prince sultan university – college for women is 370 – project management 13th – june - 2009
DESCRIPTION
King Abdullah Road Development. Prince Sultan University – College for Women IS 370 – Project Management 13th – June - 2009 . Project Manager: Mrs. Fatin Al- Kahtani. Project Manager: Mrs. Fatin Al- Kahtani. Scope Team. Done by: Deemah Al-Mazroa Reem Al-Esa Shaden Al-Ajlan. - PowerPoint PPT PresentationTRANSCRIPT
Prince Sultan University – College for Women
IS 370 – Project Management
13th – June - 2009
King Abdullah Road Development
Scope Team
Deema Al-Mazroa
Reem Al-Easa
Shaden Al-Ajlan
Procurement Team
Hadeel Kasim Agha
Munirah Al-Sugair
Noura Al-Jobair
Time Team
Noura Al-thubaity
Nahla Al-Sabbali
Sawsan Ibrahim
Quality Team
Dania Al-Rhili
Saba Al-Blawi
Taif Al-Ajlan
Project Manager: Mrs. Fatin Al-Kahtani
Cost Team
Noura Al-Ageel
Reem Al-suhaibani
Sultana Abahusien
Human Resources Team
Hussa Al-Khalaf
Maha Al-Arifi
Mashael Al-Beshr
Risk Team
Amal Khalaf
Banan Dakhil
Marwah Al-Katrangi
Communication Team
Fahda Al-Ammar
Ghada Al-Sharief
Nouf Al-Shathry
Integration Team
Mashael Al-Sayari
Nouf Al-Namla
Sara Sulaiman
Project Manager: Mrs. Fatin Al-Kahtani
Scope Team
Done by:Deemah Al-Mazroa
Reem Al-EsaShaden Al-Ajlan
About King Abdullah Road
• Riyadh is the capital and largest city in Saudi Arabia.
• The city has experienced very high rates of population growth.
About King Abdullah RoadKing Abdullah road is the wealthiest business place
in Riyadh
Headquarters of major companies and organizations
are located on the road's both sides.
Huge malls, business are widely distributed on this
road.
King Abdullah Road runs through the center of the
city from east to west.
About King Abdullah Road
King Abdullah Road, which has seen
major building projects, will take the
lead, as the most beautiful street in Saudi
Arabia, from King Fahd road with its
popular tourist attraction !
Problem
King Abdullah Road is facing huge traffic that mostly
stop and go throughout the day.
Introduction
"The project is aimed at expanding this
main road in the capital city to
accommodate a large number of
vehicles," said Abdullatif Al-Sheikh, head of the project and
planning centre at Riyadh Development Authority.
Project Scope Statement
Preliminary Scope Statement: by integration team!
Scope Statement, Version 1:King Abdullah Road Development Project includes the
conversion to the path of free movement of vehicles and to the direction of East and West, to increase the absorptive capacity of 190 thousand cars at the present time to 250 thousand cars per day after completion, the creation of the road to accommodate the electric train line and stations for the future and traffic management systems to accommodate advanced technology. The project would also include the length of the implementation of three tunnels, each 185 meters, with each of the road at the intersection with Prince Turki bin Abdul Aziz Street, the Takasosi Street and the King Abdul Aziz Street and a fourth closed tunnel of 700 meters long from the west of the King Fahd East Street till Olia Street.
Project Description
• The Upgrade of King Abdullah Road Project will provide a
continuous 5.3 km Urban Freeway in Riyadh from Prince
Turkey Road to King Abdulaziz Road.
• The 5.3 km segment will complete one of the remaining
gaps of grade separated intersections in one of the most
congested corridors in the Kingdom’s capital.
• The project includes construction of three lines in the main
road apart from service roads.
Project Description
• A 10-meter line will be left in the center for establishing
railway tracks in the future for operating electric trains.
• It also includes three tunnels, each with a length of 185
meters and a closed tunnel with a length of 700 meters.
• As well as construction of networks of public utility facilities
such as water, electricity and rain water drainage.
Proposed Typical Sections
Primary Purpose of the Proposed Project
• Reduce existing and forecast traffic jamming on king Abdullah Road between Prince Turkey Road and King Abdulaziz Road.
• The project is expected to enhance traffic operations by adding freeway level capacity in an area
• Improve both existing and future mobility and enhance safety throughout the corridor, while minimizing environmental and economic impacts.
The project will:
• Ease overcrowding
• Improve mobility by moving almost twice as many cars,
• Decrease travel times for all drivers,
• Enhance traffic safety.
• Reduce air pollution.
Facts
Road tunnels 4
number of vehicles 520,000 car daily
Project Funds 698 million SR
Project duration Three years
Contract signed in 8/6/1428 H
Contractor Saudi Oger
Sponsor Al-Riyadh Development Authority (ADA)
HRH Prince Salman Bin Abdulaziz Awards Saudi Oger the 1st phase of the Development of King Abdullah Road
18% of the work is done by now
It is going to look like...
Work Breakdown Structure
on Microsoft
Project 2007
Procurement
Done by:Hadeel Kasim AghaMunirah Al-Sugair
Noura Al-Jobair
Procurement Procurement is the acquisition of goods and/or services
• At the best possible total cost of ownership,
• In the right quantity and quality,
• At the right time,
• In the right place
• And from the right source for the direct benefit or use of corporations or individuals,
• Generally via a contract.
Categories of Contracts
Fixed Price Cost Reimbursable
Time and Material
CPIF CPFF CPPC
Types
of
Contracts
Fixed Price Contracts (Lump Sum)
• Involves fixed total price.
• Changing the price is very difficult since it
needs the buyer’s approval on the change
request rarely happen
• There is big risk on the seller. They have to
estimate the cost carefully in order to avoid
a financial harm and prevent cost overruns.
• It is usually used in governmental projects
Involves making a payment from the
buyer to the seller in reimbursement
for the seller’s actual costs. Added to
that is a fee that typically represents
the seller’s profit.
Cost Reimbursable Contracts
It has three main types:
1. Cost plus incentive fee (CPIF):
actual allowable cost + incentive bonus
2. Cost plus fixed fee (CPFF)
actual allowable cost + a fixed number
3. Cost plus percentages of costs (CPPC)
actual allowable cost + percentage of total cost
Cost Reimbursable Contracts
It is a combination between
- Fixed-price contracts
- Cost-reimbursable contracts.
Time and Material Contracts
• Divides contract into units for prices and
payment
• Must express price in terms of both the total
price of an item and its price per unit of
measure.
• This method is used by various types of
contracts
• It is used in King Abdullah Road Development
contract
Unit Pricing
Six main processes of procurement management
1.Planning purchases and acquisitions
2.Planning contracting
3.Requesting seller responses
4.Selecting sellers
5.Administering the contract
6.Closing the contract
Procurement
Planning purchases and acquisitions
STATEMENT OF WORK (SOW)
1. Scope of Work
2. Location of Work
3. Period of Performance
4. Deliverables Schedule
5. Applicable Standards
6. Acceptance Criteria
7. Special Requirements
SCOPE OF WORKS
PROJECT TITLE:
Development of King Abdullah Road (Part-1), Riyadh.
DETAILS OF WORKS:
The Project Comprises of the following main works, to
be constructed along with the provision of LRT (by
others).
SCOPE OF WORKS
1. ROAD WORKS:
• MAIN ROAD FREEWAYHaving three lanes each 3.5 M wide roads
at both directions.
• SERVICE ROADSHaving minimum two lanes of each 3.25 wide at both directions & Street Roads up to the project limits.
• TRAFFIC MANAGEMENT Road Marking , Illuminated Road Signs & Traffic Light Signals.
SCOPE OF WORKS
2. TUNNEL:
700 M, long covered section (having 3 lanes of each 3.5 M wide roads at both directions) extending from West of King Fahad Road to East Olaya Street.
3. UNDER PASSES: 3 Nos. Underpasses – (Having 3 lanes of each 3.5 M wide roads at both directions) at the intersection King Abdullah Road . In addition, the minor tunnel for KACST
SCOPE OF WORKS
4. SITE UTILITY SERVICE NETWORK / SYSTEMS:
• DIVERSION OF UTILITIESDiversion, re-routing & relocation of the
existing Networks / Systems.
• NEW NETWORKSProvision of new, Network for Wet & DryUtilities.
5. IRRIGATION WORKS:• Irrigation New System• R.O. Plant
SCOPE OF WORKS
6. LIGHTING FOR:• Tunnel.• Streets.
7. TEMPORARY WORKS & DETOUR:• Work Detour.• Temporary Power & Lighting.• Temporary Supports for exiting Columns &
Function of existing King Fahad Express Way at intersection area
• Relocation of traffic signals.
Location of Work
GENERAL:
Length of the project is approximately
5.3 km extending from West of Turki
Road to East of King Abdul Aziz Road.
Period of Performance
Start date: 22nd July, 2007
Finish Date: 21st July, 2010
Working hours: 8 hours/day
Overtime: 2 hours/day
Project calendar days: 1096 days
MATERIAL PROCUREMENT LISTNo. Description Prices
1. ROADS
1 Select backfill SR 40-50 / m3
2 Aggregate base SR 130/ m3
3 Subgrade base SR 80/ m3
4 Asphalt SR 270/ m3
5 Precast concrete Curbstone SR 80/ L.M
6 Yellow reflective thermoplasti paint SR 20/ L.M
7 LED studs SR 200/ unit
8 Non-reflective pavement markers (stainless type) SR 70/ unit
9 Non-reflective pavement markers (ceramic type) SR 30/ unit
10 Single tabular post with Traffic Signs (warming & regulatory) SR 300/ unit
11 Back plate for single sign SR 500 -1200/ unit
MATERIAL PROCUREMENT LISTNo. Description Prices
2. LANDSCAPING
13 Geotextile SR 9/ m3
14 A1 graded material SR 50/ m3
15 Precast concrete Pavin blocks SR 25/ unit
16 “Berliner Tiergarten” steel edge SR 80,000 unit
17 Concrete Kerbstone type 1 & 2 SR 80/ L.M
18 Gutter stone SR 220/ unit
19 Precast concrete steps SR 150/ step
20 Trees SR 1500 (palm trees height 3 m)
21 Plants SR 20/ unit
22 Lawns SR 20/ m2 (grass)
23 Top soil mix SR 500 (16 m3)
MATERIAL PROCUREMENT LISTNo. Description Prices
4. TUNNEL / UNDERPASS
Concrete works:
24 Structural backfill SR 70/m2 (20 cm thick)
25Unreinforced concrete (20 Mpa) with type-V cement SR 400/ m3
26Reinforced concrete (40 Mpa) with type-V cement SR 2000/ m3
27 Water stop SR 35 - 75/ L.M (depends on height x thickness)
28 Polythene sheet 200 micron SR 6/ m2
29 Waterproofing membrane SR 35/ m2 (2 layers of 4 mm)
30 Protection board SR 50/ m2
31 Formliners – Polymeric elastic SR 25/ m2
32 Precast prestressed beams SR 6000/ m3
33 Precast concrete slab SR 2000/ m3
MATERIAL PROCUREMENT LISTNo. Description Prices
4. TUNNEL / UNDERPASS
Ventilation system:
34 Jetfoil fans SR 20,000/ unit
35 Sandtrap louver SR 250/ m2
36 Gravity Relief damper SR 9,000/ unit
37 Fire & Smoke damper SR 900/ unit
Fire fighting & other related works
38 Fire pumps & accessories SR 10,000
39 Fire hydrant with gave valve SR 15,000
40 Ductile Iron pipes & accessories SR 15,000/L.M (300 mm)
41 Heavy duty stainless steel grating SR 2500 / m2
42 Rack for hydrant accessories SR 2,000/unit
43 Portable fire extinguisher SR 7500
MATERIAL PROCUREMENT LISTNo. Description Prices
44 Fire department Siamese connection SR 12,000
45 Manhole covers SR 2500(1200 mm heavy duty/unit)
46 UPVC pipes & accessories SR 6,000
47 UPVC class for drainage pipes SR 800/LM
48 Heavy duty non-corrosion metallic ladder SR 950/unit
49 Galvanised duct with supports SR 1200/LM
50 Supply grille SR 3000 lump sum
51 Aluminum access hatch SR 1200/unit
52 Galvanised flange connections SR 8,000
53 Black steel pipe schedule 40 SR 650/LM (200 mm)
54 Fire hose cabinet SR 1,300
55 Solenoid valve SR 250 (3 inches)
56 Emergency Fire exit doors SR 10,000/ door
MATERIAL PROCUREMENT LISTNo. Description Prices
Electrical works:
57 Tunnel panel boards SR 150,000/ unit
58 Control panels SR 350/ L.M (90 mm2)
59 Cables & Wires SR 120/ L.M
60 PVC conduits SR 500/ unit
61 Tunnel lighting points SR 600/ unit
62 Tunnel lighting fixtures SR 800/ unit
63 Metallic pull boxes SR 1600/ unit
64 Safety lighting fixtures SR 120/ L.M
65 Telephone cable SR 200/ unit
66 Wall mounted telephone outlet SR 250/L.M
67 Fire alarm cables SR 100,000
68 Fire alarm devices SR 200,000/ unit
MATERIAL PROCUREMENT LISTNo. Description Prices
69 Loop interface units SR 6,000/ unit
70Grounding cable & Potential Equalizing Bars SR 50,000
71 UPVC conduits SR 60,000
72 Precast reinforced conc. Hand hole SR 2,000/ unit
73Tunnel pump room lighting & power Panel boards SR 150,000/ unit
74 Tunnel pump room lighting points SR 700
75 Tunnel pump room lighting fixtures SR 800/ unit
76Tunnel pump room switches & receptacles SR 5000
77Fire alarm cables & addressable smoke detector SR 50,000
MATERIAL PROCUREMENT LISTNo. Description Prices
5. SITE UTILITIES
Sanitary Wastewater collection & Conveyance System
78 UPVC pipes SR 300/LM(300 MM class 3)
79Glass Fiber Reinforced Plast (GRP) pipes SR 600/ L.M (300 MM)
80Flanged ductile iron pipes and accessories SR 600/ L.M (300 MM)
81Precast reinforced concrete manholes with frame & H.D Cover SR 10,000/ unit
82 UPVC pipes class 4 SR 450/LM (300 MM)
Portable & Fire Water Distribution System
83 Stainless steel pipes and fittings SR 2500/ LM (300 MM)
83 Ductile iron pipes with fittings SR 900/ LM
85 Gate valves with fittings & accessories SR 300 (300 MM)
MATERIAL PROCUREMENT LISTNo. Description Prices
86fire hydrant, gate valve fittings & accessories SR 1500/ unit
87Electronic water meter with D.I meter box SR 5,000/ unit
88Washout, Air release and Butterfly valves SR 15, 000
Storm Drainage System
89 UPVC pipes class-IV SR 450/ LM (300 MM)
90Glass Fiber Reinforced Plast (GRP pipes) SR 900/ LM (300 MM)
Sub Soil Drainage System
11 Perforated UPVC pipes SR 500/ LM (300 MM)
MATERIAL PROCUREMENT LISTNo. Description Prices
Irrigation System
92Reverse Osmosis (RO) Treatment Plant SR 20,000
93 Pumps for ground water wells SR 50,000
94 Horizontal Centrifugal Pumps SR 50,000
95 Control Panel SR 10,000
96 Exhaust fan SR 80 (plastic), SR 500-1200 (steel)
97 Portable submersible pumps SR 15,000
98 RTU in pump room SR 20,000
99 Antenna SR 5,000
100 Electro magnetic flow meter SR 7000
101Level measurement & tank’s motorized valve SR 15,000
MATERIAL PROCUREMENT LISTNo. Description Prices
Irrigation System
102 UPVC pipes class-V SR 800/ LM
103 Polyethylene tubing SR 200/ LM
104 Gate valves with fitting & accessories SR 300/ unit
105 Double acting air release valve SR 600/ unit
106 Blow off including gate valve SR 800/ unit
107 Solenoid valve SR 200/unit
108 Single outlet emitters SR 160/ unit
109 Automated flushing valves SR 2000/ unit
110 Flexible tubing SR 60/LM
111 Sprinklers SR 150/ unit
112 Irrigation controllers SR 20,000/ unit
113 Central control system with PC SR 20,000/unit
MATERIAL PROCUREMENT LISTNo. Description Prices
Ground Water Drainage System
114 Perforated uPVC pipes SR 90
115 Stainless steel ladder SR 10,500
116 Pumps set SR 26,000
117 Control Instruments SR 15,000
118 Ventilating system SR 20,000
Street & Area Lighting
119 Powder coated steel poles SR 15,000/ pole
120 Lighting fixtures SR 2000/ unit
121 Lighting Circuit Cables SR 900
MATERIAL PROCUREMENT LISTNo. Description Prices
Ground Water Drainage System
122 13.8kV XLPE/SWA/PVC Cables SR 6,000,000
123 Fiber Optic Cables SR 4,000,000
124 Low Voltage Cables SR 2,000,000
125 13.8kV manhole frames & covers SR 2500
126 Main Distribution Board SR 35,000
127 Panel boards SR 15,000
Telecommunications
128 uPVC conduits SR 20,000
129 Cables SR 35,000
MATERIAL PROCUREMENT LISTNo. Description Prices
8. TEMPORARY WORKS & DETOURING
130 Steel Vehicle bridge SR 30,000/unit
131 Steel Pedestrain bridge SR 15,000/unit
9. MODIFICATION TO KACST SERVICES
132 Boundary Fence SR 1,250,000/ unit
133 Hollow Blocks SR 600,000
134 Toilet accessories & Fixtures SR 300,000
135 Doors & Windows SR 30,000
136 Roof treatment SR 20,000
SALIENT FEATURES & SUMMARIZED QUANTUM OF WORKS
Utilities & Landscaping:• WET UTILITIES
Description Unit Quantity
Sanitary Water System (Pipes Of All Dia’s) Lm 1445
Diversion Of Sanitary Water System (Pipes Of All Dia’s) Lm 1410
Storm Drainage Water System (Pipes Of All Dia’s) Lm 32225
Diversion Of Storm Drainage Water System (Pipes Of All Dia’s)
Lm 4290
Sub-Soil Drainage System (Pipes Of All Dia’s) Lm 30525
Ground Water Drainage System(Pipes Of All Dia’s) Lm 25535
Portable & Fire Water System(Pipes Of All Dia’s) Lm 16610
Diversion Of Portable & Fire Water System (Pipes Of All Dia’s)
Lm 9070
Irrigation Network & Fire Water System (Pipes Of All Dia’s)
Lm 495988
Fire Fighting System(Pipes Of All Dia’s) Lm 2115
SALIENT FEATURES & SUMMARIZED QUANTUM OF WORKS
• DRY UTILITIES
Description Unit Quantity
Site Electrical Power System (Cable of All Sizes)
Lm 97103
Light Cables for Street Lights (Cable of All Sizes)
Lm 157150
Duct Bank for Street Light (All Sizes) Lm 2460
Telecommunication System (All Sizes) Lm 111643
• LANDSCAPINGDescription Unit Quantit
yTrees No 13136
Ground Cover & Shurbs etc. No 781880
Interlock Paving sqm 301765
SALIENT FEATURES & SUMMARIZED QUANTUM OF WORKS
ROAD WORKS DESCRIPTION UNIT QUANTI
TYASPHALT PAVEMENT m2 383475
Free Way & Ramp – 130 mm thick m2 206102Service Road, Side Road & Intersection Outside Boulevard Area – 100 mm thick
m2 177373
ASPHALT CONCRETE SURFACE COARSE m2 383475 Free way & ramp – 70 mm thick m2 206102
Service Road, Side Road & Intersection Outside Boulevard Area – 50 mm thick
m2 177373
PRE CAST CURB STONE lm 31102NEW JERSEY BARRIER lm 17289
DESIGN CONSULTS AND SCOPE OF WORK
S.NO. CONSULTANT NAME SCOPE OF WORK
1 SAUDI CONSULTING SEVICES ENGINEERING DESIGN
2 DORNIER CONSULTING ROAD DESIGN
3 AS & P URBAN DESIGN
4 BW + P ABROAD LANDSCAPING DESIGN
LIST OF SUB-CONTRACTORS AND SCOPE OF WORK
S.NO. CONSULTANT NAME SCOPE OF WORK
1 AL-OHADIEH CO. FOR TRADING AND INDUSTRIES
EARTH WORK & WET UTILITY WORK
2 BMC SAUDIA WATER PROOFING
3 AL-FAHAD CO. ASPHALT WORK
4 AJRAF CONTRACTING EST. DEEP WELLS
5 SHIBH AL-JAZEERA PILING WORK
6 NATIONAL ROAD CERAMIC FACTORY
ROAD MARKING
7 RAIYADH VILLA EST. EARTH WORK
8 AL-RASHED ABETONG (ARA) PRECAST ELEMENTS
9 AL-MANAS EST. EARTH WORK
Applicable Standards
The Road Design will be based on the following:
1.Technical standards and specifications of the components of the operational elements of the roads in Riyadh - the secretariat of the Riyadh region
2. Ministry of Transport Study and Design Department - highway design manual
3. A Policy on geometric design of highways and streets
Acceptance Criteria
It will be accepted if the final
output meets the standards
of ADA.
Procurement
Planning Contracting
Evaluation Criteria
The lowest Price within the standards
of ADA (Al-Riyadh Development
Authority)
Procurement
Requesting Seller Responses
Qualified Seller List
1. Saudi Oger LTD
2. Shibh Al-Jazira Contracting Co
3. Lord's Qonal Construction
4. Saudi Binladin Group
5. Joana and Pracfides Company
6. Vinci Construction Grand
Qualified Seller List
7. Rio Trading & Contracting Ltd
8. Daelim Company
9. AlFahd Company
10.Archirodon Saudi Company
11.Balfour Beatty
12.Batiment Company
13.Pisces company
Procurement
Selecting Sellers
Saudi Oger LTD was selected
Weighted Decision MatrixCreated by: Arriyadh Development Authority
ProjectCriteria and Weight
Weighted Project ScoresCost
(55%)A
(15%)B
(15%)C
(15%)Saudi Oger LTD 90 60 70 80 81Shibh Al-Jazira Contracting Co 70 50 80 50 65.5
Balfour Beatty 75 30 60 70 65.25Archirodon Saudi
Company 65 50 40 80 61.25
Batiment Company 85 20 30 40 60.25Lord's Qonal Construction 60 40 90 50 60
AlFahd Company 55 30 60 30 48.25
A: Technical standards and specifications of the components of the operational elements of the roads in Riyadh - the secretariat of the Riyadh region
B: Ministry of Transport Study and Design Department - highway design manual
C: A Policy on geometric design of highways and streets
Weighted Decision MatrixCreated by: Arriyadh Development Authority
ProjectCriteria and Weight
Weighted Project ScoresCost
(55%)A
(15%)B
(15%)C
(15%)Saudi Binladin Group 50 20 70 40 47Daelim Company 45 70 20 50 45.75Vinci Construction
Grand 30 40 50 70 40.5
Joana and Pracfides Company 40 30 60 30 40
Rio Trading & Contracting Ltd 35 60 30 20 35.75
Pisces company 20 80 40 20 32
A: Technical standards and specifications of the components of the operational elements of the roads in Riyadh - the secretariat of the Riyadh region
B: Ministry of Transport Study and Design Department - highway design manual
C: A Policy on geometric design of highways and streets
Weighted Score by King Abdullah Road Development
Procurement
Administering the ContractProcurement Plan
Changes Control
• If there is a change that is requested at any
point of time in the project, a change request
form should be filled and delivered to the
project manager. This change request is
analyzed in all aspects to identify its impact and
the consequences on the project.
• If the request is accepted, all teams’ members
should be notified in order to adjust their plans
Contract Clause
Payment and Warranty:
If necessary, the contractor may get a prepayment on credit not more than 10% of the contract’s cost after delivering the work site; in return of a bank warranty of the same amount.
Preliminary Delivery:
After finishing the work, the contractor should evacuate the site from all the equipments, materials, and waste to pave the site to be fit for use.
Then, He sends a written notification to the owner, who sets the preview date to preliminary delivery .
Contract Clause
Unsatisfying Final Preview: o If there were any defects, flows, or deficiencies in the
final preview• the final delivery date is postponed • the maintenance period is extended until the flows are
resolved by the contractor in a reasonable period of time assigned by the project engineer.
o If this period ended and the issues are not yet resolved, the owner has the right to get the defects fixed on the contractors expense and under his responsibility or it could be deducted from the cost.
Contract ClauseWithdraw the Work from the Contractor: The owner has the right to withdraw the work from the contractor in these situations:
• If the contractor showed any latency in progress, or stopped entirely in such a way the owner feels that the project won’t be delivered on time.
• If the contractor withdrew, left, or subcontracted without prior written permission from the owner.
• If the contractor violated any condition of the contract or refused to obey any of the contract’s obligations in which any of these issues are not resolved after 15 days of writing a request to resolve these problems.
• If the contractor is bankrupt, requested a bankruptcy , or the contactor’s company is resolved.
Contract Clause
Withdraw the Work from the Contractor:
The project could be withdrawn from the contractor
by a written notification based on the
recommendation of the proposal examination comity
without any legal consequences.
Contract ClauseConsequences of work withdraw:
1. In the case of withdrawing the work from the contractor, the owner has to resort to one of the following actions
• to agree with the following bidder on the execution of the work at same offered price. In the case of non-approval, negotiation with other bidders is made.
• New Tender will be conducted to select a seller.
2. If any of the withdraw situations is applied, the owner has the right to reserve the equipments and machines found in the site to use them for completing the work without paying the contractor.
3. After settling the contractor’s outlay with the owner, the contractor has the right to reclaim his equipments and machines from the site.
Corrective Actions
1. Contract termination before completion:
If one of the contractors decided to terminate the contract before the completion of the project, this contractor should pay the penalty clause determined in the contract. Then a new Tender will be conducted to select a seller as soon as possible.
2. Not following the accepted standards
This could be considered as a part of the penalty clause since the accountable party should adjust the work to follow the standards. Otherwise, they have to go back to the penalty clause.
Corrective Actions
3. Uncertainty in the contract It depends on the effect of it on the project and usually the legal consultant analyzes the consequences of these conflicts and usually the court should take a place here. 4. Changes in Materials pricesBecause some of economic environment changes, the prices of materials might change after estimating. The procurement team should inform the cost team manager about these changes and an urgent meeting should be held in order to see how the project team could use some of the reserved extra money without affecting other constraints of the project like quality and time.
Procurement
Closing the Contract
Before the end of the maintenance period, the
contractor sends a written notification to the owner
and set the preview date to the final delivery .
If the work is within standards and requirements are
met, then the final delivery is completed, recorded in
court and signed on by both parties.
Client Acceptance
A Sample of “Project Acceptance Form”
Cost Team
Done by:Noura Al-Ageel
Reem Al-SuhaibanySultana Abahussein
Cost Team
Done by:Noura Al-Ageel
Reem Al-SuhaibanySultana Abahussien
Requirements
• Cost Estimating:Involves developing an approximation or estimate of the costs of the resources needed to complete the project.
• Cost budgeting:Involves allocating the overall cost estimate to individual work items to establish a baseline for measuring performance. And the main output is cost baseline
• Cost control: Involves controlling changes to the project budget. And the main output is earned value management chart.
Resources Available
Cost Budget (WBS level 1) = 698.752.456 Million Riyals.
WBS level 2 : 1. General requirements: 7,136,097.002. Temporary works Detour: 13,816,061.003. Wet Utilities: 132,113,026.004. Dry Utilities: 118,871,394.005. Open and close section civil structure: 247,213,458.006. Open and close section electro mechanic: 37,778,723.007. Roads: 62,535, 309.008. Landscaping: 68,123,588.009. KACST 11,164,820.00
* The level 2 here is different from our level 2 in the WBS because we had to follow our
WBS which sometimes combines between two of the upper numbers.
Calculation of Cost Baseline
Time percentage of task work = Total days of task in quarter / Total work days for the Task (without the elapsed days)
The amount of budget needed for a quarter =time percentage of task work * total budget for the task.
Cost Team Actual WorkUsing MS Excel 2007
Time Team
Done by:Sawsan Ibrahim
Noura Al-ThebaityNahla Al-Sabbali
WBS with Resources
3. Executing
3.1 Site Pre-construction
3.1.1 Manage traffic. Network links
3.1.1.1 Close center Human resources, employees
3.1.1.2 Construction of temporary side track and
detours BRIDGE, CLEAR ROAD
3.1.1.3 Supply and installation of temporary road
lighting/signals electrical supply, Temporary
Road Lighting, Diesel Driven
WBS with Resources3. Executing (Cont’d)
3.2 Construction
3.2.1 Removal of existing /Demolition Structure.
paint layers, dialog box
3.2.1.1 Removal or demolition of culverts
maintenance of road
3.2.1.2 Removal or demolition of concrete curb
Cutting line
3.2.1.3 Removal or demolition of concrete channel
Hammer crushes, asphalt and gravel roads
3.2.1.4 Removal or demolition of gullies
Machinery, Electricians
WBS with Resources3. Executing (Cont’d)
3.2.2 Start new Construction cleaning services, experienced company, ENGINEERS, machines 3.2.2.1 Earth works Bulldozer - This is used primarily for pushing soil. Dump Truck Shovels - vehicles and are used to fill up the dump trucks Software products, technical papers, Modeling, education program 3.2.2.1.1 tunnel site preparation
legal requirements, soil properties, shaft and tunnel excavations, pile driving 3.2.2.1.2 Ground surface treatment
tips for waterproofing foundations, Engrave-A-Crete Tools, Supplies, cleaning
3 .2.2.1.3 Site Excavation Loaders, Dump Trucks, soil properties
3.2.2.1.4 Backfill with cement/sand Towable Soil Cement, cement, water, soil, cement slurry
backfill
WBS with Resourcse3. Executing (Cont’d)
3.2.2.2 Electrical Conduit and Pits
Electrics, communications, electrical technology
3.2.2.2.1 Supply electrical conduit.
Conduit fittings, PVC conduits, metal conduits, lengths of solid tubing
3.2.2.2.2 Installation of conduit in road construction.
Demobilization of the trenchless, Preventing and Defending Against Highway
3.2.2.2.3 Supply and installation of electrical pit.
Supply, installation and commissioning
3.2.2.2.4 Supply and installation of Telecommunication system Telecommunications voice and Data systems , VOIP , Maintenance
WBS with Resources
3. Executing (Cont’d)
3.2.2.3 Pavements
Cement dense-graded mix, LEAN CONCRETE
CEMENT-BOUND MATERIAL, GSB is usually
the material used in the SUB-BASE LAYER
3.2.2.3.1 Preparation of the existing surface
3.2.2.3.2 Slashing
3.2.2.3.3 Filling Pavements
3.2.2.3.4 Crack filling
WBS with Resources
3. Executing (Cont’d)
3.2.2.4 Landscape Works
Rollers - they are used for compaction.
Soil, organic material and drainage material, seeds, grass, plants, trees
3.2.2.4.1 Slashing
3.2.2.4.2 Concrete edging
3.2.2.4.3 Irrigation system, supply and installation
3.2.2.4.4 gardening
3.2.2.4.4.1 Grass seeding
3.2.2.4.4.2 Planting trees
WBS with Resources3. Executing (Cont’d)
3.2.2.5 Traffic Signal and Road lighting
Traffic signs, lightening
3.2.2.5.1 Supply and installation of traffic signal equipment
3.2.2.5.2 Supply and installation of Road lighting
3.2.2.6 Completion and closing of construction
Nite-Hawk, Road sweepers
3.2.2.6.1 Removal of the temporary road lanes and detours
3.2.2.6.2 Removal of the temporary road lighting and signal
3.2.2.6.3 Repair service roads
WBS with Resources4. Monitoring and Controlling
White Papers, Director, Chief Executive, architectures, stakeholders
4.1 Team Meetings
4.1.1 Design Review
4.1.2 Design verification
4.2 Milestone Report
4.3 Status/Progress Reports
4.3.1 Status Report 1
4.3.2 Status Report 2
4.3.3 Status Report 3
4.4 Risk Register
4.5 Quality Assurance
WBS with Resources5.Closing Director, Chief Executive, architectures, stakeholders,
White Papers.
5.1 Prepare final project report
5.2 Present final project
5.3 Get the final acceptance from client
5.4 Write lessons learned
5.5 Road and monorail trial tangible
5.6 Put road into action
Time Team Actual WorkUsing MS Project 2007
Quality Team
Done by:Dania Al-RehilySaba Al-Bluwi
Taif Al-Ajlan
Policy of Saudi Oger is to promote,
improve and maintain client satisfaction
and to meet rigorous expectations of
the market through the delivery of
services compliant with International
Standards, and particularly with the
requirements specified in the ISO 9000
series
QualityThe Quality Management System in Saudi Oger exemplifies the Management's commitment towards the quality of products delivered to its customers. The QMS is designed to permanently:
- Determine customer needs and specify them in the form of defined requirements for the organization,
- Determine, plan, carry out, monitor and adapt the service realization processes,
- Expand the range of corporate experience & expertise,
- Review its performance to streamline internal processes, optimise efficiency and bring forth improvements.
- Considerable efforts are ongoing to monitor, measure, analyse these processes and institute improvements to the Quality Management System.
http://www.saudioger.com/quality_management.html
ISO
ISO has developed over 17500 International Standards on a variety of subjects and some 1100 new ISO standards are published every year
http://www.iso.org/iso/iso_catalogue.htm
Materials All materials shall be inspected and/or tested, and accepted
by the Engineer before incorporation into the work.
Those items of major importance which are used in normal highway construction and may fall in the category are:
1. Portland Cement2. Asphalt Materials3. Reinforcing Steel4. Structural Steel5. Precast Concrete Pipe6. Miscellaneous Metal Products7. Lime
http://www.mot.gov.sa/L_Mowasafat.asp
http://www.momra.gov.sa/MinistryPrograms/BuildingTestDept.aspx
http://www.momra.gov.sa/MinistryPrograms/BuildingTestDept.aspx
Laboratories
of
AssuranceQuality
There are forms should be filed by engineers such as
Sampling and Testing
Field Quality Control and Documentation
1. Responsibility of the Engineer
2. Types of Samples
3. Sampling and Testing Requirements
4. Locations for Taking Samples
5. Acceptance of Materials
Types of Samples
Types of Samplinga. Qualifying Samples:
Qualifying samples are taken and tested to determine the quality of a given product or general source of material
b. Job Control Samples: Job control samples are tested at the project site, or at the site of production for the purpose of quality control of all materials used in construction. Material samples shall
be taken at the location where the material is required to meet specification requirements
c. Split Samples: Split samples are a split part of a job control sample taken by the project personnel and sent to the Materials and Research Department laboratory to check the results of the field control tests http://www.mot.gov.sa/L_Mowasafat.asp
Types of Sampling (Cont’d)
d. Check Samples: Check samples are taken of materials that are used in construction work. They are similar to job control samples except that they are taken and tested by, or in the presence of the Engineer or his designated representative
e. Information Samples: These may be samples taken during production of materials and prior to the point at which acceptance is made, gradation samples to determine the type of material available
f. Acceptance Samples: Acceptance samples are taken at random locations for the purpose of determining compliance with specifications and final acceptance of the material prior to provisional handover
http://www.mot.gov.sa/L_Mowasafat.asp
CustomersWho are the Customers?
- Government - Citizen
What about their satisfaction?
The government is satisfied and proud of what
are they achieving but since citizens are
effected and annoyed from constructions they
are complaining.
Human ResourcesTeam
Done by:Mashael Al-Besher
Maha Al-ArifiHessa Al-Khalaf
Human Resources
Project human resource management includes the
processes required to make the most effective use
of the people involved with a project. Human
resource management include all project
stakeholders sponsors, customers , project ream
members, support staff, suppliers supporting the
project, and so on.
Human Resource Processes
1. Human Resources Planning
2. Acquiring the project team
3. Developing the project team
4. Managing the project team
Human Resources
Human Resources Planning•Project Organizational Chart.•Responsibility assigning Matrix.•Staffing management plan.
1st process
Planning: Responsibility Assigning Matrices
“Developing a Responsibility Assignment Matrix
One tool that project managers use to keep these assignments clear is the Responsibility Assignment Matrix (also called the RAM, or the Responsibility Matrix). This matches deliverables with the people who are responsible for them. For every piece of the project, the matrix shows who needs to contribute what for the project to be completed.”1
RAM(Responsibility Assignment
Management)
Responsible (People who do the work) R
Accountable (People who make sure the work gets done) A
Consulted (People who provide input before and during the work)
C
=Informed (People who are kept informed of progress) I
1. Initiating
1.5.1.2 1.5.1.1
1.5.1.2
1.5.1 1.5
1.4
1.3 1.2 1.1
R R,P R Traffic management
R R Electric engineer
R PAdmin
P R Site inspector
R,P P Structure engineer
P,R P QS & cost control
R,P R,P Road engineer
R P Civil engineer
WBS activities
OBS
2. Planning
2.5
2.4 2.3 2.2.2 2.2.1 2.2 2.1.2
2.1.1 2.1
P R,P R Traffic management
R,P P R Electric engineer
R,P R,P Admin
R,P Site inspector
R R,P P Structure engineer
R QS & cost control
R,P P R Road engineer
R R,P P Civil engineer
3.Executing
3.2.1.2 3.2.1.1
3.2.1
3.2 3.1.1.3
3.1.1.2
3.1.1.1
3.1.1 3.1
R,P P R,P Traffic management
P Electric engineer
R R,P Admin
P R,P R Site inspector
R R,P P R Structure engineer
P QS & cost control
R R,P R Road engineer
R,P R,P Civil engineer
4.Monitoring and Controlling
4.5 4.4 4.3.3 4.3.2 4.3.1
4.3 4.2 4.1.2 4.1.1 4.1
R,P R,P R R,P Traffic management
R P Electric engineer
P Admin
R,P P Site inspector
P P R Structure engineer
R QS & cost control
R P P Road engineer
R R,P P R Civil engineer
5. Closing
5.6 5.5 5.4 5.3 5.2 5.1
P R Traffic management
P Electric engineer
P R,P Admin
R,P P Site inspector
R R P R Structure engineer
R P QS & cost control
R R,P Road engineer
R Civil engineer
RAM Showing Stakeholder Roles
R = Responsible (People who do the work)
A Accountable (People who make sure the work gets done)
C Consulted (People who provide input before and during the work)
I Informed (People who are kept informed of progress)
Saudi Government
Citizens of Saudi Arabia
Riyadh development commission
Dorsch Consult
BWP of Germany
Eng. Hammed
Eng. Muzahim Muzahim
S I A R P P SINTEGRATIONUNIT
S R P R A A S System Test
S I I A P P S User Acceptance Test
S R A P I A S Unit Test
Staffing Management plan(570) Employees will be working on the project.
1
2
Project Manager.
Assistant Project managers.
2 Contract administrators.
15 Engineers: 5 - civil engineers, 5 - field engineers, 5 - construction engineers.
40 traffic team.
20 Architects.
300 construction laborers. 2 estimator.
50 truck drivers. 2 inspectors.
30 financial department. 1 Quality assurance manager.
100 electricians. 5 Planner / scheduler
Human Resources
Acquiring the project team• Resource Histogram.• Roles and responsibility.• Personnel Salaries.
2nd Process
Resource Histogram
jul '07oct
'07jan
'08ap
r '08jul '0
8oct
'08jan
'09ap
r '09jul '0
9oct
'09jan
'10ap
r '10jul '1
00
100
200
300
400
500
600
Contract administratorInspectorestimatorplanner / scedulerquality assurance managertraffic teamelectricianstruck driversArchitectsConstruction laborersengineersfinacial departmentManagers
Roles and Responsibilities:
Project Manager Full time
they manage the overall project, and make decisions, have the responsibility of the planning, execution, and closing of King Abdullah St. project.
Assistant Project managers Full time
During the construction process, they assist with managing all construction workers. They must often meet with contractors and designers for accurate scheduling, staffing, and cost analysis. They often create the progress and budget reports necessary to compute remaining estimates. They work directly with the Project Manager.
Architects Part time
They transform the project’s needs into legible plans for builders to work from. They plan, design, and oversee all processes. Using rational ideas, they create drawings and formats with specific measurements to be used throughout the building process.
Financialdepartment Full time
responsible for managing the project’s finance. From the projects cost, and the actual value of the project, to paying salaries and purchasing equipments.
Contract Administrator
Part time
Due to the numerous documents and contracts that must be properly maintained before, during, and after the construction process, administrators are delegated the duties of preparing each piece accurately. They coordinate the ideas of owners, contractors, and designers into clear documents, so they must meet with each on a regular basis to ensure there are no discrepancies. They are also responsible for negotiating any specific details that need to be altered.
Estimators Part time
By using a combination of past experiences and project specifications, these associates accurately project the amount of materials, equipment, and man hours that must be utilized in order to complete a given project. Based upon these calculations, they create a project budget that is presented to owners. All necessary details must meet not only legal, but also company policies and guidelines.
Field Engineers Full time
Responsible for daily inspections, field engineers ensure that plans are being properly executed. They are also required to monitor site progress to ensure schedules are being maintained. If problems arise, they need to have a thorough knowledge of concepts and procedures in order to quickly, and often times creatively, find a solution.
Electrician Part imeInstall, maintain, and repair electrical wiring, equipment, and fixtures. Ensure that work is in accordance with relevant codes. install or service street lights, intercom systems, or electrical control systems.
Construction laborers
Full time
: Perform tasks involving physical labor at building, highway, and heavy construction projects, tunnel and shaft excavations, and demolition sites. May operate hand and power tools of all types: air hammers, earth tampers, cement mixers, small mechanical hoists, surveying and measuring equipment, and a variety of other equipment and instruments. May clean and prepare sites, dig trenches, set braces to support the sides of excavations, erect scaffolding, clean up rubble and debris, and remove asbestos, lead, and other hazardous waste materials. May assist other craft workers.
truck drivers:
Part time
drive trucks across the project to supply with materials.
Traffic team: Full time
manages the traffic complexes caused by the project. They put caution signs and leading signs. Provide other routes for citizens. Until the road is safely constructed.
Quality assurance manager
Full time
To ensure quality products, these administrators design and implement adequate procedures and policies. They administer testing of products whether on or off site to guarantee safe and quality projects are being completed. Their responsibility is to assess specific aspects; therefore they must be knowledgeable in multiple areas of the construction field.
Inspector Part time must be knowledgeable of all zoning laws, community ordinances, and legal codes that are to be maintained by each facility type. If any inconsistencies occur, they must be capable of offering advice to contractors in order to clear any issues.
Planner/ scheduler
Part time Based on preliminary reports, these associates will schedule crews, plan deliveries, and organize materials. While under construction, they gather and analyze information necessary for reporting exact progress. They must follow company policies, and will often alter schedules throughout the process of construction
Civil engineers
Full time responsible for developing organized product designs. They must calculate the accurate amount of staff, material, and equipment necessary to complete a project.
Construction Engineer
must have knowledge in every issue related to construction and design. They are responsible for monitoring costs and expenditures throughout projects. These associates must be highly trained and possess a technical education with a construction background.
Personnel Salaries
www.payscale.com
Project Manager. SAR 90.50
Assistant Project managers. SAR 60.70
Engineers: - civil engineers, - field engineers, - construction engineers
SAR 85.25SAR 76.00SAR 81.00
electricians. SAR 75.00
construction laborers SAR 20.00
truck drivers. SAR 53.73
Personnel Salaries
www.payscale.com
Architect SAR 70.00
financial department. SAR 41.85
Contract administrator SAR 57.85
estimator SAR 69.70
Inspector SAR 100.00
Planner / scheduler SAR 65.50
Quality assurance manager SAR 40.00
traffic team. SAR 30.00
Developing The Project Team •The Stages of Team Development •Training.•Team building.•Disc profiles.•Reward and recognition system.
3rd Process
Human Resources
The Stages of Team Development The team and the organization can take specific actions at each stage of team development to support the team’s success in accomplishing the team mission.
The Stages are:
1. Forming
2. Storming
3. Norming
4. Performing
5. Transforming OR Ending
The Stages of Team Development 1. Forming: A group of people come together to accomplish a shared purpose.
2. Storming: Disagreement about mission, vision, and approaches combined with the fact that team members are getting to know each other can cause strained relationships and conflict.
3. Norming: The team has consciously or unconsciously formed working relationships that are enabling progress on the team’s objectives.
The Stages of Team Development 4. Performing: Relationships, team processes, and the team’s effectiveness in working on its objectives are synching to bring about a successfully functioning team.
5. Transforming: The team is performing so well that members believe it is the most successful team they have experienced.
5. OR Ending : The team has completed its mission or purpose and it is time for team members to pursue other goals or projects.Not every team moves through these stages in order and various activities such as adding a new team member can send the team back to earlier stages.
TrainingJust In Time Training Benefits Research that shows the 70% of information learnt on training courses is forgotten by the time it the student needs it. However, creating multimedia versions of each course means that students can instantly refresh their knowledge at any time and wherever they are in the world. Engineering Adventures software makes it easy for anyone to create their own 'just in time training' courses and gives us the power to create cost effective courses for others.
Training
Just In Time Training Approach The concept of 'just in time training' has evolved with distance learning courses provided over the Internet. The idea is that you do not take the training course until you need the information. With interactive training courses being available 24 hours a day via CD-ROM or the Internet this concept has already become a reality. The implication for industry should have a major impact on the way we work in the future.
Team BuildingThe Myers-Briggs test describes four basic areas of personality:
1/Extroverts appear outgoing and are energized by people, and are very effective in pursuits that involve other people. Extroverts tend to be sensation-seeking, spontaneous, and gregarious. They enjoy crowds, noise, and stimulation
2/Introverts are rested and energized by solitude, and are very effective in solitary pursuits. An introvert is a person who prefers to process thoughts internally. Introverts tend to think before they speak. They often perform well in analytical roles that require intelligence or logic
Team BuildingThe Myers-Briggs test describes four basic areas of personality:
3/Sensors want, trust, and remember facts, and usually describe themselves as "practical". For a Sensor, intuition is untrustworthy and might seem like mental static. 4/Intuitives prefer metaphor, analogy, and logic, and tend to reason from first principles and hunches. While Sensors pride themselves on living in the real world, Intuitives pride themselves on seeing possibilities. This can cause conflict. Intuition as a perceiving mode of consciousness filters experience through the unconscious mind. Intuition focuses on possibilities rather than realities..
Disc ProfilesWhy need to understand yourself and others?
1/You will acknowledge your strengths so that you can fully utilize them for career advancement.2/You will D.I.S.C.over your weaknesses so that you can manage them or improve them if you want to.3/You will also be able to recognize and appreciate the strengths of others so that you can improve relationships. Why understand your team?
1/You will know how to motivate others to get the job done. 2/You will be able to build harmony and team synergy because you will utilize the different styles of members of your Team. 3/When recruiting, you will be able to identify the type of behavior that is needed in the role and also whether the applicant will blend into your existing team.
based on his studies of ‘normal behavior’ rather than the ‘abnormal’ psychology being studied at the time. In 1921 he renamed the 4 quadrants, Dominance, Influence, Steadiness and Compliance which has the acronym D.I.S.C. and is the system we use. Personal profiles are an ideal tool that help individuals, teams and recruiters understand themselves and others.
D is for Dominance, the Driver.These people are direct, forceful, and results oriented people. They love new challenges.
I is for Influence, the Communicator.They want to be everybody’s friend. They tend to be optimistic, energetic and outgoing. They are generally talkative and work well as salespeople.
S is for Steadiness, the Planner.Patient and relaxed, they’re content to hang back in the crowd and look for direction from others. An excellent choice as an administrator or receptionist.
C is for Compliance, the AnalystThey like rules and policies. High “C” people tend to be very detail oriented and accurate. They are a great choice for a bookkeeper or accountant.
It is important to remember that we are a mixture of all the elements of the 4 styles and this mix changes during our lives according to our circumstances and our needs.
Reward and Recognition SystemEmployee recognition is not just a nice thing to do for people. Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for your business. When you consider employee recognition processes, you need to develop recognition that is equally powerful for both the organization and the employee. You must address five important issues if you want the recognition you offer to be viewed as motivating and rewarding by your employees and important for the success of your organization.Project managers must asses their team performance when they find area for that can improve its their job to motivate their teams
• Techniques to manage teams.• The Usual Problems and conflict.• Tips to manage team members.
Managing the project teams4th process
Human Resources
• Observation and Conversation :Observation and conversation involves project
managers using indicators such as progress toward project goals, interpersonal relationships, and pride in accomplishments and work of project team members.
• Project Performance Appraisals :Project performance appraisals is a vehicle which
enables team members to receive feedback from supervisors. Performance Appraisals can be used to clarify team member’s responsibilities and to develop training plans and future goals.
Techniques to Manage Project Teams
www.anticlue.net
• Conflict Management Conflict management involves the reduction of
destructive disagreements within the project team. The project manager can allow the problem to resolve itself or use informal and formal interventions before the conflict damages the project.
• Issue Log An issue log is a list of action items and the
names of the team members responsible for carrying them out. Issue logs provide project managers with a way to monitor outstanding items.
Techniques to Manage Project Teams(cont.)
www.anticlue.net
• It is not hard to see the sorts of problems that are likely to arise.
• People unclear of what their role is.• Frustration from constant changes of
direction.• Loss of perspective. We will never climb the
mountain.• Lack of availability of key personnel.• Splintering of the team into small groups who
work independently and at cross purposes to each other.
The Usual Problems and Conflicts
• Never enough time to get the work done.• Burn out as the project progresses. People being
asked to do more and more when their productivity is falling through overwork.
• Two people trying to do the same job because they think they are responsible. Often leads to aggravation and a breakdown in working relationships.
• Things falling between the cracks. Everyone thought it was someone else who was responsible.
The Usual Problems and Conflicts(cont.)
Tips to Manage Team MembersSetting up team members:• Introducing the to each other.• Inform them about their roles.• Explain the main purpose of the project.
Extra rewards:• Appreciation.• Maintaining enthusiasm.• Making them feel valued. Escalation Path:means there is a clear expectation set that if something cannot be
resolved, we will react in this manner.An escalation process has two clear benefits:• It ensures problems are addressed quickly because everyone knows
what to do.• It sets authority levels and people understand who is making
decisionshttp://www.projectperfect.com.
Individual Skills:• discover strengths.• Re-write roles.• Use skills.
Team Interaction:• Weekly Meetings.• It makes people focus on their goals for the week.• It gives them a sense of commitment.• It alerts about problem.• It enables people to see how the work of other people may be
impacted by what they are doing.• It brings out issues between different project team members.• It is a chance to set action items and follow up the following
week.
Tips to Manage Team Members( Cont.)
http://www.projectperfect.com
We can use software in human resource management:
Project 2007:
Keep track of the whereabouts resources thought stored information and reports assignments.
Dentine the potential resource shortage that may force a project to miss schedule deadlines
Identify underlined resources and reassign them.
Use automated leveling to make level resources easier to manage.
Risk Team
Done by:Amal Khalaf
Banan DakhilMarwah Al-Katrangi
Main Processes of risk Management
1. Risk Management plan
2. Risk identification :
• Start of risk register
3. Qualitative risk analysis:
• Update the risk register
• Risk matrix
4. Risk response planning:
• Mitigation strategy
Risk Management Plan
• Documents the procedures for managing risks throughout the project
• Components – Methodology– Roles and Responsibilities– Budget and schedule– Risk Documentation
Risk Management Plan
• Components – Methodology
• The risk management will be performed by developing plans for each type of faced risks.
– Roles and Responsibilities- project manager - safety
manager- quality manager - executive
manger- financial manager- Quality assurance lead- Arriyadh development Authority representative.
Risk Management Plan
• Components – Budget and schedule
• Estimated cost and schedules for performing risk related activities should be handled by cost and time teams.
– Risk Documentation• Is the reporting formats and processes that
are used for risk management. • These reports include :
– Health and safety program document– Risk register– Risk matrix.
Risk Identification
• Common information- gathering techniques used to identify risks: – Brainstorming
• Set and attempt to generate ideas and find solutions
– Interviewing • Interact with other teams and collect
information via email, phone ,online discussions
• Health and Safety Plan/ Saudi Oger
Risk Identification• Risk Register
– Is a document that contains result of various risk management process often displayed in a table or spreadsheet format.
• Risk Register components:– NO.: number of the risk – Rank: a rank for each risk event. The rank is usually a number with 1 begin the
highest rank risk. – Risk Name– Risk Description– Category: under which type of risk this event falls.– Root Cause: the origin that the risk arises from. – Triggers: are indicators or symptoms. – Risk owner: a person who will own or take responsibility of a risk.– Probability : the probability of the risk occurring their might be high medium or
low Probability of a certain risk event occurring.– Impact : the Impact to the project if the risk occurs: there might be high medium
or low impact to project success.– The mitigation strategy : a strategy to handle or reduce the impact of risk event
by reducing the probability
NO Rank Risk Description Category Root Cause Triggers Risk owner
Probability Impact Mitigation strategy
R1 1 Running out of budget
paying fees or purchasing materials cost more than the budget dedicated for the project
Financial risk
Poorly budget control
financial manager realize that the fees are higher than the dedicated ones
Financial manager
Low High Financial manager will set an emergency meeting and cost team should handle this problem
R2 2 Weather condition
we have to consider the dusty winds that may affect the flow of work and in turn delay the completion time of the project
Environ-mental risk
Riyadh’s fluctuated climate
Weekly weather forecasting
Safety manager
Medium Low Safety manager will put precautions or report temporary stop of the project
R3 1 Traffic accident
Highly hazard car accidents that cause injuries to people and that threaten their life.
People risk
uneducated driver and bypassing safety traffics rules
Traffic jamming
Safety manager
High Low Safety manager set guidelines to rescue the injury people
Risk Register
NO Rank Risk Description Category Root Cause Triggers Risk owner
Probability Impact Mitigation strategy
R4 2 Poorly trained workers
recruit inexperienced employees or not offering good training programs
People risk
poor training program
the quality of the output does not meet the standards
quality manager
Medium High Human resource manager and quality manager improve training programs
R5 1 lack of requirement knowledge
Requirements are only partly known at project start. Arriyadh Development Authority may not allocate sufficient resources to exploring requirements.
Resource risk
Arriyadh Develop-ment Authority didn't document the require-ments needed
Requested requirem-ent not available in the requirem-ents document
Require-ments Lead
Medium High Requirements must be detailed first for the top priority goals. Track the rate at which requirements are discovered. Request more customer effort.
R6 2 Commu-nication problems
Communication problems in development team. They are dispersed among several sites,
People risk
Team has not worked together before.
Lack of informati-on needed from other people
Human Resource Manager
Medium High Use tools to help communicat-ion.
NO Rank Risk Description Category Root Cause Triggers Risk owner Probability Impact Mitigation strategy R7 1 Scope
problems The total requested features of the road may be beyond what the Saudi Oger team can deliver in the time available.
Time risk Poor estimations of time
New requested feature for the road
Customers High High Make review to the scope of the project after definable time period to ensure the delivery of the project within time constraints
R8 3 Damaging of water pipes, electricity wires or telecommunication lines
Workers might accidently destroy water , electricity or telecommunication connections while they are digging
Environmental risk
imperfect knowledge about the connection infrastructure location
Disconnecting of water, electricity or telephone services in near areas
Executive manager
Medium low Conducts workshops to alert workers to be careful while they are digging
R9 3 Employee turnover
Some workers leave the work before completing the project
People risk
Length of the project enforces Saudi Oger to re-contract with employess
Human recourse manager hires new workers for the project
Human recourse manager
Low Medium
Human recourse manager must assign the work to the workers whose contract period is more than the project period
Risk Identification
Probability
High R3 R7
Medium R8 R2 R4, R5, R6
Low R9 R1
Low Medium High
Impact
• Risk Matrix– It lists the relative probability of a risk occurring on one side of
a matrix or axis on a chart and the relative impact of the risk occurring on the other.
Risk Response Planning
• Most important response strategy – Risk mitigation
• Time Risk• Financial Risk • Resource Risk• Procurement Risk• People Risk• Environmental risk
Risk Response Planning
• Time Risks1. If project is behind the schedule, time team
should reschedule the rest of activities and set time buffer.
2. Define “milestones” throughout the project.
• Financial Risk1. Create an accurate budget. Also, outline ways to
develop strategies in case of running out of budget.
2. Keep a running list of what worked, what didn’t, and how to do it better next time.
Risk Response Planning
• Resource Risk1. Resources must be available if not, the time and
quality team must meet the financial manger to find other resources.
2. Provide protection for materials, tools, and equipment employed.
Risk Response Planning
• Procurement Risks 1. If one of the contractors terminate the contract
before the completion of the project, he should pay the penalty clause determined in the contract. Then a new Tender will be conducted to select a seller as soon as possible.
2. If the work is not following the accepted standards, this will be considered as a part of the penalty clause.
3. If the materials prices change, the procurement team should inform the financial manager and an urgent meeting should be held to see how the project team could use some of the reserved extra money without affecting other constraints of the project like quality and time.
Risk Response Planning
• People Risk1. Prevent accidents by means of information and
education.2. Undertake all necessary precautions to prevent
accidents or injury to any person on, about, or adjacent to the site.
3. Maintain at all time4. Provide protective clothes and safety equipment in
order to ensure the health and safety of employees.5. Enhance employees about hazards, and train them
in accident prevention techniques.6. If labors leave the work in the middle of the project
the human resources manger should contact other employees and agree with them to increase their working hours until he recruit others.
Risk Response Planning
• Environmental risk 1. Direct participation of the managers, ADA
representative, Quality assurance lead in the actions aiming to a safer working environment.
2. Provide an adequate supply of disposable dust masks to be used in dusty days and the supervisor should ensure affected site personnel wear them.
3. During sand storm conditions, sand storm goggles must be provided to and worn by site employees.
CommunicationTeam
Done by:Ghada Al-ShareefFahda Al-AmmarNouf Al-Shathry
Changes Control
• If there is a change that is requested at any
point of time in the project, a change request
form should be filled and delivered to the
project manager. This change request is
analyzed in all aspects to identify its impact and
the consequences on the project.
• If the request is accepted, all teams’ members
should be notified in order to adjust their plans
Project communication management:
1. Communications Planning
2. Information Distribution
3. Performance Reporting
4. Manage Stakeholders
Stakeholder communication requirements:
Communications Requirements Representative Stakeholders
•Monthly report on progress.•Face-to-face meeting to provide a framework to structure discussion and analysis of project issues.
Al-Riyadh Development Authority (ADA)
Sponsor
Weekly reports: •To provide an audit trail of discussion and decisions on all project issues and open points.•To record design rationale for later development stages, particularly maintenance.
Saudi Oger Contractor
Daily report to support an issue management process that will ensure all issues are tracked, worked and resolved
Eng. Muzahim Muzahim Project Director
Communication
Communications Planning
Communications Planning
Determining the information and communications needs of the stakeholders. It includes to identify the following:
• Who needs what information• When they will need it• How it will be given to them
How it will be given to them
When they will need it
What kind of information is needed
Who needs the information
By uploading it on the website or via email
19th April 2009
WBS Budget
Risk team
By uploading it on the website or via email
19th April 2009
Standard WBS
Procurement team
By uploading it on the website or via email
9th May 2009
WBSInformation about employee
Cost team
Personal contact Sending notifications
28 May 2009
Changes that have occurred in each area throughout the project life cycle
Integration
Communication
Information Distribution
Selecting the Appropriate Communications Medium
KEY: 1= EXCELELENT 2= ADEQUTAE 3= INAPPROPRIATE
SMS Web-Site Meeting E-mail Phone call
How well medium is Suited to:
3 3 1 3 2 Mediating a conflict
3 3 2 3 1 Resolving a misunderstanding
1 3 2 1 2 Expressing support/appreciation
3 3 1 3 1 Maintaining confidentiality
1 3 2 1 1 Conveying simple information
1 3 3 1 1 Asking an informational question
1 3 3 1 1 Making a simple request
3 2 1 2 3 Giving complex instructions
3 , 1 1 3 2 3 or 1 Addressing many people
Communication Methods
• Formal Verbal: Presentation, speeches.
• Informal Verbal: Meetings, Conversations
Scheduled Meetings
Preliminary project presentations Meeting
29th of March 2009 Date
1 hour(from 12:00 p.m. to 1:00 p.m).
Duration
class 370 Location
giving an initial presentation of each team member Purpose
Project Manager (Ms. Faten ) and All team members Attendees
Scheduled Meetings
Preliminary project presentations Meeting
10th of May 2009 Date
1 hour(from 12:00 p.m. to 1:00 p.m).
Duration
class 370 Location
Giving modefide presentation of each team member Purpose
Project Manager (Ms. Faten ) and All team members Attendees
Scheduled MeetingsPreliminary project presentations Meeting
8th of june 2009 Date
1 hour(from 12:00 p.m. to 1:00 p.m)
Duration
Class Location
Discussing best practices and lessons learned of each team member.
Purpose
Project Manager (Ms. Faten ) and All team members Attendees
Scheduled MeetingsPreliminary project presentations Meeting
13th of june 2009 Date
1 hour(from 12:00 p.m. to 1:00 p.m).
Duration
Small auditorium Location
giving the final presentation Purpose
Project Manager (Ms. Faten ) and All team members Attendees
Communication Methods:
• Formal Written: Project Plan, Project charter, Specifications
• Establishing a website to facilitate the communication process between the team members.
– www.is370psu.projects.zoho.com
• Informal Written: Memos, Email, Notes.• Use email to assist in communicating since few team
members cant meet for face-to-face communication.
Determining the number of Communications Channels:
As the number of people involved in the project increases, the complexity of Communication increases due to the increasing of communication channels
We calculated the number of communication channels using this formula:
Number of communication channels = n(n-1)/2
Number of communication channels = 30 (30-1) / 2 = 435
Because of the small number of people involved in this project, there are 435 channels So, the best method to use is setting up face To face meetings which are considered to be more affective than using emails to this amount of people .
3.Performance Reporting
• Keeps stakeholders informed about how resources are being used to achieve project objective.
• Normally provided as statues report.• Statues Report: Describe where the
project stands at a specific point in time.
Statues Report:
• Owner: Arriyadh Development Authority (ADA)• Location: King Abdullah Road, Riyadh• Contract Type: Construction• Facility Type: RoadThe project is phase 1 of King Abdullah road development, undertaken by Arriyadh Development Authority (ADA) to ease traffic congestion at the intersection of King Fahd Street with Olaya Street in Riyadh. Phase 1 involves widening the road, constructing tunnels as well as networks of public utility facilities.The project was designed to enable the installation of railway tracks in a future phase.Albert Speer & Partner and Saudi Consulting Services are the project consultants.BWP of Germany is the landscape consultant and Dorsch Consult is the electrical consultant.
Background
In June 2007, the construction contract was awarded to Saudi Oger.Construction execution is in progress and completion is expected in July 2010.
Current Status
Construction of 3 lanes including 3 tunnels, each with a length of 185 meters and a closed tunnel with a length of 700 meters.Construction of networks of public utility facilities such as water, electricity, sewage and rain water drainage, major landscaping (plantation of trees to reduce pollution from vehicles).
Scope of Work
PhaseScheduleDescriptionCompletionJul 2010ExpectedExpected Schedule
Integration Team
Done by:Mashael alsayariNoaf alnamlahSarah Suleiman
Integration
INITIATING
Project Charter
Integration
PLANNING
Project Management Plan
Communications Planning
Determining the information and communications needs of the stakeholders. It includes to identify the following:
• Who needs what information• When they will need it• How it will be given to them
Introduction
Description:• King Abdullah main road will pass under prince turkey road and
Takhasussi road. • King Abdullah main road will pass through a long tunnel under �
king Fahad road and Olaya road, which consists the major work in the project as whole and did not start yet.
• The main road of king Abdullah will be depressed open road after the tunnel and will be an underpass under king abd al-Aziz road and connect to existing road which is the end of the project.
• Over the long tunnel under king fahad the new design call for the construction of a green perk with kiosks and seats.
• The landscaping is a very important aspect of the finished project. The project is designed to be environmental friendly with very big green area and wide sidewalks with beautiful pedestrian bridges and proper slip ramp connections between the depressed main road and at grade service road to destitute the traffic.
Introduction
• Deliverables of the project:– �Continuous 5.3 km freeway– Completing gaps of separated intersections.�– Construction of three lines.�
Reference Material• Project scope management plane:
– Scope statement Scope definition, requested changes, WBS, Scope baseline.
• Cost management plan:– Cost estimation, cost budgeting funding requirement, cost baseline.
• Quality management plan:– Quality metrics, quality checklist, process improvement plan, quality baseline
• HR management plan:– Organizational charter, Roles and responsibility, staffing plan
• Risk management plan:– Risk register, risk-related contractual agreement.
• Procurement management plan:– Contract statement of work, make-or-buy decisions, requested changes,
procurement documents, evaluation criteria.
• Time management Plan:– Activity list and attributes, milestone list, requested changes, schedule
network diagram, activity resource requirement, resource break down structure resource calendars, activity duration estimates, project schedule, schedule model data, schedule baseline
Project Organization
• Project Responsibilities: Project Manager Full time
they manage the overall project, and make decisions, have the responsibility of the planning, execution, and closing of King Abdullah St. project.
Assistant Project managers Full time
During the construction process, they assist with managing all construction workers. They must often meet with contractors and designers for accurate scheduling, staffing, and cost analysis. They often create the progress and budget reports necessary to compute remaining estimates. They work directly with the Project Manager.
Architects Part time
They transform the project’s needs into legible plans for builders to work from. They plan, design, and oversee all processes. Using rational ideas, they create drawings and formats with specific measurements to be used throughout the building process.
Financialdepartment Full time
responsible for managing the project’s finance. From the projects cost, and the actual value of the project, to paying salaries and purchasing equipments.
Contract Administrator
Part time
Due to the numerous documents and contracts that must be properly maintained before, during, and after the construction process, administrators are delegated the duties of preparing each piece accurately. They coordinate the ideas of owners, contractors, and designers into clear documents, so they must meet with each on a regular basis to ensure there are no discrepancies. They are also responsible for negotiating any specific details that need to be altered.
Estimators Part time
By using a combination of past experiences and project specifications, these associates accurately project the amount of materials, equipment, and man hours that must be utilized in order to complete a given project. Based upon these calculations, they create a project budget that is presented to owners. All necessary details must meet not only legal, but also company policies and guidelines.
Field Engineers
Full time
Responsible for daily inspections, field engineers ensure that plans are being properly executed. They are also required to monitor site progress to ensure schedules are being maintained. If problems arise, they need to have a thorough knowledge of concepts and procedures in order to quickly, and often times creatively, find a solution.
Electrician
Part time
Install, maintain, and repair electrical wiring, equipment, and fixtures. Ensure that work is in accordance with relevant codes. install or service street lights, intercom systems, or electrical control systems.
Construction laborers
Full time
: Perform tasks involving physical labor at building, highway, and heavy construction projects, tunnel and shaft excavations, and demolition sites. May operate hand and power tools of all types: air hammers, earth tampers, cement mixers, small mechanical hoists, surveying and measuring equipment, and a variety of other equipment and instruments. May clean and prepare sites, dig trenches, set braces to support the sides of excavations, erect scaffolding, clean up rubble and debris, and remove asbestos, lead, and other hazardous waste materials. May assist other craft workers.
truck drivers:
Part time
drive trucks across the project to supply with materials.
Traffic team:
Full time
manages the traffic complexes caused by the project. They put caution signs and leading signs. Provide other routes for citizens. Until the road is safely constructed.
Quality assurance manager
Full time
To ensure quality products, these administrators design and implement adequate procedures and policies. They administer testing of products whether on or off site to guarantee safe and quality projects are being completed. Their responsibility is to assess specific aspects; therefore they must be knowledgeable in multiple areas of the construction field.
Inspector Part time must be knowledgeable of all zoning laws, community ordinances, and legal codes that are to be maintained by each facility type. If any inconsistencies occur, they must be capable of offering advice to contractors in order to clear any issues.
Planner/ scheduler
Part time Based on preliminary reports, these associates will schedule crews, plan deliveries, and organize materials. While under construction, they gather and analyze information necessary for reporting exact progress. They must follow company policies, and will often alter schedules throughout the process of construction
Civil engineers
Full time responsible for developing organized product designs. They must calculate the accurate amount of staff, material, and equipment necessary to complete a project.
Construction Engineer
must have knowledge in every issue related to construction and design. They are responsible for monitoring costs and expenditures throughout projects. These associates must be highly trained and possess a technical education with a construction background.
Team Interaction
• Weekly Meetings:• It makes people focus on their goals for the week.• It gives them a sense of commitment.• It alerts about problem.• It enables people to see how the work of other
people may be impacted by what they are doing.• It brings out issues between different project
team members.• It is a chance to set action items and follow up the
following week.
Technical Process
• Methods, Tools, and Techniques
1. Project Reporting SystemThis system will deliver all change report to the change control board, and will send the conformation to the other areas .
2 . Zoho projects WebsiteThe communication team used the website to schedule meetings, report changes ,ask and deliver information back and forth between team members.
Work Packages, Schedule, & Budget
• Work Packages– Define site Requirement– Define stakeholders Requirement– Create Scope Statement– Create team contract– Formulate groups– Assign roles (responsibilities)– Drainage design– Landscaping design– Intersection design– Road lightening design– Traffic signals design– Road safety audit
Work Packages, Schedule, & Budget– Tunnel– Road ground surface– Traffic signals– Road lighting– Close center– Construction of temporary side track and detours– Supply and installation of temporary road lighting/signals– Grass seeding– Planting trees– Design Review– Design verification– Status Report 1– Status Report 2– Status Report 3– Prepare final project report– Present final project– Get the final acceptance from client– Write lessons learned– Road and monorail trial– Put road into action
Budget
• Cost Budget 698.752.456 Million Riyals• Detailed budget
• General requirements: 7,136,097.00• Temporary works Detour: 13,816,061.00• Wet Utilities: 132,113,026.00• Dry Utilities: 118,871,394.00• Open and close section civil structure: 247,213,458.00• Open and close section electro mechanic: 37,778,723.00• Roads: 62,535, 309.00• Landscaping: 68,123,588.00
KACST 11,164,820.00Schedule
Schedule
• Project Start Date: June 29,2007 it will take about 3 years tio finish
• Project Finish Date: July,2010 for the detailed schedule information refrence to the time managment plan .
Integration
PLANNING
Stakeholder Analysis
Integration
Project Execution
Execution
As described previously in the project management plan, the majority of time is spent on the execytion phase, as is most of the project's budget.
– The project manager Eng. Muzahim will focus on leading the project team members and manage stakeholders relationships to execute the project management plan sucessfully.
– There are techniques used in managing the project team members and tips for solving the usual problems and conflicts as specified by the human resources team.
Execution
1. Observation and Conversation: Observation and conversation involves project
managers using indicators such as progress toward project goals, interpersonal relationships, and pride in accomplishments and work of project team members.
2. Project Performance Appraisals:Project performance appraisals is a vehicle which enables team members to receive feedback from supervisors. Performance Appraisals can be used to clarify team member’s responsibilities and to develop training plans and future goals.
Execution
3. Conflict Management:Conflict management involves the reduction of destructive disagreements within the project team. The project manager can allow the problem to resolve itself or use informal and formal interventions before the conflict damages the project .
The tips are:1.Setting up team members2. Extra rewards 3.Escalation Path4.Individual Skills 5.Team Interaction
Execution
• As shown previously the crucial of the human resource to the project success, the communication role in the project has a strong effect as well.
• Communication between the project stakeholders will smooth the project execution. There are four main processes for managing our project as specified by the communication team:
1. communication planning2. information distribution3. performance reporting4. managing stakeholders
Execution
• Eng.muzahim the project manager will be well versed in the project risk due to the project outside resources and towell manage the procurement of the project.
• Eng.muzahim is flexible and creative in dealing with the the unique situations that may occur during the project execution.
Coordinating Planning & Execution
• A simple rule to improve the coordination between project plan development and execution is:
“Those who will do the work should plan the work”
• All project personnel need to develop both planning and executing skills and need to experience in these areas.
• Most systems analysts begin their careers as programmers, so they understand what type of analysis and documentation they need to write good code.
• Although project managers are responsible for developing the overall project management plan, they must solicit input from the project team members who are developing plans in each knowledge area.
Providing Strong Leadership and Supportive Culture
• The project manager leads by an example to demonstrate the importance of creating good project plans for things they need to do themselves. If the project manager leads the team members are most likely to do the same.
• A supportive organizational culture is required for a good project execution. The organization need a useful guidelines and templates for project management for everyone in the organization to follow.
Providing Strong Leadership and Supportive Culture
• Culture will promote the relationship between good planning and execution if the organization uses the project plans as basis for performing and monitoring progress during execution.
• If the organization will have a confusing or bureaucratic project management guidelines that hinder getting the work done or do not measure progress against plans, project managers and their teams will be frustrated.
• Project managers may some times find it necessary to break the rules to produce project results in a timely manner even with a supportive organizational culture, when the rule is broken politics will play a role in the results.
Capitalizing on Product, Business & Application Area Knowledge
• Project Execution Tools and techniques:Project managers can use specific tools and techniques to perform activities that are part of execution processes.
• Project management methodology: The most effective way to improve project management is to follow a methodology that describes not only what to do in managing a project, but how to do it.
Capitalizing on Product, Business & Application Area Knowledge
• Project management information systems:
– Many large organizations are moving toward powerful enterprise project management systems that are accessible via the internet.
– Project managers or other team members can create Gantt charts that include links to other planning documents.
Integration
MONITIRING & CONTROLLING
Integrated Change Control
First :Our first step for integrated change control is ensuring that the changes re all beneficial. We get that done by making trade offs among the project dimensions. We’ve made Cost/time tradeoffs.
In order to reduce project duration, we only emphasized on the critical tasks, since accelerating non critical path activities would be a waste of money. We started by accelerating least costly activities and then more costly.
Integrated Change Control
Second:
Our second step was determining whether changes have occurred in key project areas and reported them to key stakeholders and top management to avoid surprising them. The communication team helped us get in contact with the teams. The following changes are the ones that have reached us
Time Changes
1.Resetting durations for each task. (according to the WBS from scope team)
2.Resources have been taken from HR. The
managers for each task in WBS have been assigned.
3.The first time resources have been
defined for the whole project the changes were just for Executing as the cost team needed.
HR Changes 1. Staffing Management plan: - Needed positions has been added to be assigned for WBS. - Some positions have been removed or reduced due to
the budget.
2. Roles and responsibilities: - Have been edited to match King Abdulla Road’s Project.
3. Personnel Salaries: - Salaries have been changed from annually to hourly. - Numbers have been converted from Dollars to Saudi riyals.
4. Resource Histogram: Has been updated several times to match recourses changes.
5. Managing team project : No changes.
Risk Changes
1. Risk management plan has been updated. 2. The risk register; how to handle these risks. 3. The risk matrix has been drawn. 4. Ways to mitigate the risks have been added. 5. Lessons Learned have been written. 6. The best practice has been written.
Procurement Changes
1. Procurement plan was Updated– Changes control– Contract clause– Corrective actions
2. Material list prices were determined (a full list of 136 items)
3. Weighted Decision Matrix was created
4. Weighted Score chart was created
5. Closing Project Processes were defined
These are the developments that have been
reported to us and accordingly reported to
key stakeholders and top management and
authorities clearly, concisely and in writing.
They have been accepted.
Integrated Change Control
Third:
Our third and final step of integrated change control was to manage these changes in order to avoid losing discipline and minimize the changes that occur. We did this by :1. Ensuring that all team members effected
by these changes agree to these changes.
2. Making sure that other teams are not affected by this change. If not so, we manage these changes by doing trade offs and prioritizing these changes properly.
Integrated Change Control
3. Ensuring that authorities agree to all these changes. We did this by establishing a Change Control System that includes a Change Control Board that has reviewed and agreed to these changes.
4. An important part of our change control system is Configuration Management. This is to identify and control the functional and physical design characteristics of the road and ensure that they match outputs of each team. We assigned configuration specialists for these tasks.
Conclusion
Best Practices1. Using Technology & the Internet to communicate and
exchange information.
2. Periodically meetings.
3. Thinking critically and solving problems.
4. Preliminary presentations.
5. Look for the knowledge about roads’ constructions.
6. Contacting Stockholders.
7. Sharing Sources.
8. Holding our temper.
9. If you cannot find the needed information, use your contacts.
Lessons Learned1. Be Punctual.
2. Solve issues as quick as possible.
3. Meet the stakeholders face-to-face. Contacting is not enough.
4. Collaborate with other groups.
5. Have clear definitions of responsibilities.
6. Accept others and differences.
7. Know how to manage the conflicts.
8. Attending all the meetings.
9. Use documentation and do not relay on assumptions or memory.