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Monitoring Report Based on Approved Plan Item: Operation Management Area of ​​Song Bung 4 Hydropower Plant


process to implement next steps aimed at getting the project back on track.

Looking at table 3.2, project managers will clearly see which items are slow, how slow they are, and the reasons why, so that they can analyze the causes and propose solutions that are appropriate to the reality. Based on the pre-established monitoring report templates, supervisors can be proactive in recording and updating data accurately and quickly at the construction site.

The criteria cited in Table 3.1 and Table 3.2 require supervisors to comply with the method of recording and storing relevant records scientifically to promptly provide data for reporting, contributing to improving the quality of each report.

Continuing to maintain the routine of progress monitoring and management, every weekend, the Construction Management Board and the “Network Management Team” hold meetings with the Team Leader and Group Leaders to listen to progress reports; propose specific measures to overcome difficulties arising during the construction process, promptly resolve issues within the site’s authority and immediately report to the Board’s Leadership any issues that cannot be resolved.

Table 3.2 Monitoring report based on approved plan Item: Operation management area of ​​Song Bung 4 hydropower plant

I/. Construction progress


TT


Main work


Unit

Progress

contract

Progress

correction

Mass

plan

Mass

perform

Evaluate

Catch

head


End

Catch

head

End

Fit

copper

Month


Week

Month


Week


Cumulative

%

Fit

copper

Progress

degree

1

External traffic












Digging the ground

road

m3

5/15/09

10/6/09

5/15/09


19,364



13,000

67.13

slow 1.5-2

month


Sewer construction

Female

June 15, 2009

11/10/09

4/7/09


6

3


3

50.00

2

Leveling the ground












Clear the site

m2

6/1/09

7/1/09

5/18/09


11,295

2500


9,000

79.68

slow 1.5

month


Soil compaction

m3

6/1/09

7/1/09

6/1/09


14,708

1708


13,000

88.39


Dig and level the ground

used for covering

m3

6/1/09

7/1/09

6/1/09


15,737

737


15,000

95.32

II/. Comments and evaluations

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Monitoring Report Based on Approved Plan Item: Operation Management Area of ​​Song Bung 4 Hydropower Plant


1/. Construction status and construction quality

- Rain affects the construction progress of the Contractor.

- The main reason the contractor is behind schedule is that there is not enough labor to simultaneously construct all items to keep up with the progress requirements.

- The contractor has re-installed the GPMB boundary markers according to the coordinates handed over by Board A.

+ Traffic outside the project: Completed 250m of the final section of the route.

+ KQLVH ground leveling: Under construction, leveling and filling 13,000/14,708m3.

2/. Mobilization of construction machinery and equipment, human resources and materials compared to Contract progress/Progress

correction:

2.1/. Construction machinery and equipment: excavator 02/2, bulldozer 01/2, roller 01/1, mixer 05/5, vibrating compactor 04/6, not meeting the commitment requirements for mobilization progress.

2.2/. Human resources: 60 workers.

2.3/. Supply of materials: the contractor has gathered sand, stone, cement, bricks, and steel in the QLVH area.

3/. General assessment: construction progress is slower than the contract.

4/. Proposal, recommendation: - The contractor needs to mobilize at least 40 more workers and equipment to carry out construction of items in the Management Area, carry out construction of retaining walls and culverts on the road outside the construction site, and gather enough materials to meet the contract schedule.

Based on the actual construction situation on site, resources and other information, the Project Management Board and the “Network Management Team” use PERT/CPM techniques (via management software) to adjust the progress to suit the requirements. The progress report form also needs to be adjusted with some related content to clarify the implementation progress, completed volume, causes of delays, etc.

Record information on impacts: force majeure, design changes, temporary suspension requests from the Investor and subjective factors of the Contractor. All of this information is fully recorded and made into minutes as a basis for resolving or handling contract disputes later. Inspection results are recorded in the Construction Diary (Appendix 2), Supervision Diary (Appendix 3) and confirmed by the Contractor.

3.2.1.2 Build a report based on the target milestone event (MOC) chart

Milestones: Milestones play a central role in project management. They clearly indicate the important stages that the project must pass. In some cases they also represent key results and have an intrinsic value beyond being mere checkpoints.

The report should be a description of what milestones have been achieved. The report should also indicate whether any specific difficulties have arisen in the course of work towards the milestone, which the project sponsor or the Project Management Board has identified as


interested?

Completion date

Completion dates are targets, and it is important to assess whether the project is on track. Therefore, checking the project completion date at the milestone stage is an important task. Any deviation from the planned completion date of a milestone must be reported. In addition, it is equally important to clarify the cause of the incident (the author will present in section 3.2.3.3).


Report dialog box

In principle, reports should be written according to a template that includes a plan. Of course, the same goes for milestone reports. At each stage, the report dialog box is presented in different ways. In general, the project manager should report on the completion of important activities on the milestone map. On the report template, because there is too little space for the reporter to analyze the situation, when necessary, a separate analysis is needed in a note. The milestone report should be a short, concise narrative from the project manager to the project sponsor, the Board of Directors, and key people in the grassroots organization. The idea is not that they should have a lot to read, but mainly that the report should be in such a way that they can see at a glance what stage the project is in. If the project encounters serious difficulties, they should elaborate on the memos and discuss them.

3.2.1.3. Using Chart

Using a chart to highlight the main idea of ​​the report, illustrating data with a chart is a visual way to help us easily observe, compare and predict the increase or decrease of data. Some of the most common types of charts: column charts, pie charts, and pie charts.

Looking at Figure 3.1, the construction of the hydropower plant and related infrastructure accounts for 73%, showing the importance of this work in the entire project implementation process. And similarly to Figure 3.2, the construction of resettlement areas and the construction of the QL14D flood bypass are the items with the highest proportion, so during the implementation process, it is necessary to focus on monitoring and controlling closely.


Figure 3.1 Chart showing the weights of the main items


Total weight and progress

4

23


73

Initial activities


Factory and infrastructure construction

Resettlement of affected communities


Figure 3.2 Chart showing the weights of the main categories

Output 2: Resettlement of affected communities


4

5

5

1

1

2

3

2

20


0

Weight (a)


Design of resettlement areas and auxiliary public works Construction of roads to resettlement areas

Construction of power supply for resettlement areas

Construction of resettlement areas and auxiliary public works Construction of flood avoidance road QL 14D

Allocating affected people Implementing livelihood improvement

Implement the action plan...

Table 3.3. Progress report of Song Bung 4 Hydropower project

67


MILESTONE REPORT

Progress of Song Bung 4 Hydropower Project


Plan date


Key milestones

Approved on November 30, 2009 - Head of the Board: Truong Thiet Hung

Day

Report 10/01/2010


12/20069


Design work


December 25, 2009


Completing the TKKT - TDT - HSMT documents for construction and equipment packages Decision No. 663/QD - EVN dated December 25, 2009


12/2010


Construction of main works


June 15, 2010

Signed the construction contract for the main works of package XL-01 and XL-02 with contractor Sinohydro Corporation limited


June 25, 2010


Groundbreaking ceremony and handover of construction site to contractor


3/9/2010

The contractor has completed the procedures for construction permits and tax codes to operate construction in Vietnam and started calculating the contract validity period.


September 5, 2010

Hand over the construction road items to the contractor for use in construction.


8/2010


Signing contract for package TB-04, TB-05


August 15, 2010


Completed technical assessment report submitted to EVN


August 31, 2010


Submit technical assessment report to ADB


If progress is behind schedule, it may be because the agreed conditions in the project responsibility chart are not being adhered to. It may also be that the immediate management or other members of the organization are not supporting the project as agreed. If the responsibility chart is not being followed and this is causing impacts on the progress of the project, this must be reported. The sponsor or management must be given the opportunity to decide on corrective actions to ensure that the responsibility chart is being adhered to (or possibly changed). The conclusion of a project manager’s analysis should always include a proposed course of action for the sponsor or management to review and decide upon.

For example, we are considering the item “Construction of office building for the Management Board of Song Bung 4 Hydropower Project”. Figure 3.3 shows the report on March 1. This project can choose to report on the 1st of each month or on Friday, the last working day before the 1st.

Key results and decisions are reviewed. There are also reports on milestones that have been started but not completed, which will be completed later. It is also clear whether the milestone has been achieved and if so, when.

We always report on whatever we know about the last milestone. Doing so may reveal that there will be a small delay. This means that we have to consider corrective measures in advance.

Based on the milestone report, the project manager can know whether the project is on schedule or not, from which he can analyze the causes of the discrepancy between the plan and the actual situation and propose remedial measures. In certain cases, we have to accept that we cannot continue to be faithful to the plan and have to submit to the competent authority to adjust the plan.


3.2.2 Perfecting the progress control process

3.2.2.1 Building a progress control system

One of the prominent tools for progress control is the Progress Control System. This system will include the following elements:

- Systematically compile change requests and related documents.

- Track change requests across the entire system.

- Define the required change approval level for different changes.

- Support policy changes throughout the system.

When a change occurs to the documentation system, the monitoring and control system and the procedures that the PM must follow, to obtain approval for the proposed change. The diagram below specifies a unified method for implementing construction progress management to ensure the construction progress of the packages, project items, and works specified in the construction contracts and meet the overall construction progress.

Change progress

degree


Request for replacement

change tempo




Figure 3.3 Progress control system



Have

Are not

Monitoring system

Has a change in pace occurred?


Change progress has

approved

Have

Are not

Progress Cause Profile

Stakeholders Conclusion


- Control the construction volume to ensure it meets the set plan or not (volume plan by week, month, quarter).

- Control the actual start and finish dates of the tasks recorded in the detailed schedule against the agreed detailed schedule.

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