2018 - ODBEST by Olan Deems – Filipino Business & Engineering Blog

Schedule Control and Progress Reporting

<b><span style="font-size: large;">General</span></b><br />
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This procedure establishes effective and timely planning, scheduling, and reporting for engineering, procurement, and construction activities to able the OWNER and CONTRACTOR to monitor the progress of work and the status of resources.<br />
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The following subjects would be covered in this procedure;<br />
<ul>
<li><span style="white-space: pre;"> </span>Organization for Schedule control</li>
<li>Schedule development and philosophy</li>
<li>Schedule control</li>
<li>Progress measurement</li>
<li>Reporting</li>
<li>Project Schedule Monitoring</li></ul>
OWNER can be assured that this established procedure would facilitate efficient Project Schedule Control to identify potential delays ahead so that corrective action can be taken immediately and can be anticipated earlier.<span style="white-space: pre;"> </span><br />
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<b><span style="font-size: large;">Organization for Schedule Control</span></b><br />
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Upon Commencement of the Project, the Project Control Manager will direct a dedicated team composed of experienced Cost/Schedule personnel who are assigned to various line departments. The team is located in a Project task force area to facilitate and maintain close coordination and dedication to the Project.<br />
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The Project Control Manager, under the direction of the Project Manager, will be responsible for preparing all Schedule documents and analysis reports.<br />
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The Schedule Controller will be responsible for assisting the Project Control Manager with Schedule development and progress reporting.<br />
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Meanwhile, the Project control team will be centered in CONTRACTOR’s home office, and at an appropriate time, key members of the control team will be relocated to the site office to monitor and control the construction.<br />
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<b>1<span style="white-space: pre;">. </span>Project Control Manager</b><br />
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The major responsibilities of a Project Control Manager are as follows;<br />
<ul>
<li>To Schedule periodic meetings with the Project staff, review the progress of the work, and discuss the needed corrective action.</li>
<li>To oversee that adequate Project and individual discipline Schedules are well prepared.</li>
<li>To ensure that the Schedules are achieved.</li>
<li>To ensure that proper steps are taken to maintain the dates set as per Schedule.</li></ul>
<b>2.<span style="white-space: pre;"> </span>Lead Schedule Controller</b><br />
<span style="white-space: pre;"> </span><br />
The Lead Schedule Controller will ensure that a Project plan is developed and maintained within its established overall objectives of the Project. He is responsible for the establishment of consistent guidelines for the timing, format, and content of all the information regarding the schedule being supplied to him.<br />
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<b>His major responsibilities are as follows;</b><br />
<ul>
<li>To prepare any preliminary Project Schedules and integrated Work Schedule.</li>
<li>To assist individual discipline in the preparation of their respective schedules.</li>
<li>To review the consistency of each discipline's integrated Work Schedule and ensure that the necessary revisions and adjustments are coordinated to proper channels to keep the schedule aligned.</li>
<li>To keep the Integrated Work Schedule current and see that the major discipline Schedules are kept current.</li>
<li>To monitor all Schedules and identify potential problems with the Project.</li></ul>
<b>3.<span style="white-space: pre;"> </span>Schedule Controller</b><br />
<span style="white-space: pre;"> </span><br />
The responsibilities of the Schedule Controller are;<br />
<ul>
<li><span style="white-space: pre;"> </span>To assist the Lead Schedule Controller in planning and progress reporting</li>
<li><span style="white-space: pre;"> </span>To prepare the Project Schedule</li>
<li><span style="white-space: pre;"> </span>To prepare any periodic progress report</li></ul>
<b><span style="font-size: large;">Schedule Development and Philosophy</span></b><br />
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“Schedule Work Flow Diagram” shows the outline of CONTRACTOR’s Schedule development philosophy.<br />
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Upon Commencement of the Project, the CONTRACTOR will immediately begin to develop activities included in the Project Master bar chart Schedule and prepare the overall time-scale logic and Work Breakdown Structure (WBS) according to the Contract at Level 3 activities using the PERT/CPM.<br />
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These networks will be computerized and will be the basic Schedule control tool for the Project. All other Schedules Document(Level 4) prepared for the Project, i.e., Procurement Status Report, Engineering Status Report, and Physical Progress “S” curves, etc. Computerized reports will be prepared for each discipline and category and will be submitted to OWNER for review and approval, and shall be updated each month thereafter. The logic will be in sufficient detail to show all the significant relationships with other activities.<br />
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<b><span style="font-size: large;">Schedule Control</span></b><br />
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<b>1.<span style="white-space: pre;"> </span>Work Breakdown Structure (WBS)</b><br />
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WBS should be prepared to develop efficient and effective planning and control of the Project. In compliance with the Contract requirement and based on the Geographical Breakdown as Attachment #2, three (3) kinds of WBS are prepared as below.<br />
<ul>
<li>Work Breakdown Structure – Overall</li>
<li>Work Breakdown Structure – Unit</li>
<li>Work Breakdown Structure – Weight Table</li></ul>
All work required to complete the Project can be broken down into work categories at Level 3 positioned at the minimum level which to be controlled. In addition, a work category consists of some work activities.<br />
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The basic guidance for establishing WBS is given below;<br />
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a)<span style="white-space: pre;"> </span>To be able to clarify the scope of work<br />
b)<span style="white-space: pre;"> </span>To provide control at an appropriate level<br />
c)<span style="white-space: pre;"> </span>To be able to easily collect data with respect to Schedule/material/document<br />
d)<span style="white-space: pre;"> </span>To facilitate measurement and reporting of work performance<span style="white-space: pre;"> </span><br />
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<b>2<span style="white-space: pre;">. </span>Kinds of Schedule</b><br />
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“PRIMAVERA” will be used to develop all Project Schedules on which the following Schedules will be prepared and maintained for the Project;<br />
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1)<span style="white-space: pre;"> </span>Overall Barline Schedule: Level 1<br />
<span style="white-space: pre;"> </span><br />
Overall Barline Schedule (Level 1) which summarizes the overall schedule for engineering, procurement, and construction discipline showing Milestone activities. This is the basis of the preparation of the Level 2 Schedule.<br />
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It covers overall information, management summaries, and basic information required by OWNER and used for the purpose of management-level monitoring of CONTRACTOR and OWNER.<br />
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Refer to Attachment #6 is the Overall Barline Schedule (Level 1)<br />
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2)<span style="white-space: pre;"> </span>Barline Schedule by Unit: Level 2<br />
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Barline Schedule by Unit (Level 2) is also a management level Schedule and will be used to monitor engineering, procurement, and construction of each discipline’s Schedule of each Unit and shows Milestone activities which are agreed upon by OWNER.<br />
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Refer to Attachment #7 is the Barline Schedule by Unit (Level 2)<br />
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3)<span style="white-space: pre;"> </span>Detailed  Schedule: Level 3<br />
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A logical grouping of Project activities at the lowest level which is being controlled is diagrammed by utilization of the Critical Path Method (CPM) in order to show the sequence of execution and interrelated activity restraints.<br />
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Refer to Attachment #8 is the Barline Schedule by Activity (Level 3)<br />
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4)<span style="white-space: pre;"> </span>Schedule Document: Level 4<br />
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4-1) Engineering and Design Progress Report (EDPR) / Requisition Progress Report (RPR)<br />
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EDPR and RPR are working levels for day-to-day and week-to-week control sheets covering all drawings, specifications, and requisitions produced by engineering disciplines. Dates specified in EDPR/RPR are derived from the Level 3 Schedule.<br />
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These reports will be the basis for progress and performance measurement showing the following;<br />
<ul>
<li>Activity code and activity name.</li>
<li>Drawing and document number, revision number, title, drawing size.</li>
<li>The standard sequence of engineering production</li>
<li>Design start</li>
<li>-  Design Completion</li>
<li>-  Issue for approval or review</li>
<li>- Issue for construction</li><li>The standard sequence of requisition work</li>
<li>.  RFQ issued</li>
<li>.  TBE completed</li>
<li>.  PS issued</li>
<li>.  Critical Vendor Print-approved</li></ul>
Percent completed based on the completed step of the production sequence.<br />
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These reports will be updated with information and data by each discipline on a monthly basis<br />
<span style="white-space: pre;"> </span><br />
<span style="white-space: pre;"> </span>4-2) Procurement Progress Report (PPR)<br />
<span style="white-space: pre;"> </span><br />The Procurement Progress Report (PPR) will cover the status of procurement and delivery for equipment and/or bulk materials. Dates specified in PPR are derived from the Level 3 Schedule.<br />
<span style="white-space: pre;"> </span><br />
This report will be the basis for progress and performance measurement of procurement and show the following:<br />
<ul>
<li>Activity code and activity name</li>
<li>RFQ and P.O Number</li>
<li>Item Number and description</li>
<li>The standard sequence of procurement work</li>
<li>LOI or P/O issued</li>
<li>.  Critical Vendor Data Receiving</li>
<li>.  Major Material Receiving</li>
<li>.  Shipping (FOB)</li>
<li>.  Delivery on Site </li></ul>
<span style="white-space: pre;"> </span>4-3) Construction Progress Report (CPR)<br />
<span style="white-space: pre;"> </span><br />A Construction Progress Report (CPR) is a working-level progress control document. This report will be prepared based on the Level 3 Schedule. CPR shows all detailed construction activities with each activity ID and progress weight designated by actual work volume. It is different from PPR having standard work steps. Different work steps are applied for CPR considering the character of each work category. Refer to Attachment #12 is a sample format for CPR.<br />
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This report will be the basis for the progress and performance measurement of construction and has the following information;<br />
<ul>
<li>Activity code</li>
<li>Work description</li>
<li>Total work volume</li>
<li>Achieved work volume</li>
<li>Total weight value</li>
<li>Achieved weight value</li>
<li>Work steps</li>
<li>Planned start and finish dates</li></ul>
Actual start and finish dates<br />
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<span style="white-space: pre;"> </span>4-4) Physical Progress “S” curves<br />
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Actual progress percentages (%) at Schedule Documents (EDPR, RPR, PPR, CPR) will produce the actual progress curve (“S”-curve) at the upper WBS levels. Refer to Attachment #13 is formats for Physical Progress “S” curves to be used for the Project.<br />
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The “S” curves for the engineering, procurement, and construction will be updated on a monthly basis and will be submitted together with the Monthly Progress Report.<br />
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<b><span style="font-size: large;">Project Schedule Monitoring</span></b><br />
<span style="white-space: pre;"> </span><br />The CONTRACTOR will begin to track and monitor the progress of the Project. Each involved discipline will be responsible for tracking and controlling its areas of responsibility for the Project according to the integrated critical path networks. The activities, that will be performed, are described briefly below;<br />
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1<span style="white-space: pre;"> </span>Engineering Status Review Meeting<br />
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Meeting at which the Project Engineering Manager is required to report progress to the Project Manager for any problems that threaten Schedule delays. Corrective action will then be discussed.<br />
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2<span style="white-space: pre;"> </span>Purchasing Status Review Meeting<br />
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Meeting at which problem areas pertaining to a purchase for particular items in the requisition of the purchase order stage are discussed and necessary corrective action will be assigned, if any.<br />
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3<span style="white-space: pre;"> </span>Expediting Status Review Meeting<br />
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Meeting at which problem areas pertaining to expediting particular items in the requisition of the purchase order stage are discussed and necessary corrective action will be assigned, if any.<br />
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4<span style="white-space: pre;"> </span>Drawing and Requisition Status Control and Catch-up Schedule<br />
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Summary of drawings and requisitions status reports for the Project will be shown on the engineering progress “S” curve and this will be updated and issued by the CONTRACTOR on a monthly basis.<br />
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If problems or adverse trends are identified, these will be immediately brought to the attention of the Project Manager for action and resolution.<br />
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To further solidify the tracking and control effort, CONTRACTOR will prepare updated networks as required in order to determine the critical status of the Project. The resulting critical status for specific areas and activities will be notified to the CONTRACTOR’s management to solve the problem.<br />
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The problem will be resolved and if necessary a revised logic will be prepared to reflect the recovery plan. The new revised logic will then immediately be updated to the current Schedule.<br />
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Schedule Control and Progress Reporting

General This procedure establishes effective and timely planning, scheduling, and reporting for engineering, procurement, and construct...

Magbasa nang higit pa »

7:04 AM

It's Fun to Stroll around Wolmi Park (월미 공원)

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It's a large forested park that you can walk or climb along or on this well-preserved mountain. There are several traditional Korean gardens and the hilltop Wolmi Observatory offering the best 360° views over the sea and the coast or across the port and towards Yeongjongdo. Well, what I am describing is the Wolmi Park (<i>월미 공원</i>)  located at 131-22, Wolmi-ro, Jung-gu, Incheon, South Korea. This park is within the Wŏlmi-do (월미도) island,  one kilometer off the coast of South Korea near Incheon.</div>
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Let's then stroll to this large park...</div>
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I assure you as walk around, it is definitely worth your time of exploration and relaxing as you go around the cultural street (<i>seaside town promenad</i>e) and navy memorials. You would feel the experience have toured the whole island in just one day - <i>family fun, food tripping (such </i><i>as icy beer or ice creams, </i><i>aroma of coffee, etc.</i><i>)</i><i>, harbor shopping, garden viewing (such as rows of colourful flowers along the walkway</i>)<i> and cultural experience.</i></div>
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<tr><td class="tr-caption" style="text-align: center;"><span style="font-size: xx-small;">Naver Hotel</span></td></tr>
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BTW, as you roam around you will see a Korean life of years gone by as defined by the typical historic building architecture, depicting the life in rural villages.</div>
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<tr><td class="tr-caption" style="text-align: center;"><span style="font-size: xx-small;">Eagle Viking</span></td></tr>
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It's Fun to Stroll around Wolmi Park (월미 공원)

It's a large forested park that you can walk or climb along or on this well-preserved mountain. There are several traditional Korean ga...

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12:31 AM

Cost Control

<b><span style="font-size: large;">General</span></b><br />
<span style="white-space: pre;"> </span><br />
CONTRACTOR will utilize CONTRACTOR’s own Cost Control System which is a PC-based system linked to the company accounting system. The system has two-fold-objectives;<br />
<span style="white-space: pre;"> </span><br />
<br />
<ul>
<li>To manage the Project in integrated Project control for both schedule and resource. </li>
<li>CONTRACTOR management with a timely and accurate cost status of the project based on the current performance as well as the forecast-at-completion basis to identify problem areas so corrective actions can be taken.</li>
</ul>
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<span style="white-space: pre;"> </span><br />
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CONTRACTOR’s cost control philosophy encompasses the following key principles;<br />
<span style="white-space: pre;"> </span><br />
<br />
<ul>
<li>Cost control shall be based on the earned value concept, using values developed from the Contract Price. </li>
<li>A common scheduling level breakdown structure shall be used for integrated project control of both cost and schedule.</li>
<li>A budget for control purposes will be prepared in detail as possible during the very early stage.</li>
<li>Continuous monitoring and comparison of quantities and costs against the control budget will be implemented for the entire duration of the Project.</li>
<li>Written Project cost control procedures will be rigidly enforced.</li>
<li>Cost control must be a continuing responsibility of management and the entire project team.</li>
</ul>
<br />
<span style="white-space: pre;"> </span><br />
Based on the above objectives and principles, CONTRACTOR’s Cost Control System shall be devoted to integrating various functions of cost and schedule control into a unified system. This system will be used to constantly monitor, forecast, control, and report the status of the Project.<br />
<br />
<b><span style="font-size: large;">Organization and Responsibility</span></b><br />
<span style="white-space: pre;"> </span><br />
The Project Cost Team is composed of experienced personnel from specialized departments and works under the direction of the Project Control Manager throughout the Project execution. The functions and responsibilities of cost engineers per each Project phase are as follows:<br />
<span style="white-space: pre;"> </span><br />
1.  Overall<br />
<span style="white-space: pre;"> </span><br />
<br />
<ul>
<li>Develop the project cost control procedure under the guidance established by the project Control Manager and standard procedures and policies contained in the cost control manual.</li>
<li>Maintain constant communication with all project task force members to develop and disseminate project cost requirements.</li>
<li>Maintain a continuous evaluation of the total project cost status.</li>
<li>Advise project management of cost deviations together with conclusions and recommendations to resolve problem areas</li>
<li>Ensure the contingency allowance is adequate.</li>
<li>Review, analyze, and forecast project costs, and provide curves and analysis of task force costs.</li>
<li>Develop monthly cost reports for all project costs.</li>
<li>Department function as well as project-related.</li>
<li>Prepare all estimates for any changes in the project control estimate to ensure the changelog is current.</li>
<li>Attend and participate in all project estimate review meetings.</li>
<li>Attend project progress meetings.</li>
<li>Attend major subcontractor progress meetings.</li>
</ul>
<br />
<span style="white-space: pre;"> </span><br />
2.    Engineering-Procurement<br />
<span style="white-space: pre;"> </span><br />
<br />
<ul>
<li>Participate in the evaluation of subcontractor bids. </li>
<li>Participate in the evaluation of major material and equipment purchases.</li>
<li>Ensure the validity of back charge documentation and assess potential recovery of back charges.</li>
<li>Monitor man-hour expenditures by major discipline.</li>
<li>Monitor home office expenses, overheads, and man-hour costs.</li>
<li>Monitor total expenditures and commitment curves for home office labor and materials.</li>
</ul>
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<b><span style="font-size: large;">Project Cost Code</span></b><br />
<span style="white-space: pre;"> </span><br />
For effective project cost control, logical and interrelated coding and numbering systems are a key element of success. It is defined as the method used to positively identify controllable elements of the project and provides the means to distribute control budgets and collect costs against these budgets.<br />
<span style="white-space: pre;"> </span><br />
Upon commencement of the project, the project cost code is established within the framework of the standard code of accounts and modified wherever necessary to meet specific project requirements. The established project cost code will be used to collect project data at the detail level and move this data to higher summary levels as required by the reporting functions.<br />
 <br />
<b>Procedures of Cost Control</b><br />
<span style="white-space: pre;"> </span><br />
1. Project Control Estimates (Budget)<br />
<span style="white-space: pre;"> </span><br />
Upon Commencement of the Project, the cost engineer, under the direction of the Project Control Manager prepares the initial control budget based on the proposal estimate in accordance with the Project cost codes approved for implementation by management.<br />
<span style="white-space: pre;"> </span><br />
The basic approach is as follows,<br />
<span style="white-space: pre;"> </span><br />
1)<span style="white-space: pre;"> </span>Review, update, and trend the proposal estimate and schedule to reflect the latest information.<br />
<span style="white-space: pre;"> </span><br />
-<span style="white-space: pre;"> </span>Review for the changes of proposal base during contract finalization, such as capacities of units, factors used in the estimate, escalation, material take-off used for quotations, or factored estimates.<br />
-<span style="white-space: pre;"> </span>Update the pricing data for the material as revised during the final negotiation.<br />
-<span style="white-space: pre;"> </span>Update the negotiated prices of subcontracts for design, services, and 3rd party inspection.<br />
<span style="white-space: pre;"> </span><br />
2)<span style="white-space: pre;"> </span>Rearrange all cost elements into the form of a control budget in accordance with the Project cost code. Information contained in the control estimates is inputted into the computer database to form a control base.<br />
<span style="white-space: pre;"> </span><br />
When a change authorization or trend report is approved or a budget reallocation becomes necessary and is authorized, the cost engineer enters the change in the budget referencing the source of the change.<br />
<span style="white-space: pre;"> </span><br />
2.    Tracking and Recording Project Cost<br />
<span style="white-space: pre;"> </span><br />
Upon completion of the Project control estimate, it is formally approved and signed off by the Project Manager. The cost engineer, thereafter, uses this estimate for the budget basis which is used to compare actual vs. budget status.<br />
<span style="white-space: pre;"> </span><br />
3.     Expenditure Control<br />
<span style="white-space: pre;"> </span><br />
Expenditure control is applied in all cases prior to commitment.<br />
<span style="white-space: pre;"> </span><br />
In the home office, manhours and budget are established prior to the start of Work as defined in the Schedule Control and Progress Reporting section.<br />
<span style="white-space: pre;"> </span><br />
Home office manhour expenditures are recorded on timesheets using the Project cost codes. Manhour costs are determined by applying the manhour rate.<br />
 <br />
For equipment and material purchases, quotations are entered on bid tabulation forms and compared against the budget. Purchases exceeding budget values require Project Management confirmation and approval before the issuance of the purchase order. Purchased equipment, material, and subcontract costs are recorded first as a projected (Predicted) cost, then as a commitment when a purchase order is placed, and finally as an expenditure when an invoice is paid. Requisitions and purchase orders carry the Project area code.<br />
<span style="white-space: pre;"> </span><br />
Non-payroll costs, which cover such things as travel and living, communications, computer facilities, reproduction, and miscellaneous expenses, are recorded through approved expense claims, invoices, or vouchers that carry the Project area code.<br />
<span style="white-space: pre;"> </span><br />
All Project costs are coded and recorded in a manner that matches the estimate codes. The coding structure follows the Work Breakdown Structure such that vertical summation of costs through the Work Breakdown Structure gives the Project section and total Project costs. Horizontal summation of costs by Project cost code gives the total Project cost for selected accounts.<br />
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Cost Control

General CONTRACTOR will utilize CONTRACTOR’s own Cost Control System which is a PC-based system linked to the company accounting system. ...

Magbasa nang higit pa »

7:43 AM

Key Positions: Know Your Job Description

<b><span style="font-size: large;">PROJECT CONTROL MANAGER:</span></b><br />
<br />
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<ul>
<li>Provide leadership and manages project controls.  </li>
<li>Provide client with concise data to enable them to make timely effective decisions. Manages, integrates, coordinates and review the work of the Project Controls group to develop, implement, feed, reconcile, and maintain valuable program control databases and reports. </li>
<li>Manage and ensure the reconciliation of program controls data with financial systems, coordinating with Support Services and IT Department. </li>
<li>Coordinate and provide leadership to local Project Managers and Directors to establish and maintain data coding structures, project control tools, and quality data for budgets, contracts, change orders, trends and actual costs. </li>
<li>Develop, implement and maintain a management reporting data warehouse to produce valuable program controls reports and data.  </li>
<li>Attract, recruit, and retain a project controls team.</li>
<li>Project Controller for project, program and portfolio management as part of the Program Management Office and Operations.</li>
<li>Provides computer input and performs analytical review of reports generated.</li>
<li>Accumulates and accesses historical data, such as performance experience, for use in maintaining a realistic basis for future planning and forecasting.</li>
<li>Explain how to use tools and processes to accomplish core PM activities. Provide expertise and act as a resource to the team on “how to” apply the tools, processes and practices to the given project.</li>
<li>Provide formal and informal training on the tools, processes and best practices appropriate for the target individual or team.</li>
<li>Support teams locally as well as in certain other regions, including team members located internationally.</li>
<li>Routinely provides accurate cost routing documents and leads the cost routing process for capital projects.</li>
<li>Insure the tool administration and master data stewardship needs are known, owned and being done to support effective tool operation.</li>
<li>Develops and maintains critical path logic networks and bar charts utilizing this information.</li>
<li>Analyzes, evaluates, and forecasts current status against an established baseline schedule.</li>
<li>Assesses the impact of design or construction changes and schedule slippages.</li>
<li>Insure accuracy and completeness of master data including resource information; project, activity, and resource codes; enterprise project structure; security profiles; licensing information; etc.</li>
<li>Prepares graphs, diagrams, and other exhibits to illustrate cost status and forecast requirements for Project Management and client.</li>
<li>Performs analytical review and arithmetic checks of cost reporting documentation.</li>
<li>Implements and maintains the Planning/Scheduling portion of Integrated Project Control System.</li>
<li>Activities include establishing security for users and, in conjunction with the Research Primavera Administrator, configuring the tool’s global preferences.</li>
<li>Develops, implements and maintains cost control, and/or provides centralized planning and scheduling function for Capital & O&M, Operations, Maintenance and Special Projects.</li>
<li>Assists a Senior Project Controller with assigned segments of larger projects.</li>
<li>Participates in the development of the work breakdown structure, interfacing with Procurement, Engineering, and Finance Departments.</li>
<li>Prepares and processes input to the cost control system for all cost reports.. Develop an effective project plan template that can be utilized for scheduledevelopment, schedule control, and critical path analysis.</li>
<li>Advocate for Project Management improvement.</li>
<li>Influence project managers and team members to effectively use tools and processes.</li>
<li>Advocate good project management practices within work areas.</li>
<li>Participate in efforts to improve project or portfolio management, by proposing process or tool improvements, developing parts of processes, supporting process implementation.</li>
<li>Support use of and train project managers and teams in Project Management tools and processes.</li>
</ul>
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<div>
<br /></div>
<b><span style="font-size: large;">CONSTRUCTION COORDINATOR:</span></b><br />
<br />
<ul>
<li>Coordinate with engineers and developers in designing the plant; draw and sketch installation and location of equipment such as amplifiers, power supplies and cables; complete material orders needed for planned construction</li>
<li>Monitor contractor performance; insure adherence to terms and conditions of agreements</li>
<li>Coordinate construction efforts through in-house and contract labor for new construction and rebuild projects</li>
<li>Perform site inspections for quality control</li>
<li>Coordinate permitting and make ready process</li>
<li>Communicate with Project Manager or designated supervisor regarding concerns about construction progress</li>
<li>Performs other duties as requested by supervisor</li>
<li>May analyze departmental project information to determine and/or forecast trends utilizing detailed instruction received by department personnel</li>
<li>Generates complex project reports</li>
<li>Creates and maintains project files</li>
<li>May processed pay applications, joint check payments, and lien releases</li>
<li>Be familiar with specifications, shop drawings, and submittals</li>
<li>Maintain projects lists and close out documentation.</li>
<li>Interface with general contractors and subs and be detail oriented with follow up skills.</li>
<li>Responds to inquiries from department personnel regarding assigned project status</li>
<li>Assists department personnel in organizing work relating to specific assigned project deadlines</li>
</ul>
<br />
<br />
<b><span style="font-size: large;">ENGINEERING COORDINATOR:</span></b><br />
<br />
<ul>
<li>Responsible for the coordination with the design consultants and engineers project representatives and the statutory and authority agencies for the establishment of the design deliverables requirements for submission. </li>
<li>Review design deliverables together with the design consultant and engineers and ensure that it is in order for submission. </li>
<li>Attend technical design clarification and project meetings, coordinate with the project coordination team members, the vendors, and the subcontractors with regards to the workability and constructability of the design. </li>
<li>Coordinate with the document controller on the transaction of the design deliverables to ensure that the flow of the documents is smooth and correct. </li>
<li>Assist the procurement team by providing all necessary technical inputs to facilitate award of procurement and subcontract packages, attend technical clarifications as and when required and also assist QA and QC and Site Construction Team to address technical issues and establish method statements. </li>
<li>Report to Section Head and Engineering Manager.</li>
<li>Primary responsibility is to coordinate/interface with discipline Engineers to ensure successfully completion of project deliverables and milestones.</li>
<li>Keep track and follow up on Engineering activities closure and control discipline Engineers of all design submission are on time</li>
<li>Assist Engineering Manager in development/deployment and maintenance of BEST PRACTICES of Engineering Processes and Tools.</li>
<li>Liaise with PMT and planning engineer on the design submission schedule and ensure that all design submissions are on time i.e. issuance of Project’s Purchase Requisition (PR), Drawing Register, Site Technical Queries, 2-week plan ahead schedule related to engineering matters and etc</li>
<li>Assist Engineering Manager/Section Head in resource planning to achieve work efficiency.</li>
<li>Assist the procurement team by providing all necessary technical inputs or coordinate discipline Engineer to facilitate award of procurement and subcontract packages.</li>
<li>To prepare the Project Engineering minutes of meeting and ensure the communication of information is established from external source of project requirements to the discipline engineers and vice versa. He is a gatekeeper.</li>
<li>To implement Knowledge Management within the department of adopting lesson learnt in the project and to reduce the repeat of errors made.</li>
</ul>
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<br />
<b><span style="font-size: large;">PROJECT ENGINEER:</span></b><br />
<br />
<ul>
<li>Co-ordinate and manage Sub-contractors and Supervisors on site to ensure all works comply fully with regulatory and Client’s requirements. </li>
<li>Work closely with Consultants, Regulatory Authorities and Contractors, to provide planning, design and supervision to solve site matters and timely completion of the projects. </li>
<li>Ensure implementation and sustaining of construction quality and safety programme. </li>
<li>Able to work independently, prepare method statements and check drawing discrepancies. </li>
<li>Correspond and meeting with Consultants and Construction Team </li>
<li>Head project meetings to collect and disseminate information pertaining to projects.</li>
<li>Technical specification review and resolution.</li>
<li>Coordinate the collection and dissemination of technical information between/within the company and customer.</li>
<li>Schedule and monitor program activity to achieve an “on-time” result including follow-up with external suppliers to ensure timely response to action items.</li>
<li>Monitor program cost activity to achieve an “in budget” result.</li>
<li>Prepare quotations utilizing supplier information, cost standards, technical information from quality, manufacturing engineering, design.</li>
<li>Create bill of material, detailed instructions for manufacturing process of new part, specification for packaging, external supplier specification to provide standard cost structure and instructions for manufacturing.</li>
<li>From customer drawings, determines possibility of failure in our manufacturing process. Analyze process to learn likelihood of detection and resulting effect on customer product. Suggest preventative steps for correction.</li>
<li>Ensure that project charges are correctly represented for accounting’s closing process.</li>
<li>Evaluates project performance of functional areas.</li>
<li>Performs work which involves conventional methods and types of plans, investigations, surveys, structures, or equipment with relatively few complex features.</li>
<li>Selects and recommends procedures or development of methods.</li>
<li>Assignments involve activities requiring knowledge of standard principles and techniques. Assists in mentoring of Engineering Associates.</li>
<li>Directs and supervises other engineering activities.</li>
<li>Assists in the coordination of pricing, estimating, scoping strategies for proposed projects and in the development and preparation of technical specifications.</li>
<li>Prepares designs, drawings, plans and specifications for projects, engineered systems, technical equipment or components.</li>
<li>Supervises technical testing, survey or field engineering teams.</li>
<li>Assist in client contact and communication pertaining to specific projects.</li>
<li>Assists in the preparation of probable construction cost estimates.</li>
<li>Assists in the analysis of reports, maps, drawings, blueprints, tests and aerial photographs on soil compositions, terrain, hydrological characteristics, and other topographical and geologic data to plan and design project.</li>
<li>Prepares design computations and quantity estimates.</li>
<li>Assists in the preparation or modification of reports, specifications, plans, construction schedules, environmental impact studies, permits and designs for project.</li>
<li>Instructs technicians to reduce designs to working drawings.</li>
<li>Reviews and monitors project progress to assure quality and adherence to requirements of contract documents.</li>
<li>Responsible for control of work-in-progress, ensures accurate client billings, monitors outstanding accounts receivable and collection efforts on related projects.</li>
<li>Perform other assigned duties as deemed necessary by their supervisor.</li>
<li>Receives instructions on assignment objectives, complex features and possible solutions.</li>
<li>Receives / solicits guidance on unusual and/or complex problems and supervisory approval on work plans.</li>
</ul>
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Key Positions: Know Your Job Description

PROJECT CONTROL MANAGER: Provide leadership and manages project controls. Provide client with concise data to enable them to make ti...

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5:41 PM

Method Statement for Installation of Waste Water & Sanitary Waste Water Line

<div style="text-align: justify;">
This Method Statement is applicable to all PVC Wastewater & Sanitary wastewater Plumbing activities regardless of sizes and classes, which are to be installed on the [Project Title] Project, [Location]. </div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
The procedure is intended to provide general application guidance and establish controls during preparation and installation and to ensure that the installation of PVC Waste Water & Sanitary Wastewater Lines are carried out safely, efficiently and in accordance with good working practice, as per OWNER Job Specification.<br />
<br /></div>
<div style="text-align: justify;">
<div class="separator" style="clear: both; text-align: center;">
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<div style="text-align: justify;">
<b><span style="font-size: large;">Pre-Installation Activities of Waste Water & Sanitary Waste Water Line</span></b></div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Ensure that all relevant documents have been approved by OWNER prior to installation, and that the latest revisions of IFC drawings, specifications including, approved procedures are disseminated to concerned personnel who will carry out the work.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Ensure that all PVC Underground Plumbing Materials to be transported from warehouse / laydown area to the work area comply with the project specifications. Site handling and identification of all piping materials and components shall be in accordance with SUBCON Standard Operating Instructions. </div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  PVC Pipes & Fittings should be given adequate support at all times. Pipes & Fittings Should not be stacked in large piles, especially in warm temperature conditions, as the lower layer may distort; Any Pipe with ends prepared jointing <i>(socket & spigot joints, “A” joints, etc.)</i> should be stacked in layers with socket placed at alternate ends of the stack and with socket protruding.  </div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  For field storage, where racks are not provided, ensure that the ground is level and free from loose stone. Pipes must be stored off the ground on proper dunnage and should not exceed three layers high and should be stacked to prevent movement. The storage area should be barricaded and sign boarded.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Ensure that the PVC Pipe is always stored in shaded area or provide polyethylene blue sheet cover to avoid ultra-violet (U/V) degradation from the sun’s rays.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Check and verify the location and orientation of piping to plant North on IFC isometrics / plan drawings. Establish good reference points for proper alignment.</div>
<div style="text-align: justify;">
<br /></div>
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<div style="text-align: justify;">
<b><span style="font-size: large;">Installation Activities of Waste Water & Sanitary Waste Water Line</span></b></div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
<b>CUTTING & CHAMFERING</b></div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Pipes should be layed in proper bedding material to avoid damage during installation.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Pipe should be cut square. Method of cutting pipes square is to place a wraparound around pipe with no overlap of the edges. Mark a line around pipe (felt pen is ideal). Cut to line with a fine toothed saw. (See Figure 1, <a href="https://www.paypal.com/cgi-bin/webscr?cmd=_s-xclick&hosted_button_id=ZR6NAZUN6H55N" target="_blank"><i><span style="font-size: xx-small;">available on the native file</span></i></a>)</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Pipe end should be chamfered at an angle 15 degrees to about one third (1/3) of the wall thickness with the course file, sub-form tool or chamfering tool. (See Figure 2, <i><span style="font-size: xx-small;"><a href="https://www.paypal.com/cgi-bin/webscr?cmd=_s-xclick&hosted_button_id=ZR6NAZUN6H55N" target="_blank">available on the native file</a></span></i>).</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Check the angle is correct with a bevel gauge.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
<b>SOLVENT WELD JOINTS</b></div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Mark Depth of entry of the pipe into socket and alignment mark and make an alignment mark parallel the long axis of the pipe.  (See Figure 2, <i><span style="font-size: xx-small;"><a href="https://www.paypal.com/cgi-bin/webscr?cmd=_s-xclick&hosted_button_id=ZR6NAZUN6H55N" target="_blank">available on the native file</a></span></i>)</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Roughen the outside of the pipe and the inside of the socket using sand paper or emery cloth up to the entry mark. ( See Figure 3, <i><span style="font-size: xx-small;"><a href="https://www.paypal.com/cgi-bin/webscr?cmd=_s-xclick&hosted_button_id=ZR6NAZUN6H55N" target="_blank">available on the native file</a></span></i>)</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Clean both surfaces and remove all dust, grease and stain using dry clean cloth and cleaner (See Figure 4, <i><span style="font-size: xx-small;"><a href="https://www.paypal.com/cgi-bin/webscr?cmd=_s-xclick&hosted_button_id=ZR6NAZUN6H55N" target="_blank">available on the native file</a></span></i>)</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Stir Solvent adhesive thoroughly.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Apply adhesive with out delay after cleaning, using a flat clean brush. Apply an even unbroken layer brushing axially to the pipe end socket mouth with a heavier layer on the pipe. Where loose fits are found, the pipe should be given a second coat.  </div>
<div style="text-align: justify;">
(See Figure 5, <i><span style="font-size: xx-small;"><a href="https://www.paypal.com/cgi-bin/webscr?cmd=_s-xclick&hosted_button_id=ZR6NAZUN6H55N" target="_blank">available on the native file</a></span></i>)</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Immediately insert the pipe into the socket up to the entry mark, align pipe & socket, Hold in position for a few seconds, then wipe off excess cement (DO NOT TWIST).</div>
<div style="text-align: justify;">
(See Figure 6, <i><span style="font-size: xx-small;"><a href="https://www.paypal.com/cgi-bin/webscr?cmd=_s-xclick&hosted_button_id=ZR6NAZUN6H55N" target="_blank">available on the native file</a></span></i>)</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Always replace lid of the can after making a joint and follow the instructions on the can observing any warning.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
<b>AFTER JOINTING</b></div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  New joints should not be moved or disturbed for 10-15 minutes after which the jointed pipe may be handled with care. Allow four (4) hours if the jointed pipe lengths are to be laid in an extended pipe run.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Ensure that the pipe is properly supported by use of sufficient approved bedding materials, which must be free from large stone, sand, sharp object that could damage the pipe.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Check compliance of slope & elevation to the approved for construction drawing.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Ensure that all type of inspection & testing including service testing has been executed before commencing back filling.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Carefully backfill and compact as per project specification requirement.</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
•  Upon completion and acceptance of inspection, conduct housekeeping properly.</div>
<div style="text-align: justify;">
<br /></div>
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Method Statement for Installation of Waste Water & Sanitary Waste Water Line

This Method Statement is applicable to all PVC Wastewater & Sanitary wastewater Plumbing activities regardless of sizes and classes, wh...

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9:51 AM

Selection of Subcontractors Procedure

<span style="font-size: large;"><b>General</b></span><br />
<br />
Considering the overall construction schedule of the Project, the Construction Manager (CM) decides the work package to be sublet and shall prepare the basic program for the subcontract work. The formality shall be preceded according to the Main Contractor's Procedures and Regulations for the subcontract work.<br />
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<b><span style="font-size: large;">Shortlisting / Single sourcing of Subcontractors</span></b><br />
<br />
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1)  Main Contractor shall necessarily follow detailed selection of subcontractors based on this Subcontract Procedure.<br />
<br />
2)  For pre-qualifying Subcontractor and ascertaining his capabilities, the main contractor shall consider the following items for evaluating the subcontractor’s pre-qualification bid<span style="white-space: pre;"> </span><br />
<br />
<ul>
<li>Construction capacity and facilities (Manpower and Equipment)</li>
<li>Construction experience (in Singapore)</li>
<li>Design engineering and technical capability</li>
<li>Financial standing</li>
<li>Workload capacity</li>
<li>QA/QC Organization and ability</li>
<li>Site supervising ability and quality of after sales service</li>
<li>HSE Management</li>
<li>ISO Certification</li>
</ul>
<br />
3) Main Contractor shall furnish the list and the complete details including names of local agent of the proposed qualified subcontractors in addition to the PQ qualification result of these proposed qualified subcontractor(s).<br />
<br />
<br />
4)  The main contractor itself shall be entitled to submit a bid in respect of any ITB requirement(s). Main Contractor will participate in the bid if the number of bids are not meet the Contract requirement, minimum of 3 bids.<br />
<br />
<b><span style="font-size: large;">Preparation of ITB packages</span></b><br />
<br />
Contractor shall prepare ITB on “Negotiable basis” which shall contain the following as minimum.<br />
<span style="white-space: pre;"> </span><br />
1) Detailed Technical specification for the required materials/services<br />
2) General /Special Terms & conditions<br />
3) Delivery schedule / Work completion schedule as per approved Project schedule<br />
4) Safe work practices to be followed in the construction work packages<br />
5) Advantage of price variation to Singaporean vendors as per Singapore law<br />
6) The subcontracting packages shall be “Re-measurable” type<br />
<br />
A list of Packages for subcontracting along with its estimated value shall be prepared and submitted as part of Tender protocol.<br />
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<b><span style="font-size: large;">Obtaining approval on ITB packages from Owner</span></b><br />
<br />
Main Contractor shall obtain approval of ITB package from Owner prior to issue of the same <span style="white-space: pre;"> </span>to the Subcontractors. The request for approval shall contain the following as minimum.<br />
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1) Details of the estimated amount with a confirmation of having approved budget for each RFP<br />
2) The proposed list of subcontractors<br />
3) The schedule of issue of RFPs, duration for submission of offers validity of the offers etc<br />
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Main Contractor shall ensure that the ITB packages shall include all elements & basis of technical & commercial assessment of the conditions that represent the minimum limit of acceptance of offers<br />
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<b><span style="font-size: large;">Issue of ITB Packages to subcontractors</span></b><br />
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Upon receipt of approval from Owner, Main Contractor shall<br />
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1) Issue the ITB to obtain minimum of 3 competitive bids in respect of each ITB.<br />
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2) In case Main Contractor is unable to issue to minimum 3 bidders, same shall be justified along with the letters/faxes from non-participation of subcontractors.<br />
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3) In case Main Contractor is one of the Bidder, then his bid will be counted as one of that from the 3 bidders.<br />
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4) The Bid submission shall be single stage.<br />
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5) Main Contractor shall mention in the tender document that the approved bidders shall not transfer the ITB package to others.<br />
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<b><span style="font-size: large;">Submission of Bids</span></b><br />
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1) The technical bids and commercial bids in respect of each RFP shall be sent in sealed envelopes and in duplicate such as one (1) original priced quotation and two (2) copies of priced quotation with full set of technical documents and 2 sets of un-priced quotations.including its corresponding CDs.<br />
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2) Such bids shall be submitted by registered mail to the addresses specified in the ITB on or before the final time and date for submission of such bids as specified by the Main contractor in the ITB.<br />
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3) All bids shall be submitted along with the tender documents issued to the approved bidder.<br />
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4) The Bidder shall not make any amendment to the ITBs and the duly signed tender document shall be returned along with the Bid<br />
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5) Any Bid submitted after the set closing date and time of receipt shall be disregarded.<br />
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6) The Bid received in contrary to the above conditions shall be rejected<br />
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7) The offer shall remain valid and irrevocable from the date of submission till the end of the validity period. No amendment to the prices shall be taken into account after submission of offer.<br />
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8) The Contractor will open any bids received on the final date and time for submission of such bids as specified in the ITB.<br />
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<b><span style="font-size: large;">Receipt of Bids / Bid Opening</span></b><br />
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1) Bids shall be received and kept under lock and key by Main Contractor.<br />
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2) Opening of bids shall be done by Main Contractor under Owner’s monitoring.<br />
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3) In case of opening of offers by Main Contractor, the minutes shall be drawn up mentioning the details of prices quoted by each bidder<br />
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4) If there are discrepancies in an offer, the Main Contractor shall study whether to accept it or reject it and accordingly, forward their decision for Owner’s approval.<br />
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<b><span style="font-size: large;">Checking of the Bids for the completeness /correctness</span></b><br />
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1) Upon checking, in case it is found that Bidder has committed calculation errors exceeding 5% of the total price, Main Contractor shall inform the same to Owner<br />
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2) In case, the individual prices & details are not in conformity with the total price, the total price shall be taken into consideration unless the error therein is in excess of the total individual prices & details. In such event, the lowest total shall be taken into account all that without prejudice to the provisions of the Contract<br />
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3) In case it is found that certain individual prices are unreasonable, the Main Contractor shall amend with the successful bidder before awarding the order to him within the limit of the tender price, provided that such amendment shall not result in replacement in Bidder’s position<br />
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4) If the amount written in figures is different from the amount written in words, the Main Contractor shall adopt the lowest amount<br />
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5) The Main Contractor shall have right to correspond/meet the Bidder directly to enquire about certain matters relating to his offers without having recourse to the Owner provided that such correspondence shall not lead to change in the prices of the submitted offer.<br />
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<b><span style="font-size: large;">Evaluation of Bids & Negotiation with Bidders</span></b><br />
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1) The Main Contractor shall evaluate the bids received in respect of each ITB as per the Contract and report its findings, refer to Attachment 18,  to the Owner along with the recommendations as to how to proceed with the bids received within 15 days of Bid Closing Date<br />
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2) Main Contractor issues any requests for clarifications.<br />
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3) The main contractor will be allowed to negotiate with the Bidders and such negotiations shall be case, there is a change in technical specification, same shall be issued to all bidders to submit commercial bid only. The Main Contractor shall give the Owner prior written notice of any meetings with the Bidders and the Owner can participate in any negotiation of the bids received in respect of a ITB.<br />
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<b><span style="font-size: large;">Recommendation for Award of Subcontract</span></b><br />
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1) The Main Contractor shall prepare Bid evaluation and Recommendation for award of Subcontract in the Owner specified format.<br />
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2) The Main contractor shall submit its recommendation to the Owner.<br />
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3) If necessary, a meetings shall be arranged by a team comprising the authorized personnel from Owner, and Main Contractor<br />
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<b><span style="font-size: large;">Award of  Subcontract</span></b><br />
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1) Main Contractor shall obtain Owner’s approval for the award of a Subcontract to the  lowest priced compliant bidder.<br />
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2) Main Contractor will be allowed to award the Subcontract to the second (2nd) lowest compliant bidder if the lowest bidder(s) has not complied the requirements in accordance with the issued ITB requirements.<br />
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3) The owner may approve the award to the higher bidder if the prices of the lowest bidder(s) are unreasonably low in such manner that raises doubts about the progress of the work. This shall be based on Main Contractor’s recommendation.<br />
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Selection of Subcontractors Procedure

General Considering the overall construction schedule of the Project, the Construction Manager (CM) decides the work package to be sublet ...

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6:12 AM

Method Statement for Total Traceability of Oxygen Piping Materials

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This procedure is intended to provide guidance and establish controls to ensure total traceability of oxygen piping components back to the Manufacturer’s Mill Certificate / Certificate of Conformity, thus ensuring correct materials are installed. </div>
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<b><span style="font-size: large;">A. Storage & Handling :</span></b></div>
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• Piping components for oxygen piping systems shall be stored, protected and issued in accordance with OWNER Specification.<br />
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<b><span style="font-size: large;">B. Fabrication & Installation:</span></b></div>
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• Upon receipt, piping components shall be checked for identification in accordance with Owner's Specification.</div>
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• For piping components which require total traceability the OWNER unique number must be die stamped or vibro etched on each component.</div>
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• Prior to issue of any piping components, the Stores Controller and Piping Supervisor / Foreman must confirm that each component is clearly identified with the OWNER unique number which enables traceability back to manufacturer’s mill certificate/certificate of conformity.</div>
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• Immediately upon issue of piping components the Piping Supervisor shall record all unique numbers against the relevant items on the approved isometric drawings.</div>
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• Transfer of identification markings prior to cutting shall be in accordance with Owner's Specification.</div>
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<b><span style="font-size: large;">C. Fabrication & Installation:</span></b></div>
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• At the weld fit-up stage and prior to welding, the Q.C. Inspector shall confirm that each component of the weld joint is clearly identified with a OWNER unique number. This number shall be recorded on the weld fit-up / visual inspection report. The unique number shall be confirmed by both OWNER Q.C. representatives who shall endorse the inspection report.</div>
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• Upon visual acceptance of a particular weld, the details of the piping components unique numbers shall be entered into the News Data Base.</div>
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• The News Data Base, which has already been loaded with all relevant data regarding item code numbers/unique numbers automatically checks the data entered against material traceability standard tables. Any non-compliance shall then be identified.</div>
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Method Statement for Total Traceability of Oxygen Piping Materials

This procedure is intended to provide guidance and establish controls to ensure total traceability of oxygen piping components back to the ...

Magbasa nang higit pa »

9:17 AM

A Worth While Walk at Changdeokgung (창덕궁) Palace

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The essence of staying in Korea is knowing the root, <i>traditions and culture, </i>of Koreans.  </div>
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For short period, our head office has been located in Jongno District (Jongno-gu) located in central Seoul, South Korea. I heard that its name derived from a major local street (<i>Jongno)</i> which means "<i>Bell Street</i>". So, I had a chance to visit the "<i>Changdeokgung Palace</i>".</div>
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Changdeokgung (창덕궁) Palace or Changdeok Palace is located within a large park in Jongno-gu, Seoul, South Korea. It's a 10 minutes walk from Ankook Subway station (<i>Line #3</i>). The palace's buildings of Changdeokgung blend with the natural topography because it was built between Peak Maebong of Mt. Bugaksan in the back and River Geumcheon. </div>
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It's once in a life time experience to see the old architectural building features and imagining on how the Royal Family of Koreans lived behind the palace walls. So, if you're inside and you must stroll around in all the buildings and rooms and see those unique and beautiful Korean garden design.</div>
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I would recommend visiting this palace. It's open from 10am to 6pm. It would be worth it, a kid friendly destination. It's a lovely palace to walk around seeing a lot of things... a very well-preserved palace with beautiful gardens.</div>
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