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Company: Delta Inc.

Sector: Construction and Consulting.

Country: Azerbaijan.

Headquarters: Azerbaijan, Baku, Delta Plaza.

Founded: 1997 November 20.

Area served: International.

Products: Industrial, Commercial, Sports, Education, Entertainment

Key people: Eldaniz Bayramov (CEO, President)

Ali Khalilov (Vice President).

Slogan: Building the future. Restoring the past.

Project: Building the Shopping Mall.

Project Name: Baku Mall.

Project cost: 40 million dollars.

Project duration: 2.5 years.

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TABLE OF CONTENTS

LIST OF FIGURES AND GRAPHICS .....................................................3

ABBREVIATIONS .........................................................................4

BACKGROUND ...........................................................................5

MANAGEMENT TEAM ..................................................................5

SCOPE DOCUMENT ......................................................................6

OBJECTIVE ...............................................................................6

DELIVERABLES ..........................................................................6

MILESTONES ............................................................................6

TECHNICAL REQUIREMENTS .........................................................7

LIMITS AND EXCLUSIONS .............................................................9

COST ESTIMATION ......................................................................9

TIME ESTIMATION .......................................................................12

RISK MANAGEMENT ....................................................................13

RISK IDENTIFICATION ..................................................................13

RISK ASSESSMENT .....................................................................14

RISK RESPONSE DEVELOPMENT .....................................................16

RISK RESPONSE CONTROL ............................................................18

STAKEHOLDER MANAGEMENT .......................................................19

REFERENCES ..............................................................................23

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LIST OF FIGURES AND GRAPHICS

FIGURES

FIGURE 1 – SAFETY LABEL ..............................................................7

FIGURE 2 – ESCALATOR DESIGN PLAN ...............................................7

FIGURE 3 – EVACUATION PLAN OF MALL ...........................................8

FIGURE 4 – COSTS .......................................................................12

FIGURE 5 – RANGE ESTIMATING ......................................................13

FIGURE 6 – RBS FOR RISK IDENTIFICATION .........................................13

FIGURE 7 – RISK ASSESSMENT FORM ................................................15

FIGURE 8 – RISK ASSESSMENT MATRIX ..............................................16

FIGURE 9 – RISK RESPOND MATRIX...................................................18

FIGURE 10 – STAKEHOLDER IDENTIFICATION .......................................19

GRAPHS

GRAPH 1 – INSULATION RATE .........................................................8

GRAPH 2 – TEMPERATURE CONDITION INSIDE THE MALL .......................8

GRAPH 3 – STAKEHOLDER ANALYSE MATRIX .......................................21

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Abbreviations.

CEO: Chief Executive Officer.

PM: Project Management.

m2: Square meter

MEAR: Ministry of Emergency of Azerbaijan Republic

ISO: In Search Of

Inc: Incorporated

RBS: Risk breakdown structure

WBS: Work breakdown structure

OSHM: Occupational safety health management

NOPNR: Non-Governmental Organization for Protection of Natural Resources

SCAUAR: State Committee of Architecture and Urban of Azerbaijan Republic

RFP: Request for Proposal

MENRAR: Ministry of Ecology and Natural Resources of Azerbaijan Republic

SCNAR: State Construction Norms of Azerbaijan Republic

SSAR: State Standards of Azerbaijan Republic

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Background.

Delta construction company is the main name of quality in this sector. Our company was established in 1997. We are one of the most well-known and respectful corporation in Azerbaijan with our famous heritage and tradition. As a big company in this market we prefer integrity and balanced teamwork in our projects. Customers choose us because we can add value to our work, we do incredible projects that have never been done before and we always obey all project management ethics and rules. Delta company also supports socially responsible projects and we do our best for completing them successfully. In customer oriented products we always focus on to rich people life and offering them high-quality service. Our motto is build the future with us. Our team members always approach being proactive in every issue and their relationship based on respective trust. In Baku Mall project we want utilize last engineering techniques and superior methods. Today construction industry one of the most flexible sector in world for new knowledge explosion and innovation. Our aim to develop this sector and provide opportunity and encouragement to help our team reach their potential. So as project team we make consensus and discussion about this topic.

Management team.

1. Eldaniz Bayramov: CEO of Delta Construction company

Mr. Bayramov is the leader of management team. He is very ambitious man and serious person. Always looks at result of work attentively and analyze each core issues diligently. Mr.Bayramov gives more focus on performance criteria of each team member.

2. Ali Khalilov: Vice President of Delta Construction company

Mr. Khalilov is more open-minded person and always support new ideas and thoughts. He estimates each factor in project and think that this is the main point of success in PM. Mr. Khalilov prefers most experienced people because he said that we need more innovative brains.

3. Nurlan Quluzade: Senior Manager of Delta Construction company

Mr. Quluzade is a good motivator in PM and also provides balanced environment for teamwork. His work principle is to do your task in right time, right place and with right people. In all meetings he participates as a supporter of new programs.

4. Elgun Almazov: Project Manager of Delta Construction company

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Mr. Almazov is professional of his work that he said competing project is important but doing it perfect much more important. He can create project team and collect them together for serving one main goal. Mr.Almazov always values team members who are proactive in their segment and shows always his support to them.

Scope Document.

Objective. As a big company our aim is to build high quality shopping mall for enlarging social infrastructure of Baku and to contribute limited way for improving quality of life for people by offering them comfortable and class service and employment also we want to open new thoughts and lanes in construction industry with supporting this sector. Total cost of project will not be exceeded 40 million dollars. Project duration will be 2.5 years.

Deliverables.

1. Shopping mall consists of 5 floors and total area will be 25.000 m2

2. In first floor there will be big supermarket and also little shops and big aquarium

3. In the second floor will be big shops and boutiques. 4. Third floor will consist big media center for organize important meetings

and public works 5. In fourth floor will be social and entertainment places like restaurants,

cafes, and game zone 6. And in last floor big cinema hall will be placed

Milestones.

1. Permits will be approved –2016 November 2. Design will be created and planned – February 2017

3. Land will be chosen for building and Size measurement will be done by project team – April 2017

4. All equipments will be provided – June 2017

5. Foundation will be finished – December 2017

6. Exterior works will be performed – May 2018

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7. Interior works will be performed (mechanical, electrical, sanitary, aesthetics) – September 2018

8. Building will be painted with natural color - 2019 January

9. Final inspection will be functioned by team - May 2019

Technical requirements.

1. Shopping mall must be durable for 7 and 7.5 degrees earthquake. 2. No any flammable, explosive, chemical materials will be used in

construction and foundation based on construction rule of MEAR. (Figure1.)

Figure 1: Safety label

3. Air ventilating system will be performed for 24 hours with maximum capacity

4. Escalators heights will be 12 m and inclination degree will be 300, capacity of escalators must be 2000 people per hour.

Figure 2: Escalator design plan.

5. Doors and windows wind resistance performance must be higher than

3000 Pa.

6. In shopping mall will be 4 emergency escape exit for accidental events like earthquake and fire.

7. Heating and cooling systems will be utilized from utility treatment operation water.

8. Insulation R value (thermal resistance) floor insulation must meet R factor 27 ceiling insulation must meet R factor 35 based on Graph1. to economize heat transfer.

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Graph 1: Insulation rate

9. Shopping Mall must meet local and national construction planning and codes of MEAR

Figure 3: Evacuation plan of Mall

10. Quality standards for windows and doors must meet Bs ISO 9001 11. Philips lighting systems will be used in illumination of Shopping mall. 12. Average temperature inside the mall will be controlled according to

Graph2.

Graph2. Temperature Condition inside the Mall

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Limits and exclusions.

1. External interior design and landscaping will be performed and designed for desire of project owner

2. Project team is responsible for interior design 3. Any change in project will be delivered to project owner by project office

not project manager. 4. After finishing construction process inspection operation will be started by

stuff. 5. Team is responsible for all works and operations which are included in

contract. 6. Parking area for cars will not include in our project. 7. Garage for cars will not constructed according to project contract. 8. Central little park inside of the Mall will not be planned in project. 9. Storages for shops will not be built for our project. 10. Food court (fast food vendor places) will not be planned in project.

Cost estimation.

Initial estimation. Cost estimation for area of land

First of all, our company applies consensus method for time and cost estimation in initial planning stage of project. Senior and middle managers of our company are involved to discussion with experts of this field and try to reach same point in this issue. According to opinions of experts we decide 2.5 years for project duration and 40 million dollars for cost of project.

Then according to Ratio method we try to estimate cost of land due to cost per m2. We first get statistic numbers related with cost per m2. Our estimators agree with contractors about 200 per m2.

200 $\m2 * 25000m2 =5.000.000$

Total cost for area of mall 5.000.000$

Direct costs

Labor

We assign parametric method for direct costs. According to our work strategy we define work hours 9 hours in a day. Our financial accounters define 3 different labor costs per rate due to labor regulations and condition of market. Who will work on foundation segment they will earn 20$ per hour, who will work in

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exterior design they will earn 18$ per hour, and interior design workers will earn 17$ per hour. Company estimators will allocate and assign number of direct labors based on past experience. Chief Engineer assigns 120 employees to foundation stages.

20$/hour * 9hours = 180$ per day

180$/day *25day = 4500 $ per month

4500$/month * 6 months = 27000$ per employee total

120employee *27000$/employee = 3.240.000 $

In Exterior design, Chief engineer allocates 75 employees.

18 $/hour * 9hours=162$ per day

162$/day *25day=4050$ per month

4050$/month * 9 months = 36450$ per employee total

75employee *36450$/employee=2.733.750 $

In Interior design, Chief engineer allocates 70 employees.

17$/hour * 9hours=153$ per day

180$/day *25day=3825 $ per month

3825$/month * 5month=19125$ per employee total

70employee *19125$/employee=1.338.750$

Total direct labor cost=3.240.000 $+2.733.750 $+1.338.750$=7.312.500

Material

For material costs our financial accounters again use parametric method. They agree with suppliers for average 200$ per unit of material due to market price. Chief engineer defines material availability for foundation process and 20000 quantities will supply from suppliers.

20000units * 200$/ unit=4.000.000$

For exterior design Chief engineer determines 15000 units and average per unit cost for these materials are 175$ per unit according to consensus with suppliers.

15000units*175$/unit=2.625.000$

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In interior works (mechanical, electrical, sanitary, aestetichs and so on) chief engineer declares 13000 units. Average cost of interior design materials is 150$ per unit due to discussion with raw materials suppliers.

13000units * 150$/unit=1.950.000$

Total material cost=4.000.000$+2.625.000$+1.950.000$ =8.575.000$

Equipments

For equipment costs financial accounters search every market price for different construction equipment. In foundation works chief engineer defines 2000 equipments, 25 construction machines. Equipment per unit cost is 200$ in market and per unit machine cost is 2000$.

2000units *200$/ unit=400000$

25 units *2000$ /unit=50000$

In exterior works our engineers determine 1200 equipments and 15 construction machines and financial accounters define 120$ per unit of equipment, 1500 $ for per unit of machine.

1200 units * 120$/unit=144000$

15 units *1500$/unit=22500$

Interior design and works needs 1000 equipments and 12 machines according to job form which is written by chief engineer. Accounters agree with suppliers for 100 $ per unit of equipment and 1750 $ for per construction machine.

1000 units * 100 $/hour=100000$

12 units * 1750$/hour=21000$

Total cost =400000$+50000$+144000$+22500$+100000$+21000$=737.500$

Total direct costs=5.000.000$+7.312.500+8.575.000$+737.500$=20.888.237$

Direct overhead cost and General & Administrative cost.

Overhead cost in this project includes salary of project manager, salary of senior management, rental space for our project team. Our financial accounters define total overhead cost approximately 20% of direct cost.

Total overhead cost=5.000.000$

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General and Administrative costs of our project are advertising, accounting, and mainly executive, clerical costs. Accounters determines advertising cost 2.500.000$, accounting cost 2.000.000$ and other non-staff cost 1.000.000$

Total cost=2.500.000$+2.000.000$+1.000.000$=5.500.000$

Total cost for project=20.888.237$+5.000.000$+5.500.000$=31.388.237$

Foundation Interior Exterior Total($)

Material 4.000.000 1.950.000 2.625.000 8.575.000

Labor 3.240.000 1.338.750 2.733.750 7.312.500

Equipments Equipment 400.000 100.000 144.000 644.000

Machine 50.000 21.000 22.500 93.500

Area 5.000.000

Direct overhead cost 5.000.000

General administrative cost

5.500.000

31.388.237

Figure 4: Costs.

Time estimation

Delta company time management team try to estimate total project duration. First of all, they divide project into small work package elements (WBS) for detecting each activity or task duration. Our estimators use range estimating method because our project is more time consuming project that’s why we need more detailed estimation according these tasks.

Project number: 5 Project Manager: Elgun Almazov

Project description: Building shopping mall Date: 1/12/2016

Baku mall project

Range estimates.

WBS Description. Low Average High Range Risk

ID estimate Estimate Estimate level

Month Month Month Month

101 Permit will be approved.

1 1 2 1 low

Design plan will be

102 created. 2 3 5 3 medium

Land will be choosen for

103 construction 1 2 2 1 low

Size measurement will be

104 done by project team 2 3 3 1 medium

All equipments and machines

105 will be provided 2 3 4 2 high

Trench will be dugged and

106 baseline will be founded. 2 4 5 3 medium

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Foundation will be

107 finished(perform base plan

of project). 3 5 7 4 high

Exterior works will be performed

108 (Panel, glass works and so on.) 2 4 7 5 high

Interior works will be performed.

109 (Mechanical,electrical,aesthetics.) 2 5 6 4 medium

Building will be painted with

110 natural colour. 1 2 4 3 medium

Final inspection will be

111 performed. 2 2 4 2 low

Figure 5: Range Estimating

The Risk Level column is the group’s independent assessment of the degree of confidence that how the actual time will be very close to the estimate. High risk level shows tasks actual time are not close to estimate on the other hand, low risk level shows tasks actual time close to estimation.

Risk Management

1.Risk identification.

Our company risk managers began to define major risks that associated with project. They define 10 major risks according to 4 categories. External, technical, organizational and PM. Risk managers use RBS structure for identifying risks.

Figure 6: RBS for Risk identification.

Material poor quality-T1, Occupational health and safety risk-T2, Weather-E1, Governmental regulations-E2, Funding risks-O1,Inexperienced workforce-O2, Project team conflicts-Pm1, Planning-Pm2 , Estimation errors-Pm3,Design process risk –T3

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2.Risk assessment.

Risk assessment section contains 2 parts. Impact and probability. Our risk managers first try to indentify major consequence of risk.

Poor quality material can be affect technical condition of shopping mall. It influences strength of building, reliability of construction and mainly do not meet standards and principles of government quality standards. Earthquake damage can be also potential consequence of this risk. After any damages, it need more money to reconstruct mall, so it also increases construction cost.

Occupational risk affects working environment. Workers and employees feel themselves unconfident because they think that any dangerous acts can be happen if OSHM laws are not controlled in construction area. So any fire, explosion, falling hard material to the head of workers, injuries related with body, and so on can be happen if OSHM are poorly controlled.

Design process can be take long time than anticipated and it create more problems related with schedule of tasks, delays can be happened, so if any activities which are critical can be delay, it also delays overall project. This act can be increase sensitivity in project increase fluctuations in resource allocation.

Weather is external factor and affects time of activities, also working condition of workers. Bad condition of weather, like in winter can be delay some activities, so increase project duration, but reversely in summer high temperature does not allow workers to perform any tasks. This act affects physical condition of workers.

Government regulations include construction standards, taxes related with this industry and so on. If project does not satisfy government construction principles governmental organization can be close our project with using their authority. Any change in taxes can be increase general and administrative costs of project.

Funding risk is a risk that associated with the impact on a project’s cash flow from a higher funding cost. If total budget is not enough for project, then it can take more times to complete project. Lack of funds creates problematic relationship between project owner and project team and increase unconfidency of owner towards project team.

Inexperienced workers are not desirable in our project because these type of workers do not determine importance of project and do not perform efficiently in tasks. So when project is completed maybe it does not meet expectation of owner. But our main aim is to meet and satisfy expectation of our customer.

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Project team conflicts show different prioritizations and obligations of projects for different departments and people. Our company marketing department members think that project must be completed early for gaining high fixed price for mall. But engineering and construction departments members think that we need be more patient for clearly determining each technical assumption. So we can imagine that this can create diverse relationship between 2 departments. Our company allows open criticism but not always.

Planning in our project generally shows activities logical sequences. If foundation is not finished before starting of exterior design it can create difficulty in scheduling of tasks and increase project duration.

Project plan shows which tasks come after what tasks and any delay in project plan also affect cost of construction.

Estimation errors related with time and cost affect schedule and budget. Poor time estimation can cause activity times increase, wrong cost estimation can cause marginal cost for some activities of project or create lack of fund.

After determining assessment of each risk our risk mangers define risk assessment form for finding risk level and probability of risk.

Code ID Risk Event Likelihood Impact

Poor quality

T1 of material 2 4

Occupational

T2 injuries , damages. 1

3

Design process take

T3 longer than anticipated 2 3

Adverse

E1 weather. 3 1

Govermental

E2 regulations(tax change) 2 2

Lack of

O1 budget (fund) 2 5

Inexperienced

O2 workforce 1 3

project team

conflicts and

Pm1 communication 4 4

Wrong planning of

Pm2 activities( sequence) 1 5

Time and cost

Pm3 estimation errors. 2 2

Figure 7: Risk assessment form.

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Then, they apply risk severity matrix for determining impact and probability of risks together according to their degrees.

Figure 8: Risk assessment matrix.

3.Risk response development.

Delta company risk managers try to respond specific risk events with avoiding them, transferring, sharing, and mitigating.

For poor quality materials, risk managers try to avoid root cause of problem with avoiding them. They suggest that before purchasing raw material we can testing them from different operation. If any problem happens, then we will avoid these defective raw materials.

According to occupational risk managers team advices methods for mitigating its effects. So creating training and orientation programs for new employees about occupational risk and teach them how to manage these accidental issues.

For design process duration risk, we agree to use parallel method for mitigating its impact. In parallel method we try to allocate resources to minimum slack activities and then smallest duration activities for performing them parallel not sequentially. Practically it helps us to decrease flexibility in resource utilization and doing activities in time.

In adverse weather condition, our work engineers accept overworking method for mitigating risk influence. Instead of hiring new additional staff for activities, increasing working time in suitable condition of weather, can contribute us do not delaying project duration.

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Governmental regulations and legislative rules can be affect our project. So for to reduce these risks we can transfer them. Like if any increase happens in construction industry tax, we can transfer this risk to our project sponsor that who helps us to solve monetary issues.

Funding risk shows lack of adequate funds in project. Our project team accept new idea for respond to this risk. We take action that to transfer this risk to our contractors for getting their financial support and also finding new additional sponsors and involve them to project.

Inexperienced workforces are not desirable but we can manage this risk accepting appropriate ideas. Making meeting with them about working environment and training them for performing activities effectively can help us to mitigate this risk.

Project team members’ relationships with each other determine project success. Mitigating team conflicts effects project manager must find trade-off ways and use his negotiation skills. Project manager can create environment for open criticism and he can organize individual meeting with team members.

Wrong logical planning of activities. To avoid this risk, we accept to create WBS sequence scheduling form for control each activity from starting to finish date.

Estimation errors risks related with time and cost. For mitigating these risks effects we can use more detailed and accurate estimation method -bottom up.

Our risk managers create risk respond matrix for identifying risk, respond of risk, contingency plan (if risk occurs what we need to do), trigger events (evidence of risk occurring), and person who is responsible for contingency plan.

Risk event Risk response contingency plan trigger who is responsible

Poor quality of Testing Change suppliers Low features of Project team Material Operation materials

Occupational health Training and Application of

Poor safety condition Health and safety

and safety risks Orientation emergency plan of construction area engineers

Design takes longer Parallel method Increase project Some activities Project manager than anticipated Application duration delay project

Adverse weather Overworking Delay some non Affecting working Project Manager

in suitable days critical activities condition physically

Governmental regu Transfer risk to Change scope of

Increase general and Project team

lations (tax change) project sponsor the project (cost ) administrative cost

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Figure 9: Risk Respond matrix.

4. Risk Response Control.

In this section our project team and risk managers define risk management strategy, monitoring plan and risks, watching for determining new risks. Here we create risk management plan for each type of risks. Then we can change control management for each risks.

In technical risks we apply technical request plan. If any errors happen from technical side of project, we apply this plan and then calculating each parameters and factors related with these risks. Technical request plan shows specifications and requirements for each elements and operation preventing risks.

External risk factors in management plan show non project risks and can be detected and avoided by applying proper contingency plans related with each risks. External risk can affect project anytime so, accurately providing respond strategy can keep us away from these uncertainties.

Organizational risk controlling requires special management plan created by risk managers. Organizational risks are serious and have greater impact than other because organizational activities determine project’s proposal.

PM risks monitoring processes include special strategy to implement change request that how risk affects cost, time, scope or quality then priority of risk, approvals, funding source is showed by project manager. This is simple form of PM change request.

For determining new risks requires being proactive skills from project manager and qualitative, quantitative analysis method preventing over correcting.

Lack of funds Share risk with Getting financial Estimation of total Financial

(budget ) contractor support from upward cost of project Accounter

Inexperienced Training and Hire new staff Quality of project Human resource workforces Meeting and workforce activities manager

Project team Negotiation and trade Individual meetings unkind critisizm Leader of team

members conflicts off between members

with team members. between members

Wrong logical WBS sequence Redesign activities Call from top Project Manager planning of activities Scheduling sequence management

Estimation errrors More detailed, accu

Use pad estimation. High differences Project Mnager

rate data collection

between estimations Time and Cost

Estimators.

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Stakeholder Management.

1. Identify stakeholder.

Figure 10: Stakeholder identification.

2. Prioritize stakeholders.

Project Manager is the key stakeholder in our project because he has positive interest completion of project due to his management role and also he is the internal stakeholder. His impact on project is high because any request provided by him should satisfied by top management.

Top Management interest on project is highly positive because they need to satisfy project owner needs. Their impact is high than project owner. Project manager need upward relations with them and project required approvement by top managers.

Project Sponsor has positive interest in project because they want to create long term relationship with our company. Their impact on project moderate. Project team need to make meetings with sponsor if any budget problems happen, sponsor can affect project through contract which they agree with project team.

Stakeholders.

Internal External

1.Project Manager PM 1.Project Owner PO

2.Top Management TM 2.Community Com

3.Project Sponsor. PS 3.MEAR

4.NOPNR

5.SCAUAR.

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Project owner positively involved in our project because he wants to get best value from his money. His impact on project defined by documentation. We as a company sends him proposal of project and he sends us RFP document which includes owner desires about project that’s why his impact is high.

Community are the people who lives near the construction area. They negatively involved in our project because they complain for noise of construction process and negatively affect social life of people. Their impact actually is not high but they can use legal ways to increase their impact.

MEAR is the governmental organization and they are in neutral position. Neither supporter nor resistor. They have no any interest in project. But their impact is high in project because they can use their authority and power to affect our project and shut down it. MEAR has own standards and requirements about emergency and we have no chance to keep away from these standards; Hazardous material usage, emergency case, and so on.

NOPNR is the non-governmental organization about environment and they are in resistor position in our project. They insist on that we need to be more attentive when we dig soil and do not give any harm soil structure and do not utilize these natural resource very intensively. Their impact actually is not high than governmental organization but they can pressure to government for using legal laws and close our project.

SCAUAR is another governmental stakeholder in our project and they are not in support or resistor position in our project. But their impact is high because they are legal committee and they interested in construction rules and planning, also size of project, architecture, and so on. We need to satisfy all of these issues because they can use their authority to shut down our project.

3. Information needs for stakeholders.

Project manager needs milestone report about project tasks and scheduling, also team status report about team member’s role and responsibilities, accepted change request any change in project deliverables in scope. All of these documents include in project communication plan.

Top management approves funding of project, any change in scope, budget and schedule required their approvement. Outsourcing performance document is provided for them to determine efficiency of project.

Project sponsor needs clear scope document for understand which project they invest money. Project sponsor interested in deliverables issues in our project and special information about each deliverable.

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Project owner gets proposal for project and sends its own RFP about cost, scope, scheduling, technical specification, quality standards and requirements about project. Owner demands performance report about project determining project life cycle.

Community requires legal construction documents about project for realizing that is this construction is illegal or legal?

MEAR requires MSDS about which materials used in project, their technical characteristics, transportation, usage, handling and so on. Also they demand from us confirmed evacuation plan document for emergency condition management.

NOPNR is non-governmental organization and they insist on to show them ecological standards document which is confirmed by MENRAR that we do not perform any negative activity that affect soil structure, its erosion and degradation.

SCAUAR requires these documents in their communication plan;

SCNAR - agreement, confirmation, controlling and monitoring process, chief architect, safety places standards, urban planning and facilitating. SSAR- includes head planning elements and their graphical profile, regulations about architectural-construction works drawings.

Graph 3: Stakeholder analysis matrix.

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4. Manage stakeholders.

Project manager impact degree 8 interest 2. He is key stakeholder we need to manage him closely making information exchange frequently with him because he takes part decision making process.

Top management impact degree 9 interest 2. whose cooperation do we need and whose approvement do we need. Top management. So we need to manage them closely because they are main approval of our project and need to inform them very frequently.

Project sponsor impact degree 5 interest 2. We need consensus with them and cooperative meetings. Actually their requirements are not first degree for us but he is the protector of our project, important to define their proposal in the scope.

Project owner impact degree 9, interest 3. Owner is the main stakeholder in project that’s why their obligations and standards comes first for us we decide to keep their request closely.

Community impact 4 interest -2. Resistor of our project can not affect directly but can use legal ways to influence project. So our public relations office keep meetings with them to stabilize and decrease their negative role in project.

MEAR impact 10 interest 0. Neutral position in our project, but can use power and their authority level to close our project if it does not satisfy regulations. We know that we have no choice to keep away their relations with our project. We need to obey all of the construction rules and monitoring their requirements every day.

NOPNR impact 6 interest -3. Highly resistor in our project. They have not power in their hand, but they pressure to government to monitor our project and construction processes, so for this we decide to create management team to make discussion with this organization and to find optimal way for decreasing their negative impact.

SCAUAR impact 9 interest0. Another governmental organization control construction processes and activities and they have legal authority to influence our project about some quality standards. So managing their dependencies carefully is important and acceptable for us.

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References:

1. www.mysafetysign.com Hazardous signature. 2. www.dailymail.co.uk World largest Mall. Dubai Shopping Centre 3. www.turnerconstruction.com Turner Construction Company.