Register now or log in to join your professional community.
The question is based on the scenario that any infrastructure development project is signed with a specific guarantee period of one or two years. The customer has not awarded the contract for routine operations and maintenance to the same implementation contractor.
Guarantee is handles by subject operations teams after the project handover. The point to be considered during project planning is to factor the gurantee cost in the project cost to ensure profiability.
Operations
Ones the project is delivered and its unique outcome is handed over to Opeartions that means project is closed.
Scope does not have space for guarantee attribute in a project, final signoff itself means its delivered as per expectatioons/as per scope.
yeah, if any enhancements are to be made to the service/product post delivery, that again is a seperate project/change to be looked into
This question needs a longer discussion. It's true that construction and maintenance are different, however, they are not so different that a constructor is not able to understand it. Moreover, the constructor knows better where are the sensitive points of the project and which are the risks of each solution has been put in place. From a contractual point of view, my option would be to award to the constructor maintenance for the guarantee period, starting with the very beginning of the project, because this creates a good incentive for the constructor to do a good job, since he knows that any works done wrongly he will repair by himself (on the other hand, when the maintenance is made by others, it will be always the escape of wrong operation, which is always a tough and time consuming discussion). This will create endless discussions for the causes of failures, consuming highly qualified hours of work to determine without any doubt the real causes. A good solution may be to let constructor to subcontract operation and maintenance.
Construction of the infrastructure project is a different speciality than Operating & mainating the same. The technologies employed , resources deployed and skill requirememt in both the stages ( Rather03 stages: Construction, Commissioing & Operation) are varying widely.
So to handle the project gaurantee period, a specialised team with specialised skill on Operating & maintaining should be in charge.
This is especially true for the period after handing ove the project to the customer. Root Cuase analysis of the failures with referance to operating methods has to be done to find out the reason for the failure and to plug the same.
Another aspect of involvemnet by dedicated skill team is to learn from the mistakes/ inadequacies of the system, which can be bought back to drawing table , to plug those defects in the subsequent product delivery.
i wouldn't recommend that warranty works should be done by another team other than the original one in a construction project, as the latter is more experience or knowldgeable at to the various aspects of the project and definitely would not entail any additional problems or questions later on that will arise due to the warranty works which the less knowledgeable or less familar of the project is prone to error or will takes time to complete the works or will encounter problems later on.
