prince sultan university – college for women is 370 – project management 13th – june - 2009

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


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)


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


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


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


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


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


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)


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)


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


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


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


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


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


• 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


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


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


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



4.4 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

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

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


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



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


• 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.


• 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


• 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.


• 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.


• 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.


• 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.


• 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


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


19th April 2009

Standard WBS

Procurement team


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


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


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


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.

http://www.is370psu.projects.zoho.com/

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

https://www.zawya.com/cm/profile.cfm/cid1001443




Integration Team

Done by:Mashael alsayariNoaf alnamlahSarah Suleiman

Integration

INITIATING

Project Charter

Integration

PLANNING

Project Management Plan


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.


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.


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.


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.

prince sultan university – college for women is 370 – project management 13th – june - 2009

Documents

abdullatif alsheikh

king fahd road

king abdulaziz road

problemking abdullah

main road

king abdullah roadriyadh

project management13th

project descriptiona