Completing the management of the progress of the Bung River 4

Important content contributing to promoting site clearance progress in implementing construction investment projects.

Land use is part of construction investment projects, it is necessary to separate land acquisition and clearance into independent sub-projects and implement them by localities. In this direction, the project owner needs to hand over the project design to the locality early so that they have a basis to proactively implement land acquisition and clearance work. The meeting to review and approve the mid-term and final reports of the design consultant needs to invite representatives of localities within the project scope to participate. To enhance coordination between the two sides, the project management agency (EVN) needs to send representatives to participate in the local Compensation Council.

- For the people in the project area: Resettlement for the Song Bung 4 hydropower project is an important issue, greatly affecting the lives of hundreds of households, mainly the Co Tu ethnic people. If not implemented well, it can cause many extremely complicated social consequences. It is necessary to develop a common, unified policy on resettlement of hydropower and irrigation projects nationwide, on the basis of attaching importance to inspection, supervision, and timely handling of violations. Implement the principles of publicity, democracy, transparency, accuracy, fairness, and timeliness in statistics, pricing, and compensation for households. In other words, the new policy needs to be based on an approach that empowers people, instead of simply meeting their essential needs. This is a new approach, which may be unfamiliar with the old way of thinking in terms of top-down planning and direction in resettlement work, but it is a direction that needs to be explored and tested. Therefore, improving the effectiveness of resettlement work for the Song Bung 4 hydropower project is a mandatory and urgent requirement today. In the immediate future, focus on a number of contents:

+ Strong decentralization and empowerment of grassroots levels, especially district and town levels, combined with improving the capacity of planning staff and staff directly involved in migration and resettlement, who are still lacking in practical experience and expertise. The management apparatus of hydropower migration and resettlement projects must promote responsibility, closely connect with and listen to the people's thoughts and aspirations to promptly handle and resolve any problems and difficulties arising during implementation at the grassroots level, ensuring

Ensure the progress of migration and resettlement operates in a synchronous and unified manner.

+ In the process of planning migration and resettlement, it is necessary to encourage non-concentrated migration in the form of interlacing and voluntary migration to limit pressure on concentrated land, improve self-adjustment capacity, quickly restore the lives of households after resettlement, and limit conflicts in culture and customs between communities. Implement resettlement area pilot projects, select housing designs and infrastructure for people; encourage resettled households to develop their own production plans according to approved plans. The method of the State supporting transportation, leveling the ground, and people dismantling old houses and assembling them at new places according to their preferences and wishes is a suitable method.

+ Strengthen mass mobilization work to create consensus among ethnic groups on resettlement policies and guidelines. Each ethnic community has different habits, lifestyles, and farming practices. Even within a community, the ability to perceive and the impact of resettlement is different among classes and generations. Therefore, resettlement policies cannot be unified as a whole but must have very specific policies for each subject. For large irrigation and hydropower projects, conduct thorough sociological research, grasp the needs, thoughts, aspirations, customs, lifestyles, land status, and livelihoods of the ethnic groups and affected households, in order to avoid making arbitrary, hasty, and unscientific decisions on migration and resettlement.

CONCLUDE

Project management is one of the advanced management methods that increasingly affirms its role and position in the general management system of Project Management Boards. Project implementation time depends on the time of each job, the constraints of the job and the connection between jobs. Each specific job will have a start time, end time and work implementation period set. Based on the Gantt chart, project managers can adjust the time, optimize the progress of the entire project to suit the initial project requirements. In fact, the reason contributing to the development of the Song Bung 4 Hydropower Project Management Board in the past time is thanks to the Board's attention to project management, and has basically implemented the work of controlling the project implementation progress. However, the project management of the Board has not fully performed the functions of project management, has not exploited and used all the technical tools of project management to contribute to monitoring, controlling the project and satisfying the participants. The topic contributes to clarifying some related issues, overcoming limitations and completing the following tasks:

- Systematize basic issues of project management in general and progress management

Project implementation in particular in the management of Song Bung 4 Hydropower Project;

- Overview and current status of project progress management of Song Bung 4 Hydropower Project. Analysis of achievements and some limitations in the process of project progress management;

- Propose some solutions to improve the progress planning, in the process of monitoring and controlling progress. And especially solutions to strengthen the connection between relevant subjects accompanying the project implementation process. The proposed solutions are illustrated through the Song Bung 4 hydropower project that has been and is under construction.

To become the leading professional Project Management Board of Vietnam Electricity Group, it is necessary to deeply apply modern project management methods and tools.

The task is completely feasible with a team of qualified staff accompanying the development of information technology.

The purpose of the research topic is to summarize experiences and contribute to clarifying the theoretical aspect in using project management knowledge and in-depth analysis of project progress management to organize well the implementation process of projects in Quang Nam in particular and the Central region in general. However, due to the narrow scope of the research, it is inevitable that there are shortcomings, the author hopes to receive comments to continue to supplement and complete this topic./.

REFERENCES

1. Eric Verzuh, MBA at your fingertips _ Project Management topic , Ho Chi Minh City General Publishing House, 2008.

2. Erling S Andersen, Kristoffer V Grude and Tor Haug, Objective-based Project Management , a specialized book translated by the Project Team of Hydropower Project Management Board 3, December 2002.

3. Bui Manh Hung, Construction Investment Project Management , Science and Technology Publishing House, Hanoi-2006.

4. Editorial team: Dr. Nguyen Thanh Liem, MSc. Doan Thi Lien Huong, MSc. Nguyen Van Long, Project Management , Finance Publishing House.

5. Associate Professor, Dr. Nguyen Truong Son (2007-2010), Teaching materials for Project Management, Master of Business Administration, course 10 (2007-2010).

6. Government, Decree promulgating regulations on management and use of official development assistance sources , No. 131/2006/ND-CP, dated November 9, 2006 .

7. Ministry of Planning and Investment, Handbook to support the implementation of ADB-funded projects in Vietnam , September 2004.

8. Ministry of Planning and Investment, Handbook on preparation and implementation of ODA projects funded by ADB in Vietnam , September 2009.

9. Joint Department of Finance and Construction of Quang Nam province, Announcement of prices for each quarter of the year 2007, 2008.

10. Law on Bidding No. 61/2005/QH11 dated November 29, 2005 of the National Assembly of the Socialist Republic of Vietnam .

11. Construction Law No. 16/2003/QH11 dated November 26, 2003 of the 11th National Assembly, 4th session of the Socialist Republic of Vietnam

12. Decree 209/2004/ND-CP dated December 6, 2004 on construction quality management.

13. Decree 16/2005/ND-CP; 112/2006/ND-CP; 99/2007/ND-CP of the Government on management of construction investment projects.

14. Asian Development Bank, Guidelines on the Use of Consultants by Asian Development Bank and Borrowers, February 2007.

15. Asian Development Bank, Procurement Guidelines , February 2007.

16. Asian Development Bank , Guidelines for the Use of Consultants by Asian Development Bank and its Borrowers , February 2007 .

17. Asian Development Bank: Website http://www.adb.org.vn

18. Song Bung 4 Hydropower Project Management Board, Reports for 2008, 2009, 2010

CONTRACTOR NAME

INVESTOR: VIETNAM ELECTRICITY GROUP - EVN

INVESTOR REPRESENTATIVE: SONG BUNG 4 HYDROPOWER PROJECT MANAGEMENT BOARD – ASB4

PROJECT: ............................................................................

CONSTRUCTION DIARY

Book number: ..........

Category : ..........................................................................

Package: ..........................................................................................

Location : ..........................................................................

Design unit: ..........................................................................................

Supervising unit: ..........................................................................................

Construction unit: ..........................................................................................

For outside cover

CONTRACTOR NAME

INVESTOR: VIETNAM ELECTRICITY GROUP - EVN

INVESTOR REPRESENTATIVE: SONG BUNG 4 HYDROPOWER PROJECT MANAGEMENT BOARD – ASB4

PROJECT: ............................................................................

CONSTRUCTION DIARY

Book number: ..........

Project: ............................................................................

Category : ..........................................................................

Package: ..........................................................................................

Location : ..........................................................................

Design unit: ..........................................................................................

Supervising unit: ..........................................................................................

Construction unit: ..........................................................................................

Commencement date (contractual/actual): ......................................................................

Completion date (contractual/actual): …………… .............................

For inside cover

This diary has ......... pages, numbered from 01 to ...... and stamped by ………………………………………………………………….

Contractor

Signed and sealed

Part I: General Documents

Project name: ..............................................................................................

Item name: ..............................................................................................

Package name: ................................................................................................................ Name of the agency approving the BVTC design: ..........................................................

Name of the BVTC design agency: ……................................................................

Name of chief designer:......................................................................................

Started according to contract date ................................. Actual date...............

Handover according to contract date ...................... . ............ Actual date..............

Name of construction site manager: ..............................................................

List of supervisory consultants

Full name

Level

train

Position

Time to start participating

monitor