Upload
kaibo-engineering-group
View
342
Download
4
Embed Size (px)
DESCRIPTION
January 2012 Kaibo Group e-newsletter.Kaibo Group is a Chinese based international construction management firm.
Citation preview
1
1
2102 1 eussI Volume 1 WELCOME TO KAIBO
GROUP .......................... 1
KAIBO CURRENT NEWS 1-1
INDUSTY NEWS .......... 2-4
GroupKaibo Group is an international project management
(EPCM/PMC) company. Where we provide project man-
agement and consulting services to owners and Chinese
construction enterprises.
2011 in focus for Kaibo Group 2011 was a another successful
year for Kaibo Group where we
undertook engineering project
management and consulting
works on projects in Australia,
Africa, Europe and Asia at a
total value of over 4 Billion
USD. These projects received a
high degree of recognition from
all people involved from Gov-
ernment departments to the
owners involved.
During the course of the year
CEO Mr. Sun delivered key
speeches at various conferences
and events with one in particular
at 4th China International Con-
tractors Association (CHINCA)
which was widely heralded at
the event as he focused on the
cooperation model between
contractors and engineering
consulting firms.
In 2011 we started an initiative
in sponsoring disadvantaged
children in China and abroad
where we aim to provide a better
future through education. This
initiative is one of several Cor-
porate Social Responsibility
projects we actively pursue for a
better future for people not only
in China but throughout the
world.
All at Kaibo Group look for-
ward to another challenging year
in 2012 and look forward to
working together with you.
Current Projects Nigeria—We are the management contractor on a $162millionUSD railway contract where we are providing
a full range of EPC Project Management services.
Sudan—Providing project management services for a $500USD irrigation project where we oversaw the
whole project process including tendering, contract negotiation, assisting contractors and maintaining effec-
tive communication with the owner.
Mongolia— Project managing a housing development contract.
Kaibo
2
2
The Growing Influence of Chinese Construction
Despite concerns about the quality of their work, Chinese construction companies are winning more valuable interna-tional contracts to build every-thing from roads to railways.
Richard di Bona, who runs a
Hong Kong transport consul-
tancy, said China had signifi-
cantly expanded its assistance
to developing countries, pre-
senting Chinese firms with an
inside track into many projects.
Although the value of interna-
tional contracts won by Chi-
nese firms dropped 6.5 per cent
year-on-year to US$82 billion
in the first nine months of
2010, the value of international
contracts won by Chinese
firms in 2009 was 10 times
more than 2000, according to
the China International Con-
tractors Association. By the
end of September 2010, the
cumulative total of interna-
tional contracts won by Chi-
nese firms was US$642 billion,
according to the association. In Africa, the value of Chinese construction projects jumped more than tenfold from
US$1.81 billion in 2002 to US$19.75 billion in 2008. Despite the tremendous in-crease in contracts, there have been examples of poor-quality work or safety issues in certain overseas projects by Chinese construction firms in Qatar, Ghana, Poland and Saudi Ara-bia, said an international engi-neering executive. Chinese construction firms have been able to win overseas contracts because they offer lower prices that come with financial support from Chinese state banks - such as China Exim Bank - which offer loans on generous terms, said the international engineering ex-ecutive. Chinese construction firms are highly competitive in Africa's civil works sector but not in equipment supply or construc-tion consultancy, said the Insti-tute of Developing Economies of the Japan External Trade Organization (IDE-Jetro). From 2004 to 2006, Chinese firms accounted for 31 per cent of civil works contracts in Africa awarded by the World Bank and African Develop-ment Bank. Such a percentage indicates Chinese companies
are highly competitive, as no other country has more than a 12 per cent share, said IDE-Jetro. However, Chinese firms account for only three per cent of the equipment supply mar-ket in Africa and are almost non-existent in construction consultancy in Africa. Chinese construction firms face several problems when expanding overseas, including lack of risk management and poor contract management, the professor said. One example is the light-rail project in the Muslim holy city of Mecca where China Railway Con-struction Corporation booked a 1.39 billion Yuan (HK$1.66 billion) loss. "The Chinese companies real-ize they cannot indefinitely expand overseas on the basis of cheap work and cheap financ-ing alone," said the executive.
This article is from www.scmp.com. Written by Toh Han Shih
“CHINESE CONSTRUCTION FIRMS
FACE SEVERAL PROBLEMS WHEN
EXPANDING OVERSEAS, INCLUDING
LACK OF RISK MANAGEMENT AND
POOR CONTRACT MANAGEMENT,
THE PROFESSOR SAID. ONE EXAM-
PLE IS THE LIGHT-RAIL PROJECT IN
THE MUSLIM HOLY CITY OF MECCA
WHERE CHINA RAILWAY CON-
STRUCTION CORPORATION
BOOKED A 1.39 BILLION YUAN
(HK$1.66 BILLION) LOSS. “
QUICKNEWS
CNPC signed a deal in Afghanistan to win the country first ever Oil bid.
Qingdao Kingking Group to invest $100 million to develop mines in Africa.
Pan-China Construc-tion win contract in South Sudan to design and construct new capital.
CCEC signed $1.2bil-lion for railways in Ethiopia.
UPCOMINGEVENTS
3rd IIICF—24—25 of May.
SCET—May
oooooooooooooooooooooooommmmmmmmmmmmmmmmmmmmmmmoooooooooommmmmmmmmmmmmmmmmmpmpmpmpmpmpmpmpmpmpmp
fffffffffffffffffffffffffffffffffffffffffffff oooooooorrrrrrrrooooooooooooooooorrrrrooooooooooommmmmmmmmmmmmmisisisisisisisisisisisisisis ffffffffffffffffffffffffffrrrrrrrffffff oooooofffffffffffffffffffffffffffffffrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrfffffffffffffffffffffffffffffffffffffffffff oooooooooooorrrrrrrrrrrrrrrrrrrrrrrroooooorrrrrrrrrrrrrrrrrrrrisisllllllllllllllllllllllleeeeeeeeeeeeeeemp.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.comomomomomomomomomomomomomomomomomomomomomomom.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.comomom.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.comomomom.c.c.c.c.c.c.c
hhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhh.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.comomomomomomomomomomomomomomomomomomomomomomomomomomomom.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.comomomomom.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.comomomomomomomomom.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.comom.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.comomomomomomomomomomomomomomomomomomomomomomomomomomscmp
n ShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmp
ShShShShShShShShShShShShShShShShShShShShShShShShShShnnnnnn bbbbbbbbbbbbbbbbbbbbbyyyyyyyyyyyyyyynnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnn bbyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyybbbbyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyynnnnnnnnnnnn bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbyybbbbbbbbyyyyyyybbbbbbbbbbbbbbbbbbbbbbbbbbyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyynnnn
mWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWr yyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyytetetetetetetetetetetetetetetetetetetetennnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnntetetetetetetetetetetetetetetetetetetetetetetetennnnnnnnnnnnnnnnnntetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetetennnnnnnnnnnnnmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmp.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.comomomom
ShShShShShShShShShShShShShShShShShShShShShShShShShShShiiiiiihhhhhhhhhhhhhh.c.c.c.c
hhhShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShSh hhhhhh.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c
ShShShShShShShShShShShShShShShiiiiiiiiShShShShShShShShShShShShShShiiiiiiiimpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmp.c.c.c.c.cmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmp
ShShShSh hhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmp.c.c.c.c.c.c.c.c.comom.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c.c
ShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShShiiiiiiiiShShShShShShShShShShShShShShShShShShShiiiiiiiiiiiihhhhShShShShiiiiiiiiiiiiihhhhhhhhiiiiiiiiiiiiiiiiiiiiihhhhhhShShShShShShShShShShShShShiiiiiiimpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmpmp.c.c.c.c.c.c
roooorrrrrrrrrrrrrrrrrrffffffffffffffffffff ooooorrrrrrrrrrrrrrrrrrrrrrrroooooooorrrrrrrrrrrrrrrrrrrrrrrrrrrrrrffffffffffffffrrrrrrrrrrrrrrrrrrrrrrrrrrrrromomomomomomomomomomomomomomomomomomomomom..... WrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWromomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomom..omomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomomom WrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWromomomomomomomomomomomomomomom WrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWromomomomomom.... WrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWritititititititititititititititititititWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWritititititititititititititititWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWritititititititWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWritititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititititWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWrWritititititititititititititteteteteteteteteteititititititteteteitititititititititititititititititteteteteteteteteteteteteteteteteteteteteteteteitititititititteteteteteteteteteteteteteteteititititteteititititititititititititititteteteteititititititititititteteititititititititititititititteteteteteteteteteteteteteteteitititittetetetetete
1
1
The China Communication Con-struction Company has won a contract from the Panama Canal Authority to design a third bridge spanning the Panama Canal.
The CCCC submitted the lowest
bid for the project at US$4.66
million, securing the contract
over five competitors, according
to Xinhua.
The Chinese company partnered
with a U.S.-based engineering
consultancy, Louis Berger Group,
headquartered in Morristown,
New Jersey. The five competitors were Pa-nama’s TYPSA Principia with a bid of USUS$4.9 million, Puente de Colon at US$7.2, U.S.-based URS Holdings at US$6.1 million,
, London-based ARUP at US$8.5 and a second U.S. firm, Ty Lin International at US$9.6 million.
The Panama Canal Authority
estimates the new bridge will
double cross-canal traffic capac-
ity when it is completed in 2014,
scheduled to coincide with the
completion of the canal expan-
sion.
PANAMA CONTRACT
WORKING
WITH KAIBO
GROUP
We Endeavour to work
with all stages of the con-
struction project providing
world class management,
consulting services, and
project management.
We also provide training
sessions to help your com-
pany achieve the best re-
sults in dealing with Chi-
nese enterprises
SINGAPORECONTRACT
China Railway 11 Bureau has
won the last two civil con-
tracts of Singapore’s Tuas
West Extension mass rapid
transit (MRT) project. The
contracts have a combined
value of US$390 million.
One involves the construction
of elevated stations at Tuas
West and Tuas Link stations
and approximately 2.2km of
elevated MRT viaducts. The
other is for the construction of
the elevated Tuas Crescent
station and approximately
2.4km of MRT viaduct, which
will be integrated with part of
a 4.8km of road viaduct.
When completed, the road
viaduct will provide motorists
an alternative to the busy Pio-
neer Road.
Tuas West Extension is an extension of the East-West Line from Joo Koon station, consisting of a 7.5km twin-tracked MRT viaduct, four above-ground stations and a depot.
Construction will start in
January 2012 and is targeted
to complete in 2016.
CONTACT
KAIBO
GROUP
Address: B1502, Vantone
Center, Chaoyang District,
Beijing (100020)
Tel: (+86)10-59073235
Email: [email protected]
Web: www.kaibogroup.com
or cultural process? or cultural process? or cultural process? or cultural process? or cultural process? or cultural process? or cultural process? or cultural process? or cultural process? or cultural process? or cultural process? or cultural process? or cultural process?
4
4
Does the emergence of an international stan-
dard, and the internationalization of other
standards including the dozen or more transla-
tions of the PMBOK* Guide mean project
management is a standard process across all
cultures and societies, or do we need cultural
versions of the PMBOK Guide similar to the
current industry extensions?
I ask this question as the ISO committee final-
izes the draft of ISO 21500, A Guide to Pro-
ject Management. The PMBOK Guide is pro-
duced in 12 official and several unofficial
translations but language is only one dimen-
sion of culture. To effectively manage pro-
jects within a specific culture do the
PMBOK’s processes need adaptation?
The original trigger for this column was the
collapse of a series of ‘binding agreements’ in
2004 between Fortescue Metals Group Ltd
(FMG), and some Chinese engineering com-
panies to build a new iron ore mine, railway
and port (worth billions of dollars). The deal
fell through when parallel negotiations around
an equity stake in Fortescue collapsed and the
final appeal to the High Court over the matter
is due shortly.
In an Western context, there were separate
negotiations and the collapse of one should
not have impacted the other. In a Chinese
context, the relationship is what matters and
the failure of one aspect of the relationship
damages all aspects of the relationship. What
this case does highlight though, is the impor-
tance of ‘culture’ when dealing with stake-
holders.
Khor Soon Kheng, founder of Asia ICT Pro-
ject Management Malaysia, believes
good Guanxi (a philosophy dealing with any
network of relationships among various par-
ties who cooperate and support one another in
the Chinese business/project world) is criti-
cally important to the successful delivery of
projects involving Chinese organizations from
bidding through to handover.
“Guanxi can rate as highly as technical com-
petence and price in decision making and has
a significant influence on procurement, Khor
says. “Guanxi is intensely personal: while it
can be shared and reflected onto the organiza-
tion a person works for, the individual ‘owns’
his/her Guanxi and has to invest time in de-
veloping and maintaining it. This gives him/
her a competitive advantage as well as the
ability to avoid conflict, both of which are
beneficial to the outcome of the project.”
But this is not just an East/West issue; we
experienced two very different approaches to
safety management during a major project
review in Pakistan. The hierarchal and proce-
dural culture of the Indian sub-continent was
quite different to the ‘team/group’ culture of
the Chinese engineering company building the
project. In this ‘culture clash’ the Pakistani
engineers were focused on documented safety
procedures, the Chinese engineers and build-
ers were focused on developing a group un-
derstanding of the risk through discussion and
observation to make sure no one in their
closely knit team was put at risk of injury;
they saw the paperwork as superfluous. Both
sides took safety seriously; the approach em-
bedded in culture to achieving the ‘safe out-
come’ was quite different.
Similarly managing issues effectively is cul-
turally sensitive. In Japan, the concept of ne-
mawashi (pre-arrangements) moves conten-
tious items forward so there are no disagree-
ments in meetings. Even making a decision
can be seen as a failure; decisions should
emerge from the group rather than be imposed
on the group by a project manager.
As the Japanese proverb says, ‘the nail that
sticks up gets hammered down’. Conse-
quently, nemawashi makes ideas such as a
PMO fearlessly reporting schedule slippage or
cost overruns at a meeting almost untenable.
The information needs to be subtly conveyed
and the actions agreed before the meeting to
maintain the integrity of the group. Depending
on your viewpoint, nemawashi can be thought
of as ‘dealing under the table’ western or as a
type of smoothing ‘finding the root of the
problem and using some Delphi technique to
circulate around the stakeholders to build
consensus’ eastern. There is no right or wrong
in culture: the Chinese ran an incredibly suc-
cessful Olympics, Japanese industry domi-
nates in many areas, and South Korea has a
long history of successful project delivery.
The key question is how much additional
value could a cultural adaptation of PMBOK
Guide contribute to the development of pro-
ject management in these and other cultures?
There are advantages to a standardized world
wide view of project management and there
are advantages to developing culturally rele-
vant adaptations. The approach favored by
Robert Higgins (another contributor
to Advising Upwards) is to clarify and sim-
plify the PMBOK to transform it into a dia-
mond of knowledge. Like a diamond it needs
to be discreet, clear and hard. The ideas in a
robust, clarified, PMBOK can be translated
easier. Clear ideas spread naturally by com-
munication, and because culture is a shared
system of beliefs or values based on a com-
mon understanding of these ideas, having one
robust and clear PMBOK is the greatest
strength for creating a global project manage-
ment culture. From this base, project manag-
ers can use the baseline culture of project
management to create common ground in a
multi-national teams and adapt to the other
aspects of culture in any location.
An alternative perspective suggests processes
that are not culturally effective get ignored or
bypassed, devaluing the overall value of the
‘body of knowledge’. With both the 5th Edi-
tion of the PMBOK Guide and ISO 21500 in
development, I feel we need to have more
discussion around implementation of the
‘knowledge’ within cultures. Can one size fit
all?
This article was taken from www.cio.com.au,
written by Dr. Lynda Bourne.
“GUANXI CAN
RATE AS HIGHLY
AS TECHNICAL
COMPETENCE”
Is project management a standard