دانلود کتاب مدیریت پروژه های زیرساختی

This book is about practical ways to manage the infrastructure development cycle from project initiation to the end of the operation and maintenance phase. It focuses on the Public–Private Partnership (PPP) contract and, from this perspective, private and public sector procurement are variations. Project management is about managing time, cost, quality, safety, and risks using project management methodologies and risk instruments, as well as regulatory, governance, and contract structures. If we leave these critical activities to intuition, projects are likely to fail. The idea of writing this book originates from a series of Development Finance lectures in the MSc (Project Management) program at the Department of the Built Environment, College of Design and Engineering, National University of Singapore. The students come from diverse backgrounds, such as information technology, business, architecture, quantity surveying, urban planning, project management, engineering, construction, facilities management, transport, finance, economics, and law. The book provides a structured guide to these diverse students as well as to researchers, public officials, project sponsors, lenders, developers, contractors, subcontractors, suppliers, investors, infrastructure fund managers, insurers, facilities managers, nongovernment organizations, and project consultants such as designers, engineers, environmental specialists, legal advisors, and brokers. My approach is to focus on general principles that are practical and applicable in different countries, particularly in the developing world where markets and regulatory institutions are less developed. Hence, the book uses many examples to illustrate applications and avoids detailed case studies. The book deals with only the main processes, leaving it to the reader to explore the details from standard textbooks in project finance and project management. The infrastructure development cycle is considerably longer than the usual project cycle found in standard textbooks on project management. There are many stakeholders in an infrastructure project. Hence, we may view the management of such projects from different perspectives. This book focuses on the role of the public grantor during the initial phases of identification, feasibility study, project preparation, risk allocation, and public tender. It then considers the private sponsor’s bid preparation, the lender’s due diligence, and the PPP contract award. Thereafter, we track the pre-construction activities to establish the special purpose vehicle, set up the project governance structure, design the project, and prepare for the construction tender. If it is a Design-Build or Engineering, Procurement, and Construction (EPC) project delivery method, then the contractor is also responsible for the design. During the mobilization and project execution phases, the discussion shifts to the relation between the sponsor and contractor. Upon project completion, the sponsor appoints an operator to manage the operation and maintenance. Finally, towards the end of the PPP contract, the sponsor hands over the project to the grantor. Project terminology differs across countries, sectors, and analysts. In this book, the grantor is the ceding authority, public agency, or public entity. The sponsor is the client, owner, developer, or employer, depending on the context. Sometimes, we use the plural form; that is, sponsors instead of sponsor. “Designers” are architects, engineers, and other design professionals. The following terms are similar: bid or tender, variation order or change order, and contract or agreement. It differs from the use of an “agreement” as an unenforceable private understanding or arrangement. I use the pronoun “he” or “she” interchangeably and “log x” instead of “ln x” for natural logarithm to avoid confusing “n” with sample size, as in “ln n.” Unless otherwise stated, the monetary unit is Singapore dollars.