Project management and implementation of mechanized maintenance of selected unpaved national roads under framework for 3 years; Lot 24 : UNRA Moyo Station

Abstract

This project report contains details of the execution of the contract for mechanized maintenance of selected unpaved national roads under framework for 3 Years; Lot 24: Moyo Station (205 Km), in which the author of this report participated as a Project Manager. The employer, who was referred to as the Procuring and Disposing Entity in the contract, was Uganda National Roads Authority (UNRA) and the main contractor was M/s BLD Consults Uganda Limited. The Government of Uganda is the funder the project. This contract has so far had five Call Off Orders, three of which have been executed to practical completion. The project contract sum is UGX. 11,818,122,440 and with an annual allocation of UGX 3,957,411,283 to finance the contract. The cost of the first, second and third Call Off Orders was UGX. 2,075,664,840, UGX. 1,258,324,270 and UGX. 1,586,623,752 respectively. So far the three Call Off Orders have constituted about 64% of the total scope of works and 46% of the Contract sum. The contract period is estimated at 36 months from date of contract signing and so far 14 months have since elapsed as per the date of this report. The different Call Off Orders were handled as independent contracts for which the contractor was required to present a work program for each so as to manage the time requirement of the contract. There has so far been no extension of time for the three Call Off Orders so far executed. This report details the major activities and methodology adopted on this project right from the award of the contract, to the Defects Liability Period (DLP) for each Call Off Order. It also expressly details construction works, contract administration and project management procedures undertaken by the author during project execution. Some of the challenges encountered during the execution included failure to effect interim payments on time, which prompted the contractor to start charging, interest on delayed payments. There was also a challenge of delay in approval of Call Off Orders because of budgetary constraints. The author explains in the report how these challenges were addressed. The report also details the lessons learnt during project execution and the author gives concludes with recommendations to on how to manage similar projects in future.