager. The person adopting
the role must still get close to the design team reactive cost planning once
documents have been finalised, loses a lot of its value.
3. Construction Involvement
Construction personnel and the proposed Project Manager Delivery should be
involved in evaluating design solutions, so that their input can be taken into account
when a decision is made.
Cost Planning Procedure

1. Cost planner needs
Obviously the level of documentation required for cost planning varies depending
upon the stage at which the project is at. It also varies for the following reasons :
-
type of project
complexity of project
type of client
complexity of client
contractual arrangement
risks

Design Management
Documents required during the project feasibility and design stages :

-
a meaningful brief
design criteria
sketch drawings
room data sheets
drawings, as they are being developed, as well as presentation or final drawings
outline specification, finishing schedule, door schedule etc.
site information including levels, existing services under, over and around, soils
report etc., etc.
special requirements ie. staging
special contract conditions
design and construction programme
construction requirements
other relevant information
2. Part of the Project Management Team

It is essential that the Project Manager and Cost Planner work closely together.
Cost Planners should have direct access to the design consultants, attend the
majority of early design meetings, and be in all management reviews.
On most projects attendance at many of the design meetings will not be possible,
because of other commitments, resource allocation etc. The Project Manager and
Cost Planner, both ought to know when attendance is warranted or really necessary.
The Cost Planner should receive copies of all design meeting minutes.
Cost planning involves a constant updating of information as more advanced
drawings, specification and client design criteria become available. All drawings
should be sighted and checks carried out, to make sure the cost plan budget is not
exceeded.
On larger projects running sheets of options and their status should be produced
and agreed with the Project Manager.
Cost planning should continue until the design is finalised and subcontracts let.
Overall Principles of Cost Planning

1. Logical set out
The cost plan is a statement of space, quality and cost for the project, and requires
acceptance by the design team.
The dominant factor can vary from project to project ie. on some projects the cost
is often fixed whereas the quality and, to a greater degree, the space is flexible.
The cost plan should be set out in a logical way to facilitate understanding and
flexibility in use, therefore it is divided into levels, areas, and elements as applicable
to the particular project. Lend Lease uses proprietary software (EVEREST) for
measurement, pricing and analysis of cost plans and estimates.
The initial cost plan should allow for undesigned but necessary items ie. Fire hose
reel cupboards, substations, plant rooms, duct access panels etc. etc.
An elemental analysis comparison with similar type projects (updated to current
costs), is a valuable cross check from managements point of view. This should be
produced for all major projects, and updated for reviews.

Design Management
2. Balancing savings and overruns

During cost planning there is a constant balancing of cost overruns, countered by
savings elsewhere. It is not an exact science. It is an overall total package. There
are several contractual aspects to this balancing. For example :
- Cost overruns in one area can be balanced by cost savings in another, if both
are within the intention of the contract specification.
- If a saving requires a change to the specification to balance an overrun, this
must be agreed with the client.
- If a saving has been generated, and the project team wish to apply this to another
project element, i.e. an upgrade to the contractual requirement, this requires
management approval.
3. Project Engineering
When looking at different design options project engineering skills should be used
to advise and control the designers. Why not try?, can it be built?, hows that built?,
etc. type questions must asked.
During the design process various options should be compared to see which is the
optimum solution this is not purely a question of price.
It is vital to look at different structural and faade options. However, there is a limit
to the number of options to be considered. Many options really are not worth
considering and this should be realised at an early point.
It is important when considering different options to take into account other items
that may be affected.
All details should be queried where a complicated solution has been proposed.
These small details can cost us a great deal when we get to actual construction on
site.
4. Rates and Pricing

The cost information used in cost planning would come from, in order of importance :
-
current market rates

historical estimating / cost planning records
cost feedback from sites
local consultants
5. Level of Detail
The amount of detail incorporated in the cost plan at any stage in the design process
varies according to the information and time available.
Listed below is an indication of the process through which a project should proceed.
Information Available
1. Project Definition Stage
a) Brief

Design Management
Costing Method
a) an all-up cost per m2 of gross
building area for indicative budgets
only, (Note: this is an extremely
unreliable basis upon which to start)
b) from experience and historical

records build up an elemental and/
or area cost. This should also
include parameters for sketch
outline plans and an indication of
quality
2. Concept Design Stage
a) Brief
a) Build up on a level and / or area

basis an elemental cost on
alternative design schemes to assist
with the choice of scheme.
b) Plan outlines
3. Sketch Plan Stage
a) Brief
a) Build quantities taken off in levels

and / or areas in an elemental
format. This should be in as much
detail as is possible from the
information available.
b) Sketch Plan, Elevations and Section

c) Sketch Structural Plans
d) Outline Finishing Plans
4. Design Development
a) Alternative design options
a) Bulk quantity take offs to compare

design alternatives.
b) Preliminary drawings
b) Check all preliminary drawings

conform to cost plan parameters
c) Preliminary Specification, finishing

schedules, door
schedules etc.
i) check area, quantities etc.

ii) check storey heights
iii) check ratios i.e. wall to floor,
lettable to gross etc.
iv) check sizes, thickness etc.
v) check quality.
NB
All cost overruns to be offset by

savings elsewhere, problem
areas to be highlighted.
c) Check all preliminary specifications,

schedules, etc. comply with original
cost plan brieft:

Design Management
d)
Detailing
d) Check all detailing

i) bar reinforcement drawings
comply with reinforcement ratios
used originally.
ii) fixing details etc. are simple.
iii) edge details on ceilings etc. are
within the allowance made.
iv) involve the site construction team
as necessary.
NB
All details on drawings should be

examined for complexity and
buildability, all appearing difficult
should be queried with the
designer with a suggestion on
how it could be simplified.
5. Final Design
All final Approved For Construction
drawings, specifications etc. have
crept in.

Design Management
Examine to ensure that all corrections

have been incorporated and that
there are no last minute inclusions.
2.4 ADMIN Head Contract

2.4.1
Head Contract
2.4.2
Insurances
dmin - Head Contract
2.4.1 HEAD CONTRACT

The type and nature of the head contracts on which Lend Lease is engaged varies
considerably from country to country in Asia. In general terms, the following contracts are
viewed as the best types of contracts, and vary as to the scope of works on which Lend
Lease is engaged.
Management Services Agreement
Lump Sum Design & Construct Contract
Actual Cost Design & Construct Contract
Copies of all of the standard forms of contract are available in electronic format in the
Lend Lease Asia Blue Book.
Note that it is mandatory for all forms of contract to be reviewed by the following
persons prior to their implementation
Regional Operations Manager
Regional Legal Officer
Whilst the above contracts are our preferred types, the following other forms of contract
are available in the marketplace.
JCT Standard Form of Building Contract with Contractors Design (1981 Edition)
ICE Design and Construct Conditions of Contract
Whilst these are discouraged, Lend Lease may use them based on client requirements
and, again, responsibility for this should be dictated by the above limits of authority.
Finally, attached are listed some of the key issues in most contracts, together with our
ideal treatment of such terms.
HEAD CONTRACT -
CONCEPT AND COMMON TERMINOLOGY
2.4.1.1 Definition
A contract is an agreement made between two or more parties whereby legal
obligations are created which the law of a country will enforce.
To be valid, a contract must have the following six essentials :
1.
2.
3.
4.
Be an intention to create such a legal relationship;

Demonstrate offer and acceptance by the parties;
Involve consideration - usually money;
Must be signed by a person or party with the legal capacity to do so;
Asia Projects Operations Manual - Issue 1 / 2.4 - Admin - Head Contract

Design Management
5. Be based on genuine consent - mistakes, fraud or misrepresentation can void

a contract;
6. Be based on legal objectives in the particular country.
And remember, Lend Lease requires written contracts with external parties, clients
and contractors.
2.4.1.2 Terminology
There are various words and expressions which are constantly used in our
contracts, so lets start with some definitions.
Parties
Parties will normally mean the signatories to the contract. In the case of a Head
Contract, these will be the Client and Lend Lease. Examples of non-parties will
be subcontractors, consultants, neighbours, tenants and members of the general
public.
Contract
A contract is an agreement consisting essentially of an offer and acceptance. A
contract need not be written - it can be entirely oral or it can be a mixture of oral
and written terms. Lend Lease expects you to contract on its behalf only in the
written form.
The Lend Lease standard Project Management Agreement is a contract which
consists of the following contract documents :
The Agreement
Conditions of Engagement
All Appendices
Specifications
Drawings
Obviously, it is important to ensure that the various Contract Documents do not

contain any internal inconsistencies.
Beach of Contract
This is where one party has failed to satisfy an obligation in the contract. If Lend
Lease contracts to complete by a certain date and fails to do so simply because
of rain, then we are in breach of contract even though the rain is beyond our
control. However, if the contract allows for extensions of time for rain we will not
be in breach until we pass the extended date(s).
The party in breach may be liable to pay damages to the other party.
A breach will not normally justify the termination or suspension of the contract by
the innocent party. It is only breaches that are very significant that will justify
such drastic action. Examples of these are often listed in the standard industry
building contracts. An example from the Clients side is failure to make payments
when due. An example from the Lend Lease side would be where we fail to
diligently proceed with a job.

Design Management
Damages
The standard remedy for breach of contract is damages - a sum of money.
Sometimes, a breach of contract will not cause any loss to the innocent party. In
this case, there would be no entitlement to damages.
Damages are sometimes split up as between direct and consequential damages.
Both forms of damage are recoverable as long as they are a foreseeable result
arising from the breach. An example of direct damages would be where a
contractor installs facades in a defective manner. The direct damage is the cost
of remedying the defective installation.
An example of consequential damages is if one of the facades falls off and hits,
say, a parked car. The damage to the parked car is consequential or resultant
from the breach of defective installation. The damage to the parked car is clearly
foreseeable and therefore recoverable.
It is not necessary and is sometimes confusing to categorize damages as between
direct and consequential. Essentially, a party in breach of contract will be liable
for all damages that are a foreseeable result of the breach. This is why it is
important that Lend Lease limits its liability in the contract.
Liquidated Damages (LD)
This is a pre-agreed rate of losses payable regardless of the actual losses (if
any).
For more details see later items
Limitation of Liability
A limitation of liability is an express term in a contract where one party limits its
liability for any breach of the contract or negligence.
If we have a LD clause in the Head Contract we should state in the contract that
this is the limit of our liability to the client for late completion and we are not
otherwise liable in damages to the Client in any way.
Indemnity
This is an undertaking by one party to reimburse the other party for its liability to
third parties. For example, Lend Lease might agree to indemnify the Client against
liability that the client might suffer arising from legal proceedings brought against
it by the owner of an adjoining property for damage caused to that adjoining
property during the course of our construction works.
Negligence
Negligence is different from breach of contract. It is possible to be in breach of
contract but not be negligent and vice versa.

Design Management
Negligence arises where a person owes a duty of care to another person to

exercise a certain standard of care and falls short of this duty.
For example, Lend Lease owes a duty to clients to design and build their buildings
in a professional and diligent manner. Failure to do this will mean that we have
been negligent. At the same time, this will also be a breach of contract and the
Client would have a choice of suing us either in negligence or for breach of
contract.
Another example is if Lend Lease fails to exercise proper care on one of its jobs
and causes damage to a neighbours property. The neighbour would be able to
sue us in negligence. The neighbour would not be able to sue us for breach of
contract as there is no contract between the neighbour and Lend Lease.
Sometimes Lend Lease might be in breach of contract without being negligent.
For example, the Head Contract will state that we have to reach Practical
Completion by a certain date. The Head Contract might not allow for any time
extension for excessive rain. If Lend Lease is late in completing because of
excessive rain we will be a breach of contract. However, this is not negligence.
If a subcontractor carries out any part of its work in a defective manner the Client
can sue the subcontractor directly in negligence. The Client cannot sue the
subcontractor in contract as there is no contract between the Client and
subcontractor.
The usual course would be for the Client to rely on its contract with us and proceed
against us for the defective work of the subcontractor. In our Head Contract we
are responsible for the work of our consultants and subcontractors.
Following the Clients action, we would then proceed against the subcontractor
for its breach of the subcontract.
Like an action for breach of contract, an action in negligence also gives rise to a
claim for damages.
The standard of care demanded of Lend Lease in the context of negligence is to
use the skill, care and diligence expected of an experienced and diligent PM
when providing the same or similar services to a client.
Assignment/ Novation
You can assign your rights/ benefits (eg. your salary) to a third party (eg. your
spouse) but you cannot assign your obligations to a third party unless the party
to whom you owed the obligation (eg. client, creditor) in the first place consents.
This is called novation.
Lend Leases practice of engaging consultants/ subcontractors to carry out parts
of our Head Contract is not an assignment. This is the vicarious performance of
the contract by our consultants/ subcontractors on our behalf.
Lend Lease is still responsible for the quality of the work of the consultants/
subcontractors.

Design Management
Guarantee
A guarantee is an agreement by a third party (ie. not a party to the contract) to
guarantee the obligations and performance of one of the parties to the contract.
Lend Lease In-House Terminology
In our in-house standard documents the following expressions are used :
Practical Completion is of the Project/ Head Contract.
Substantial Completion is of the Subcontract Works.
Date for Practical Completion is the contractual date as extended under the
contract.
Date of Practical Completion is the actual date.
2.4.1.3 The Contract with the Client

When we agree to undertake a project for a client we will enter into a written
contract.
Usually, the written contract will be the Lend Lease standard Head Contract. We
have standard forms of contract in each of Singapore, Thailand and Indonesia
modelled on the Head Contract used in Australia.
Sometimes, the client will insist on us using its own contract. This might take the
form of one of the standard forms used in the building and construction industry
throughout the world such as the standard forms developed by :
the United Kingdom Joint Contracts Tribunal (JCT)
the International Federation of Civil Engineers (FIDIC)
Singapore Institute of Architects (SIA)
Before Lend Lease enters into the Clients proposed contract we need to be
particularly careful to review the terms to ensure that we agree with them. Then,
after signing we need to familiarize ourselves with the terms of the contract to
ensure that we administer the contract carefully.
For example, the contract will set out a certain procedure for claiming and
processing variations. Lend Lease must follow the procedure carefully to avoid
any possible claim by the client that we are not entitled to the variation because
we failed to follow the correct procedure.
A Head Contract will comprise a number of different documents such as :
The Agreement
Specifications
Drawings
Appendices

Design Management
All of these documents form part of the contract and should set out accurately
the agreement reached between Lend Lease and the client. As all documents
form part of the contract we need to be careful to review the draft documents
before signing in order to ensure that there are no internal inconsistencies.
The Agreement
This is a short 2-3 page document which sets out the most significant terms of
the Head Contract. The representatives of Lend Lease and the Client bind
themselves to the Head Contract by signing on the last page of the Agreement.
The Agreement contains the most significant terms such as :
description of project
summary of Lend Leases services
price
time for completion
performance bond given by Lend Lease
The Conditions of Engagement is the standard Lend Lease document that sets
out the legal terms applying for the project.
Specifications
The Specifications document sets out the agreement of the parties as to the
detail of the building.
Lend Lease Singapore has a standard Specifications document.
Drawings
The Contract Drawings also form an important part of the Head Contract. These
will often form an Appendix to the Contract and the front page of the Appendix
will set out a list of the Drawings.
Appendices
There will often be a number of Appendices attached to the Head Contract.
Examples include :
Soil Investigation Report

Schedule of Provisional Sums
Schedule of Rates
Construction Programme
Design Programme
2.4.1.4 Authority to Sign the Contract

There are strict Lend Lease internal rules as to who can sign the Head Contract
on Lend Leases behalf. Refer to scetion 1.5 for limits of authority requirements.

Design Management
2.4.1.5 Bonus / Liquidated Damages

Bonus
One of the most important promises that we make to Clients is that we will bring
the project to practical completion by a certain date. Lend Lease will commonly
attempt to negotiate with the Client to have a bonus clause inserted whereby we
receive a bonus for completing early. The bonus payment is commonly staged
as per the following example :
If Practical Completion occurs between
i) 0 to 7th day (inclusive)
Bonus Payable
S$0.00
ii) Day 8 to Day 21 (inclusive)

Example : If PC is 21 days before the Date
for PC the bonus is :
(21 - 7 ) x S$2,000 = S$28,000
S$2,000 per calendar day

from the 8th day onwards.
iii) Day 22 to Day 35 (inclusive)

Example : If PC is 35 days before the Date
for PC the bonus is :
(35 - 21) x S$4,000 + (21 7)
x S$2,000 = S$84,000
S$4,000 per calendar day

from the 22nd day onwards
plus S$2,000 per calendar
day from 8th to 21st day.
Liquidated Damages (LD)

Liquidated damages is an agreed predetermined rate of damages. There will
normally be a LD clause in the Head Contract whereby Lend Lease must pay to
the Client LD for completing after the Date for Practical Completion. The amount
of LD is normally set at a fixed rate per day.
We should try to insist on placing a maximum cap on our exposure to LD set at
5% of the contract sum.
Importantly, if there is no LD clause in the contract and Lend Lease is late in
completing, we will be liable for general damages unless we expressly negate
this possibility in the contract.
The measure of general damages is whatever the client is able to prove that it
has lost because of the late completion. This will commonly include a claim for
loss of profits.
The potential for general damages can be negated by inserting a clause in the
contract such as the following :
The Client acknowledges that Lend Lease shall in no way be liable to the Client
in contract, negligence or otherwise in the event that the project is not completed
for whatever reason by the Date for Practical Completion. Without limiting the
generality of the foregoing, Lend Lease shall not be liable to the Client for damages,
whether liquidated or general.
In most contracts, the Client will insist on a LD clause as an obvious form of
pressure on Lend Lease to complete on time. Lend Lease should protect itself
in this context by adding a sentence after the LD clause to the following effect :

Design Management
Lend Lease will not be liable to the client for any losses in excess of the limit of
liquidated damages stated in the Appendix which arises out of or is connected
with late or delayed completion of the project or any part thereof, whether by way
of liquidated damages or in any other way whatsoever.
2.4.1.6 Variations and Extension of Time

After we sign the contract with the Client do not put it in your bottom drawer and
forget about it. The contract consisting of the various contract documents is the
most important document for your project. If you do not follow it, Lend Lease
may miss out on otherwise valid claims. Or worse, Lend Lease may become
liable to damages for breach of the contract.
The Project Manager must read carefully and become familiar with the contract
document. If you do not understand any term of the contract, ask someone. You
will not get in trouble for asking. You will get in trouble if you do not ask and make
a costly mistake.
An area of the contract that is particularly important for a Project Manager is the
clauses that relate to Variations and Extensions of Time. Make sure you
understand what may be claimed as a variation. Then, ensure that you process
the variation in accordance with the procedure set down in the contract - in writing.
Do not rely on verbal assurances from the Client - get things in writing and follow
the contract. This applies equally to Extension of Time claims.
2.4.1.7 Insurances
There are various types of insurances that Lend lease must arrange. Set out
below is a brief description of the following types of insurances :
1.
2.
3.
4.
Contractors All Risks/ Public Liability

Workmens Compensation
Completed Operations
Most of these project insurances are very similar for each of Singapore, Thailand,
Indonesia and Malaysia.
Contractors All Risks/ Public Liability
The Client will normally require Lend Lease to take out CAR insurance for the
project.
A typical CAR policy has two sections :
1. Section I - Contract Works
2. Section II - Third Party Liability
Section I - Contract Works
Under this section the contract works are insured meaning all of the works carried
out by Lend Lease and our subcontractors including preparatory work on the
site, the execution of temporary structures, and all materials stored on site to be
incorporated into the structure.

Design Management
The CAR policy is an all risks cover which means that every hazard is covered
unless it is specifically excluded. This means that almost any sudden and
unforeseen loss or damage which happens to the contract works will be
indemnified.
The usual examples of hazard are fire, lightning, explosion, crashing aircraft,
flood, windstorm, earthquake, theft, bad workmanship and negligence.
The insurance cover is for the full contract value set out in the Head Contract.
The normal arrangement is that Section I of the Policy expires on practical
completion. Thereafter, the Client is responsible for insuring the Works.
It is important to inform the Client of this transfer in risk.
Section I remains for the protection of Lend Lease and its subcontractors during
the Defects Liability Period (DLP) for the following two circumstances :
for damage that occurred prior to practical completion but only became
apparent during the DLP, and
where Lend Lease or one of our subcontractors causes damage to the Clients
property while carrying out defect rectification work.
Section II - Third Party Liability
Section II of the CAR policy insures Lend Lease and its subcontractors against
damage that we may negligently cause to third party property.
Examples include damage to :
adjoining properties.
discrete parts of the project that have been handed over to the Client (eg.
partial handovers).
injury to persons visiting the site who are not employed by Lend Lease,
subcontractors or the Client.
injury to persons outside of the site, eg. object falling from structure which hits
pedestrian.
The limit of coverage for third party damage (both personal and property) is
normally S$2,000,000 for any one occurrence.
Excesses
The CAR Insurance Policy will normally contain excesses for both Section I and
II.
The normal excess in Singapore is S$1,000 for both Sections I and II, however,
be aware that the amount of excesses can vary.
If damage is caused by a subcontractor our practice is that the subcontractor
should pay for any excess. It is important to spell this out in the Subcontract and
advise the subcontractor of the particular excesses applying for the project.

Design Management

Workmens Compensation (WC) insurance insures against illness or injury to
employees arising from an incident on site.
WC insurance is often a compulsory requirement of the country government. In
Indonesia it is known as Jamsostek and in Thailand it is known as Employers
Liability.
Every employer (including subcontractors) are responsible for taking out WC
insurance for their own employees.
In Singapore, Lend Lease takes out a WC insurance policy for each project that
includes coverage for all subcontractors employees.
Professional Indemnity (PI) Insurance is not project based. It applies to a
companys operations in general.
PI Insurance protects Lend Lease against liability arising from negligence in our
activities, for example, negligence in our design or negligence in construction.
Even though we rely to a large extent on the work of our subcontractors and
consultants, we sell ourselves to our Clients on the basis that we accept overall
responsibility for design and construction.
If, for example, the structural design for a project is defective, the Lend Lease PI
Insurance will respond. This is a Group Policy organized from Australia. The
coverage is A$75M with an excess of A$5M for each incident.
Depending on the country, Lend Lease should insist on its major design
consultants having PI insurance such as our architects and structural engineers.
The PI insurance market is more developed in some countries as compared to
others.
For example, in Singapore it is a reasonable expectation that our consultants
and major subcontractors should have PI insurance. However, in Indonesia and
Thailand the PI insurance market is less developed and it is unreasonable at this
stage to demand this form of insurance from our consultants/ subcontractors.
Completed Operations Insurance
Completed Operations Insurance covers liability arising out of the project once
Lend Lease has handed it over to the Client. If the insurance were to be a typical
Product Liability cover, then you would expect that the policy would respond to
claims caused by the product (in this case a building) but not to the building itself.
For instance, if Lend Lease has installed a faulty switchboard in a building which
causes a fire in the building and that fire spreads to an adjoining property, then a
typical Product Liability policy would cover the adjoining building.
However, a Product Liability policy would exclude damage done to the building
itself - this is obviously a very large self insured exposure for Lend Lease.

Design Management
Therefore, the Completed Operations Liability policy goes one step further. Using
the same example of a fire in a switchboard which was installed by Lend Lease
during the construction period, the policy covers both the building which Lend
Lease constructed and the adjoining building. It excludes the faulty switchboard
itself.
In addition to the property damage exposure outlined above, there is also the
bodily injury exposure. For instance, if a window were to fall out of a completed
building injuring a pedestrian, then the policy would cover these sorts of exposures.
The Completed Operations Policy specifically excludes liability arising from faulty
design. This exposure is covered under the Group Professional Indemnity policy.
Therefore, the Completed Operations insurance only covers liability arising from
faulty materials and faulty workmanship.
2.4.1.8 Bankers Guarantee / Performance Bond

The terminology of Bankers Guarantee and Performance Bond is used
interchangeably in this Module.
A Client will sometimes require Lend Lease to arrange a Bankers Guarantee/
Performance Bond in favour of the Client. If possible, this should be resisted.
The purpose of a Bankers Guarantee is that the Client wants a guarantee from
an entity such as a bank that the proper performance by Lend Lease under the
contract is guaranteed.
The Guarantee/ Performance Bond is made between the bank and the Client.
In Singapore, Lend Lease has recently arranged for Westpac Singapore to issue
our bank guarantees. Lend Lease Singapore had previously arranged for
Insurance Bonds to serve the same purpose, however, the Westpac bank fee
has proved to be cheaper than the insurance premium.
The wording of the Westpac Performance Bond is such that the Client must first
serve a notice on Lend Lease complaining of the alleged breach of contract and
then wait 7 days before being able to approach the Bank to call on the Bankers
Guarantee.
In contrast, the wording of some Bank Guarantees allows the Client to call on the
bank as soon as it thinks there is a breach without first notifying the contract
(Lend Lease). This form of guarantee should be avoided.
In Singapore, we try to negotiate with the Client so that the Guarantee is capped
to a maximum of 5% of the contract value, reduces to 2.5% on Practical
Completion, and expires at the end of the DLP.
2.4.1.9 Retention
Sometimes a Client will try to withhold a certain percentage of each progress
payment paid to Lend Lease. This is called retention and should be resisted by
Lend Lease as it can significantly effect our cash flow.

Design Management
The Client argues that it wants retention as a form of financial pressure on Lend
Lease to complete the project properly. If the Client demands retention, one
tactic is for Lend Lease to give a counter-offer of a Bankers Guarantee. This is
usually the cheaper option for Lend Lease.
2.4.1.10 Advance Payment to Lend Lease

Lend Lease should negotiate for the Client to give us an upfront payment equal
to 5% of the contract value on signing the Head Contract.
2.4.1.11 Scope Of Work / Performance Specification

The Scope of Work denotes the extent of work which Lend Lease is obliged
under the Head Contract to carry out for the Clients. Generally, the description
for the various elements of the work is based on Performance Specification.
Performance Specification describes the quality and the extent of work in
performance terms, for example, air-conditioning temperature is to be between
23 degree celsius plus or minus 1.5 degree celsius. This means that the airconditioning system must perform within the stated temperature and ranges to
be contractually acceptable.
Some examples of key items to note in the Scope of Work are as follows :
The depth of piling penetration is generally stated eg. up to the depth of 20m.
This means that when piling exceed 20m in depth, a variation claim is submitted
to the Client for the exceeded depth. Sometimes, a Client would assume that
the piling penetration be measured at cut off ground level as oppose to the
average ground level. If the penetration depth is less than what is stated in
the contract, a variation must be issued to the Client to give back the savings
in cost.
At times we may be giving back more money to the Client than what is actually
allowed in the cost budget. For example, in one of LLS project, it was assumed
that the piling would exceed a stated depth in the contract. As such, we
allowed for a higher unit rate compared to what was subcontracted out in the
contracted schedule of unit rate. As a result more money is returned to the
Client than what was omitted from the subcontractor.
One needs to be careful when specifying floor loading. For example, when
one stipulates a floor of 20KN per square metres floor loading, it implies a
20KN per square metre imposed live load.
One needs to be careful to specify point loads, machine loads or whether the
rack loads are just under the racks or to be evenly distributed across aisle,
etc.
One needs to understand the difference between the prime cost sum and
provisional sum. Prime Cost (PC) sum is generally used when the scope of
work is known but the quality of the materials may change, for example, in
floor tiling, floor coating system, painting etc. The Provisional Sum (PS)
allowance is used to allow for cost for work where the extent of work is uncertain.

Design Management
Works allowed under PC sum or PS must be reconciled by mean of a variation

to the Client. Generally, it is quite straightforward to reconcile the Provisional
Sum items : simply omit the cost allowed in the contract and add for the cost
of the actual work done.
For PC sum items, one needs to consider the following :
Whether this item is for supply or for the supply and lay complete. For
supply only, this only indicates a material cost. In both instances, one
needs to consider the wastage factor. This is in particular important when
one changes to very expensive material, for example, from ceramic tiles to
dark colour granite flooring.
For floor tiles, the material price is generally about $28 whereas for granite,
it could be in the range of $200 to $300. In this instance, the wastage
allowance becomes a very significant cost factor to allow for.
What material cost to be reconciled in the variation to the Client? For
example, ceramic tiles, it is generally allowed in the contract for the sum of
$28 per square metres. The tiles cost could be $25 but because of long
term relation between supplier and Lend Lease, this cost could come down
to say $23.
Generally for mechanical and electrical works, apart from performance
specification, an equipment schedule specifying the type of equipment is also
included in the contract. This is to minimize misunderstanding later on, where
the Client thought he could get a upmarket product whereas an average price
product was allowed for in the Head Contract.
2.4.1.12 Schedule Of Unit Rates

It is essential to define whether these rates are net or gross ie. allowing for
Lend Lease profit and design fee.
For the mechanical and electrical unit rates, one needs to ensure that it is
covered back to back by subcontractors rates.
As part of the overall strategy, one needs to review the unit rates and consider
what are the possible variations that would occur during the course of the
project. If it is for addition work, the rates could be high and for omission
work, the rate lower. However, one needs to ensure that this strategy would
not backfire as in the case of piling unit rate.

Design Management
2.4.2 INSURANCES
Insurance coverage on all projects is a Lend Lease mandatory requirement.
General
Lend Lease have a regional insurance programme covering their Asian operations effective
1 June 1998. This should be used to cover all projects up to a contract value of S$20
million.
Where the contract value exceeds this figure then the project should be referred for
quotation purposes.
Where the Owner provides insurances, then the Difference in Conditions (D.I.C.) rate
should be allowed for within the contract sum to ensure that the coverage purchased
complies with Lend Leases minimum insurance requirements.
Rating
Contract Works
- current rate @ 0.085% of project cost
3rd party liability

inc. Comp. Ops.
- current rate @ 0.0361% of project cost
D.I.C.
- 25% of above ratings.
Projects Insured
All operations undertaken by or on behalf of Lend Lease involving demolition, removal,
construction, reconstruction, renovation, repair, alteration, refurbishment and extension
where the following incidental operations
drainage, sewerage, water reticulation, power supply and water treatment pipelines,
roads, airstrips, railways,
dams, canals, channels,
harbour and wet works,
tunnels, shafts and declines,
bridges
form no more than 25% of the total value of the Contract Works, OR where the total
contract value of the Contract Works is less than S$250,000.
Notification
Notification is required only when a local policy is required under law or contract. Where
a local policy is required the attached pro-forma sheet should be completed and forwarded
to Aon in Singapore, together with extracts out of our Head Contract, prior to project
commencement.
Workmens Compensation
Our regional Insurer, QBE Insurance (International) Insurance in Singapore have offices
around the region. These offices have been requested to provide competitive ratings for

Design Management
workmens compensation coverages through Aons local operation. Where QBE do not
have local representation then an office with a strategic partnership/alliance with QBE will
be utilised to achieve the same result. The Project Manager should liaise with the
Operations Manager to determine cover required before approaching Aon.
For Singapore projects workmens compensation is covered by QBE. The rate is 0.54%
on the estimated labour component of the project cost (this is regulated as being 20% of
project cost for construction works).
Excesses
Current excesses are
Contract works
- $5,000 any one occurrence
Liability
- S$10,000 in respect of asbestos related claims

- S$5,000 any one occurrence in respect of property claims
Special Issues
The following list is not all inclusive, but provides a list of basic insurance issues which
might be required to be amended depending on the provisions in our Head Contract
Maintenance/Defects
Liability Period
- standard allowance is 12 months from Practical Completion/
handover.
Maintenance/Defects
Liability Period
- extended maintenance covering causes occurring during the
construction period.
Owners Mortgagees
- these are automatically cover under clause (f) of the standard

insurance document.

Design Management
INSURANCE PROCEDURE
Provide the following details :

1.
Name of Principal / Owner :

_______________________________________________________________________
_______________________________________________________________________
2.
Project/ Contract Full Title :

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
3.
Contract Value :
Currency
4.
Construction Period :
5.
Defects Liability/ Maintenance Period :
6.
Scope of Works :
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
7.
Location of Contract/ Project :

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
8.
Attach copies of sections relating to insurances contained within the head contract.

Design Management
9.
Professional Fees/ Removal of Debris/ Expediting Expenses Provide details if required :

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
10.
Temporary Buildings
Is the cost of temporary structures and buildings contained within the Head Contract amount.
If yes : do nothing.
If no : provide details.
11.
Contractors Plant and Equipment

Is there plant or equipment that is our responsibility that the replacement valve would be in
excess of $50,000.00 eg. gensets, portable toilets, phone systems, plan printing, photo copies
etc.
If no : do nothing.
If yes : provide details.
12.
Additional Information :
a)
Any Excavation, required :

i)
Advise average and maximum depth
ii)
Advise average and maximum width
b)
Any piling required :

If yes,
i)
Advise piling type
ii)
Advise dimensions of pile types
iii)
Assumed average depth
iv)
Number of piles
v)
% of contract sum
c)
Basement structure required?

If yes
i)
How many levels?
d)
What are the Third Party surrounding properties in the vicinity of the construction project.
What is the distance of the nearest surrounding Third Party property.

Design Management
2.5
ADMIN - Registers
2.5.1
Consultant Register
2.5.2
2.5.3
Drawing Register
2.5.4
Specification &
Document Register
dmin - Registers
2.5.1 CONSULTANT REGISTER

The Consultant Register is required to keep an updated record of each of the consultants
involved on the project and their contact person.
2.5.2 AUTHORITIES REGISTER

The Authorities Register is required to keep an updated record of each Authority involved
on the project and their contact person.
2.5.3 DRAWING REGISTER

The Drawing Register is required to keep on updated record of the latest issue of drawings
from each design discipline. The Drawing Register should be update at each Design
Meeting and issued to the Project Manager Delivery to keep the site informed of the latest
issue of each drawing.
2.5.4 SPECIFICATION & DOCUMENT REGISTER

The Specifications and Document Register is required to keep an updated record of the
latest issue of specification for each design discipline. The Specification and Document
Register is to be issued to the Project Manager Delivery to keep the site informed of the
latest issue of each specification.
Asia Projects Operations Manual - Issue 1 / 2.5 Admin - Registers

Design Management
Address
e-mail
fax
Handphone
Pager
Telephone
Position
Personnel
in charge
Company
Consultant
Asia Projects Operations Manual - Issue 1 / Time

2.5 Admin
- Planning
- Registers
Design Management
CONSULTANT REGISTER
AUTHORITIES REGISTER
PLANNING
DEPT.
SECTION

Design Management
JTC
Land Owner Endorsement
URA
Plan lodgment
LTA
Roads & Transport
ENV
CBPU Pre-Consultation
FSB
Building Plan
MINDEF
Height Control Requirements
BUILDING PLAN
BCD
Building Plan Registration
Building Plan Submission
FSB
Building Plan
Services (ACMV)
Services (Fire Protection)
LTA
Roads & Transport
Car Park
ENV
Pollution Control
(CBPU)
Sewerage (Sanitary & Plumbing)
Environmental Health
Drainage
STRUCTURAL WORKS
BSL
Piling
Piling Permit
Super-Structure
Super-Structure Permit
INFRASTRUCTURE - INTERNAL
PUB
Water
POWER
Electricity Supply
GRID
TELECOM
Telephone Infrastructure
CONTACT
PERSON
CONTACT
PH.
REFERENCE NO.
Date
REVISION
SIZE
DRAWING DESCRIPTION
A: DESIGN DISCIPLINE
ITEM DRAWING NOS.

Design Management
DRAWING REGISTER
SPECIFICATION AND DOCUMENT REGISTER
Project No :
Project Name :
Register
Date
No.
Title
Rev.
Locations Pages
001
002
003
004
005
006
007
008
009
010
011
012
013
014
015
016
017
018
019
020
021
022
023
024
025
026
027
028
029
030
031
032
033
034
035

Design Management

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C

Supervision & Manpower Schedule

COST - Budget Preparation

Design Authorization (DA)

ADMIN / QUALITY - Documentation

Design Criteria / Client Specification

Design Fees Estimate

Interim Pricing Review

Contract Price Review

Asia Projects Operations Manual - Issue 1 / Introduction

TIME - Design Planning

Project Control Group Meetings

COST - Procurement / Commitments

Professional Services Agreement (PSA)

ADMIN - Head Contract

Specification & Document Register

Asia Projects Operations Manual - Issue 1 / Introduction

THE ASIA PROJECTS OPERATIONS MANUAL

Asia Projects Operations Manual - Issue 1 / Introduction

THE LEND LEASE PROJECT MANAGEMENT SYSTEM

Asia Projects Operations Manual - Issue 1 / Introduction

Comparison of Design & Construction and

Asia Projects Operations Manual - Issue 1 / Introduction

LL is responsible for the time, cost and quality

The disadvantages are :

THE ORGANIZATION STRUCTURE

Asia Projects Operations Manual - Issue 1 / Introduction

REFER BRANCH STRUCTURE

Regional Fin. Controller

The regional organisation associated with

A typical Operation Branch / Country Organisation structure is :

Asia Projects Operations Manual - Issue 1 / Introduction

ROLES AND POSITION DESCRIPTIONS

Is authorised to ensure an adequate level of engineering competence in all project management

Coordinates with other sections at all management meetings.

Resolution of Engineering orientated Non-Conformances.

Assumes the Business responsibility for Quality

Asia Projects Operations Manual - Issue 1 / Introduction

Project Manager Concept :

Project Manager Delivery :

Asia Projects Operations Manual - Issue 1 / Introduction

Asia Projects Operations Manual - Issue 1 / Introduction

GENERIC PROJECT DELIVERY PROCESS FLOWCHART

Asia Project Delivery Process

The flowchart identifies :

Prepare Market and Client

Prepare Strategy &

Project Strategy Plan.

2a. Expression of Interest

Record or review and

Service requests by Client

3a. Design Services Proposal

Offer, Tender Bid and Contract

Prepare Design Authorisation Design Authorisation.

Prepare Client Needs Brief

Client Approved Brief.

Prepare Design Brief

Client Approved Design Brief

PSA internal review record.

Prepare Concept Design

Design Meeting Minutes.

Minutes of review meeting.