summer internship at qatar

Lebanese American University

School of Engineering Department of Civil Engineering

Professional Experience

CIE 498

Elise Mansour

-201203475 -

Summer Internship 2015

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Table of Contents

1-1Project Background ............................................................................................................ 16

1-2 Progress .............................................................................................................................. 19

Health, Safety and Environment Department: ...................................................27

I. General Health, Safety and Environmental Policy ....................................................... 27

II. Safety Key Personnel: ...................................................................................................... 28

III. Lifesaving Rules (LSR) on site: ................................................................................... 30

IV. Work Permits................................................................................................................ 35

Quality Assurance/ Quality Control Department (QA/QC): ............................38

I. Over View: ........................................................................................................................ 38

II. Quality Policy ................................................................................................................... 39

III. QA/QC department’s Structure ................................................................................. 41

A. Quality Assurance (QA): ............................................................................................. 41

B. Quality Control (QC): .................................................................................................. 42

IV. QA/QC department’s responsibilities ........................................................................ 43

V. Inspection Request Process Flow – MSJV Scope of Work: ......................................... 46

VI. Project Document and Data Control:......................................................................... 47

VII. Activities:....................................................................................................................... 49

VIII. RFSI- Request for Site Inspection (Refer to Appendix B): ...................................... 62

Planning Department: ...........................................................................................73

Over View: ............................................................................................................................... 73

My Scope of work:................................................................................................................... 74

Contract scope of works: ........................................................................................................ 75

I. Planning task ................................................................................................................ 75

II. Scheduling task ............................................................................................................. 79

III. General Program consideration .............................................................................. 80

IV. Primavera Scope of Work ........................................................................................ 81

V. Visit to EVERSENDAI -EVS steel factory ................................................................ 97


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Technical Department: ..........................................................................................99

Over View: ............................................................................................................................... 99

My Scope of work:................................................................................................................... 99

A- Chilled water pipe riser calculations and design ................................................... 99

B-IFC and Shop drawings correction .............................................................................. 115

C-Comparison of IFC with tender drawing of Museum package................................. 116

D-Reinforcement calculations of slabs and columns ...................................................... 116

I. Site: .............................................................................................................................. 117

II. Technical: .................................................................................................................... 119

A-Material submittal ......................................................................................................... 120

B-Design note ..................................................................................................................... 120

C-Method statement .......................................................................................................... 120

I.Learning outcome 1 ........................................................................................................ 124

II.Learning outcome 2 ....................................................................................................... 125

III.Learning outcome 3 ..................................................................................................... 126

IV.Learning outcome 4...................................................................................................... 127

V.Learning outcome 5 ....................................................................................................... 129

Table of Figures Figure 1: Doha convention center ............................................................................................. 11

Figure 2: Al Sad development complex .................................................................................... 12

Figure 3: Qipco twin towers ....................................................................................................... 12

Figure 4: Passenger terminal complex ...................................................................................... 13

Figure 5: Tornado, QIPCO office tower ................................................................................... 13

Figure 6: KATARA- construction, completion and maintenance of fitness center facility . 13

Figure 7: Qatar motorcycle race track ..................................................................................... 14

Figure 8 :Layout of the renovated Khalifa Stadium................................................................ 16

Figure 9: Internal layout ............................................................................................................ 17

Figure 10: General overview east expansion ............................................................................ 19

Figure 11: Site progress overview Pitch Area .......................................................................... 20


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Figure 12:: Civil works- East expansion area 1 ....................................................................... 21

Figure 13: Civil works- East expansion area 2 ......................................................................... 21

Figure 14: Civil works- South east mechanical area ............................................................... 22

Figure 15: Civil works- East expansion area 3 ......................................................................... 22

Figure 16: Civil works- North access building ......................................................................... 23

Figure 17: Civil works- museum access building ..................................................................... 23

Figure 18: Civil works- South access ramp .............................................................................. 24

Figure 19: Dismantling of steel structure for roof strengthening- West stand ..................... 24

Figure 20: Rebar inspection according to approved shop drawings ...................................... 26

Figure 21: Midmac HSE Policy ................................................................................................. 27

Figure 22: Sign and Safety regulations on site ......................................................................... 28

Figure 23: Emergency number .................................................................................................. 29

Figure 24: Safety using full PPE on site .................................................................................... 30

Figure 25: Working at Heights Rule 1 ...................................................................................... 30

Figure 26: Falling Objects Rule 2 .............................................................................................. 30

Figure 27: Suspended Loads Rule 3 .......................................................................................... 31

Figure 28: Lift Plan Rule 4 ......................................................................................................... 31

Figure 29: Restricted Area Rule 5 ............................................................................................. 31

Figure 30: Excavation Permit Rule 6 ........................................................................................ 32

Figure 31: Confined Saving Rule 7............................................................................................ 32

Figure 32: Drive Safety Rule 8 ................................................................................................... 32

Figure 33: Safety PPE Signs....................................................................................................... 33

Figure 34: Hats and Boots mandatory ...................................................................................... 33

Figure 35: Temporary support towers for the west arch with suspended scaffolds. ............ 36

Figure 36: Midmac and Six construct Iso certificate ............................................................... 38

Figure 37: Midmac Quality Policy ............................................................................................ 39

Figure 38: Project Quality Plan PQP contract......................................................................... 40

Figure 39: Arrival and record of the ready mixer to site ........................................................ 52

Figure 40: Measuring the concrete temperature using a thermostat..................................... 54

Figure 41: Performing the slump test ....................................................................................... 55

Figure 42: Casting concrete in molds ........................................................................................ 55

Figure 43: Labeling the concrete samples ................................................................................ 56

Figure 44: Curing with wet hessian covers ............................................................................... 57

Figure 45: Concrete Quality Control paper ............................................................................. 58

Figure 46: Casting the slab......................................................................................................... 59

Figure 47: Cast Record of RC.................................................................................................... 59

Figure 48: Leveling the surface using a steel plate .................................................................. 60

Figure 49: Covering the poured slab with wet hessian sheets ................................................ 60


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Figure 50: Cold joints ................................................................................................................. 61

Figure 51: Segregation of concrete ............................................................................................ 62

Figure 52: RFSI for steel rebar in beams ................................................................................. 64

Figure 53: RFSI for the installation of masonry blocks .......................................................... 64

Figure 54: RFSI of finishing walls ............................................................................................. 65

Figure 55: Set up checklist available with a site engineer on field ......................................... 66

Figure 56: Material Inspection of pipes .................................................................................... 66

Figure 57: Work preparation of the jacketing activity ........................................................... 68

Figure 58: Demolishing in a way that can be fixed .................................................................. 69

Figure 59: Installation of scaffolding platform properly and safely ...................................... 70

Figure 60: Roughening the surface of the existing column ..................................................... 70

Figure 61: Installation of dowels ............................................................................................... 71

Figure 62: Installation of vertical bars...................................................................................... 72

Figure 63: Planning main objectives ......................................................................................... 73

Figure 64: WBS summary of the project .................................................................................. 78

Figure 65: Total project budgeted cost ..................................................................................... 88

Figure 66: Weekly inspection ..................................................................................................... 94

Figure 67: Monthly report- March 2015 .................................................................................. 95

Figure 68: Revised baseline milestone of the monthly report ................................................. 96

Figure 69: Beam fabrication ...................................................................................................... 97

Figure 70: welding of steel structures ....................................................................................... 98

Figure 71: Cutting work ............................................................................................................. 98

Figure 72: Forces and moments of the pipe risers ................................................................. 101

Figure 73: P10 and O15 site investigation .............................................................................. 102

Figure 74: Room coordinates from architectural department ............................................. 103

Figure 75: Expected rise of pipe P10- CH06 from MEP department .................................. 104

Figure 76: P10 and O15 diameters and layout ....................................................................... 105

Figure 77: Front view ............................................................................................................... 106

Figure 78: P10 footing and concrete wall dimensions ........................................................... 107

Figure 79: O15 footing and concrete wall dimensions ........................................................... 107

Figure 80: P10 sample calculation-1 ....................................................................................... 109





Figure 85: P10 footing and wall reinforcement ...................................................................... 114

Figure 86: Dimensions of possible footing of chilled water pipes with architectural

superimposition ......................................................................................................................... 115


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Figure 87: Site progress view ................................................................................................... 117

Figure 88: Photo by the site engineers .................................................................................... 118

Figure 89: inspection with site Forman .................................................................................. 118

Figure 90: Technical departments engineers and technicians .............................................. 119

Figure 91: Post tensioning activity observed on site .............................................................. 121

Figure 92: Jacketed columns observed on field ..................................................................... 122

Figure 93: Placement of the thrust block cable anchors ....................................................... 123

Figure 94: ring anchor plates ................................................................................................... 123

Figure 95: Hazardous and Non-hazardous waste signs......................................................... 128

Figure 96: Flow of waste generated during the execution of Works .................................... 129

Table of Tables Table 1: Internship program repartition .................................................................................. 15

Table 2: Project information...................................................................................................... 17

Table 3: Cover and crack width criteria................................................................................... 51

Table 4: Concrete testing schedule ............................................................................................ 51

Table 5: Summary of planning and scheduling tasks .............................................................. 79

Table 6: Contract milestones set dates ...................................................................................... 84

Table 7: Daily report sample ..................................................................................................... 91

Table 8: Weekly cost report ....................................................................................................... 94

Table of Graphs Graph 1: Monthly general manpower ...................................................................................... 86

Graph 2: Cost distributions versus the time............................................................................ 89

Graph 3: Cash flow of the entire project .................................................................................. 90

Graph 4: Project's activity expense ........................................................................................... 90


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Company of Recruitment Midmac Contracting Company, W.L.L.

Assigned Project Total Renovation, Construction, Completion and

Maintenance of KHALIFA STADIUM AND MUSEUM

Location Aspire Zone bounded on the south by Al Wabb Road, the east by

Aspire Zone Street and the west by the iconic Aspire Tower in the Al-Wabb

district of Zone 55 of Doha, Qatar

Sponsors Ramzi Hoteit (LEED GA), Architect, Deputy Project Manager

Elie El Hady, Site administrator

Abbas Chamssedine, Technical Office Envelope Engineer

Internship report approved by

…………………………………………………………………....

Ramzi Hoteit, Deputy Project Manager

…………………………………………………………………....

Elie El Hady, Site Administrator

…………………………………………………………………....

Abbass Chamsseddine, Civil Engineer, Technical Office Roof Package manager


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Abstract:

Getting a taste in one of the largest Qatari Contracting Company was one of the

best experiences I could have asked for. Nothing gets you more ready for the Real

world than actually putting yourself out there. Once stepping to the field, I had to

give all my efforts, commitment to excellence and belief that I could actually make

a significant contribution in the environment assigned in.

So, not only did I gain, but I also gave back while doing what I enjoyed. I learned

so much, and wouldn’t have felt ready to continue in this way if I’d not done that.

Despite all the learning experience I’ve acknowledged, some lessons that

definitely left a trace were that If we believe in it, we can do it even in the hardest

conditions that try to get us down whether hot weather, very high humidity,

sandstorms, tough work environment, heavy tasks and long work time… But after

all, that what makes it sweet!! Here where I became fully aware that if there is a

will, it will always be a way to work and improve the future career path.

So, you have to show initiative at work, take charge, stand apart and don’t be

afraid to speak up during meeting for fear of sounding unintelligent or being

wrong, on the contrary, give new proposal and ideas.\

Life is a Game after all, play BIG or GO HOME.

This document contains the Report of my internship period conducted at Midmac

Contracting Company WLL, a well-known Lebanese/ Qatari contracting company

in Doha Qatar, for the time period Sunday 24 May- Sunday 12 July 2015. The

essential requirement for the completion of the summer internship program at

LAU is to follow 8 weeks internship training or what is equivalent to 320 working

hours with an institution of national/ international repute and to write a report

about it.


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Introduction:

Engineering is the professional art of applying science to the optimum conversion

of the Resources of nature to benefit man. As a career-oriented applied education,

Civil Engineering Students Internship Program (CESIP) bridges the gap between

the theory and practice and provides students with practical, field based, real

world experiences during the summer program.

The search for the right institute for this internship experience involved a long

process of writing cover letter, updating the CV and sending applications. I was

looking for an institute that was dedicated to my area of interest (contracting and

construction).Hence, getting an internship at Midmac of such a huge project was a

great fit.

As part of the Civil Engineering curriculum in the Lebanese American University,

this report was prepared on the basis of my seven weeks training program

equivalent to more than 360 hours of practical experience at Midmac Contracting

Company WLL, on the “Total Renovation, Construction, Completion and

Maintenance of Khalifa Stadium and Museum” project in Aspire Zone Doha, Qatar.

The main purpose of the summer internship was to gain exposure into the civil

engineering affairs and site practical construction.

The work at Midmac Contracting Company meant stepping into one of the most

competitive and dynamic job markets. Throughout my entire seven weeks, luckily

I was exposed to many kinds of career paths and a variety of people with whom I

had pleasure to discuss and to be involved with their technical talks and

innovative ideas. The internship was really a worthwhile experience which helped

me going considerable professional knowledge by carrying out different tasks and

witnessing the way daily work is performed on site. It enabled me to better see my

strengths and weaknesses, evaluate my interests, develop practical skills and

make contacts with people who can provide opportunities for future career

responsibilities.


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Company Overview:

Due to its regional character, Midmac Contracting Company W.L.L. (MIDMAC) has

boasted an impressive portfolio that included a wide spectrum of high profile

projects dotting the Qatari landscape over more than 40 years. It is definitely a

human resource intensive industry that maintains a cohesive team of professional

managers, engineers and supervisors who have diligently the task to ensure the

completion of projects on schedule, within budget and according to required

specifications, all by adhering to exacting safety and quality regimes.

Ranked by many clients in Qatar as one of the leading Qatari contractors in the

country and employing a total workforce of over 6,000 employees, MIDMAC

growth has developed the engineering needs of the State of Qatar and other

regional countries to a modern, highly technical and environmentally friendly

State.

Specializing in general contracting, it has fulfilled the vision in executing

challenging projects of all types of buildings: residential, commercial,

educational, hotels, stadia & other sports facilities, and mixed use developments.

Infrastructure projects featured as prominently in the projects portfolio, including

roads and bridges, civil and military airport facilities, civil works related to oil &

gas installations, utilities projects and electro-mechanical works.

The organization has been operating in Qatar since mid- 1960’s, under different

identities, until 1975 when MIDMAC was formed and continues to carry on

business until today. In 2002, Qatar investment and Project Development

Company W.L.L (QIPCO) acquired a majority stake in MIDMAC and by 2005,

MIDMAC became a wholly owned subsidiary of QIPCO.

All major components of a project are performed by MIDMAC personnel. Design

package (in EPC contracts, Engineering, Procurement and Construction) and

Specialist Instrumentations & Controls are sublet to other reputable companies,

under MIDMAC’s full supervision and control.


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Recently, MIDMAC envisages several new ventures and improvement projects for

continual development and profitability. With an average annual turnover in

excess of US$ 500 million, MIDMAC is poised for potential growth in line with the

substantial development plans in Qatar and other regional countries in the years

to come. And in the coming years, MIDMAC”s focus will be on pursuing growth,

improving efficiency , continuing its success through the challenge of ever more

competition and remaining in the forefront of the construction industry in Qatar.

Already established projects are:

Midmac Tarmac Qatar CO.WLL for asphalt production and laying- in

collaboration with Tarmac International Holding BV

Midmac- Moedatco JV for Plant and Equipment Hire services.

Middle East Reinforcement Company (MERCO) for steel reinforcement cut

& bend services- in collaboration with Middle East Building Material Co.

(MEBCO)

Furthermore, MIDMAC’s capabilities are enriched by collaborating with

international organizations on large scale projects by means of joint ventures and

consortia. With an average annual turnover of US$ 500 million, MIDMAC is poised

for potential growth in line with the substantial development plans in Qatar and

some of the most recent projects one can state ;

Construction of Qatar Foundation Headquarters Building & Strategic

Studies Center, QF Doha -Qatar

Doha convention Center, Al -Qassr district, Doha –Qatar (JV with Six

Construct)

Figure 1: Doha convention center


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Al Sadd Development Complex, Al Sadd Area, Doha

Figure 2: Al Sad development complex

Qipco Twin Towers, West Bay, Doha

Figure 3: Qipco twin towers

Passenger Terminal Complex –NorthNode, NDIA Doha- Qatar (JV with Six

Construct)


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Figure 4: Passenger terminal complex

Tornado, QIPCO Office Tower, Doha Qatar(JV with Six Construct)

Figure 5: Tornado, QIPCO office tower

KATARA- Construction, Completion and Maintenance of Fitness Center

Facility , Doha, Qatar

Figure 6: KATARA- construction, completion and maintenance of fitness center facility


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Qatar Motorcycle Race Track, Doha ,Qatar

Figure 7: Qatar motorcycle race track

Internship program curriculum:

Midmac internship program was successfully divided over seven weeks

introducing each trainee to the different departments in a construction project.

Full requirements of students from the work visa, to the round-trip ticket,

accommodation in a fully furnished apartment in Doha, drivers ready to pick you

up to and from work, monthly pocket money and not forgetting a full educational

working curriculum under the supervision of experts and professionals in the

work area were as well provided by MIDMAC to allow the trainee to grasp the

essence of construction work and to properly learn the fundamentals of any

project.

On the first day, the internship project was assigned to each one, and the program

period was divided to two weeks interval over HSE, QA/QC, planning, technical

and site departments in which every trainee will be assigned several tasks and

activities to accomplish.

My weekly training was divided as follows:


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Table 1: Internship program repartition

FROM TO Working hours Department Scope of work

25 May 26 May 7:30am-06:00pm HSE department Orientation; safety induction and

guided tours, project briefing, team

introduction and documentation of

site activities…

27 May 6 June 7:30am-06:00pm QA/QC

department

Work inspection for Civil, Structural

&Architectural, material inspection

for Civil/ Structural in-situ testing

with the consultant, familiarization

with project documentation (MS,

ITP, MAT, SHD, IFC, RFI, etc…)

7 June 21

June

7:30am-06:00 pm Planning

department

Orientation on planning tasks,

familiarization with Software

Primavera, weekly progress

updates with site inspections, and

preparation of delay analysis…

22

June

12 July 7:30am-06:00 pm

7:30am-04:00 pm

Technical

department

Attend technical meetings with TO

engineers to discuss progress and

technical issues, coordination with

architectural and MEP department

to solve problems, check shop

drawings conformance, Compare

IFC and tender documents for

museum package…

27

June

12 July In parallel with

other

departments

Site department Familiarization with the different

parts of the project, site

inspections and tours with site

engineers, site officers and

consultants…


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Project Overview:

1-1Project Background Project: Total renovation, construction, completion and maintenance of khalifa

stadium and museum

Location: in the Aspire Zone bounded on the south by Al Wabb Road, the east by

Aspire Zone Street and the west by the iconic Aspire Tower in the Al-Wabb district

of Zone 55 of Doha, Qatar

Client: Aspire Zone Foundation

Consultant: Dar Al- Handasah

Midmac Role: Main Contractor in Joint Venture with Six Construct

Figure 8 :Layout of the renovated Khalifa Stadium


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Project Information

Client ASPIRE ZONE FOUNDATION

Supervision Consultant DAR AL-HANDASAH

Project TOTAL RENOVATION , CONSTRUCTION, COMPLETION AND

MAINTENANCE OF KHALIFA STADIUM AND MUSEUM

Contractor: MIDMAC - SIX CONSTRUCT JV

Location DOHA - ASPIRE ZONE

Contract n.: AF/C/ALKS5307A/13

Original Contract Value 1,117,000,000 QAR

Current Contract Value 1,117,000,000 QAR

Original Contract Period 25 Months

Contract Time Frame 01 April 2014 - 30 April 2016

Maintenance Period 400 day after completion date

Effective start date: the start of the project is 1 April 2014. The start of

construction is 1 July 2014

Date of completion: the overall Project execution period for construction is 25

months and completed on 30 April 2016

Table 2: Project information

Figure 9: Internal layout


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Description: the project requires the renovation of the Khalifa Sports Stadium and

new construction of a Museum within and expanded footprint of the existing

stadium. The stadium was already built in 2006 , however it had to be renovated

up to FIFA, the Aspire Zone, the Qatari Government, and MIDMAC & SIX

CONSTRUCT standards in order to assist in 2022 FIFA World Cup major event.

This includes the dismantling and diversion of existing services, dismantling and

reconstruction of the existing roof structure, the expansion of the existing

stadium in order to accommodate new seats for additional 10 800 spectators; the

expanded areas consists of technical floors, exhibit floors (museum),

multipurpose areas, concourse areas and bleachers, a new cooling system to

fulfill the climate requirements inside the stadium and the inclusion of four new

substations. The work also covers architectural finishes and MEP services,

structural works including strengthening the existing RCC, landscaping and

earthworks, and design, supply, fabrication and installation of a roof tent

PTFE/ETFE membrane and the supporting structure.

Milestones achieved since the start of the project:

• Dismantling of the existing Roof Membrane

• Dismantling of the existing Lighting Arch

• Dismantling of the existing Façade cladding

• Execution of East Expansion concrete structure up to LEV 7

• Demolition & Relocation of external utilities


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1-2 Progress Current works on going:

• Execution of East Expansion Stand concrete structure (Lev 7 upwards)

• Execution of West Stand concrete structure (Foundation & Ground Floor)

• Execution of North, South & Museum Access Buildings concrete structure

• Excavation for external Chilled Water Pipes Network

• Installation of Ducts and Chilled Water Pipes at East Stand

• Installation of MEP items embedded in concrete

• Installation of East & West Temporary Towers enabling dismantling and re -

installation of Roof Steel Structure

Figure 10: General overview east expansion


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Figure 11: Site progress overview Pitch Area


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Figure 12:: Civil works- East expansion area 1

Figure 13: Civil works- East expansion area 2


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Figure 15: Civil works- East expansion area 3

Figure 14: Civil works- South east mechanical area


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Figure 16: Civil works- North access building

Figure 17: Civil works- museum access building


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Figure 18: Civil works- South access ramp

Figure 19: Dismantling of steel structure for roof strengthening- West stand


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Internship Overview:

During my training period at Khalifa International Stadium and Museum, in Doha

Qatar, my sponsor was “Abbas Chamssedine”, Civil Engineer, Technical Office

Roof Package manager, from whom I learned how to deal professionally with the

problems encountered once on site solving them in the best manner, to think

strategically and wisely about the progress of work not forgetting to keep the

mind, self and job dynamic and diplomatic at all times.

The training over Khalifa Stadium Project started on the 24 th of May and ended on

the 12 th July 2015 of around 10 working hours per day (and 8 working hours

during Ramadan period) over 44 working days (excluding 7 Fridays) which makes

a total of around 400 working hours fulfilling with pleasure the university

requirement of the summer internship course (of 320 working hours).

At the beginning, the main challenge as an intern was to translate the theoretical

concepts into real life experience.

The insight I was able to acquire through conversation with employees was useful

in that I not only learned what their job entailed, I was told how they personally felt

about their job, how working overseas affects their families, and the pros and

cons associated with a life abroad.

From one side, my technical skills have grown as I have worked in groups,

learned how to be an effective member and experienced a career in a different

country.

The acquaintances that I made during this period taught me, each one of them,

something different and special. For seven weeks, I dealt actively with diplomatic

staff where I had the chance not only to see closely their work but also learned

directly from them on daily basis.


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Figure 20: Rebar inspection according to approved shop drawings

From the other side, by acting as an intern, I realized that in order to be the most

valuable person, I should never take shortcuts because only hard work pays off,

and that diplomacy is a multilevel phenomenon not only to be exercised in big

meetings, on the contrary as I saw my trainers acting, a successful diplomat is the

one who constantly attempts to find new tools in order to reach more people. I

valued more teams “we-centered” rather than “me-centered” by sharing decisions

and solving problems for the good of the team and the department instead of

personal benefits.

Due to the following reasons, I had the chance to work with wide range of tasks

and therefore was able to get fully acquainted rapidly with the best engineering

practice.

All in all, the program was very challenging at time, but mostly, tremendously

educating, moreover it opened new horizons and perspectives for my future.


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Health, Safety and Environment Department:

I. General Health, Safety and Environmental Policy

It is the Policy of Midmac- Six Construct JV (MSJV) to conduct all operational

activities for which it is responsible in a manner that provides safe working

conditions and minimizes the risk of injury or ill health to all employees and other

relevant persons which the project may impact, while giving due regards to the

environment. This is reflected in our ‘Zero Accident and Incident’ program where

‘Safety is everybody’s responsibility’.

The MSJV is committed to reducing any nuisance to the community , developing

energy and water conservation programs, responsibly managing its construction

wastes and preventing environmental pollution to the extent that is reasonably

practicable as possible.

Thus, the HSE Management system

will enable the MSJV to meet or

exceed the requirements in the

Labor and Environmental laws and

regulations of the State of Qatar,

specific project requirements and

international Occupational health,

safety and environmental best

practices.

Figure 21: Midmac HSE Policy


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II. Safety Key Personnel:

1. All Employees:

All employees of the Midmac-Six Construct JV, and its’ subcontractors and all

others will abide by the safety rules and regulations.

Use properly the Personal Protective Equipment (PPE) as provided by the

company.

Report any incident or injury no matter how small by calling 66678107 (the

emergency site number).

Obey all posted warning signs and safety instructions.

Follow instructions From Supervisors. If in doubt, ask questions. Never

commence work without ensuring that work can be done safely. Strictly

observe the “Permit to Work System”.

Know emergency procedures (siren codes, assembly points, etc) whenever

working within the project premises and or working with hazardous

substances.

Persons found under the influence of alcohol or drugs will be immediately

dismissed.

Figure 22: Sign and Safety regulations on site


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Every man outside should be aware of dangers by

passing by a small introductory ‘Safety Induction’ session where he will be introduced

briefly to all kind of hazards and the ways to deal with to preserve his safety and the one

of others.

2. Operation Managers:

Promotes interests and enthusiasm for health and safety throughout the

company.

Initiates a company health and safety policy.

Sets the personal example.

3. Corporate HSE Managers:

Produces, implement an update the company HSE policy.

Ensures that managers at all levels re aware of their responsibilities for health,

safety and Environment and advice, assist them in the execution of such

responsibilities.

Informs managers and other employees of existing and potential hazards to

health, safety and environment at work and of the requirements related

thereto.

Ensures that effective investigation and reporting of the accidents and

dangerous occurrences is carried out, analyses accident data and reports and

makes recommendations to avoid reoccurrences.

Figure 23: Emergency number


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Figure 24: Safety using full PPE on site

III. Lifesaving Rules (LSR) on site: 1- When working at height outside protective environment, protect yourself against

falling.

2- Prevent objects from falling by using the strap for hanging the tools in the hand).

3- Do not walk under suspended loads and do not

Figure 25: Working at Heights Rule 1

Figure 26: Falling Objects Rule 2


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swing loads over people either.

4- Always follow prescribed lift plans insured and issued from HSE department.

5- Always position yourself in safe zones away from moving and energized

equipment.

Figure 27: Suspended Loads Rule 3

Figure 28: Lift Plan Rule 4

Figure 29: Restricted Area Rule 5


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6- Always obtain authorization before starting excavation activities.

7- Always obtain authorization and conduct gas tests before entering a confined

space (where access and exit are restricted as deep tunnels or deep excavations

and manholes…)

8- Do not use mobile phones for any purpose while driving.

Figure 30: Excavation Permit Rule 6

Figure 31: Confined Saving Rule 7

Figure 32: Drive Safety Rule 8


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PPE (Personal Protective Equipment)

Equipment designed to be worn by personnel to protect themselves against work

related hazards which may endanger their health and safety.

a. Basic Personal Protective Equipment

Basic and minimum PPE requirements are defined as:

1) Safety Helmet of plastic construction

White: for staff, Blue: for the Joint venture workers, Green: for safety officers and

Red: for operators…

2) Safety footwear with steel toe protection.

Figure 33: Safety PPE Signs

Figure 34: Hats and Boots mandatory

In addition to above, employers shall supply coveralls to employees working in

Store rooms, workshops or worksites in the open. Coverall or Overall should

have identification name or logo of employer displayed in a prominent place (the


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practice of wearing logos of company reduces the potential for confusion in

emergency situations.)

Basic PPE shall be worn within all facilities and worksites and whenever any

significant risk of falling materials exists. Notices supporting this requirement

should be displayed in conspicuous areas.

b. Eye and Face Protection

Suitable protective goggles, face shield or screens shall be worn by personnel

involved in, assisting with or adjacent to any activity where there may be a

danger excessive heat, light or other harmful radiation for instance.

Such work situations include, but are not limited to:

1) Working with rotating equipment such as grinder, drill, lathes.

2) Cutting and Welding.

3) Chipping, chiseling or caulking.

4) Using power bolt driving tools.

5) Spraying of abrasives.

6) Working with chemicals.

7) Mixing drilling fluids, acid or other toxic hazardous fluids.

Basic eye protection is made mandatory on the project for everybody; safety sun

glasses should be worn in strong sun glare to reduce eye strain and fatigue.

c. Body Protection

Adequate body protection such as special suits, apron, leggings, etc., shall be

provided for any work which involves hazard, including but not limited to:

1) Working in extremes of temperature, such as firefighting, heating

furnace attendance, working in refrigeration plants, etc.

2) Welding, burning, cutting and grinding.

3) Handling, mixing of acids and other toxic, corrosive or hazardous

chemicals.

4) Cleanup and disposal of hazardous waste (Asbestos, chemical,


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hydrocarbon, etc.)

IV. Work Permits Permits by the HSE department should be issued prior to any on site operation.

Special tasks require specific permits to ensure the right precautions, techniques

and the equipment needed for this kind of activities. The safety officer signs the

foreman’s request and gives him approval to proceed the activities, and it is the

foreman responsibility to follow the regulations correctly and to lead his group.

However, it is noted that the routine activities do not require work permits.

Mainly, the permits to work (PTW) consisted of:

Hot work: the works that produce heat or fire or sparks as cutting,

welding…

Excavation

Lifting and rigging for mobile crane, crawler crane and tower crane.

Confined space: manholes, tanks, silos… Oxygen deficiency and

contamination from toxic gases. The normal oxygen percentage in atmospheric

air is 21%. The allowable oxygen concentration for work lies between 19.5% and

23.5%.

Work At Height (WAH)

Scaffold scaff-tags of color green for safe, yellow for under inspection and red

for unsafe (only the 3rd party competent scaffolders are allowed to work when

tags are red) and mainly the inspection of scaffolds are done weekly.


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Energized electrical system one permit per shift(2 shifts per day)

Demolition

Road closing uses New Jersey barriers and flashing lights.(from the client only as

owner of the service roads).

Slab formwork striking

It is very important for safety rules and regulations to be communicated to all crew

and workers. Hence, HSE department always engage in having STARRT (Safety,

Task, Analysis, Risk Reduction Talk) and Toolbox talk.

STARRT is a 5-10 min talk held before proceeding with the daily work and consists of

work activities discussion, safety requirements and feedback from the workers.

Toolbox talk done on weekly basis by the HSE to the whole crew on site prior to the

shift, each Saturday.

Inside the site, the speed limit for all mobile vehicles is 10 Km/h. This low speed

allows the driver to promptly stop if he sees any worker passing in front of him

by mistake. The vehicles also have to be equipped with beacon light and cars

must have hazard light.

Figure 35: Temporary support towers for the west arch with suspended scaffolds.


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Usually the company follows the European standards OHSAS (Occupational Health

and Safety Assessment Series initiated in UK) 18001 and 9001 and OSHA

(Occupational Safety and Health Administration based on US regulations).


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Quality Assurance/ Quality Control Department (QA/QC):

I. Over View: The quality assurance / quality control department works in accordance with the

Project Quality Plan (PQP) which has been developed and prepared in accordance

with ISO9001:2008, Midmac and Sixco Corporate Quality Manuals, Statutory and

Regulatory regulations as well as Contract requirements, so that it will ensure that

the contractor and the consultant will achieve the full quality expectations of the

client to the highest standards. MSJV is thus committed to meet the requirements

to complete the work according to specifications, in time and at the agreed price,

in a safe way, as per identified risks and with respect to the surrounding

environment.

Figure 36: Midmac and Six construct Iso certificate


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II. Quality Policy

MSJV Project Quality Policy

Effective quality systems can contribute enormously to the success of projects

but the counterpoint is that, when poorly understood, the quality systems are

likely to be weak and ineffective. For this reason, MSJV created a Quality policy in

order to ensure that the delivered system is on time, built by the team within the

allocated budget and satisfies the customer requirement.

Figure 37: Midmac Quality Policy


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Figure 38: Project Quality Plan PQP contract


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III. QA/QC department’s Structure

Achieving success in a project requires both QA and QC. IF we only apply QA,

then we have a set of processes that can be applied to ensure great quality in our

delivered solution, but the delivered solution itself is never actually quality

checked with the QC.

Likewise, if we only focus on QC then we are simply conducting test without any

clear vision for making our tests repeatable, for understanding and eliminating

problems in testing, and for generally driving improvement.

Thus, the responsibility of the QA/QC department is not limited to one task but it

involves:

QA: Quality Assurance is the process for managing for quality .It focuses mainly

on planning, documenting and agreeing on a set of guidelines that are necessary

to assure quality.

QC: Quality Control is used to verify the quality of the output. It includes all

operational techniques and activities used to fulfill requirements for quality.

So Quality Assurance is process oriented, while Quality Control is product/work

oriented.

A. Quality Assurance (QA):

Undertaking QA at the beginning of a project is a key tool to mitigate the risks

that have been identified in the earlier phases. It is a systematic measurement,

comparison with a standard, monitoring of processes and an associated feedback

loop that confers error prevention in order to achieve a good quality product with

a qualified quality assurance team.

Two major principles included in QA are mainly: “Fit for purpose” where the

product should be suitable for the intended purpose, and “Right first time” for


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mistakes elimination. The management of the quality of raw materials, assemblies,

products and components, services related to production and management,

production and inspection processes can be classified under Quality Assurance

as well as many others…

One can thus notice that communication plays a crucial role in managing project

risk and in realizing effective QA.

B. Quality Control (QC):

Quality control, on the other hand, is the application part on site where entities

review the quality of all factors involved in production and sometimes includes

the plan’s check prepared by the QA. This approach places an emphasis on three

aspects:

1. Elements such as controls, job management, defined and well managed

processes, performance and integrity criteria and identification of records.

2. Competence, such as knowledge, skills, experience and qualifications.

3. Soft elements, such as personnel, integrity, organizational culture, motivation,

team spirit and quality relationships.

This includes three major responsibilities;

Product and material inspection, where every product is examined visually,

and inspectors will be provided with lists and descriptions of unacceptable

product defects such as cracks or surface blemishes for example,

Site inspection and laboratory visits,

Document inspection…

The testing procedure is mainly to uncover defects and to report to the

management who allows or denies product release, whereas quality assurance


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(QA) attempts to improve and stabilize production to avoid or at least minimize

issues which led to the defects in the first place

This is why both should exist together, for you cannot control activities without a

plan, and a plan is worthless without implementation. Usually, QA/QC engineers

are knowledgeable in both quality assurance and quality control and work in both

domains.

IV. QA/QC department’s responsibilities

MSJV delegates full authority and responsibility to the Project Manager for

ensuring conformance with the Employer’s Quality requirements and with

applicable standards, codes and regulations of the contract.

I. Project manager

o Reports the project progress to MSJV top management and delivers the project to

completion within allocated time and budget and to the satisfaction of the owner.

o Ensures the effectiveness of quality management systems and organizes the

project with qualified and experienced staff and implements management system

through the preparation of the Project Quality Plan.

o Controls, directs and coordinates with all members of the project team to ensure

all aspects of the project are successfully completed.

o Establishes work breakdown structure and budget.

o Ensures that works and documentation are complete and submitted for final

handover of the project.


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II. Quality manager

o Establishes, maintains and ensures implementation of the PQP and its

procedures,

o Assures the Quality of the work that is carried out, and verifies its efficiency.

o Reports for operations directly to the project Manager and functionally to MSJV

Board with regard to Quality and Quality-related issues where the need arises.

o Exercises authority to stop any and all works not conforming to contract, project

specifications and /or MSJV documented system procedures.

o Ensures that Quality risks are assessed, identified and managed.

o Schedules, prepares the agenda and provides data for Project Quality

Management Review meeting.

III. Quality assurance/ Quality Control engineer:

o Ensures that details of the project (materials and workmanship) are implemented

to high quality standards and according to the approved drawings and

specifications.

o Reviews work procedures and method statements for compliance with good

quality work practices.

o Coordinates with the site construction manager on all quality issues and shares

quality meetings with QC personnel including project subcontractors.

o Reviews the technical documents related to materials testing requirements and

ensure material compliance to project specifications.


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IV. Quality Control inspectors:

o Inspects the quality of works at random, based on internal witness and hold

points as defined in the inspections and tests plans.

o Carries out independent surveillance of the works using appropriate checklists of

sensitive points.

o Coordinates with the employer/ Consultant’s inspectors for the resolution of site

problems.

o Prepares non-conformance reports to the Quality Engineer and assists in

developing corrective actions.


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V. Inspection Request Process Flow – MSJV Scope of Work:

NO

YES

Passed, RFSI is signed and approved

Preparation of the RFSI:;MSJV Site

engineer prepares an RFSI for the

completed work and submits to MSJV

QA/QC engineer for internal checking

Internal QC check; MSJV

QA/QC Engineer shall verify/

Inspect the work as indicated on

the RFSI.

Rectification; Work shall be

rectified as per the comment of

the MSJV QA/QC Engineer.

Work released by MSJV

QA/QC Engineer for

consultant’s inspection

Inspection of works by DAR AL-

HANDASAH inspector; upon

receiving the RFSI, they shall inspect the

work as indicated.

Submission of RFSI to consultant

for inspection; MSJV QA/QC Engineer

shall sign the RFSI and forward it to DAR

AL-HANDASAH through the site

document controller.

Passed /Rejected Work is release for

the next activity


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If the inspection of work was rejected by the consultant “DAR AL-HANDASAH”, a

revision of the RFSI will be prepared and the procedure is held back again.

VI. Project Document and Data Control:

The organization of information and documents is done through Site Document

Management System (SDMS) program. Every document related to inspection,

remarks or request for information must exist in both hard and soft copies.

I. List of documents in use:

a. Drawings:

1. Issued For Construction IFC Contract Drawings: from the client to the contractor.

2. Shop Drawings: prepared by the contractor.

3. As-Built Drawings.

b. Documents:

1. Conditions of Contract

2. Qatar Construction Standards (QCS-2010)

3. International Standards as applicable

4. Project Quality Plan PQP

5. Method Statement

6. Material Submittal

7. Design Calculation

8. Prequalification for Subcontractor/major suppliers

9. Project HSE Plan

10. Inspection and Test Plan ITP


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11. Risk Analysis

12. Request for Information RFI.

c. Records:

1. Request For Site Inspection RFSI

2. Inspection Checklists

3. Material Inspection Request

4. Material Inspection Request

5. Test Certificates

6. Non Conformance Notice NCN

7. Daily report

8. Weekly report

9. Monthly report

10. Job Safety Analysis JSA

11. Logs for Document, test reports, RFSI, Material Inspection Request MIR, NCN,

Daily concrete, etc.

12. Minutes of meeting

13. Letters/internal memo

14. Sketches

15. Warranty list

16. Spare parts list

17. Mock-up list


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18. Close out submittals list

19. Attached in Appendix A is the document classification system.

Attached in Appendix B is a sample of RFSI form.

Attached in Appendix C is a sample of MIR form.

Attached in Appendix D is a sample of method statement form.

VII. Activities:

A. ITP- Inspection and Test Plan Preparation:

Includes the Inspection required for each specific part of the project. It is a table

consisting of activities concerned and their precedent activities, reference

Documents names, testing requirement/ Acceptance criteria, Verifying/ Control

Data forms and inspection method/requirement. The ITP is generally used for

checking the proper quality of the product of the activity.

B. Laboratory Visit:

In order to ensure the right implementation of supplier’s specifications, samples

are taken from the work and tested in the lab where the quality control engineer

will ensure to get satisfying results. Arab Center for Engineering Studies ACES

(for material and in-situ tests), the Tech Lab (for geotechnical investigations) ,GIS

(for NDT for welding) and FUGRD (for micro pile load test) were the only labs that

won the bid and that are currently checking material performance and conformity

with specs.

C. Field inspection:

Since the project of the Total Renovation, Construction, Completion and

Maintenance of Khalifa International Stadium and Museum at Aspire- Qatar was

already in its peak construction stage, and as QA/QC trainee engineer I was part

of the team carrying several inspections such as: RFSI for reinforcement for

jacketing columns, walls for the chilled water pipes as well as the RFSI for surface

preparation prior to application of waterproofing.


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Inspection of concrete, for example, usually included multiple tests prior to

pouring.

I. First general conditions for concrete pouring must be satisfied:

o The consultant and the contractor must approve the source of the concrete and the

aggregate (it is recommended that the maximum size of aggregate will be limited to

10 mm and the concrete mix that will used will be a self-compacted concrete mix in

order to avoid honey combs, segregation and cold joints..)

o The water used in the concrete mix must be tested for Chlorides, Sulfide, Alkali

carbonates, Total dissolved ions and the pH…

o The design shall consider the highly aggressive nature of the geological units in

Qatar with regards to soluble sulfate, chloride and salt concentrations. This shall be

taken into account for durability purposes when designing structures based on the

need to achieve a high quality concrete elements and relatively impermeable.

o Admixtures are added during the mixing period to alter its properties; however, all

admixtures must not contain any chlorides.

o The daily concrete schedule at precast factory is normally from 6:00 am to 9:00 am.

o The ambient temperature should be checked and monitored before and during

casting of the concrete and kept below 40̊ C. To maintain a fresh concrete

temperature of below 32̊ C cooling of the ingredients may be required. Mixing water

may be chilled or chopped ice to control the temperature, provided water equivalent

of ice is calculated to total amount of mixing water, as mentioned in QCS-2010.

o All structural elements shall be designed to prevent excessive cracking due to

flexure, early age thermal phenomena and shrinkage. The maximum crack width shall

be as specified in the table below:


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Element Exposure Condition Max. Crack Width (mm)

Concrete surface direct in

contact with the

ground/blinding

Very Severe 0.15

Underground, external

concrete surfaces protected

by a waterproofing

membrane

Very Severe 0.15

Above ground, external

concrete surfaces

Severe 0.2

Tensile piles direct in

contact with ground

Very Severe 0.2

All other concrete surfaces Moderate 0.3

Table 3: Cover and crack width criteria

After the concrete has been placed, its peak temperature in any part of the structure shall

not be permitted to rise above 65 ̊C in summer and 60 ̊C in winter.

Testing Method Specification Frequency Documents

Slump Test As per approved mix

design

Daily Report to be

submitted and of

every month Cube compression

strength BS1881

7 days

28 days

Table 4: Concrete testing schedule


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Figure 39: Arrival and record of the ready mixer to site

II. Concrete Quality control:

A quality control plan will be implemented to maintain an adequate control at each

stage or Precast to ensure the quality to comply with the project specification.

o Concrete will be batched according to approved mix design.

o To control W/C ratio, slump test will be performed for each batched mix.

o A set of 7 cubes as samples (3m×3m) will be taken from daily pouring of

concrete. These cubes will be crushed at 7 days and 28 days, and the cube

crushing strength result will be submitted to the client at the end of each

month, while record kept in the Redco Laboratory will be open for

inspection.


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The control of incoming coarse and fine aggregate used in the manufacture of

concrete:

o Sampling and testing of coarse and fine aggregate will be carried out using the

relevant procedures.

o The moisture content of the washed sand will be checked regularly.

The cement: Qatar National Cement Company cement will be used and

manufacturer’s test may be supplied.

The water: will be obtained from Qatar Government Department of electricity and

water portable water filling station.

Additives: are stored in accordance with manufacturer’s instructions and will be

delivered in bulk or seal containers clearly marked the name production and

expiry date. Water reducing or retarding admixtures may be used or an increase

amount of gypsum in the concrete to slow down the process of hydration and to

reduce the temperature.

If the temperature variation required by the concrete is not met, the concrete shall

be deemed defective and shall be demolished upon the request of the engineer.


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Figure 40: Measuring the concrete temperature using a thermostat

The slump test: the standard slump test was used to measure the slump at

various times. The cone is filled in three parts; each part is compacted by a metal

round around 25 blows. After the cone is filled, it is lifted to allow the concrete to

settle by its own hydrostatic pressure for around 200mm ±40 mm.

The temperature of the concrete is measured using a thermostat. It is simply

inserted into the concrete mixture and left for about 10 seconds up until the

temperature is displayed on an electronic dial.


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Figure 41: Performing the slump test

Figure 42: Casting concrete in molds


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Curing: The batched concrete after checking the slump will be placed in moulds

and vibrated by the vibrating motors. Curing for at least 7 days of its casting is

required by laying two layers of hessian cloth kept saturated with water and then a

polyethene sheeting layer ensuring all edges and joints are lapped.

Each batch of concrete brought to the construction site has to be tested for its

compression strength and its durability. This is why it is sent to the main Lab of

ACES. Around 6 or 7 samples are taken from each batch of which 2 of these are

crushed after 7 days and the rest after 28 days.

The concrete blocks are labeled with its design compressive strength, day made,

batch, day curing end and the period of curing.

The compressive strength of the concrete for each batch compared to its design

strength provides the engineers with an idea of the quality of the concrete so that

it will be easier to compare variations in concrete strength and to account for

them.

Figure 43: Labeling the concrete samples


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Figure 44: Curing with wet hessian covers

Crushing: the crushing tests are carried out on the seventh and the twenty

eightieth days after the cubes were casted. The hydraulic crushing apparatus

included two metallic pistons pushing towards each other in a compressive way.

Having placed the concrete cube in the center between the two, the door of the

instrument is closed, the dial is zeroed and compression is then applied. The

applied force on the cube must be gradual in order to prevent any shock fractures

so that once cracking begins to propagate, the force induced will be reduced as

the reaction force depletes. The maximum stress endured by the concrete is

recorded and the process is repeated for couple of times to attain more reliable

and precise results.


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Figure 45: Concrete Quality Control paper


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Figure 47: Cast Record of RC

Figure 46: Casting the slab


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Figure 48: Leveling the surface using a steel plate

Figure 49: Covering the poured slab with wet hessian sheets


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However when pouring, inadequate consolidation may result in several severe problems

that would affect the strength of the concrete, as;

Honey comb: is mainly due segregation of aggregates and mortar into the

concrete. It creates in structures due to improper compaction in terms of

excessive/ insufficient vibration at the time of placing.

Cold joints: are created when concrete is poured against concrete that has

already hardened to some degree.

Figure 50: Cold joints

Segregation: refers to a separation of the components of fresh concrete, resulting

in a non-uniform mix. The primary cause of segregation is differences in specific

gravity and constituents of concrete, improper mixing and improper spacing, and

reduced water/cement ratio.


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Figure 51: Segregation of concrete

VIII. RFSI- Request for Site Inspection (Refer to Appendix B):

The Request for Site Inspection RFSI is submitted to the consultant by the QC

department since it is a requirement prior to continuing with the next construction

work. The responsible consultant will independently conduct the investigation

during a pre decided time with the QC engineer and approve the work if it is

performed to the required standards. Otherwise, amends must be written

according to the comments provided by the consultant and the request must be

resubmitted for final approval.

However, it was observed that rejections by the consultant can result in major

delays for the construction team, increasing the time frame which will also add to

the cost of the project hence, the QA/QC department is found under lot of stress

to get the inspections approved on time.


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Parts of the RFSI include;

o General information as the project title, contract title, area, category, consultant

and contractor.

o The type of discipline the job falls under and a description of the item to be

inspected.

o Contractor remarks prior to inspection and signature.

o Any supporting documents that may be required for approval such as drawings or

method of statements.

o Consultant remarks after inspection and signature.

o Approval or rejection.

o The distribution list if the inspection is approved.


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Figure 52: RFSI for steel rebar in beams

Figure 53: RFSI for the installation of masonry blocks


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Figure 54: RFSI of finishing walls

IX. MIR- Material Inspection Request:

Some of material inspections I have assisted in are found attached in Appendix C.

It included ticking off each of the sections from the checklist and taking photos

where necessary for proof of inspection. The checklist provided unique

information (code) of the adequate supply coming into the construction site on

demand.

The consultant can then be assured of its good quality and its compliance with

specs.


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Figure 55: Set up checklist available with a site engineer on field

Figure 56: Material Inspection of pipes


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X. Method Statement:

The method statement is a very important and crucial procedure in the QA/QC

department since it includes all necessary information about every activity going

in the project. It is usually prepared by the technical department and is done

according to all the relevant recommendations. Usually, the method statement

and the specification are being attached as an appendix to the inspection

requests.

A sample method statement pertaining the fabrication of precast manholes is

attached to Appendix D. These MTH are the basis on which we, as QA/QC

engineers, used to carry out site inspections. However, in this project, I have

assisted in some uncommon and unusual activities that barely can be noticed

anywhere else; jacketing of huge existing columns of one of the largest stadium in

Qatar was one of them, not forgetting the strengthening of existing structures

such as footings, pile caps, pedestals…

Jacketing of existing columns:

The concept of strengthening was found mainly to take advantage of the existing

reinforcement and not to cut it to not to compromise the stability of the structure.

Jacketing of the columns is the most critical part of the strengthening. For that

reason, the full range of health and safety risks should be ensured as well as the

management of operations and good quality control under this area.

The basic equipment that I noticed were the hydraulic scabbling machine(-also

called scappling-uses several heads each with several carbide or steel tips that

pick at the concrete tipping rods in a rapid succession in order to shape the stone

to a rough square) , surveying equipment(laser level, string lines, measuring

tapes, etc.), temporary barricades, warning lights, scaffolding/formwork, RC

coring equipment and some basic hand tools (pickaxes, hand shovel, hammer…)

As for the materials, concrete (normal and self-compacting concrete), bonding

agent, rebar and epoxy-grout were used.


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For the work preparation, several steps should be accomplished prior to

jacketing;

o All block work should be removed to the extent required from the edge of

the existing column that need to be jacketed as well as any secondary steel

structure next to or connected to it.

Figure 57: Work preparation of the jacketing activity

o Any panel, board or cable has to be removed and stored in a safe place.

o If there is any ceiling it has to be removed.

o The wall should be demolished in a way that it will be easy to re-build it

later on.


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Figure 58: Demolishing in a way that can be fixed

o All temporary elements and beams connected to the jacketed columns are

not to be removed or demolished.

o The surface of the existing column should be roughened mechanically

between 2 till 6 mm with a hydraulic scabbling machine. However,

roughness amplitude of 1 or 2 mm can give the perfect bonding between

old and new concrete.

o At one location of the column, the concrete cover should be removed in a

strip of 10 cm and the bars should be exposed to know the location of the

vertical reinforcement in the existing column.


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Figure 59: Installation of scaffolding platform properly and safely

Figure 60: Roughening the surface of the existing column


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In order to be able to install the dowels inside the existing columns, a hole will be

drilled using a hammer-drill inside the columns with a depth of 120 mm (10 times

the diameter) and a diameter (for the hole) of 16 mm. The dowels will be straight

and perpendicular to the face of the existing column.

Figure 61: Installation of dowels

Finally, the holes must be cleaned from any water and dust, the epoxy-grout has

to be injected in the holes (at least 2/3 of the hole) and the rebar installed. The

bars can theoretically be loaded after one hour. The vertical reinforcement’s

installation has to go through the existing slab and to be anchored in the existing

beam.


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Figure 62: Installation of vertical bars


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Planning Department:

Over View: Planning is mainly the most important department in every construction project as

it focuses on breaking down the project into detailed activities and sets their

course of action and relationship with each other in order to keep the project

going on track. The client needs the project completed at a set date (cogected to

be in 30 April 2016), so the planning team’s responsibility is to ensure that the

deadline is met, progress and delays are accounted for and resources schedule is

always in progress.

In other words, the planning department’s objective in this particular project is to

execute the requirements within the given time and the given cost while delivering

the best possible quality of work according to standards as specified in the

Contract.

Figure 63: Planning main objectives

The various phases of the project are set to be

Mobilization

Detailed Design & Shop drawings

Procurement

Construction

Testing & Commissioning


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Close Out and Hand Over

My Scope of work:

While working in the planning department and as I have learned Primavera during

the construction management course, I was assigned to introduce the software to

the other trainees of electrical and mechanical majors before starting the ‘Real

Work’, so I took the task very seriously. Then, we were taught the sequence of

activities followed, the type of resources and materials used and the number of

working hours that should be accomplished so that we’ll start setting together the

WBS and the activity sequence of the museum package that was not finalized yet.

Time constraints and budget constraints hardened more and more the task

assigned to us, especially with around 3000 other activity sequenced to finish at

the same time of ours.

Daily inspections of spending two or three hours on site, following every detail of

beams and slabs casted, jacketed columns, excavation and drilling proceeded

and waterproofing activities, took place every morning followed by preparation of

drawing updates and checkups for each level in each part of the project.

Planning department was the Heart of the Project keeping all other departments

updated and aware of what’s happening on site. It is the only one that is forced to

keep the same rhythm during the entire project duration and looking at the

amount of work it is assigned, this seemed impossible to us at the beginning.


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Contract scope of works:

According to the Contract document AF/C/ALKS537AA/13, “The scope of work

will be furnished using a lump sum contract including the design of the Tent and

supporting structure. The contractor “MSJV’ shall allow for all necessary labor,

material, equipment supplies and shall perform all operations necessary for the

construction and maintenance for the Total Renovation of Khalifa Stadium and

Museum, as indicated or reasonably inferred from the drawings and/or

Specification and other Contract documents”.

MSJV shall also provide all technical, professional services and schemes of

industrialization and the detailed implementation, samples, material tests data

sheets and supplies the necessary items for the implementation and the

fulfillment of all duties by the contract document.

For that reason, two key terms must be defined;

Planning is a generator of activities in the initial stage of a project during which

the sequence of activities is well-defined.

Scheduling is the problem of assigning limited resources to tasks overtime in

order to optimize one or more objectives.

I. Planning task

The planning mainly deals with identifying about what actions need to be

sequenced in order to attain the final goal state, but when to carry out these

actions and how to carry them remains unspecified… In addition, the planning


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task can be seen as to attain the feasible solution rather than optimizing the

various criteria.

Not only planning helps you anticipate the consequences of various courses of

action, but also it provides direction and a sense of purpose, as it helps

identifying potential opportunities and threats and reduces long-term risks. It

facilitates control which means ensuring that activities conform the plan and

entails three steps: Set standards, measure performance against these standards,

and identify and correct deviations.

However, slowly and steadily the important issue that started raising its head in

the community is about the optimization of the tasks , as most of the problems

started demanding about the optimal solution rather than only the feasible one.

From here, for the long-term time horizon, planning alone seems successful, but

on the short-term it starts to show limitations.

This is when the scheduling technique comes into the picture as a separate

domain under the dominant shadow of planning.

A- Who does the planning?

Who actually does the planning depends on the size of the firm. The basic

process- set Goals, develop background information such as forecasts, determine

your options, evaluate these options, and finalize the plan- is standard.

In such a large project, a planning group is assigned to compile data, develop

standard reports and forms, and do planning-related research and training.

B- How the planning is performed?

Although there is no ideal way to perform the activities, one has to follow a set of

guidelines that describe a logical course of action. Such logic is known to be Hard

Logic which cannot be changed. Activities that can be manipulated and have their


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own sequence follow a Soft Logic. For that reason, in order to make their work

simpler, planning engineers:

1. Start by setting the Enterprise Project Structure (EPS);

The EPS is the outsider’s tree view of the company showing the different lines of

business running.

2. Structure then the Organization Breakdown Structure (OBS);

The OBS defines how the company is structured and who has access. It reflects

the chain of command within the company where the Responsible Manager is the

only one that has access to all information.

3. Perform a Work Breakdown Structure (WBS) first in order to classify

activities into categories;

It is the most important structure for any company revealing the hierarchy of

activities this is done by filtering, planning and grouping the activities within the

project in different level. WBS is created to break down the scope to manageable

parts and ensure the inclusion of all the scope within the program.

Major work breakdown structure headings for the program are as follows

General

o Contractual Milestones

o Client Deliverables

o Contractor Deliverables

Mobilization

Detailed Design, Shop drawings & Method Statements

o Detailed Design for Roof Tent

o Shop Drawings

o Method Statements

Procurement & Subcontractors

o Civil

o Architectural & Interior


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o MEP

o Subcontractors

Construction

o Utilities Relocation

o Expansion Stand

o East Stand

o West Stand

o Stadium Roof Tent

o External Buildings

o Landscaping and water features

Completion, Testing and Commissioning and Handing over\

Site Demobilization and Close Out

Once all activities are planned, they are implemented on Primavera software. The

Software allows the scheduler to enter the activities, along with their original

scheduled duration, assigned resources, early and late dates, etc. After inputting

all the information, the program can be run and the activity sequence appears as a

Gantt chart reflecting the critical and the non-critical activities.

Figure 64: WBS summary of the project


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II. Scheduling task

It is worth mentioning that scheduling selects among the alternative plans and

assigns resources and times for each job so that the assignment obey the

temporal restrictions of jobs and the capacity limitations of a set of shared

resources.

However, planning can sometimes be more trouble than its worth since such

inflexibility can be deadly in a business…In addition, a plan is only as good as its

implementation, and it is worthless if top management can’t coax divisional

managers to actually do things differently.

The bottom line is that a planning process that works for one firm won’t

necessarily work for another; each company needs a planning process that’s right

for it, however the point is that managers must decide what they want to achieve

with their planning before establishing a planning process.

Planning Scheduling

The planning task mainly deals with WHAT

actions need to be carried out in order to

achieve the final goal-state.

The scheduling task mainly deals with

finding out WHEN/HOW to carry out the

actions to optimize the criteria.

It mainly concerns with reasoning the

consequences of acting in order to choose

among the set of possible courses of actions.

It mainly concerns with mapping of the

various sets of tasks to the available

resources for the specific time interval while

satisfying the constraints.

Planning is stated as finding the feasible set

of solutions transferring the initial state into

the goal state.

Scheduling is normally an optimization task

over multiple objectives such as minimization

of the cost or maximization of the resources

utilization etc.

Table 5: Summary of planning and scheduling tasks


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III. General Program consideration

a) Working days

The proposed Project Schedule is based on a 6 day working week (Saturday –

Thursday). The following days have been taken as non-working days.

Monday 28 July 2014 Eid Al Fitr

Tuesday 29 July 2014 Eid Al Fitr

Wednesday 30 July 2014 Eid Al Fitr

Saturday 4 October 2014 Eid Al Adha

Sunday 5 October 2014 Eid Al Adha

Monday 6 October 2014 Eid Al Adha

Thursday 18 December 2014 National Day

Tuesday 10 February 2015 National Sport Day

Saturday 18 July 2015 Eid Al Fitr

Sunday 19 July 2015 Eid Al Fitr

Monday 20 July 2015 Eid Al Fitr

Wednesday 23 September 2015 Eid Al Adha

Thursday 24 September 2015 Eid Al Adha

Saturday 26 September 2015 Eid Al Adha

Saturday 18 December 2015 National Day

Tuesday 09 February 2016 National Sport Day

If and when required, Friday work will be carried out in agreement with the

Engineer.

b) Working Hours and Shifts

The program was based on carrying out the following activities in double shift -

i.e. one day shift of 10 hours and one night shift of 10 hours:

Day Shift: a single 10 hour shift for all construction activities including,

Structural, Architectural Finishing Works, and MEP Installations.


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Night Shift: a single 10 hour shift for Concrete placing (when required), Concrete

curing, Loading of Construction Material (when required), and any other activities

as may be necessary.

IV. Primavera Scope of Work

A- Program Evaluation and Review Technique (PERT)

PERT assumes that activity duration cannot be precisely predetermined. This

classical technique deals with the assignment problems quite efficiently and finds

the exact start time of each job specially the one on the critical path, which is the

most sensitive job in terms of its processing time. Estimating the duration and the

required resources is obtained by the planner from the usual productivity rates

assigned to each activity. After judging from all the plans and drawings, the planner

can do a quantity take-off (Bill of Quantity; BOQ) and estimate the duration for all

activities based on PERT method. It is more a probabilistic approach providing

three possible durations, not only the critical one;

Optimistic duration (O) is the shortest and the most reduced duration of an

activity.

Pessimistic duration (P) is the longest possible duration.

Most probable duration (M)

On the chart, the activity is usually represented by a node and its relationship by an

arrow. These diagrams allow the planner to obtain the early start and finish dates

from the forward path, the late start and finishing dates from backward path as well

as the total, free, interfering and independent float.

The Free Float FF of an activity is the difference between its early finish and the

assigned early start of the successor. Note that the value of the free float must

never be greater than the difference between the Early Finish date of the activity

and the late finish date of the true terminal activity.


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The Total Float TF of an activity is the difference between its early finish and its

assigned late start of the successor.

B- Activity relationships Overlapping models most realistically model the construction process; link

relationship between activities are not limited to finish to start FTS links, but

compromise as well start to start STS, finish to finish FTF and start to finish STF

relationships, with or without link lags. Moreover, compound relationship[s are

very frequent as well whereas more than one link relationship exist between 2

different activities.

Time- continuous conditions are assumed, which imply that an activity is not started until

it can take place in a continuous manner, without interruption.

Activities are linked together in order to allow for logic, in one or more paths. The

critical path however will ensure the start schedule of the successors.

Critical path of the program is running through the Khalifa Stadium starting from the

dismantling and demolishing works both at East and West Stand, moving to the concrete

structural works and piling works and ending up to the installation of the ancillary and

roof tent steel structure.

4 relationships in Primavera are possible;

Finish to Start FS; is the most common, where the predecessor must finish

before its successor could start. This is by far the most logical of all

relationships. For example, the excavation rafts and footing must finish

first before the blinding and waterproofing start.


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Start to Start SS; two tasks must start at the same time but they don’t

necessary have to finish together. For example, formwork shop drawings

and MEP & lift drawings for civil work can start at the same time creating

no conflict and reducing the total duration.

Finish to Finish FF; in this case the two tasks finish together when they

don’t have to start together. As an example the chilled cold pipe installation

and the plumbing distribution must finish at the same time before the start

with laying the base course.

Start to Finish SF; is the least used among all relationships and means that

one task may not finish until the other starts

C- Activity organization

a) Contract milestone dates

The Contractor’s Construction Schedule overall duration is in compliance

with “Time for Completion: 760 calendar days”. Commencement date for

the contract is 01 April 2014 with a completion date 30 April 2016. The

program further complies with all the in term milestones set in the contract

as detailed in the matrix below.


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b) Start milestone

A milestone ordinary has no time associated with it; instead a cost and a resource

can be assigned to it. The start of the project or the construction phase is marked

by a start milestone after the design process has been accomplished. It is related

to its successors using Start to Start relationship.

c) Finish milestone

A finish milestone represents the final completion of the project or a set of tasks.

It has no duration and is related to all its predecessors by a finish to finish

relationship.

d) Task dependent

This kind of activities is the closest to a natural sequence of work. It strongly

depends on predecessors and on successors to derive its sequence.

e) Resource dependent

This activity depends on the resources for scheduling and relies on the assigned

resources calendar to calculate its start and finish date. This type is only relevant

when the work simply cannot be related to another task, instead to a resource

Milestone Milestone Description

Days from

Contract Letter of

Award

Milestone

Date

Contract Commencement 0 01-Apr-14

1 Completion of mobilization, administrative and engineering works 90 30-Jun-14

2 Completion of services rerouting and foundations preparation 100 10-Jul-14

3 Removal of shuttering from 1st to 4th floor 256 13-Dec-14

4 Construction completion 760 30-Apr-15

Table 6: Contract milestones set dates


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calendar such as the excavator machine is only available 3 days a week, or

welding manpower works 5 hours a day rather than 8 hours.

f) Level of Effort LOE

This is an activity that doesn’t have a timeframe, but supports other activities in

the project.

D- Resource types Resources allocation involves the assignment of the resources to the various

scheduled activities, given a limit on the amount of resources that could be

availed during one time period.

Labor: refers to the manpower and labor costs are divided into direct and

indirect costs. Direct labor costs comprise mainly the basic pay and

indirect labor costs comprise mainly the fringe benefits (pension plans,

health and welfare funds, employee insurance, paid vacations and

apprentice programs).

The labor for this project will be mobilized from the company existing pool

of resources and where required, further recruitment will be undertaken.


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0

5000

10000

15000

20000

25000

30000

35000

40000

45000

0

500

1000

1500

2000

2500

3000

3500

Ap

r-1

4

May

-14

Jun

-14

Jul-

14

Au

g-1

4

Sep

-14

Oct

-14

No

v-1

4

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

Jan

-16

Feb

-16

Mar

-16

Ap

r-1

6

KHALIFA STADIUM & MUSEUM Monthly General Manpower (u)

Planned

Actual

Planned Cum

Act Cum

Graph 1: Monthly general manpower


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The estimated total direct labor requirements including MEP labor and

subcontract labor to be 6.1 million man hours; including indirect manpower

the overall planned figure will be 8.1 million man hours.

Material: refers to everything that becomes a part of the finished structure,

such as concrete, steel, lumber/wood, paint…and electrical and

mechanical items such as elevators, escalators, transformers…

The procurement of material required for early activities or items with long

lead procurement periods dictate the critical implementation of a

Procurement Plan at the mobilization phase of the project. All procurement

for this project will be carried out and controlled by a site based

Procurement Team. The Technical Manager together with the Procurement

Team will be directly under the control of the Project Manager.

All the materials are measured in terms of unit material (yards, cubic

meters…) and the cost should be entered in summary sheets on common

basis.

Non- labor or equipment: refers to the plant and machinery used to

accomplish the works such as cranes, scaffolding and excavators… The

equipment cost is computed by combining an equipment production rate

with the hourly equipment cost, where the hourly equipment cost is the

combination of ownership, lease or rental expenses with operating costs.

E- Project performance evaluation The earned value (EV) is the Budgeted Cost of Work Performed (BCWP) or the work

actually performed to date. It requires making an assessment of the amount of work

completed to date and then applying the appropriate budgeted amount for this

work.

The planned value (PV) is the Budgeted Cost of Work Scheduled (BCWS) or the work

planned to be performed. Knowing the project schedule, it is possible to determine

the amount of money budgeted relative to time.


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The actual cost (AC) is the Actual Cost of Work Performed (ACWP) or the real cost

incurred. This is the measure that brings together the monitoring of both time

scheduled (work performed) and cost records (actual cost).

The end of project value (EV) is the Budget at Completion (BAC) which the budgeted

cumulative final cost.

The Cost Variance is the difference between the budgeted and the actual costs; it

provides an indication whether the budgeted costs are exceeded or not.

CV= EV- AC

If positive; the project is under budget.

If negative; the project is over budget.

The Cost Performance Index provides a relationship between the budgeted costs

and the actual costs for the performed works.

CPI= EV/AC

If >1; the project is under budget.

If <1; the project is over budget.

The Schedule Variance is the difference between the earned value and the planned

value; and provides an indication of the schedule deviance in terms of dollars of

work.

SV= EV-PV

If positive; the project is ahead the schedule.

If negative; the project is behind the schedule.

Figure 65: Total project budgeted cost


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The Schedule Performance Index provides a direct relationship between the work

performed and the work scheduled based on the budgeted costs.

SPI= EV/PC

If >1; the project is ahead of schedule.

If <1; the project is behind the schedule.

Graph 2: Cost distributions versus the time


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Graph 3: Cash flow of the entire project

Graph 4: Project's activity expense


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F- Reports

1) Daily Report

On daily basis, the planner is informed of the number of site staff and labor

available this day on site with the number and types of equipment used and the

material delivered to site, for him to do an assessment of the progress of work.

This report shall include:

The project title, the Contract Title, the Contractor name, the name of the

department preparing it, the report number, the weather of that day as well as the

consultant part receiving the report are included. The activities in progress with

the labor required for each are then listed with their actual start and finish dates.

Table 7: Daily report sample


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2) Weekly Report

Every week, after inspection of the progress of work on site, the planning

department produces a report reflecting the main activities progressing in the

project. After collecting all necessary information from subcontractors and other

departments, the planner condenses and classifies them in a clean and concise

way to keep-up with the schedule and remedy any delay or repair any conflict. All

activities already completed are removed, the new ones are added and the

progressing ones are updated to the new data date.

The final report is then sent to the consultant, project manager and to each

department every Monday revealing;

An Executive Summary

Activities achieved during the past week.

Problems faced during the execution of any activity.

Material installation.

Weekly progress curve- the planned versus the actual work accomplished until

date.

Two-weeks look ahead.

Record of the document submittals (RFIA, material submittal, RFI, etc.)

Summary sheets for inspections and approvals from the consultant.

Weekly HSE summary- property damages and injuries.

Shop drawings submittal status- Submitted, Approved, Revised and under

review.

Photographs of the progressed work.

Progress Drawing.


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Figure 66: Weekly inspection

Table 8: Weekly cost report


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3) Monthly Report

Naturally, the monthly report is more detailed than the daily and weekly reports. It

consists of compiling and organizing the weekly reports of the month under a

“Summary Status” listing the top achievements and major progress

accomplished. One can note that Top Goals for the upcoming period are also

stated within an assessment of the critical path and the contractual milestones

status.

Figure 67: Monthly report- March 2015


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Figure 68: Revised baseline milestone of the monthly report


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V. Visit to EVERSENDAI -EVS steel factory During my period spent in the planning department, one of the opportunities that I

really enjoyed was the field trip to EVERSENDAI steel factory where I’ve been

introduced to the sequence of steel fabrication.

EVERSENDAI Group entered the Middle East market in 1996 after a long steel

work history originated in Malaysia, and was then awarded the contract to erect

the steel structure for the silhouetted Burj Al Arab hotel in Dubai. Since that time,

the company has undertaken many key landmark projects such as khalifa

Stadium, the New Doha International airport in Qatar Capital Gate Building in Abu

Dhabi and Kingdom Trade Center in Saudi Arabia.

Under the contract, EVERSENDAI will undertake the Total Renovation comprising

Re-engineering and dismantling of the existing lighting arch and ancillary steel

structures, engineering, supply, fabrication and construction of steel structures.

The deal is reported to be worth of $35.7 mn.

Figure 69: Beam fabrication


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Figure 70: welding of steel structures

Figure 71: Cutting work

However, the Steel Factory in Qatar supplying the project does not deal with raw

steel, it recieves precasted beams and does the cutting, the welding and the

painting before sending to suppliers.


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Technical Department:

Over View: Site engineering and technical management are widely used during

the construction of a project in order to get it from the exploration to

the operation level. From detailed feasibility studies to coordinating

equipment and materials to get to the site, the technical department

is mainly responsible for the technical aspect of the structure and

packages handles. It also deals with preparing method statements,

structural shop drawings and material submittals to monitor the

progress of the construction on site and to provide solutions for

structural problems.

My Scope of work:

A- Chilled water pipe riser calculations and design

During the two weeks period in the technical department, I assisted

in every task with the steel structure office, keeping the coordination

with MEP (Mechanical/electrical) and architectural offices as well

especially when it gets to implementation of the chilled water pipe

system that should be studied first by the structural and

architectural department for the exact location of the risers and the

way that will be hanged.


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The risers are subjected to forces and stresses in three directions (x,

y and z) so it was necessary to anchor and fix them at a maximum

distance of 0.5 m from the ground floor for any fai l ure to be

prevented.

A solution was suggested to construct an additional foundation with

a concrete wall that will be as well designed accordingly in order to

hold their loads and moments. So my responsibility was to find the

best possible design feasible of this footing and concrete wall in

which the forces in the riser as well as the resulting stresses will be

perfectly handled.

First, data were collected from site for the exact location of the pipe

network that was partially installed (attached in Appendix E). Few

trials of possible designs were studied at the beginning to

completely fit the footing within the existing IFC ground floor

drawings, architectural layouts and MEP pipe layouts to prevent any

possible clashes.

1) Forces at the anchors

Below table provides the forces in the pipe at the building entry points. As

per the stress analysis report, it is recommended to anchor these points at

a height of about 500mm above the ground.


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Attached is the proposed anchor detail and drawing identifying the location

of the points;

The risers were grouped in eight channels with different pipe diameter,

elevation and location. For that reason, each case had to be studied

separately and full analysis had to be conducted.

Figure 72: Forces and moments of the pipe risers


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Taking the example of channels CH05 (pipe O15) and CH06 (pipe P10) for

instance:

Located in the South East branch, the pipe location on site was closely

inspected in order to know what level the pipe is destined to reach and its

exact dimension.

The pipe risers were designated to go up in a block wall room designed by

the architectural department. For that reason, our concrete wall was forced

to be integrated within the block wall of same thickness and not exceeding

the height for finishing purposes.

Figure 73: P10 and O15 site investigation


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From the MEP department, each pipe was reaching different levels to serve

based on which moments and forces on the bottom risers were provided.

Figure 74: Room coordinates from architectural department


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Figure 75: Expected rise of pipe P10- CH06 from MEP department


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Figure 76: P10 and O15 diameters and layout

From the above pipe layout, the concrete wall having a thickness similar to the

block wall of 200mm should be of length equal to the dimensions of each couple

pipes and the outer spacing in between;

For P10; L of concrete wall= (2×1050) + (4×75) = 2400 mm around 2500mm or 2.5 m

For O15; L of concrete wall= (2×800) + (4×75) = 1900 mm around 2000mm or 2m


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When it gets to the height of the concrete wall;

From the other side, the footing is expected to hold the major load. After testing

few designs, one turned to be perfect.

Figure 77: Front view


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Figure 78: P10 footing and concrete wall dimensions

Figure 79: O15 footing and concrete wall dimensions


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2) Compressive and shear stress checks

Checking their compressive and shear stresses distribution in the

column, the bearing capacity, the best and the most costly efficient

combination of steel and concrete required and the most cost

efficient was among my responsibilit ies too.

As per stress analysis, anchorage of the pipes should be at a

minimum distance of 0.3 m from ground surface and at a reasonable

distance from the concrete wall built (not greater than 1 m far).


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Figure 80: P10 sample calculation-1


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Figure 85: P10 footing and wall reinforcement

Same calculation process was performed to each pipe/riser for the final design of

concrete and reinforcement.

However, the major challenge was to incorporate the design with the existing

architecture model without clashes and with the existing foundations as well. This

required continuous coordination with both Architectural and MEP departments to

finalize the design without compromising quality or safety.

For that reason, superimposition of pipes plan view layout with the architectural

drawings was performed below;


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Figure 86: Dimensions of possible footing of chilled water pipes with architectural superimposition

When getting to the final stages of this study that took over two weeks of trials,

coordination and complete site administration, all the calculations were

successfully checked by my supervisor, Soumar Aoun TO civil engineer, from

whom I took initiatives and enthusiasm to achieve perfectly the task assigned. Her

belief and trust in my abilities and capacities made me completely believe that I

could actually get with a final design meeting all the constraints and requirements

in order to be sent to the consultant for final approval.

B-IFC and Shop drawings correction

In addition, I’ve been handled IFC and shop drawing corrections that consists of

comparing the two and highlighting the differences with analyzing what the

correct solution in order to be corrected and sent back to the consultant DAR, re-

designing of slabs clashing with structural drawings with calculations of re-bars ,

and issuing RFIs (request for information) for the consultant.


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Request for information-RFI

In most Construction Documents, there may be gaps or conflicts between

drawings and specifications. Therefore the Request for Information (RFI) is

available in order to resolve these gaps, conflicts during the construction process

to eliminate wrong construction measurements that may be costly.

The RFI should follow the specification and should include drawing

numbers, drawing references; identification of the clarification needed and the

impact that this clarification might have on the schedule .Therefore an engineer

should not take any action until the answer on the request is received back and

shop drawings will be updated accordingly.

C-Comparison of IFC with tender drawing of Museum

package Usually, the tender drawings and the Issued for construction IFC drawings should

be typically conform so that everything that the company prices and raises a

tender about based on the tender documents will be truly performed and

constructed following the IFC documents.

If any change between the two is found, the quantity priced and ordered will be

different from the quantity needed and placed. This , with no doubt, will create

later on delays and overpricing or under-pricing issues that would definitely affect

the progress of work.

D-Reinforcement calculations of slabs and columns

After checking the structural drawings received from the consultants DAR AL-

HANDASSA for slabs and columns of level 8 and 9, it was found that the

reinforcement used are not adequate and not conforming the elevations of the IFC

drawings. So, recalculation of the proper reinforcements was conducted and

correction with the CAD technicians to update the wrong drawings.


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I. Site:

The renovation of Khalifa Stadium project requires hours of engineering to move

from exploration to production to a successful reclamation. Everything has

started from a preliminary economic assessment and a pre-feasibility study before

receiving the financial backing, then a conceptual plan and a conceptual design of

the facilities and structures. The engineering design teams must be able to

execute the full process, and all these designs must be completed to a level of

accuracy of +/- 15%.

Figure 87: Site progress view


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Figure 88: Photo by the site engineers

Figure 89: inspection with site Forman


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II. Technical:

Project management is the application of knowledge, skills, techniques and tools

to a broad range of activities in order to meet the requirements. Construction

managers work closely with the architectural department to ensure that the

Production Designer’s ideas are visually realized on sets.

In addition to a strong creative ability, team building, risk, business, legal and

time management skills are essential to ensure a successful competition to

deadline and within the budget.

The technical department is often required to create structures in a specific period

or ‘distress’ the work so that it looks lived and applicable, for that reason it must

have an excellent working knowledge of all materials available in their field,

combined with highly developed and advanced technical skills.

Figure 90: Technical departments engineers and technicians


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The main documents prepared often in the technical department;

A- Material submittal

It represents all items covering materials and equipment delivered to site that

must be installed in the project and should comply with the project specifications

and standards.

B- Design note

After material submittal, a design sheet should be provided containing all

structural calculations that verify that the work is done properly. Luckily, I had the

opportunity to check some design notes and to prepare one during my design of

the risers of the chilled water pipes explained before.

C- Method statement

One of the most important documents required in a construction phase of a

project is the method statement; it is issued by the contractor detailing how the

installation process will occur. It is a binding document used by the site engineers

on site where the contractor will be held accountable if the installation process

went wrong or differently from the approved one.

As I was asked to read some method statements and analyze them, It was very

clear to me that the method statement is not only helpful for non-experienced

people but mostly more beneficial to engineers gaining special techniques when

referring to them.


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Some method statements I was exposed to:

Method statement for post tensioning activities,

Figure 91: Post tensioning activity observed on site


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Method statement for jacketed columns for level 5,

Figure 92: Jacketed columns observed on field

Method statement for precast

bleachers.

Method statement of cracks and

construction joints at water tanks.

Method statement for

strengthening the thrust block,

installation of the east and west compression ring in the North and South.


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Figure 93: Placement of the thrust block cable anchors

Figure 94: ring anchor plates


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Summary of learning experience:

I. Learning outcome 1

Knowledge of contemporary engineering practice

Witnessing what civi l engineering is actually about and how it is

applied on site would push any civil trainee out of his theoretical

knowledge acquired at University, as valuable as it is, to get his

hands dirty on field.

Training at Khalifa International Stadium seemed a d ream to me at

the beginning, especially if it gets to construction under FIFA World

Cup standards, however, at the time of dealing with my tasks

assigned I tried all my best to grasp every detail and to apply all my

knowledge from CIE courses as Civil Engineering management,

structural and construction engineering, stress analysis, and

software learned as Primavera to accomplish perfectly the job.

Concrete Structures for the reinforcement of beams and slabs, soil

mechanics and foundation for excavation and dril l ing requirements,

Construction Materials for concrete composition, admixtures,

retarders and gypsum and Stress Analysis for calculations submitted

on fixing the chilled water pipes problem were the basic materials I

relied on.


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I got the opportunity to get more familiar with real drawings,

sketches and study other kinds as IFC, TD and RFI drawings.

Considering the huge size of the project, I learned the importance of

site inspections, weekly follow ups and checks for the conformance

to plans and specif ications.

II. Learning outcome 2

Use of acquired techniques, skills and modern engineering tools

necessary for engineering practice

The skills that we acquired during our years of education at LAU were nearly

priceless but unfortunately will remain theoretical up until we apply them in the

real construction world. The internship program set by Midmac Company first

appealed to me as it offered a wide array of applications ,was growing field and

ensured at the very least that I would have a broad background in civil

construction. With the education I gained about some software listing Primavera

P6, I had the advantage over other trainees in getting deeply in the duties of the

planning department and actually been handled tasks helping the employees. The

two weeks I spend in this department heavily relied on preparing and updating the

sequence of work using primavera, preparing weekly reports and daily checks.

I took the initiative I explained the software to my fellow trainees, strengthening

my skills in the program and applying my engineering judgment to evaluate if the

work was being performed correctly and according to plans. I also prepared three

weeks look ahead update to be included in the weekly report and was very glade


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that I have learned to come up with explanations or arguments proving my point

of view that the work updates are actually exact and correct.

III. Learning outcome 3

Exposure to professional and ethical responsibility

The valuable “Gold Key” I’ll keep for the rest of my career is to start by one’s

principles when life’s crises must be faced. The temptation to make the easy

choice must be resisted and this merely means that, most times, the harder

choice is the correct one. Being absolutely dependable and trustworthy, I was

handled more tasks and responsibilities than others. Checking the conformance

of IFC drawings with the tender drawings of the museum package so that Midmac-

Sixco JV would start pricing was a huge opportunity to prove myself within the

team. And actually finding discrepancies and differences between the two

drawings showed my integrity and diligence of performing the required at the best

way possible. Because of the trust of my colleagues and subordinates in the

environment I was assigned to, I felt more like an actual employee than a trainee.

Witnessing how employees treat each other with professionalism and respect

taught me how actions and reactions have a major influence on the performance

at work. As I was assigned to work on chilled water risers file, I was coordinating

and following the progress with more than one department; I stepped ahead and

negotiated with more than an expert senior engineer, architects and site engineers

to ensure complete accuracy. CAD men were always available and ready to help


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with superimposing footing drawings and MEP networks for any possible clashes

going. Site inspections were conducted in parallel to fully cover the real scope.

Showing trustworthiness, personal and professional commitment and full integrity

while working on this job, was mainly one of the reasons I was selected for large

heavy tasks.

All in all, this environment that I was assigned to has strengthened my relations

with everyone around, training myself how to be opened to suggestions, study

them and see the possibility of taking all ideas in consideration for the best

possible solution.

IV. Learning outcome 4

Understanding the impact of engineering solutions in a global,

economic, environmental, and societal context

Considering the environmental impacts, a waste management system procedure

was developed by MSJV to outline the requirements for managing and controlling

waste generated by the Project activities and that can be classified into;

hazardous, non-hazardous and inert waste types. Its segregation can help reduce

costs and maximize the opportunities for recovery and recycling, as mentioned

“the Project Specific HSE Standard Procedure for waste management study”.


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Minimizing as far as possible the volume of waste through use of alternative

materials and more efficient processes was one of the Project management

challenges. Some methods to reuse resources were applied;

Reuse of cleaned rags used for oil and paint spills.

Reuse of tires.

Reuse of scrap steel and wood.

As for recycling, the plan consisted on;

Reuse of waste oils and lubricants that can be refined and disposal of the

non-recyclable materials as hazardous waste.

Figure 95: Hazardous and Non-hazardous waste signs


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Figure 96: Flow of waste generated during the execution of Works

Economically, renovation of Khalifa stadium Project is considered complicated

when fitting existing structures with new modern designs. Obligations to meet

FIFA World cup and client’s Specifications and Standards have raised the quality

of materials used, increased the safety requirements and definitely pushed the

final cost of the project high ( expected to reach 1,117,000,000 Riyal Qatari, or

what is equivalent to 306,868,131.9 $).

V. Learning outcome 5

Ability to work on multi-disciplinary teams

Most of us only do things for other people if we get something in return, but as I

have learned, a truly irreplaceable employee is someone who makes decisions

and solves problems for the good of their team and other departments in the

organization. When our motives are “we-centered” rather than “me-centered”,

SITE ACTIVITIES


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straightforward and based on mutual benefits, the more indispensable we

become, and the better we lead and serve others.

What was the real essence of team work was based more on how you handle

mistakes, mishaps and breakdowns than on getting everything right all the time.

“It’s about how fast you can pick yourself up when you fall; how quickly you

correct a mistake that you made…”So we got to take charge, stand apart and hear

everyone around because every opinion counts.

This outcome is particularly well achieved while training at Midmac where I had

the opportunity to work with successful people in the business who have shown a

high level of professionalism and dedication to their work from different

nationalities and occupations. Not only I was around senior civil and site

engineers, but I also dealt with architects, mechanical and electrical engineers,

QA/QC workers and CAD and technicians. One could really witness an inspiring

and a motivated well organized team work among the members of Midmac-Six

construct Joint Venture. I showed a great enthusiasm when I was exposed to this

innovative engineering that was invested in this project, whether it was the steel

structures and thrust blocks supporting a large span or the enormous columns

and beams of minimum 12-15 meters height…


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Conclusion:

All in all, the program appealed to me as it offered a wide array of applications,

was a growing field and ensured at the very least that I would have a broad

background in civil engineering work. Being sponsored by one of the top

contracting companies in Qatar, Midmac opened eventually in front of my future

one of the best possible professional door that I would be grateful to take access.

Keeping my full focus on the technical work, and showing all my interest in the

construction field on site and in the office have strengthened my knowledge up to

a higher professional level of dedication and diligence .

I want also to express my deepest gratitude to Midmac‘s head office, Tech. Project

Coordinator Mr. Ramzi Hoteit, Sr. Site Administrator Mr. Elie El Hady, my Sponsor

Civil Engineer, Technical Office Roof Package manager Abbas Chamsseddine , all

my supervisors ,trainers and co-workers on giving me a lot of initiatives and a

good professional guidance during the entire period.

It could not have been a tremendous success without their vital contributions and

expertise in the field.

Finally, after seven weeks of training in Total Renovation, construction,

completion and maintenance of Khalifa Stadium and Museum, I could without any

doubt say, ” what a fruitful and rewarding internship!’’


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Appendix A Document Classification System


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Appendix B RFSI Sample


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Appendix C Material Inspection Request Sample


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Appendix D Method Statement Sample


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Appendix E Chilled Water Pipe Riser Analysis