เพศ (สถานะภาพ)
ชาย (สมรส)

สัญชาติ
ไทย

ศาสนา
พุทธ

วันเกิด (อายุ)
13-กันยายน-2522    อายุ 44ปี

ส่วนสูง/น้ำหนัก
167 Cm    หนัก 86 Kg

สถานะภาพทางทหาร
ยกเว้น เรียน รด. ปี 3

จังหวัด (เขต)
กรุงเทพมหานคร (พญาไท, ราชเทวี (สานเสนใน), ดินแดง)

การติดต่อที่สะดวก
, Email

สาขาวิชาชีพ
สถาปัตยกรรมศาสตร์/ตกแต่งภายใน

ลักษณะงานที่ต้องการ
งานประจำ (Full Time)

ระดับเงินเดือนที่ต้องการ
160,000บาท ขึ้นไป

แก้ไขข้อมูลล่าสุด
15 พ.ค. 2567

เข้าระบบครั้งสุดท้าย
15 พ.ค. 2567

การศึกษา จบการศึกษาแล้ว ในปี พศ. 2555

ประสบการณ์ทำงานทั้งหมด 21 ปี

พิมพ์ดีด
ไทย 45 คำ/นาที    อังกฤษ 35 คำ/นาที

ความสามารถการขับขี่
รถยนต์ ,รถจักรยานยนต์ ,

ยานพาหนะส่วนตัว
รถยนต์ ,รถจักรยานยนต์ ,

ความสามารถพิเศษอื่น ๆ
For work topics that I have expertise in and have done skillfully in the past include :

1. Construction management work : I have been to do this while working at ProjectsAsia Consulting Engineer and MQDC.

2. Cost management work : used to do this while working at Arun Chaiseri Consulting Engineer, ProjectsAsia Consulting Engineer and MQDC.

3. Design management and Drawing inspection (Design Review) work : Worked while working at Meinhardt, Arun Chaiseri Consulting Engineer, ProjectsAsia Consulting Engineer and MQDC.

But if you were to ask me what topic I'm interested in particular? My answer is Cost Management because the cost management, its including design review and value engineering, too.
And engineering work is only possible if there is a suitable budget for the work.

The remaining 2 topics are Construction management work and Design management and Drawing inspection (Design Review) work. In order for work to occur, it must come from Cost Management first. The reason is whether the budget spent is worthwhile within the specified time or not, which is related to the financial report and the feasibility study report of the project, too.

Cost Management Process – 6 steps (attached document)
Step 1 Pre-design Stage
1. It will start from studying and preparing from Project's Requirements. After that, it must be determined Procurement Strategy to get the most benefit for the project. Then, the procurement contracts (Package of Procurement) are divided into groups in order to make it clear that each job causes costs. This will be considered based on the benefits to the project in terms of cost, time and quality.
2. Conclusions from the Package of Procurement will be analyzed to create a work list structure (WBS-Work Breakdown Structure) of all project work. To allocate the scope of work of each contractor clearly and appropriately.
3. WBS-Work Breakdown Structure will be further developed into a cost list structure (Cost Breakdown Structure) to clearly estimate the cost of each contract according to the WBS-Work Breakdown Structure. The price estimation will be based on the database and considering cost factors according to all reality Finally, there will be a Preliminary Cost Framework and project characteristics framework (Project Configuration), such as building area (Floor Area), Saleable Area, Building Area per Floor, Number of basements, Number of floors above ground, etc., to be used as a framework for designing the next step.

Step 2 During the preliminary design (Design Stage-Preliminary Design)
1. When the designer presents the Preliminary Design based on the Project Configuration and Preliminary Cost Framework. Where both the design control department and the cost control department must come together to review the design (Design Review) and carry out value engineering such as arranging usable space, choosing an engineering MEP system, planning future expansion (if any, for expansion in the future) etc. in order to maximize the benefits of the project and use the investment effectively within the preliminary cost framework set as a guideline until all parties agree.
2. Once the project owner has approved the preliminary design The work breakdown structure will be developed to be more accurate as the nature of the project becomes clearer at this stage. Then, a more accurate and conclusive cost-sharing structure will be developed. We call it “Budget framework” which clearly divides the budget for each contract into 2 parts :
1. Contractual Budget : ST, AR, ID, LA, ME, etc.
2. Contingency Budget
In order to control the cost of entering into a contract within the Contractual Budget, it is necessary to leave an allowance for unexpected additional work (Unforeseen Cost) during construction, which can often occur. Due to reasons such as Design Fault, scope of work missing, Additional project needs (Additional Requirements), etc.
3. Set the Budget for Design which will be created from the Cost Breakdown Structure to provide a framework for the designer to use in designing the project to get the most benefit within a limited budget.
4. Budget for Design will break down the budget into tasks, separated into sections according to the contract that is expected to occur and may be further sub-divided into sections to make it clearer in some contracts. The said budget will only include Material & Labor Cost – Direct Cost, not including indirect costs such as site preparation costs, Processing costs-Profit and various taxes, etc. (Cost team will manage it themselves) to prevent errors in budget control from design by forgetting to allow for such costs.

Step 3 During the design stage (Design Stage Design Development)
1. Once the preliminary design has been approved along with the design budget. The designer will continue to develop the design. At this stage the design is detailed and clearly defined to be finalized. All building plans before detailed design for bidding and further construction. Therefore, this step is considered a very important step for cost management. But what is still missing is Design Review and Value Engineering, which we must not forget to do at this stage in order for the project to receive maximum benefits and use the investment effectively under the Budget for Design.
2. When building details become clearer, the Package of Procurement planned from the Pre-design Stage will be reviewed and developed to be more appropriate and consistent with the project. Then, the Work Breakdown Structure will be developed to be more accurate. If such development has an impact on the Cost Breakdown Structure that was originally prepared. We will also need to develop a Cost Breakdown Structure, but we should avoid modifying the Budget Framework as much as possible.
3. The most important aspect of Cost Management at this stage is job transfer or allocate a list of works (Allocation of Building & Facilities Breakdown) to divide the work of each contract in detail, such as floor surface work, walls, ceilings in any area according to the design as the scope of work of AR-architecture or ID-interior decoration work, etc. It will consider many factors such as speed of construction. Job specific expertise appropriate price, etc. Doing this will make the project work complete by dividing it according to each contract and there will be less control over missed work.
4. Then, in order to clearly know the status of the costs, the Preliminary Quantity Takeoff must be extracted, separating the contents of each contract according to the Allocation of Building & Facilities Breakdown and estimating the cost price by supporting price information and source materials from the Procurement Management Department, which is specialized in this area. This is because accurate and timely information must be used as much as possible.
5. However, the details of the drawing and specification from the designer is still unclear and incomplete. Therefore, the price must be estimated by making assumptions in the unclear parts first. Finally, there will be guidelines for determining the materials and equipment that will be used, which will let us know how to get a detailed building within the limited budget. It can be proven quite accurately whether the cost exceeds the budget or not. If it exceeds the budget, approximately how much additional cost will be required to make the project have quality suitable to the marketing strategy? It also sets guidelines for designers to design details further. Including preparing to do Value Engineering to reduce costs within the budget.

Step 4 During the detailed design (Design Stage-Detailed Design)
1. While the designer is working on the design and prepare detailed drawings for bidding process. Things that must be carried out together is to analyze cost saving methods (Cost Saving Analysis) to find methods or alternatives that will make the project cost-saving, such as materials that should be ordered directly, materials that should be negotiated for price and then have the contractor contact to purchase. Specialized work that may be hired separately if necessary, such as sculpture work, etc., including planning for cost control during the bidding period, such as canceling some less necessary parts. Modification of materials and equipment Canceling work first and investing more in the future, etc.
After that, they will coordinate with the procurement department to establish bidding conditions (Tender Condition) and then further develop them into terms of employment terms (Term of Reference-TOR) for use in Tender
2. Before taking off the quantity calculation form (Quantity Takeoff) to prepare an account showing quantities and prices (BOQ-Bill of Quantity) according to the bidding form. The important thing to consider first is the account structure list showing quantities and prices. (BOQ. Structure) such as separating work categories ST, AR, ID, LA, ME, EE (Power+Commu), AC, and then separating building areas, common roads, separating Main equipment from MEP system work categories. It was developed from the results of Cost Saving Analysis to ensure that the Bill of Quantity and financial proposals that the contractor will propose are well allocated and prepared for cost control if the price exceeds the Contractual budget.
3. After the bidding drawing is completed. The design control department must check the Design Review and the design assembly list (I mean tender drawing and specification) and notify the designer to amend the design and model assembly items in the parts that are incomplete. To ensure that the drawings and assembly plans completely cover the work according to the Allocation of Building & Facilities Breakdown as we have already arranged. This is the most important thing in controlling costs within the specified budget. This is because more than 90 percent of the problems of escalating costs during construction are caused by such causes.
4. In addition, compatibility of the overall design must be checked. (Compatibility of Total Design) also to prevent conflicting problems. Unable to actually construct according to the design. This causes the need to spend money to fix the building during construction.
5. When the BOQ-Bill of Quantity is completed, if it is found that the price exceeds the budget, then control costs with Value Engineering and Design Review. It may be a modification of the type of material or a modification of the drawing. Summary of items prepared to be adjusted during the bidding period.


Step 5 During the bidding period (Tender Stage)
1. When the contractor submits the bidding documents along with the BOQ-Bill of Quantity, the Procurement Management Department will analyze and evaluate the results and negotiate in details. In the case where the scope of work of every contractor is complete according to the drawings and TOR and has used Cost Saving measures, it appears that even the one who offers the lowest price still exceeds the contractual budget. Therefore, cost control must be used by Value Engineering, focusing on Specification. Because if Cost Management is carried out according to the steps correctly. The price offered by the contractor may be too high or not. can make adjustments Specification. This will be the part that has very little impact on the use of the building.
2. Together with the designer, review the design and edit the specification to allow the contractor to adjust the price again. Negotiate until the price does not exceed the Contractual Budget, then the contract can be agreed upon.

Step 6 During construction (Construction Stage)
1. If Cost Management is carried out correctly according to the steps until the hiring agreement has been made. Escalating cost problems will not occur. Cost control during this period is therefore minimal. There is only a Quantity Survey (QS) for each work period as requested by the contractor. The QS will be an inspection of the actual work based on the attached BOQ only at the end of the contract. This shouldn't be called Cost Control as it is called. Moreover, how can we control costs when the work has already reached the construction stage? If there was real Cost Control, the project would probably be busy solving problems and inevitably risking work delays.
2. However, construction work is a work that consists of many sub-tasks and details. There may be some unexpected errors. We have planned to solve this problem from the beginning by using money from the contingency budget. Already allocated separately according to each procurement contract.

From explaining project cost management (Cost Management) each step in the previous section. It can be analyzed that Cost Management cannot be accomplished by relying only on the Cost Management team, but requires integrated teamwork. Both aspects of procurement, design management and plan management. If any part of the operation is missing, it will definitely affect the integrity of Cost Management.

In the past, it was often found that projects that wanted to hire consultants to manage and control construction work (Construction Management & Supervision Consultant) are usually hired near the bidding period and often do cost control as well. How can that be controlled? If it hasn't been done since the beginning of the project, the DWG. model is already finished. They also do cost control during construction. The question is, how much can be done? If the design is changed, it will affect construction. At most, they can only control and inspect the VO work, increasing and decreasing it. Prepare yourself that if there is no good design management, it will lead to many problems because DWG. is the heart of construction. If the goal of Cost Control is to construct a project with quality at a cost that does not exceed the budget limit, wouldn't it be better to do it from the beginning of the project?

Doing Cost Management, which covers a wider area than Cost Control, in the latter many projects tend to hire QS or Quantity Surveyor comes to control costs from the beginning of the project. But most of them have very little understanding of Cost Management.

โครงการ/ผลงาน
Achievement:
MQDC :
- MEP Infrastructure in the ring road around the project & CUP Bld.
- Mixed use retail at North Plot and CUP Bld. The Forestias Bangna Project.
- Sample Houses for MBGV, MBGC, Six Sense Residence (Villas) at The Forestias Bangna Project.

ProjectsAsia :
- SOFITEL Bangkok,
- Central Plaza UBN.,
- Dusit D2 Khaoyai,
- KTT Printing Factory Petkasem 95,
- Screen & Pad Factory (Saimai BKK)

ArunChaiseri :
- Radisson Plaza Resort Panwa Beach, Phuket
- Panwa Staff House, Phuket
- Holiday Inn Maikhao, Phuket
- Bann Monthida Condominium, Sukumvit101
- Sivayathorn Building, Phernchit
- Thai PBS Television Station, BKK
- Daifuku Mushroom Factory, Nakhornratchasrima
- Villa Aquatist , Trat
- Rain Tree Hotel, Chaingrai
- Saigon Design Center, Vietnam
- Amanta Rama 4, BKK
- Meko Beauty Hospital, BKK

Meinhardt :
- VCP PLASTIC FACTORY, Samuthsakorn
- MASTER SATHORN CONDOMINIUM, Sathorn
- BANN JAMJUREE CONDOMINIUM, Prompomg(Sukumvit39)
- BANN CHAILAI, PUKET
- LAGOON PALM BEACH, PUKET
- DKFF HOUSE, BANGKOK
- LONG TAIL BOAT, PANG-NGA
- SUPER STORE(BIG-C, CARFOURE), RAMA 2

Toyo-Thai :
- KAO-Project plant in Amatanakorn industry park.
- Tiger Plant, Chonburi

Chaw.Lert Engineering :
- GKN AUTO PART, RAYONG
- CHAIWAT STEEL, SAMUTHPRAKARN
- ROSA, SAMUTHPRAKARN
- SAROJ CHEMICAL, PRATUMTANI