King Abdullah Road Development
Prince Sultan University – College for Women
IS 370 – Project Management
13th – June - 2009
Project Manager: Mrs. Fatin Al-Kahtani
Quality
Team
Procurement
Team
Cost Team
Noura AlAgeel
Noura
Dania
Al-Mazroa
Hadeel
Kasim Agha
Al-thubaity
Al-Rhili
Reem
Munirah
Reem
Nahla
Saba
Al-Easa
Al-Sugair
Al-suhaibani
Al-Sabbali
Al-Blawi
Shaden
Noura AlJobair
Sultana
Abahusien
Sawsan
Ibrahim
Taif
Scope Team
Deema
Al-Ajlan
Time Team
Al-Ajlan
Project Manager: Mrs. Fatin Al-Kahtani
Human
Resources Team
Hussa
Al-Khalaf
Maha
Risk Team
Amal
Khalaf
Al-Arifi
Banan
Dakhil
Mashael
Al-Beshr
Marwah
Al-Katrangi
Communication
Team
Fahda
Integration
Team
Al-Ammar
Mashael
Al-Sayari
Ghada
Nouf
Al-Sharief
Al-Namla
Nouf
Sara
Sulaiman
Al-Shathry
Scope Team
Done by:
Deemah Al-Mazroa
Reem Al-Esa
Shaden 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 Road
 King 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
Sponsor
Al-Riyadh Development Authority (ADA)
Contractor
Saudi Oger
Contract signed in
8/6/1428 H
Project duration
Three years
Project Funds
698 million SR
number of vehicles
520,000 car daily
Road tunnels
4
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 Agha
Munirah 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
Time and
Material
Cost
Reimbursable
CPIF
CPFF
CPPC
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
Cost Reimbursable Contracts
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
Time and Material Contracts
It is a combination between
- Fixed-price contracts
- Cost-reimbursable contracts.
Unit Pricing
• 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
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 FREEWAY
Having three lanes each 3.5 M wide roads at
both directions.
• SERVICE ROADS
Having 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 UTILITIES
Diversion, re-routing & relocation of the existing
Networks / Systems.
• NEW NETWORKS
Provision of new, Network for Wet & Dry
Utilities.
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 LIST
No.
Description
Prices
1. ROADS
1
Select backfill
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 40-50 / m3
SR 500 -1200/
unit
MATERIAL PROCUREMENT LIST
No.
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 LIST
No.
Description
Prices
4. TUNNEL / UNDERPASS
Concrete works:
24
Structural backfill
25
Unreinforced concrete (20 Mpa) with
type-V cement
SR 400/ m3
26
Reinforced concrete (40 Mpa) with
type-V cement
SR 2000/ m3
27
Water stop
28
Polythene sheet 200 micron
29
Waterproofing membrane
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
SR 70/m2 (20 cm thick)
SR 35 - 75/ L.M (depends on
height x thickness)
SR 6/ m2
SR 35/ m2 (2 layers of 4 mm)
MATERIAL PROCUREMENT LIST
No.
Description
Prices
4. TUNNEL / UNDERPASS
Ventilation system:
34
Jetfoil fans
35
Sandtrap louver
36
Gravity Relief damper
SR 9,000/ unit
37
Fire & Smoke damper
SR 900/ unit
SR 20,000/ unit
SR 250/ m2
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
41
Heavy duty stainless steel grating
SR 2500 / m2
42
Rack for hydrant accessories
SR 2,000/unit
43
Portable fire extinguisher
SR 15,000/L.M (300 mm)
SR 7500
MATERIAL PROCUREMENT LIST
No.
Description
Prices
44
Fire department Siamese connection
45
Manhole covers
46
UPVC pipes & accessories
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
51
Aluminum access hatch
52
Galvanised flange connections
53
Black steel pipe schedule 40
54
Fire hose cabinet
55
Solenoid valve
SR 250 (3 inches)
56
Emergency Fire exit doors
SR 10,000/ door
SR 12,000
SR 2500(1200 mm
heavy duty/unit)
SR 6,000
SR 3000 lump sum
SR 1200/unit
SR 8,000
SR 650/LM (200 mm)
SR 1,300
MATERIAL PROCUREMENT LIST
No.
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 LIST
No.
Description
Prices
69
Loop interface units
70
Grounding cable & Potential
Equalizing Bars
SR 50,000
71
UPVC conduits
SR 60,000
72
Precast reinforced conc. Hand hole
73
Tunnel pump room lighting & power
Panel boards
74
Tunnel pump room lighting points
SR 700
75
Tunnel pump room lighting fixtures
SR 800/ unit
76
Tunnel pump room switches &
receptacles
SR 5000
77
Fire alarm cables & addressable
smoke detector
SR 50,000
SR 6,000/ unit
SR 2,000/ unit
SR 150,000/ unit
MATERIAL PROCUREMENT LIST
No.
Description
Prices
5. SITE UTILITIES
Sanitary Wastewater collection & Conveyance System
78
UPVC pipes
79
Glass Fiber Reinforced Plast (GRP)
pipes
SR 600/ L.M (300 MM)
80
Flanged ductile iron pipes and
accessories
SR 600/ L.M (300 MM)
81
Precast reinforced concrete manholes
with frame & H.D Cover
82
UPVC pipes class 4
SR 300/LM(300 MM class 3)
SR 10,000/ unit
SR 450/LM (300 MM)
Portable & Fire Water Distribution System
83
Stainless steel pipes and fittings
83
Ductile iron pipes with fittings
85
Gate valves with fittings & accessories
SR 2500/ LM (300 MM)
SR 900/ LM
SR 300 (300 MM)
MATERIAL PROCUREMENT LIST
No.
Description
Prices
86
fire hydrant, gate valve fittings &
accessories
SR 1500/ unit
87
Electronic water meter with D.I meter
box
SR 5,000/ unit
88
Washout, Air release and Butterfly
valves
SR 15, 000
Storm Drainage System
89
UPVC pipes class-IV
SR 450/ LM (300 MM)
90
Glass 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 LIST
No.
Description
Prices
Irrigation System
92
Reverse 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
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
101
Level measurement & tank’s
motorized valve
SR 15,000
SR 80 (plastic), SR 500-1200
(steel)
MATERIAL PROCUREMENT LIST
No.
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
111
Sprinklers
112
Irrigation controllers
SR 20,000/ unit
113
Central control system with PC
SR 20,000/unit
SR 60/LM
SR 150/ unit
MATERIAL PROCUREMENT LIST
No.
Description
Prices
Ground Water Drainage System
114
Perforated uPVC pipes
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
SR 90
Street & Area Lighting
119
Powder coated steel poles
120
Lighting fixtures
121
Lighting Circuit Cables
SR 15,000/ pole
SR 2000/ unit
SR 900
MATERIAL PROCUREMENT LIST
No.
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
126
Main Distribution Board
SR 35,000
127
Panel boards
SR 15,000
SR 2500
Telecommunications
128
uPVC conduits
SR 20,000
129
Cables
SR 35,000
MATERIAL PROCUREMENT LIST
No.
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
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
SR 1,250,000/ unit
SALIENT FEATURES & SUMMARIZED
QUANTUM OF WORKS
Utilities & Landscaping:
•WET UTILITIES
Description
Unit
Sanitary Water System (Pipes Of All Dia’s)
Lm
Quantit
y
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)
Sub-Soil Drainage System (Pipes Of All Dia’s)
Lm
4290
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)
Irrigation Network & Fire Water System (Pipes Of All
Dia’s)
Fire Fighting System(Pipes Of All Dia’s)
Lm
9070
Lm
495988
Lm
2115
SALIENT FEATURES & SUMMARIZED
QUANTUM OF WORKS
•DRY UTILITIES
Description
Unit
Site Electrical Power System (Cable of All
Sizes)
Light Cables for Street Lights (Cable of All
Sizes)
Duct Bank for Street Light (All Sizes)
Lm
Quantit
y
97103
Lm
157150
Lm
2460
Telecommunication System (All Sizes)
Lm
111643
Unit
•LANDSCAPING
Description
Trees
No
Quantit
y
13136
Ground Cover & Shurbs etc.
No
781880
Interlock Paving
sqm
301765
SALIENT FEATURES & SUMMARIZED
QUANTUM OF WORKS
ROAD WORKS
DESCRIPTION
ASPHALT PAVEMENT
Free Way & Ramp – 130 mm thick
UNIT
m2
QUANTI
TY
383475
m2
206102
Service Road, Side Road & Intersection
Outside
Boulevard Area –
100 mm thick
ASPHALT CONCRETE SURFACE COARSE
m2
177373
m2
383475
Free way & ramp – 70 mm thick
m2
206102
Service Road, Side Road & Intersection
Outside
Boulevard Area –
50 mm thick
PRE CAST CURB STONE
m2
177373
lm
31102
NEW 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.
1
CONSULTANT NAME
SCOPE OF WORK
2
AL-OHADIEH CO. FOR
TRADING AND INDUSTRIES
BMC SAUDIA
EARTH WORK & WET
UTILITY WORK
WATER PROOFING
3
AL-FAHAD CO.
ASPHALT WORK
4
AJRAF CONTRACTING EST.
DEEP WELLS
5
SHIBH AL-JAZEERA
PILING WORK
6
ROAD MARKING
7
NATIONAL ROAD CERAMIC
FACTORY
RAIYADH VILLA EST.
8
AL-RASHED ABETONG (ARA)
PRECAST ELEMENTS
9
AL-MANAS EST.
EARTH WORK
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 Matrix
Created by: Arriyadh Development Authority
Project
Saudi Oger LTD
Shibh Al-Jazira
Contracting Co
Balfour Beatty
Archirodon Saudi
Company
Batiment Company
Lord's Qonal
Construction
AlFahd Company
Criteria and Weight
Weighted
Cost
A
B
C
Project Scores
(55%) (15%) (15%) (15%)
90
60
70
80
81
70
50
80
50
65.5
75
30
60
70
65.25
65
50
40
80
61.25
85
20
30
40
60.25
60
40
90
50
60
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 Matrix
Created by: Arriyadh Development Authority
Criteria and Weight
Weighted
Project
Cost
A
B
C
Project Scores
(55%) (15%) (15%) (15%)
Saudi Binladin Group 50
20
70
40
47
Daelim Company
45
70
20
50
45.75
Vinci Construction
30
40
50
70
40.5
Grand
Joana and Pracfides
40
30
60
30
40
Company
Rio Trading &
35
60
30
20
35.75
Contracting Ltd
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 Contract
Procurement 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:
oIf 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 Clause
Withdraw 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 Clause
Consequences 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 nonapproval, 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 prices
Because 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
Client Acceptance
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.
A Sample of
“Project Acceptance Form”
Cost Team
Done by:
Noura Al-Ageel
Reem Al-Suhaibany
Sultana Abahussein
Cost Team
Done by:
Noura Al-Ageel
Reem Al-Suhaibany
Sultana 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: 7,136,097.00
2. Temporary works Detour: 13,816,061.00
3. Wet Utilities: 132,113,026.00
4. Dry Utilities: 118,871,394.00
5. Open and close section civil structure: 247,213,458.00
6. Open and close section electro mechanic: 37,778,723.00
7. Roads: 62,535, 309.00
8. Landscaping: 68,123,588.00
9. 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 Work
Using MS Excel 2007
Time Team
Done by:
Sawsan Ibrahim
Noura Al-Thebaity
Nahla 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 Resources
3. 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 Resources
3. 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 Resourcse
3. 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 Resources
3. 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 Resources
4. 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 Resources
5.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 Work
Using MS Project 2007
Quality Team
Done by:
Dania Al-Rehily
Saba 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
Quality
The 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 Cement
2. Asphalt Materials
3. Reinforcing Steel
4. Structural Steel
5. Precast Concrete Pipe
6. Miscellaneous Metal Products
7. 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
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
Types of Samples
3. Sampling and Testing Requirements
4. Locations for Taking Samples
5. Acceptance of Materials
Types of Sampling
a. 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
Customers
Who 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 Resources
Team
Done by:
Mashael Al-Besher
Maha Al-Arifi
Hessa 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
1st process
Human Resources Planning
•Project Organizational Chart.
•Responsibility assigning Matrix.
•Staffing management plan.
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)
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)
1. Initiating
WBS activities
1.
1
Traffic
management
1.2
R
R
R
R
Civil engineer
P
P
QS & cost
control
1.5.1.2
R
P
Structure
engineer
Road engineer
1.5.1.
1
R
Site inspector
O
B
S
1.5.1.
2
R,P
Electric
engineer
Admin
1.3 1.4 1.5 1.5.1
R,P
P
P,R
R,P
R,P
P
R
2. Planning
2.1
Traffic
management
2.1.1
R
2.2
2.2.1
2.2.2
R
P
R,P
2.5
R,P
R,P
R,P
Structure
engineer
P
R,P
R
QS & cost control
Civil engineer
2.4
P
Site inspector
Road
engineer
2.3
R,P
Electric
engineer
Admin
2.1.
2
R
R
P
P
R,P
R,P
R
3.Executing
3.1
Traffic
management
3.1.1
3.1.1.1 3.1.1.2
R,P
Electric
engineer
3.2.1
3.2.1.1
P
3.2.1.2
R,P
P
Admin
R,P
Site inspector
Structure
engineer
3.1.1.3 3.2
R
R
R,P
R
P
R,P
QS & cost control
Road
engineer
Civil engineer R,P
P
R
P
R
R,P
R
R,P
4.Monitoring and
Controlling
4.1
Traffic
management
4.1.1
4.1.2
R,P
Electric
engineer
4.2
4.3
R
4.3.3
4.4
R,P
4.5
R,P
R
P
Site inspector
P
R
R,P
P
QS & cost
control
P
R
Road engineer
Civil engineer
4.3.2
P
Admin
Structure
engineer
4.3.
1
P
R
P
P
R,P
R
R
5. Closing
5.1
Traffic
management
5.2
5.4
5.5
R
5.6
P
Electric engineer
Admin
5.3
P
R,P
P
Site inspector
Structure
engineer
R
QS & cost control
P
P
R,P
P
R
R
R
Road engineer
R,P
Civil engineer
R
R
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)
Eng.
Muzahi
m
Muzahi
m
Eng.
BWP of
Hamme German
d
y
Dorsch
Consul
t
Riyadh
Citizens
developme of Saudi
nt
Arabia
commission
Saudi
Governme
nt
S
P
P
R
A
I
S
System
Test
S
A
A
R
P
R
S
User
Acceptan
ce Test
S
P
P
A
I
I
S
Unit Test
S
A
I
P
A
R
S
INTEGRA
TION
UNIT
Staffing Management plan
(570) Employees will be working on the project.
1
Project Manager.
2
Assistant Project managers.
15
Engineers:
5 - civil engineers,
5 - field engineers,
5 - construction engineers.
2
Contract administrators.
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
2nd Process
Acquiring the project team
•Resource Histogram.
•Roles and responsibility.
•Personnel Salaries.
Resource Histogram
600
500
Contract administrator
Inspector
estimator
400
planner / sceduler
quality assurance manager
300
traffic team
electricians
truck drivers
200
Architects
Construction laborers
100
engineers
finacial department
0
jul '10
apr '10
jan '10
oct '09
jul '09
apr '09
jan '09
oct '08
jul '08
apr '08
jan '08
oct '07
jul '07
Managers
Roles and Responsibilities:
Project
Manager
Assistant
Project
managers
Architects
Financial
department
Full time
they manage the overall project, and make decisions, have
the responsibility of the planning, execution, and closing
of King Abdullah St. project.
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.
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.
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
Administrat
or
Estimators
Field
Engineers
Electrician
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.
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.
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.
Part ime
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.
Constructio
n 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
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.
Full
time
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.
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
Project Manager.
SAR 90.50
Assistant Project managers.
SAR 60.70
Engineers:
- civil engineers,
- field engineers,
- construction engineers
SAR 85.25
SAR 76.00
SAR 81.00
electricians.
SAR 75.00
construction laborers
SAR 20.00
truck drivers.
SAR 53.73
www.payscale.com
Personnel Salaries
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
www.payscale.com
Human Resources
3rd Process
Developing The Project Team
•The Stages of Team Development
•Training.
•Team building.
•Disc profiles.
•Reward and recognition system.
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.
Training
Just 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 Building
The 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 Building
The 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 Profiles
Why 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 Analyst
They 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 System
Employee 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
Human Resources
4th process
Managing the project teams
•
•
•
Techniques to manage teams.
The Usual Problems and conflict.
Tips to manage team members.
Techniques to Manage Project Teams
•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.
www.anticlue.net
Techniques to Manage Project Teams
(cont.)
•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.
www.anticlue.net
The Usual Problems and Conflicts
• 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
(cont.)
• 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.
Tips to Manage Team Members
Setting 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
decisions
http://www.projectperfect.com.
Tips to Manage Team Members
( Cont.)
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.
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 Dakhil
Marwah 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
–
Risk Register
NO
Rank
Risk
Description
Category
Root Cause
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
R2
2
Weather
condition
we have to consider the dusty Environwinds that may affect the
mental
flow of work and in turn
risk
delay the completion time of
the project
R3
1
Traffic
accident
Highly hazard car accidents
that cause injuries to people
and that threaten their life.
People
risk
Triggers
Risk
owner
Probability
Impact
Mitigation
strategy
Financial
manager will
set an
emergency
meeting and
cost team
should handle
this problem
Safety
manager will
put
precautions or
report
temporary
stop of the
project
Safety
manager set
guidelines to
rescue the
injury people
financial
manager
realize that
the fees are
higher than
the
dedicated
ones
Riyadh’s Weekly
fluctuated weather
climate
forecasting
Financial Low
manager
High
Safety
manager
Medium
Low
uneducate Traffic
d driver
jamming
and
bypassing
safety
traffics
rules
Safety
manager
High
Low
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
R5
1
lack of
requirem
ent
knowledg
e
Requirements are only partly
known at project start.
Arriyadh Development
Authority may not allocate
sufficient resources to
exploring requirements.
Resource
risk
Arriyadh
Development
Authority
didn't
document
the
requirements
needed
Requested Requirerequiremments
ent not
Lead
available in
the
requirements
document
Medium
High
R6
2
Communication
problems
Communication problems in
development team. They are
dispersed among several
sites,
People
risk
Team has
not
worked
together
before.
Lack of
information needed
from other
people
Human
Medium
Resource
Manager
High
Human
resource
manager and
quality
manager
improve
training
programs
Requirements
must be
detailed first
for the top
priority goals.
Track the rate
at which
requirements
are
discovered.
Request more
customer
effort.
Use tools to
help
communication.
NO Rank Risk
R7 1
Scope
problems
R8
3
R9
3
Damaging
of water
pipes,
electricity
wires or
telecomm
unication
lines
Employee
turnover
Description
Category
The total requested
features of the road may
be beyond what the Saudi
Oger team can deliver in
the time available.
Root Cause
Triggers
Risk owner
Probability
Impact Mitigation strategy
Time risk Poor
New
estimations requested
of time
feature for
the road
Customers
High
High
Workers might accidently Environm imperfect Disconnect
destroy water , electricity ental risk knowledge ing of
or telecommunication
about the
water,
connections while they are
connection electricity
digging
infrastructu or
re location telephone
services in
near areas
Some workers leave the
People
Length of Human
work before completing
risk
the project recourse
the project
enforces
manager
Saudi Oger hires new
to reworkers
contract
for the
with
project
employess
Executive
manager
Medium
low
Human
recourse
manager
Low
Medi
um
Make review to
the scope of the
project after
definable time
period to ensure
the delivery of
the project
within time
constraints
Conducts
workshops to
alert workers to
be careful while
they are digging
Human
recourse
manager must
assign the work
to the workers
whose contract
period is more
than the project
period
Risk Identification
• 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.
Probability
High R3
R7
Medium R8
R2
R4, R5, R6
Low
R9
R1
Low
Medium
Impact
High
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 Risks
1. 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 Risk
1. 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 Risk
1. 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 Risk
1. 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 time
4. 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.
Communication
Team
Done by:
Ghada Al-Shareef
Fahda Al-Ammar
Nouf 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:
Stakeholders
Representative
Communications Requirements
Sponsor
Al-Riyadh Development
Authority (ADA)
•Monthly report on progress.
•Face-to-face meeting to provide a
framework to structure discussion
and analysis of project issues.
Contractor
Saudi Oger
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.
Project
Director
Eng. Muzahim Muzahim
Daily report to support an issue
management process that will
ensure all issues are tracked, worked
and resolved
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
Who needs the What kind of
information
information is
needed
When they
will need it
How it will be given
to them
Risk team
WBS
Budget
19th April
2009
By uploading it on
the website or via
email
Procurement
team
Standard
WBS
19th April
2009
By uploading it on
the website or via
email
Cost team
WBS
Information about
employee
9th May
2009
By uploading it on
the website or via
email
Integration
Changes that have
occurred in each
area throughout the
project life cycle
28 May
2009
Personal contact
Sending
notifications
Communication
Information Distribution
Selecting the Appropriate
Communications Medium
KEY: 1= EXCELELENT
2= ADEQUTAE
3= INAPPROPRIATE
How well medium is Suited to:
Phone
call
E-mail
Meeting Web-Site SMS
Mediating a conflict
2
3
1
3
3
Resolving a misunderstanding
1
3
2
3
3
Expressing
support/appreciation
2
1
2
3
1
Maintaining confidentiality
1
3
1
3
3
Conveying simple information
1
1
2
3
1
Asking an informational
question
1
1
3
3
1
Making a simple request
1
1
3
3
1
Giving complex instructions
3
2
1
2
3
Addressing many people
3 or 1
2
3
1
3,1
Communication Methods
• Formal Verbal: Presentation, speeches.
• Informal Verbal: Meetings, Conversations
Scheduled Meetings
Meeting
Preliminary project presentations
Date
29th of March 2009
Duration
1 hour
(from 12:00 p.m. to 1:00 p.m).
Location
class 370
Purpose
giving an initial presentation of each team member
Attendees
Project Manager (Ms. Faten ) and All team members
Scheduled Meetings
Meeting
Preliminary project presentations
Date
10th of May 2009
Duration
1 hour
(from 12:00 p.m. to 1:00 p.m).
Location
class 370
Purpose
Giving modefide presentation of each team member
Attendees
Project Manager (Ms. Faten ) and All team members
Scheduled Meetings
Meeting
Preliminary project presentations
Date
8th of june 2009
Duration
1 hour
(from 12:00 p.m. to 1:00 p.m)
Location
Class
Purpose
Discussing best practices and lessons learned of each team
member.
Attendees
Project Manager (Ms. Faten ) and All team members
Scheduled Meetings
Meeting
Preliminary project presentations
Date
13th of june 2009
Duration
1 hour
(from 12:00 p.m. to 1:00 p.m).
Location
Small auditorium
Purpose
giving the final presentation
Attendees
Project Manager (Ms. Faten ) and All team members
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: Road
Background
The 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.
Current Status In June 2007, the construction contract was awarded to Saudi Oger.
Construction execution is in progress and completion is expected in July 2010.
Scope of
Work
Expected
Schedule
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).
PhaseScheduleDescriptionCompletionJul 2010Expected
Integration
Team
Done by:
Mashael alsayari
Noaf alnamlah
Sarah 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.
• žKing 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:
– žContinuous 5.3 km freeway
–C
ž ompleting gaps of separated intersections.
– žConstruction 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
Assistant
Project
managers
Architects
Financial
departmen
t
Full time
they manage the overall project, and make decisions,
have the responsibility of the planning, execution, and
closing of King Abdullah St. project.
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.
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.
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
Administrat
or
Estimators
Field
Engineers
Electrician
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.
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.
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.
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.
Constructi Full
on laborers 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.
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 System
This system will deliver all change report to the
change control board, and will send the
conformation to the other areas .
2 . Zoho projects Website
The 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 members
2. Extra rewards
3.Escalation Path
4.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.
2.
3.
4.
communication planning
information distribution
performance reporting
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 Practices
1. 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 Learned
1. 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.