Project(Burj Al Arab) Updated

M28EKM - Project Management

Burj Al Arab

Prepared by: The A Team Date of Publication: 22/10/2011

Burj Al Arab Project

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M28EKM - Project Management

DOCUMENT INFORMATION AND REVISION VERSION HISTORY Version # Date

Author(s)

Revision Notes

1.0

22/10/11

Ahmad Shahin

Initial composing

1.1

27/10/11

The A Team

Editing and additions

1.2

29/10/11

The A Team

Editing and additions

1.3

01/11/11

The A Team

Editing and additions

1.4

16/11/11

The A Team

Editing and additions

1.5

07/12/11

The A Team

Editing and additions

1.6

18/12/11

The A Team

Editing and additions

1.7

03/01/12

Ahmad Shahin

Editing and additions

1.8

10/01/12

The A Team

Editing and additions

1.9

11/01/12

The A Team

Editing and additions

2.0

12/01/12

The A Team

Closing Out

Burj Al Arab Project

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Burj Al Arab Project The A Team

Table of Contents 1. INTRODUCTION/BACKGROUND............................................4 1.1. ABSTRACT.........................................................................4 1.2. PROJECT DESCRIPTION.......................................................5

2. PROJECT CHARTER.............................................................6 2.1. PROJECT OVERVIEW............................................................6 2.2. PROJECT SCOPE..................................................................6 2.2.1. IN SCOPE................................................................................... 6 2.2.2. OUT OF SCOPE...........................................................................7 2.2.3. DELIVERABLES PRODUCED........................................................7 2.3. PROJECT AIM......................................................................7 2.4. PROJECT OBJECTIVES..........................................................7 2.5. PROJECT PRORITIES............................................................7 2.6. PROJECT FINANCIAL FEASABILITY........................................8 2.7. PROJECT RESOURCES..........................................................9 2.8. PROJECT MILESTONES........................................................9 2.9. PROJECT ESTIMATED COST/EFFORT/DURATION....................10 2.9.1. ESTIMATED COST.....................................................................10 2.9.2. ESTIMATED DURATION.............................................................11 2.10. PROJECT ASSUMPTIONS..................................................12 2.11. PROJECT RISKS...............................................................13 2.12. PROJECT APPROACHES....................................................15 2.13. PROJECT APPROVALS......................................................17

3. PROJECT ORGANISATION STRUCTURE................................18 4. PROJECT TEAM (THE A TEAM) ...........................................19 4.1. PROJECT TEAM LIST..........................................................19 4.2. PROJECT CODE OF CONDUCT.............................................21

5. STAKEHOLDERS ANALYSIS & MAPPING..............................22 5.1. STAKEHOLDERS & CORRESPONDING RESPONSIBILITIES TABLE22 5.2. STAKEHOLDERS MAPPING.................................................24 5.3 STAKEHOLDERS ANALYSIS TABLE........................................25 5.4 STAKEHOLDERS GRID.........................................................27

6. WORK BREAKDOWN STRUCTURE.......................................28 7. RESPONSIBILITY MATRIX..................................................29 8. COST BREAKDOWN STRUCTURE........................................31 8.1. CONTINGENCIES ALLOWANCE............................................32 Burj Al Arab Project

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8.2. COST MONITOR & CONTROL METHOD................................33

9. COMMUNICATION PLAN....................................................34 9.1. PROJECT COMMUNICATION DELIVERABLES..........................34 9.2. PROJECT TEAM COMMUNICATION DELIVERABLES.................35

10. HEALTH & SAFETY PLAN.................................................36 10.1. AIM................................................................................36 10.2. HEALTH & SAFETY POLICY................................................36 10.3. MONITORING HEALTH & SAFETY RELATED ISSUES.............37 10.4. FORTNIGHT INSPECTION CHECKLIST................................38

11. RISK REPORT & ASSESSMENT..........................................39 11.1. FISHBONE DIAGRAM........................................................39 11.2. RISK IDENTIFICATION/CATEGORY......................................39 11.3. RISK IMPACT/PROBABILITY MATRIX..................................41 11.4. RISK ASSESSMENT & RESPONSE PLAN.............................42

12. GANTT CHART................................................................43 12.1. CRITICAL PATH ANALYSIS.................................................43 12.2. PROJECT DEPENDENCY CHART.........................................44

13. PROJECT COMPLEXITY....................................................45 13.1. DETERMINATION OF PROJECT COMPLEXITY & DESCRIPTION45 13.2. IDENTIFICATION OF PROJECT CRITICAL SUCCESS FACTORS 46 13.3. TREATMENT OF OUTSTANDING ISSUES.............................46 13.4. PROJECT MONITORING METHODOLOGY & FREQUENCY.......47 13.5. THE OCCURANCE OF AN OUTSTANDING ISSUE...................47

14. PROJECT CLOSE OUT.......................................................51 APPENDICES........................................................................ 53

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1. INTRODUCTION: 1.1.

ABSTRACT:

The Burj Al Arab hotel is a unique project specifically requested by the client to represent an international symbol of Dubai. As a result, in order to have such a magnificent project delivered to required standard, it is important that the contracted project management company is one reputed for its application to detail of all the project management principles, so that the Client`s demand of an iconic building is not only satisfied but also delivered on time and within budget. In view of this, this report is written to highlight the step-by-step account of project management tools and techniques employed towards a successful delivery of the Burj Al Arab hotel construction project. This project work was carried out by a 5 member team chosen from different fields and background. Each of the team members were assigned roles and responsibilities based on individual Belbin characteristics. After the forming and norming process, a project charter was produced containing an overview of the project work thus: the project objectives, scope, priorities and assumptions. Also included in the charter is the feasibility study that contains the project cost estimates, deliverables, milestones and potential risks that may be associated with the project. Once the project charter was approved, an organisational structure was established that shows various departments and functions involved in the project work. Also, in this report is a list of all stakeholders and their corresponding role/part in the project. A stakeholder mapping used in categorising the stakeholders according to their power and level of interest is also included along with a robust plan designed to help the team manage them effectively. The work breakdown structure, responsibility matrix and the project cost breakdown structure constitute an important aspect of the project work that helps in understanding, allocating, managing and controlling the resources (time, manpower and finance) of the project. Another significant part of this project work is the provision of an effective communication plans which helped in defining the communication requirements of the project and how information will be communicated among stakeholders throughout the entire project period. Additionally, this report include a health and safety policy and a robust risk assessment table along with the corresponding risk management plan designed to mitigate any risk occurrence. Lastly, the complexity of the project, its critical success factors and the project close-out procedure all detailed in this report. Burj Al Arab Project

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1.2.

PROJECT DESCRIPTION:

It is not unusual for countries or cities to have iconic buildings or structures by which they are identified. For instance, structures such as the Statue of Liberty in New York, Eifel tower in France, London`s Tower bridge and the Oprah House in Sydney to mention just a few, are all symbolic structures that form a significant part of histories of the cities and countries where they are located. Hence, it was no surprise when the owner of the Burj Al Arab hotel in Dubai asked for a hotel structure that will stand as the international symbol of the country. The iconic hotel, at the time of completion, stands as the world`s tallest stand-alone hotel structure at a height of 321metres; erected on an artificial island 280 metres out from Jumeirah beach and linked to the mainland by a private curving bridge. It was designed to resemble the sail of a dhow, a type of Arabian vessel representing the blend of Dubai`s tradition and its urban transformation.

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2. PROJECT CHARTER: 2.1.

PROJECT OVERVIEW:

The Burj Al Arab project is undertaken to construct a 5 star super luxury hotel with specifications and attributes not seen elsewhere, the project is to be located on an artificial island located 280 meters from the Jumeirah beach in Dubai, connected by a private curving bridge. Burj Al Arab is to be the tallest stand-alone hotel structure in the world with an outstanding height of 321 meters, it accommodates 28 double-story floors, which brings the bedroom suites to an outstanding count of 202, the estimated per night cost of these rooms varies from $1,000 to $27,000 based on the suite chosen, these suites vary in area occupied, the smallest covers 170 m² (1,820 sq ft), and the largest covers 780 m2 (8,400 sq ft). The project includes many innovated items such as a tennis court located on a helipad, a state of art conference room located on the 27 th room, and a luxurious ballroom overlooking the Dubai coastline. The structure was designed to resemble a ship sail as the client requested a building that would be an iconic or symbolic statement for Dubai. The construction of this project is to be completed by 3 years, to be started from the date of mobilization. 2.2.

PROJECT SCOPE:

This is a Fixed-Price contract. Contractor commitment estimate is $ 500,000,000. Construction must be completed by 31st Dec, 2013. 2.2.1. IN SCOPE: Upon completion, the new property will include the following as described in the detailed specifications and blueprint:      

Landscaping Foundation (with sand piling) poured concrete and concrete block. Curved Driveway Bridge. Main structure as per drawings and specifications. Decks / Tennis Helipad / High Tech Conference Room. Outdoor Garage.

2.2.2. OUT OF SCOPE: Burj Al Arab Project

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

The construction of the artificial island on which the structure is located. 2.2.3. DELIVERABLES PRODUCED:

 

All items mentioned in the “In Scope” section. All HVAC (heating, ventilation and air conditioning), landscaping, finish work, including inside and exterior doors, interior and exterior cabinetry and doors and door and cabinetry hardware, bathroom fixtures, kitchen appliances, counter tops, backsplash material, garage finish work, flooring and cladding as per the



contractor’s detailed plans and specifications. Buyer will select bathroom fixtures, kitchen and laundry room fixtures and



appliances as specified on contractor’s detail schedule. Contractor has included a lighting allowance. All lighting requirements that exceed the allowance will require submittal of change request to the contractor. 2.3.

PROJECT AIM:

To build the tallest hotel building in the world which will be the international iconic symbol of Dubai. 2.4. 

To build a hotel which will be an iconic or a symbolic image for Dubai in the same

  

way Opera House is to Sydney-Australia or Eifel Tower to Paris-France To build the hotel to resemble the sail of a Dhow, an Arabian vessel To build the world`s most luxurious tourist hotel on an artificial Island To build this hotel project to international quality standard and deliver within two

 

years To break even and recoup the ROI within 3 years of commissioning To create job opportunities for the local communities

2.5.      

PROJECT OBJECTIVES:

PROJECT PRIORITIES:

To build an iconic hotel for Dubai To build this hotel to international quality standards To deliver the structure within 3 years To ensure that health and safety procedure is observed at all times by all stakeholders To avoid scope creep on the project To ensure the project is delivered on budget

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2.6.  

PROJECT FINANCIAL FEASABILITY:

Total investment on the project $500,000,000 Number of rooms = 202 2.6.1. REVENUE:

Average cost for room per night = $4,500 Income of rooms per night = 202*4500 = 909,000$ per night Income of rooms per year = 909,000 * 365= 331,785,000$ per year Average occupancy of rooms per year (60%) = 199,071,000 Running cost for rooms of income (45%) = 89,581,950 Overheads (15%) = 29,860,650 Profit is (40%) of income = 79,628,400$ Income from restaurants and services per day = 33,000$ per day Income from restaurants and services per year = 12,045,000$ per year Running cost for restaurants and services (45%) = 5,420,250$ Over heads for restaurants and services (15%) = 1806750$ Profit for Restaurants and services (40%) = 4,818,000$ 2.6.2. RETURN ON INVESTMENT (ROI): Profit is 40% of income = 79,628,400$ Profit out of Restaurants and service 40% = 4,818,000$ Annual Total Profit = 84,446,400$ per year Break even time= 84,446,400$ / 500,000,000$ = 5.92 years

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2.7.

PROJECT RESOURCES:

Human Resources

Material Resources

Financial Resources

2.8.

Project Manager, HSE Engineer, HSE Technician, QA/QC Engineer, QA/QC Technician, Accounting & Admin Chief, Logistics & Storage, Accounting / Personnel, Camp Supervisor, Purchasing, Finishing Works Site Chief, Site Engineers, Site Architects, Site Technicians, Foremen, Structural Works Site Chief, Technical Office Chief, Planning & Cost Control, Quantity Surveying Engineer, Quantity Surveying Technician, Design Office Chief, Design Office Architects, Design Office Technicians, Site Surveying Chief, Topographic Engineer, Topographs, MEP Works Chief, Electrical Engineers, Mechanical Engineers, MEP Works Technicians Construction materials, Construction equipments and tools, Mechanical materials and equipment, electrical and plumbing supplies, Security systems, Sanitary appliances, Furniture supplies, Communication systems, special items

Al Jumerah Group, Financial institutions, investors

PROJECT MILESTONES:

As described previously, construction must be completed by December 31 st, 2013. Progress milestones associated with the project are as follows: 1. Project Charter Approval. 2. Budget estimation completed. 3. Design Approval. 4. Equipment Installation. 5. Start Working in the site. 6. Finishing Foundation Works. 7. Complete Construction. 8. Completing Finishing works. 9. Equipment removed & Site Clean. 10. Closing Project. 11. Project Ended. 2.9.

PROJECT ESTIMATED COST/EFFORT/DURATION:

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Cost Estimating is defined as developing an approximation of the costs of the resources needed to complete project activities. It will allow the organisation to have a clear view on their budget they would need to provide the quality product or service. The cost estimation is not legal binding its just an over view for the organisation of the initial project budget. Cost estimation is the important part of project management as it has efficient control over the various financial aspects of the project. This project cost estimation allows the stake holders of the project to understand how much the expenditure is going to be done for each package of the project. Cost estimation gives the overall view of the budget split up in the project. This estimation is done analysing the labour cost, material cost, equipment cost, and other miscellaneous expenses in the project. The contingency is maintained in the cost estimation based on certain risks. These contingencies help in minimising the financial risk which could cause a problem in the project. 2.9.1. ESTIMATED COST:

2.9.2. ESTIMATED DURATION:

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Project Milestones

Date th

Project Charter Approval

15 January 2012

Budget estimation completed

28th January 2012

Design Approval

5th February 2012

Equipment Installation

15th February 2012

Start Working in the site

29th February 2012

Finishing Foundation Works

15th June 2012

Complete Construction

31st March 2013

Completing Finishing works

20th September 2013

Equipment removed & Site Clean

30th November

Closing Project

15th December 2013

Project Ended

31st December 2013

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2.10. PROJECT ASSUMPTIONS: Resource Assumptions 

The artificial island is already constructed, and accessible through a constructed



bridge, each side of the artificial island should be a minimum of 150 meters wide. The location for a material warehouse is provided close by from project site, in addition to a location to place accommodation units for labour force, both locations are to be surrounded with a safety protection fence, and to have clear access points.

Delivery Assumptions 

All material suppliers should deliver on time when requested, therefore not delaying any construction activities, as all material order lead times are known and can be expected to be met.

Environmental Assumptions  

No industrial actions will be taken that could affect the project in any way possible. All environmental permits are to be issued before start of project mobilization, and any environmental issues arising in the project lifetime to be dealt with without delaying project activities.

Budgetary Assumptions  

The statistics used in preparing the estimates are accurate within a given per cent. All payments due will be met at required date, any delays in payments will directly affect work activities associated with the payments, and new work schedule will be issued.

Functionality Assumptions  

The scope of the project is limited to that described in the project charter. Formal charter and scope change procedures will be followed, and variation orders will be released in accordance with changes.

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2.11. PROJECT RISKS:

Level Risk Area

Description

(H/M

Risk Plan

/L) 

Incomplete design.



Inadequate site investigation.



Uncertainty over the source and availability of materials.

1. Technical Risks 



Coordination and CoH

operation among the

Appropriateness of

different technical

specifications

departments

Availability of resources particularly construction equipments, spare- parts, fuel and labour.

2. Logistical Risks 

M

Availability of sufficient

Selection efficient and capable suppliers

transportation facilities.



Uncertain productivity of resources.

3. Construction



Weather and seasonal implications.

Risks 

Industrial relations problems.



Inflation.



Availability and fluctuation in

H

Structured Planning



foreign exchange. 4. Financial Risks

Burj Al Arab Project



Delay in Payment.



Repatriation of funds.



Local taxes

Regular finance monitoring.

L 

Periodical estimation

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Constraints on the availability and employment of expatriate staff.



5. Political Risks

Customs and import restrictions and procedures.



Difficulties in disposing of

M

plant and equipment. 

Insistence on use of local firms and agents.

6. Geographical Risk



Location Of the site



Weather



Natural calamities

A team to monitor the M

Geo informatics situation

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2.12. PROJECT APPROACHES: The list below highlights the summary of all important actions taken by the team from start to finish of the project work.        

Project initiation Obtain approval for the project charter Outsource the project design Intimate the steering committee with the final project design Obtain planning permit Establish the project organization structure Establish a health and safety policy for the project Identify stakeholders along with corresponding stakes and responsibilities in

  

the project Establish a stakeholders` management plan Carry out safety assessment on the finished artificial Island Ensure all required legal documents are either obtained or served by the

             

legal department Invite contractors to tender Establish the work breakdown structure Award contracts that needs to be outsourced Establish Communication plan Start construction Monitor and control project using resources available to avoid creep Evaluate project progress with respect to budget and schedule Keep steering committee informed of progress of project Finish construction work Install equipment meant for use in the facility Test facility to be sure all equipment installed are functioning as expected Finish off project testing and hand over project to the sponsor Carry out project review Close project and archive project file

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2.13. PROJECT APPROVALS:

______________________________

________________

Project Executive Sponsor -

Date

Mohammed bin Rashid Al Maktoum ______________________________

_________________

Project Sponsor - Al Jumeriah Group

Date

______________________________

_________________

Project Director - Dr. Anthony

Date

______________________________

_________________

Client Project Manager - The A Team

Date

______________________________

_________________

Team leader - Ahmad Shahin

Date

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3. PROJECT ORGANISATION STRUCTURE

Stakeholders: Al Jumeirah Group International. Managing director (consultant): Atkins. Project Manager (contractor): Murray & Roberts.

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4. PROJECT TEAM: The project team, popularly identified as “The A Team”, was constituted in October 2011. It is a 5-member team chosen from different disciplines and backgrounds. Members come from countries such as Jordan, Nigeria, India and Angola. As the team had not worked together on any project prior to this project, it was therefore important that the team find a way of getting to know each other`s strengths and weaknesses. As a result, each member of the team had to perform a Belbin Analysis test. The result of this test was then used as the basis for assigning roles and responsibilities among team members as described below: 4.1.

PROJECT TEAM LIST:

Member Name Ahmad Shahin David Agbaje Amer Jumah Peer M Raja Mohamed Antonio Hamilton

Belbin Analysis Role Co-ordinator Completer Resource investigator Team Worker Implementer

Project Roles Project Manager Finishing Manager Design Manager Construction Manager Services Manager

1) Ahmad Shahin Background: BSc Civil and Construction Engineering Coordinator – Project Manager    

Provides leadership and coordinate all activities of the project Communicates clearly what the project objectives, scopes and priorities are Ensure all works are done to the highest required quality standard Manage conflicts and ensure that the team focuses on project goals 2) David Agbaje

Background: MSc Information and Process Systems Engineering Completer – Finish Manager  

Validates all work process to ensure there are no omissions or errors Work well with the project manager in compiling all finished tasks before they are handed over to the management 3) Amer Jumah

Background: BSc Mechanical and Industrial Engineering Resource Investigator – Design Manager 

Lively, positive and charismatic.

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 

Constantly researching information relevant and helpful for the project Seeking new opportunities 4) Peer M Raja Mohamed

Background: BTech. Computer Science Engineering Team Worker: Construction Manager   

Work well with everyone on team Very flexible and takes criticism with good sense of humour. Communicates well with all members 5) Antonio Hamilton

Background: BSc Geology and Mining Implementer – Services Manager  

Good at adopting new concepts and ideas Relates theory to practice

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4.2. 

CODE OF CONDUCT / TEAM CHARTER:

All group members must respect the time of meetings and be punctual, the attendance is mandatory for all members, any delays or absents must be presented to the group leader at least one day before the time of meeting.



Failure to confirm with clause number (1) twice will result in a warning from the group leader, and on the third occurrence an e-mail will be sent to the module tutor explaining the situation.



Any work required from group members must be presented on time, as punctuality is crucial in project team work.



All opinions presented by group members must be respected and heard, no suggestions will be discarded lightly, each group member is considered a valuable asset in the team.



All matters and material related to the group team work must be confidential, sharing of private group work documents or discussed matters will not be tolerated.



Any problems facing any group member should be discussed with other members, and consultation and support from other group members must be provided, issues that fail to be solved within the group will be raised to the group leader to deal with.

Team Leader Team Member Team Member Team Member Team Member Ahmed S ___________________

David A _____________________

Burj Al Arab Project

Amer J ____________________

Peer M ____________________

Antonio H ____________________

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5. STAKEHOLDERS ANALYSIS & MAPPING: 5.1.

STAKEHOLDERS & CORRESPONDING RESPONSIBILITIES TABLE:

Stakeholders Identity 1. Jumeirah Beach

   

Expected Responsibilities in the Project Project Sponsor and Owner Project Approval/Sign off Support and Finance of project Representing the board of directors as the owner of



project Relates directly to the project manager about



project needs and progress Handles the day-to-day running and management

  

of the project Liaises with the project owner Reports to the project company Implementation of project plans using project tools

6. Government of

    

and techniques Reporting directly to the project manager Supports the project manager Provide resources for the project Assesses performance of project team Planning permit and approval

United Arab Emirate 7. Government



Constructive criticism of project work

Opposition Leaders 8. Health, Safety and



Ensuring that construction project complies with

Resort 2. Managing Director

3. Project Manager

4. Project Team

5. Project Company

Environment Authority 9. Social, Culture and Tourism Ministry 10. Consultants 11. Contractors 12. Sub-contractors 13. Suppliers 14. Logistics Company 15. Environmental Agencies Burj Al Arab Project

relevant regulations  

Provides advice based on culture and tradition; and Ensures compliant to regulations about tourism and

 

hospitality industries Provides technical expertise Carry out the project work according to the terms of



contract Carry out parts of the project work contracted to

 

them by the main contractors Provide materials whenever required Transportation of staff, materials and equipments to

 

project site Ensure that environmental laws are adhered to Approval of project environmental impact Page 21

M28EKM - Project Management

16. Environmental Activists 17. Banks 18. Legal Office 19. Security Contractor 20. Customers/Tourists 21. Users/Employees

22. Utilities Provider



assessment Protection of the natural and spiritual history of the

  

project environment Providing project finance Dealing with all legal matters relating to the project Providing security for staff, materials, equipments

     

and project site Providing income through patronage Making use of the facility Providing services for customers Making daily use of facilities and Ensuring quality upkeep and maintenance of facility Provision of services for the project

 

News update about development on project site Providing competition for through services and

 

pricing for tourists and other customers Serving as agents for benchmarking service quality Provision of instruction and guidance as to the

(Such as Telecomms, Power supply etc) 23. Media 24. Other Hotels

25. Module Leader

application of project management tools and techniques

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5.2.

STAKEHOLDERS MAPPING:

Figure (1): Stakeholders Mapping

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5.3. Stakeholder

STAKEHOLDERS ANALYSIS TABLE: Stake in

Type of

Impact on

Interest

What is Expected from

What Stakeholder

Approach to

Project

Stake

Project

in

Stakeholder

expects from

Stakeholder

Project Company

Management

Timely release of

A successful project

Manage closely

funds

delivered on time &

Project Project

Funding

Primary

High

High

Sponsor

to the expected iconic Managing

Funding &

Director

Primary

High

High

Funding, Support and

standard Successfully

Manage Closely

Support

Good report to the

executed project

(Client`s) Project Office

Consulting

Seconda

Low

project sponsor Approval/Formal

Timely delivery of

Keep satisfied

ry Primary

High

Support Timely delivery of

quality project Prompt release of

Manage closely

Quality project

funds

Efficient work executed

Available fund,

in time and to standard

personnel, &

Guidance and

material A high quality

Instruction about

project successfully

application of project

delivered within

management tools and

time

Project

/Approval Project

Manager

management

Project Team

Implementing

Module Leader

Instructing

Primary

Primary

UAE

Planning

Seconda

Government

Approval

ry

Government`s

Informal

Seconda

Opposing party Banks HSE Authority Environmental

High

High

High

High

High

Low

Low

techniques Project plan approval

Funding

Primary

Informal

Seconda

Informal

ry Seconda

Low

Low

Informal Support

Activists

Seconda

Keep Satisfied

Keep satisfied

iconic project A well executed

Monitor

symbolic project High High High

High Low Low

Project funding

A successfully

Manage closely

Informal support

executed project Adherence to HSE

Keep satisfied

Informal support

rules Assurance of a

Keep Satisfied

ry Informal

Successful

Manage closely

completion of an

ry

Agency Environmental

High

green project Low

Low

Informal Support

ry

environment Assurance of a

Monitor

preserved natural

Consultants

Technical

Primary

High

Low

Expert advise

environment Prompt payment

Keep satisfied

Primary

High

Low

Regular supply of

Prompt payment

Keep Satisfied

High

services Project executed to high

Prompt release of

Manage closely

funds Prompt payment

Keep Informed

Prompt payment

Keep Informed

site Adequately handling all

Up to date

Manage Closely

legal issues relating to

information about

Utilities

Expertise Services

Provider Contractors

supply Project Plan

Security

Execution Provide

Primary

Low

High

quality standard Staff & Site security

Company Logistics

Security Transportation

Primary

Low

High

Prompt transportation of

Primary

High

Company

staff, materials & equipments to and from

Legal Office

Legal Expertise

Burj Al Arab Project

Primary

High

High

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Sub-

Project Plan

contractors

Implementatio

Suppliers

n Providing

Media

Materials News Update

Seconda

Informal

ry Seconda

Employees/Us ers Customers

Primary

Primary

the project A high level project plan

project legal matters Prompt release of

implementation

funds

Low

Prompt delivery of

Prompt release of

Keep satisfied

Low

Low

materials Positive publicity

funds Keep informed

Monitor

Low

High

Informal support

Employment on

Keep informed

High

High

High

ry Informal

Seconda

completion of Low

Low

Informal support

ry Social, Culture

Informal

& Tourism Ministry Other Hotels

Seconda

Seconda ry

project A 5-Star hotel with

Monitor

state-of-the-art Low

Low

Informal support

ry Competition

Manage Closely

facilities An iconic project

Monitor

delivered on time Low

High

Competition for market

Iconic project with a

share once project

competitive edge

Keep Informed

completed

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5.4.

STAKEHOLDERS GRID: Level of



Hig

     

Government of United Arab Emirates Consultants Suppliers HSE Authority Module Leader Utilities Provider Environmental Agency

        

Project Sponsor Managing Director Project Manager Project Team Contractors Sub-Contractors Project Company Banks Legal Office

Environmental Activists Social, Culture and Tourism Ministry Tourists & Customers Media Ruling Government`s Opposition Party

   

Employees/Users Security Company Other Hotels Logistics Company

Powe

  Lo

  

Lo

Hig

Figure (2): Stakeholders Grid

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6. WORK BREAKDOWN STRUCTURE:

Figure (3): Sample of Work Breakdown Structure. Full structure in Appendix A

The Work Breakdown Structure is a project management tool that simplifies the tasks to be completed in a project, it illustrates the tasks in accordance to their work packages and the department which they will fall under, and in addition to that they will represent any decencies between separate tasks. The figure above represents the five main work packages in which Burj Al Arab project was broken down into, and each work package held task groups in which tasks were allocated, for the full WBS of all work packages refer to Appendix A. For the further relationships between different tasks refer to the project Gantt chart, in which dependencies are clarified, for example some tasks will be taking place at the same time as other tasks which creates a “start to start” dependency, while other tasks will take place after a different task is completed and this is known as a “finish to start” dependency.

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7. RESPONSIBILITY MATRIX:

Figure (4): Sample of Responsibility Matrix. Full matrix in Appendix B

The Responsibility Matrix is a project management tool that assigns the accountability, responsibility, consultancy, and information of a task to the different project individuals, divisions, and groups. For the full Burj Al Arab project Responsibility Matrix for all project work packages refer to Appendix B. The letter “A” represents the accountability of an individual for a task, which means that if there were any urgent issues and problems regarding that task the individual indicated, will be accountable for these issues and problems, and will be expected to be the decision maker concerning that task. The letter “C” represents the consultancy of an individual for a task, which means that the individual indicated to will be consulted about any decisions in regard to the task indicated. The letter “R” represents the responsibility of an individual for completing the task indicated. The letter “I” represents that the individual indicated needs to be informed about any decisions taken in regard to the task referred to, as this decision will affect their remaining work and tasks. The RACI chart has to be analyzed in both horizontal and vertical directions, as in the vertical direction individuals will be checked for over loading and under loading, and checked for the number of tasks they will be responsible for. In the horizontal direction

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each task will be checked for only one accountable “A” individual, and each task needs to be checked that there is a responsible and accountable individual for it.

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8. COST BREAKDOWN STRUCTURE:

Figure (5): Sample of Cost Breakdown Structure. Full matrix in Appendix C

The Cost Breakdown Structure is a project management tool for the estimation of the costs involved in a project, Burj Al Arab project is considered a complex construction project which means it involves many labors, materials, equipment, and resources. The full Cost Breakdown Structure is located in Appendix C. It’s very difficult to have control on the expenses in this project, In order for the cost break down structure to be created so that its details estimates every aspect of expenses in this project, the cost break down structure was done based on the work break down structure as it is easy to do the costing for the tasks and sub tasks. Cost break down structure will have information on human resource cost, material cost, equipment cost, and other miscellaneous expenses cost in the project. In the case of human resource it gives a detail view of various labor involved in the different tasks, number of hours worked by the labor and cost to be paid to the workers in the project. It shows information about the contractors and sub contractors about their cost that needs to be paid. It is helpful in finding the cost of individual packages as well the cost of individual tasks of work in a package. Figure (3) above shows a sample of the Cost Break Down structure.

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CONTIGIENCES ALLOWED: In this project on preparing the cost break down structure we maintained a constant contingency rate for all the different work packages based on the probability of risks and its impact on the project. The overall contingency fund allocated in our project was 100,000,000$. The benefit of maintaining contingencies in the project cost is that there are many unexpected risk that may occur during work in processes, like the change in design, or environmental risks, whether condition that can delay the work, increase in material cost, due to these reasons cost of work increases to finish the work on time. During the project, actual costs are regularly compared with the initial costs, when we detect some variances in the cost; we will adopt an alternative yet more efficient way than the initial to complete the task, in order to reduce the cost inconsistency. General scenario is with reduction in cost of the project, the duration of the project time increases, thus the cost is inversely proportional to time in project management.

Figure (6): Relationship between Cost & Time

The above graph clearly indicates the relationship of cost with time in projects. For an activity 63.3 Million dollar is necessary to finish the work in 6 months but the cost can be reduced by increasing the time in the project, but this doesn’t happen in all projects as reducing cost by increasing of the project time as contingency in the cost estimation will help to overcome the challenges with the project to complete it on time or early if required.

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8.1.

COST MONITOR & CONTROL METHOD:

Cost of the task can be monitored and controlled by engaging cheaper resources and by distributing the work load to different resources. For example, in a task if the project managers have to work for 10 days the payment is very high. This task can be shared among his sub ordinates and other cheaper resources where the work load for the project manger is reduced and his days are also reduced by 7 days. It is very important that the resources among whom the work is distributed, and should be ensured about the efficiency to do the work. Regular monitoring should be done on the work in progress to avoid substandard works. Substandard work creates risk in quality delivery and indirectly increases the cost of tasks which is in need of rectifying due to the poor work. Nevertheless, we should take in to consideration the knowledge, expertise and experience of a certain person in estimating the days he will need to work on the task. As wrong estimation will make the project to suffer great loss, advice from previous people who work on the same tasks need to be sought and considered carefully.

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9. COMMUNICATION PLAN:

Figure (7): Sample of Communication Plan. Full work packages Plans in Appendix D

The number of crosses in the above table symbolizes the level of commitment it requires: X - Low, XX - Med, XXX - High. The table above illustrates the communication methods to be commenced with the stakeholders and the various departments of the Burj Al Arab project. The table above will serve as a tool to keep record of all the communication plans for the project, it also will help in planning future communication, and resolving project conflicts. Full work packages communication plans are shown in Appendix D. 9.1.

PROJECT COMMUNICATION DELIVERABLES:

Figure (8): Sample of Communication Deliverables. Full work packages Deliverables in Appendix D

9.2.

PROJECT TEAM COMMUNICATION DELIVERABLES:

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Deliverable Project initiation stage Assigning individual tasks

Validating the work Status reports Minutes of the meeting Feedback and change initiation

Initiation Gathering data and researching Researching and implementing

Deadline Preparation of Project Charter Changed accordingly

Brainstormin g and discussion Project commencem ent Project Team Formation When needed

Completion of each task

Burj Al Arab Project

Method Meeting

Accountability Project Manager

Targets Team members

Occurrence Once a week

In meetings and at a place of individual convenienc e Meetings, emails

Individual members

Team members

Depends on the tasks

Project Manager

Team members

End of project

Emails

Team members

Team members

End of project End of project

Email

Project Manager Project Manager

Team members Team members

Depends on the task completion Depends on the task completion Weekly

Email

Fortnightly

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10.

HEALTH & SAFETY PLAN: 10.1. AIM: Health and safety is vital in project management is it is a significant part of a project planning routine. It is legally required to have a capable health and safety plan and implemented procedures. The health and safety documentation has to include all minor and major characteristics of a construction project. There should be an efficient accident reporting method to record all problems and issues with the project in regard to health and safety. 10.2. HEALTH & SAFETY POLICY:

Figure (9): Sample of Health & Safety Policy. Full policy in Appendix F

The health and safety policy is one of the most important things to consider as it shows who is going to be responsible for what, the definitions, the scope, and the purpose of it. It sets out the various responsibilities and will make developing, implementing and operating our project's health and safety program effective and a lot easier to control. The full Health and Safety policy is found in Appendix E. Burj Al Arab Project

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10.3. MONITORING HEALTH & SAFETY RELATED ISSUES: 1) Reporting an accident or hazard:All accidents or hazard to employees, however minor, should be recorded. This is a legal requirement. As a result of a workplace injury an employee may need to claim for benefits in the future, and the relevant checks will be made to confirm that the accident occurred at work. The Hazard reporting policy is located in Appendix H. Reporting and recording procedures vary. Employers need to be sure that they satisfy all legal reporting requirements for employees and non-employees, and take measures to monitor accidents. As part of the reactive monitoring process, accident records are needed to assess whether the existing controls are adequate or to identify if trends are developing and to implement new procedures. To make our risk control strategy efficient we have to follow the accident reporting strategy very well and report all of these accidents:     

Fractures, except to fingers, thumbs or toes. Amputation. Dislocation of the shoulder, hip, knee or spine. Temporary or permanent loss of sight. Penetrating injury/chemical/hot metal burn to the eye. Electric shock or electrical burn resulting in unconsciousness or requiring



resuscitation or admittance to hospital for more than 24 hours. Loss of consciousness caused by asphyxia, or exposure to harmful substances or



biological agents. Acute illness requiring medical treatment caused by exposure to a biological agent or



its toxins or infected material. Any other injury resulting in admittance to hospital for more than 24 hours, hypothermia, heat-induced illness, unconsciousness or the need for resuscitation. 2) Investigating an accident:-

Investigate the accident is an important factor in controlling risks process and the level of investigation is depend on the accident consequences. In Burj Al Arab Project, investigating the accident is essential part in controlling risks policy. Project manager must check the investigation report and confirm its validity. A specific assessment of risk must be carried out to avoid potential causes for the mishaps. There are four levels of accident investigation as following:

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Minimal level investigation -relevant supervisor -circumstances of the event and try to learn any lessons which will prevent future occurrences. Low level investigation -Short investigation by relevant supervisor or line manager into the circumstances and immediate, underlying and root causes of the adverse event. Medium level investigation -more detailed investigation by the relevant supervisor or line manager, the health and safety adviser and employee representatives and will look for the immediate, underlying and root causes. High level investigation -team-based investigation, involving supervisors or line managers, health and safety advisers and employee representatives -under the supervision of senior management or directors and will look for the immediate, underlying, and root causes. 10.4. FORTNIGHT INSPECTION CHECKLIST: The Burj Al Arab project health and safety policy specifies the need to preapare an health and safety inspection checklist for every fortnight of the project duration, the fortnight inspection checklist can be found in Appendix I.

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11.

RISK REPORT & ASSESSMENT: 11.1. FISHBONE DIAGRAM:

Figure (10): Example Fishbone Diagram. Work Packages Fishbone Diagrams in Appendix F

The Fishbone Diagram is a tool for analyzing process dispersion. It is also referred to as the "Ishikawa diagram" because Kaoru Ishikawa developed it, and the "fishbone diagram” because the complete diagram resembles a fish skeleton. The diagram illustrates the main causes and sub causes leading to an effect. It is a team brainstorming tool used to identify potential root causes to problems. Because of its function it may be referred to as a causeand-effect diagram. In a typical Fishbone diagram, the effect is usually a problem needs to be resolved, and is placed at the "fish head". The causes of the effect are then laid out along the "bones", and classified into different types along the branches. Further causes can be laid out alongside further side branches. So the general structure of a fishbone diagram is presented above. Full Fishbone Diagrams in Appendix F.

11.2. RISK IDENTIFICATION/CATEGORY: 3) Technical Risks: 

Incomplete Design.



Inadequate site investigation.



Uncertainty over the source and availability of materials.



Appropriateness of specifications.



Design faults and problems.

4) Logistical Risks:

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

Availability of resources – particularly construction equipments, spare parts, fuel, and labour.



Availability of sufficient transportation facilities.

5) Construction Risks: 

Uncertain productivity of resources.



Weather and seasonal implications.



Industrial relations problems.



Failure of structure.

6) Financial Risks: 

Inflation.



Availability and fluctuation in foreign exchange.



Delay in payments.



Repatriation of funds.



Local taxes.



Economic Crisis.

7) Political Risks: 

Constraints on the availability and employment of expatriate staff.



Customs and import restrictions and procedures.



Difficulties in disposing of plant and equipment.



Insistence on use of local firms and agents.

6) Geographical Risks: 

Location of the site.



Weather.



Natural Calamities.

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11.3. RISK IMPACT/PROBABILITY MATRIX:

Figure (11): Sample of Risk Matrix. Work Packages Risk Matrix in Appendix F

The risk matrix simply puts Probability and Impact on two sides of an X-Y chart and then the risks are placed within this two-dimensional space. This gives several advantages in managing the risks in Burj al Arab project. Above is the figure of the sample of Risk Matrix. 

High-probability/low-impact and high-impact/low-probability risks are differentiated.



You can visually compare risks, thus easing the question 'is this one more or less likely than that one?’ This plays to the human cognitive preference for paired comparison rather than absolute evaluation.



The risks can be addressed from top right down to bottom left. High-probability/lowimpact and high-impact/low-probability risks of equal Risk Exposure score will tend to be evaluated at around the same time.

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11.4. RISK ASSESSMENT & RESPONSE PLAN: . No.

major problem

minor problem

Risk

1

Forklifts failure

2

Drilling compressors failure tools failure

3

Low safety tools

4

Crain's Problems

5

Low work force

6

Bad Productivity The absence of HR

7

Low experience No commitment

9

Raw material bad quality

10 11 12

delay in the project

8

Supplier problems

Transport problems Supplier late Contract problems

13 14

Bad PM Planning issues

15 16

Wrong Planning No commitment for the plan Sub contractor poor planning

17

Suddenly resignations

18

Government obligation

19

Absence of critical positions & Safety Issues

20

bad weather

Injuries & kills

the Response Make a contract with another company to be on time to make maintenance in failure cases. Transfer the responsibility to a third part which will be responsible for everything about them. Make sure all of the sub contractors will not start them job except after bring the safety tools of their teams and make safety stock in the site in case anyone need that. It is dangers to deal with the crane. So, we will ask the company who will fix to be there in the site to make sure no problem. And make a check every week. we will give the authority to the site manager to give the employees over time work and to bring daily labours Call the HR department and study why they send alert to the labour if he doesn't response he should charge from his salary and he will deserve a penalty and a punishment. Any person before start working they should get training courses and there should be an experienced employee to control the work of the others. Tell them we will spend prize if the project finish earlier than the plan says to encourage them and support them to work harder. Not allowed to start using the material without the permission of QA to guarantee the quality of the project and the raw material used their and if that happen we will just send to the supplier and start complaining process. Depends on the kind of problem but the most important is to transfer the risk to an insurance company. if that affected on the project we will move that to the supplier but if it is not no need to do and in case the supplier always do that we will avoid that by ordering it before I need. make sure all of the articles in the contract are registered in the lawyer office if the high administration noticed that in the PM they should take the decision to change him immediately to save the plan of the project If the project starts going away from the plan we should avoid this by prepare it by expert people and always do the continuous revision for that plan to know if there is any bias they should modify it ASAP. if the sub contractor does not cooperate with the project we will try to help him in that and improve his work Solve this problem by making the work standard, chain of command, and backup plan. Be with the rules and apply all of the governmental requirements. And if any problem occurred just do what the governmental asking to do. Since the project in Dubai and the weather there is normal all of the year we can stop if there is any weather problem and in the summer time we will stop from 12 pm-3 pm to save our site employees from the heat of the desert sun. Apply all the articles in the Health and Safety policy to save the life of the people and if any accident happens directly open an investigation to know who is the responsible for that. And to make sure there is no any sick people one doctor room will be available in the site.

likelihood

impact

High

Low

Medium

Low

Low

High

Medium

Medium

Low

Low

High

High

Low

Medium

Medium

High

Medium

High

Low

Medium

Medium

Medium

Low

Medium

Low

High

High

High

Medium

3

Low

High

Medium

Medium

Low

Medium

Low

High

Figure (12): Sample of Risk Response Plan. Work Packages Risk Response Plans in Appendix F

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12.

GANTT CHART:

Figure (13): Sample of Gantt Chart. Work Packages Gantt Charts in Appendix G

The Gantt Chart in project management is an important and effective tool, as it gives the graphical view of the schedule, resources and dependencies in the project. The chart can illustrate the start and finish project terminal elements in the project. The rectangular bar on the Gantt chart represents length of the duration for each task in the work breakdown structure. The benefits of preparing a Gantt chart are to easily compare the time duration between different tasks, and the ability to allocate resources to each task in the Gantt Chart. It is easy to calculate precedence ranking and the dependencies of various tasks in the project. The figure above represents a sample of the Gantt Chart, the full Gantt Chart can be found in Appendix G. 12.1. CRITICAL PATH ANALYSIS: Critical path analysis is an important part of project scheduling, as the analysis helps the project to complete on time, while preparing the Gantt chart the program gives the critical path which allows us to focus on important tasks on our project. If there is delay in the critical tasks of the project it cannot be completed on time, the critical path analysis help in proper scheduling and prioritizing of the tasks in the project. The critical Burj Al Arab Project

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path in the Gantt chart is showed in red line which is important to be notified. These tasks on the critical path have a very high risk, if something go wrong on the task it adversely affect project to complete it on time. Project manger need to add some resource and re schedule the work with extra duration so unexpected risk does not affect the project finishing. 12.2. PROJECT DEPENDENCY PATH: Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34

Task Name -Burj Al Arab -Project Design Architecture Design Civil Design Facilities Design Mechanical & Electrical Design Milestone: Design Package Done -Sub -structural works Pilling Prepare Foundation Drainage Landscaping Milestone: Sub-Structure Package Done -Structural Works Excavation Foundation Work External Work Internal Work Finishing Work Milestone: Structural Package Done -Finishes Interior Works Exterior Works Mechanical Works Electrical Works Plumbing Works Milestone: Finishing package Done -Services Administration Logistics Health & Safety Communication Restaurants Milestone: Services Package Done

Burj Al Arab Project

Duration 522 days 25 days 7 days 6 days 5 days 7 days 0 days 133 days 31 days 25 days 32 days 45 days 0 days 148 days 23 days 30 days 31 days 32 days 32 days 0 days 144 days 64 days 20 days 16 days 27 days 17 days 0 days 72 days 9 days 12 days 18 days 12 days 21 days 0 days

Predecessor

3 4 5 6 6 9 10 11 12 12 15 16 17 18 19 19 22 23 24 25 26 26 29 30 31 32 33

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13.

PROJECT COMPLEXITY: 13.1. DETERMINATION OF PROJECT COMPLEXITY & DESCRIPTION:

The determination of the project complexity for Burj Al Arab project was achieved utilizing the ESI’s Complexity Indicator, which is an efficient project management tool. Burj Al Arab project consisted of a very large number of independent tasks which include thousands of labours and workers, the majority of time these labourers will be completing tasks in various locations and at various times. The technologies utilized in our project were to be state of the art, which could be described as being fast pace changing and under rapid improvement. The risk identified in the project was determined to be high, and the non-linearity of the project structure was also classified as being high. This large scaled project could be classified as having a relatively large number of tasks, and a very difficult budget cost to determine, therefore the need for additional effective estimation and planning. The project team were to be chosen from the elite in the industry in addition to the selection of the project manager from a group of highly experienced suitable candidates, this is applied to reduce any project problems or possible failures during the project life time. The deliverables expected from the Burj Al Arab project could be described as multiple in terms of destination location, as the project stakeholders were found to be in diverse locations, hence this project will have impacts on international competitors, the local environment, the authorities in Dubai, and citizens residing around the globe. It is safe to describe the project complexities located in Burj Al Arab as of a technical and structural complexity, since the majority of the issues and dilemmas faced will be of a technical and structural nature.

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Factor

Figure (11): Project Complexity Contributing Factors

13.2. IDENTIFICATION OF PROJECT CRITICAL SUCCESS FACTORS: Measuring of Success Project completion within time limit Project completion within cost budget Generation of profits Fulfilling project scope Environmental friendly status Project monitoring An efficient safety and health plan Decision making effectiveness Overall managerial actions Project Team efficiency

Success factors Project Manager Cost Manager Marketing Division Design Manager & Quality Manager Design Manager Construction Manager, Project Manager Health and Safety Manager Project manager Project manager Project manager

13.3. TREATMENT OF OUTSTANDING ISSUES: During the course of the project there will be many unresolved issues that will emerge and need to be dealt with in the swiftest and most effective way possible to insure the flow of the project, late completion of main project deliverables, failure to meet project specifications, and the unavailability of resources are example of situations that might occur. These situations will occur due to the specific time, cost, and project scope of the work. The formation of an adequate project monitoring tool is highly recommendable and an essential part of managing the flow of the project, and ensuring project performance. 13.4. PROJECT MONITORING METHODOLOGY & FREQUENCY: Burj Al Arab Project

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The project performance of Burj Al Arab was frequently observed through the use of a variety of methods including reports, issue logs, control graphs, activity tables, quality assurance, and constant development meetings. Monthly there were numerous reports and control graphs handed out by the planning and monitoring department, these were in the form of Gantt charts, network diagrams, and project milestones. Weekly there were issue logs arranged and handed out by the quality control and assurance department to ensure the proper identification and resolution of outstanding issues. All different working divisions were also gathered every fortnight for progress meetings with the project team. 13.5. THE OCCURANCE OF AN OUSTANDING ISSUE: Although all of the precautions taken as mentioned above about the monitoring of the project outstanding issues still occur. A situation was encountered during the flow of the project, as it was discovered that the project was 15% over estimated budget, and 20% behind required schedule, this situation was noticed at the point of 70% completion of the project, to deal with this outstanding situation the development of a recovery plan was in need, this was achieved through the evaluation of the possible causes behind these variances, the assessment of the impacts of these variances, and the development of solutions and alternatives to deal with this issue. 8) Sources of the variances The project was reviewed, and it was found that there were two main reasons for the differences, the first was that a large number of employees were not abiding by the health and safety policy placed, leading to the inability to work on more than one occasion where critical activities were delayed which caused variations to the work schedule. The second reason was due to the variances that the economical world crisis caused, from a group of sub-contractors going bankrupt to the delay of delivery of resources, and delay of works during the construction phase. 9) Effect of the variances The two reasons mentioned above lead to many substantial outcomes on the work schedule, project budget, work quality, and project progress. The subcontractors not abiding by the health and safety policy carried loses of over 3 million dollars for legal consequences and delay costs, in addition to the

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quality of work subsequently going down, causing the project team to overlook the policy and application of it. The effects of the economic crisis greatly varied over many aspects of the project, which led the project team to revise their strategies, recalculate the costs and work flow in accordance to the new conditions, and find new suppliers for the effected materials. 10)Project Recovery Plan The recovery plan to deal with the variations in budget and schedule involved five critical steps and they are: Defining the project charter, developing an assessment procedure, conducting suggested assessment, implementing a suggested recovery plan, and conducting recovery. The steps implemented could be further explained as following: Step 1) Defining the project Charter: The project charter was reassessed in accordance to the two main factors that caused the issue in project flow, by the project team through several organized meetings with the project sponsor and stakeholders, after the sources of the problem was correctly recognised. It was decided that the project proprieties and objectives remain the same, even with the new higher priced budget. Step 2) Developing an assessment procedure: The project team spontaneously developed an assessment plan, through the steps shown in the diagram below, which focuses on two main elements; conducting the interview, and analysing the project status. The table shown below illustrates the application of the assessment steps.

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Figure (12): Project Complexity Assessment Procedure

Ste p

Definition

Details

Step Identificatio 1 n and Revision of Project Documents

 Gantt chart: The project schedule  Work breakdown structure: The key labor force management  Cost breakdown: The under-estimated areas  Resource list : The resources that are insufficient

Step Identificatio 2 n of target Stakeholder s for interview

    

Step Preparation 3 of Agenda and Interview Schedule

 Health and safety department, economic downturn sustainability plan and shortage of supplies are brought up  Interview time slot and interview questions were planned and prepared

Government of Dubai Financial Institutions Construction companies Suppliers Contractors

Step 3) Conducting Suggested Assessment: The assessment plan developed in the previous step was then implemented by the specified targets. A list of outcomes was then registered in accordance with communication with the targeted groups.

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Step 4) Implementing A Suggested Recovery Plan: The next step is implementing the plan suggested including revised actions, costs, and schedule. Step 5) Conducting Recovery: The project team then monitors performance after the implementation of the recovery plan, introduces a control plan which records the new outcomes, and modifies the plan in accordance to any new variables or any problems noticed.

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14.

PROJECT CLOSE OUT:

The project close out objective is to guarantee that the project is ended and closed down in a structured and organized manner, it also presents the fact that all the project deliverables have been fulfilled and handed over, that means that the project has come to an “end point”, this is considered the final stage of the project. The closing out of the project involves the following tasks to be dealt with by the project team: 

The correction of any problems found, and any inconsistencies with the projects



specifications. The continuation to monitor the project after delivery to ensure the return of the

 

project retention. The beginning and signing of the maintenance and guarantee contract. The finalisation of all documents and records of the project and placing them in the project archive.

The following tasks were also carried out to ensure the aim and objectives of the stakeholders were met:    

Confirm that the budget criteria was met = 500,000,000 US dollars Guarantee that each milestone registered was met. Check all comments made by client were discussed and dealt with. Overlook, discuss and carry out any addition project works, and register with project

   

variations. Make a final settlement for all legal claims and disputable issues. Hold a closing out meeting with all of project divisions. Register lessons learnt and project experience from this project. Send out a project close out report and sign off by stakeholders.

The successful project close out cannot be fulfilled without holding a project close out meeting with the different divisions of the project, in which lessons learnt from the project will be discussed, not all members might attend this meeting as some maybe already starting on their new projects, and have been relocated accordingly. The table below represents the lessons learnt information arranged throughout the closure meeting, previously mentioned, this table shows the mistakes made, success achieved, and the future way to improve each process. Burj Al Arab Project

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Lessons learnt: Project Overall Performance Successes

Quality assurance was successfully controlled by project

Mistakes Future improvement

team throughout the whole duration Under estimation the of the costs required for the project Effective cost estimation in the planning phase

Lessons learnt: The Techniques of Successful Project Management Successes Mistakes Future Improvement

Effective management and successful project control Budgeting was not precise due to the lack of resources Consideration of future trends for the project life

Lessons learnt: The Project Team Performance Successes Mistakes Future Improvement

High motivation and commitment toward the project Lack of communications with other divisions Set up a more efficient communication plan for the project

The close out documents produced will be added to the project archive, and included in the company’s private database; this will improve future performance from lessons learnt and serve as a reference from future related works and projects. Project Team After the project closing out, the project team will commence work on new or alternative projects, or return to their original departments in their respective company.

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APPENDICES

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APPENDIX A “WBS”

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WORK PACKAGE – DESIGN – AMER JUMAH

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WORK PACKAGE – SUB-STRUCTURE – PEER MOHAMED

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WORK PACKAGE –STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – FINISHING – DAVID AGBAJE

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WORK PACKAGE – SERVICES – ANTONIO HAMILTON

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APPENDIX B “RACI MATRIX”

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WORK PACKAGE – DESIGN – AMER JUMAH

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WORK PACKAGE – SUB-STRUCTURE – PEER MOHAMED

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WORK PACKAGE – STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – FINISHING – DAVID AGBAJE

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WORK PACKAGE – SERVICES – ANTONIO HAMILTON

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APPENDIX C “CBS MATRIX”

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WORK PACKAGE – DESIGN – AMER JUMAH

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WORK PACKAGE – SUB-STRUCTURE – PEER MOHAMED

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WORK PACKAGE – STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – FINISHING – DAVID AGBAJE

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WORK PACKAGE – SERVICES – ANTONIO HAMILTON

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APPENDIX D “COMMUNICATION”

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WORK PACKAGE – DESIGN – AMER JUMAH

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WORK PACKAGE – DESIGN – AMER JUMAH

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WORK PACKAGE – SUB-STRUCTURE – PEER MOHAMED

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WORK PACKAGE – STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – FINISHING – DAVID AGBAJE

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WORK PACKAGE – SERVICES – ANTONIO HAMILTON

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APPENDIX E “HEALTH & SAFETY POLICY”

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_______________________________________________________________ Health & Safety Policy Human Resources Policies ________________________________________________________________ 1. Purpose: Burj Al Arab is committed to a safe and healthy work environment for all employees, sub-contractors, clients, visitors and the public at large. We recognize that all workers have the right to work in a safe and healthy environment, consistent with the Occupational Health and Safety Act, the Regulations for Construction Projects and any other applicable legislation. 2. Scope: in this manual there is a general instruction for all the employees in the company disregard or willful violations of this Policy by employees at any level may be considered cause for disciplinary action in accordance with the company’s policies. Our company is committed to take every reasonable effort to eliminate the hazards that cause accidents and injuries. 3. Definitions: For purposes of this policy, unless otherwise stated the following definitions shall apply: Word Accident Harm Hazard

The definition An event that causes any person to be harmed. Means illness, injury or both. An activity, arrangement, circumstance, event, occurrence, phenomenon, process, situation or substance that is an actual or

Healthy Incident

potential source of harm. Means unharmed and health has a corresponding meaning. Any event that causes or could have caused harm to any person.

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Safe

In relation to a person, means them not exposed to any hazards,

Contractor

and in every other case means free from hazards. A person engaged by the Project to do any work for gain or reward under a contract for period of time.

4. Policy contents and guidelines: 4.1. Health and safety. Burj Al Arab project is firmly committed to the provision of a safe and healthy environment for its employees, contractors, visitors and the public. The project recognizes that this commitment will only be achieved with positive leadership, the provision of necessary resources and continued pursuit of best practice in occupational health and safety. The project management expects every member of its community to accept personal responsibility for promoting the safety and well being of themselves and those involved in, or affected by, the project activities. 4.2.

Responsibilities.

Senior Management 1.

Provide a safe and healthy workplace.

2.

Establish and maintain a health and safety program.

3.

Ensure that workers are properly trained.

4.

Report accidents and injuries to authorities as required by law.

5.

Provide medical/first aid facilities.

6.

Provide workers with health and safety information.

7.

Inspect projects and meet regularly with supervisors to monitor the program and take corrective action.

8.

Provide the motivation and resources necessary to make the program work.

9.

Ensure that operations comply with both the law and the program.

10.

Demonstrate commitment to accident prevention.

11.

Consider accident prevention and safety performance when evaluating employees, especially supervisors.

Superintendent 1.

Be responsible for on-site accident prevention.

2.

Ensure that protective equipment, safety materials, and first aid supplies are

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provided. 3.

Instruct forepersons in the work practices required by law and by the program, and ensure that they are followed.

4.

Monitor the health and safety performance of subcontractors.

5.

Report accidents and injuries to authorities/senior management as required by the program and regulations.

6.

Investigate accidents (with foreperson) and take action to prevent recurrence.

7.

Monitor safety behaviour and performance of forepersons, crews, and subcontractors.

Supervisors (Forepersons) 1.

Make sure that the program is carried out at the work level.

2.

Ensure that protective equipment required by law and by the program is used and maintained properly by workers and that workers understand the reasons for its use.

3.

Instruct personnel in proper work practices and update instruction as needed.

4.

Check work practices and work areas for hazards and take corrective action where required.

5.

Consult with the health and safety representative.

6.

Ensure that injuries are treated and reported.

7.

Investigate and report all accidents and take corrective action.

8.

Acquaint the new worker with hazards and safe work procedures.

Workers 1.

Work in accordance with the safety program.

2.

Work in a manner that will not endanger anyone.

3.

Report unsafe situations.

4.

Comply with the Occupational Health and Safety Act and all relevant regulations.

5.

Report injury or illness immediately.

6.

Help new employees recognize job hazards and follow proper procedures.

7.

In some cases, participate in joint health and safety committees.

Subcontractors 1.

Adhere to the general contractor's/constructor's program requirements.

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2.

Monitor site conditions in their area and take corrective action.

3.

Report lost-time injuries immediately to the constructor.

4.

Request help in dealing with hazards created by another employer’s workforce.

Constructor 1.

Monitor subcontractors for compliance with the Occupational Health and Safety Act and Regulations for Construction Projects.

2.

Ensure that subcontractors are obliged by contract to comply with the constructor’s safety program.

3.

Monitor safety performance and take corrective action.

Health and Safety Representative 1.

Inspect the workplace.

2.

Identify situations that may be a source of danger.

3.

Make recommendations to the employer.

4.

Investigate and help deal with work refusals.

5.

Assist in accident investigations.

Joint Health and Safety Committee 1.

Inspect the workplace.

2.

Review health and safety reports.

3.

Make recommendations to the employer.

4.

Assist in accident investigations.

5.

Identify situations that may be a source of danger.

6.

Assist in resolving work refusals and reports of "dangerous circumstances."

Worker Trades Committee 1.

Report health and safety problems to the joint committee.

2.

Assist in resolving disputes and problems in health and safety.

Certified Member of Joint Health and Safety Committee

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The certified member has the same duties as the non-certified representative but with the additional right to initiate bilateral work stoppage or unilateral work stoppage where special permission has been granted by the Ministry of Labour.

Safety Coordinator/Health and Safety Support Personnel 1.

Advise all employees on health and safety matters.

2.

Coordinate health and safety activities throughout the project/company.

3.

Collect and analyze health and safety statistics.

4.

Provide health and safety training.

5.

Conduct research on special problems.

All Employees In addition to the responsibilities set out above, all employees must become familiar with the Occupational Health and Safety Act and all applicable regulations, and with the requirements of the safety program. They must know exactly what their responsibilities are and have the required ability and training to fulfil them. They must also have sufficient authority to either carry them out personally or delegate them.

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APPENDIX F “RISK ANALYSIS”

WORK PACKAGE – DESIGN – AMER JUMAH

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No.

major problem

minor problem

Risk

1

Forklifts failure

2

Drilling compressors failure tools failure

3

Low safety tools

4

Crain's Problems

5

Low work force

6

Bad Productivity The absence of HR

7

Low experience No commitment

9

Raw material bad quality

10 11 12

delay in the project

8

Supplier problems

Transport problems Supplier late Contract problems

13 14

Bad PM Planning issues

15 16

Wrong Planning No commitment for the plan Sub contractor poor planning

17

Suddenly resignations

18

Government obligation

19

Absence of critical positions & Safety Issues

20

bad weather

Injuries & kills

the Response Make a contract with another company to be on time to make maintenance in failure cases. Transfer the responsibility to a third part which will be responsible for everything about them. Make sure all of the sub contractors will not start them job except after bring the safety tools of their teams and make safety stock in the site in case anyone need that. It is dangers to deal with the crane. So, we will ask the company who will fix to be there in the site to make sure no problem. And make a check every week. we will give the authority to the site manager to give the employees over time work and to bring daily labours Call the HR department and study why they send alert to the labour if he doesn't response he should charge from his salary and he will deserve a penalty and a punishment. Any person before start working they should get training courses and there should be an experienced employee to control the work of the others. Tell them we will spend prize if the project finish earlier than the plan says to encourage them and support them to work harder. Not allowed to start using the material without the permission of QA to guarantee the quality of the project and the raw material used their and if that happen we will just send to the supplier and start complaining process. Depends on the kind of problem but the most important is to transfer the risk to an insurance company. if that affected on the project we will move that to the supplier but if it is not no need to do and in case the supplier always do that we will avoid that by ordering it before I need. make sure all of the articles in the contract are registered in the lawyer office if the high administration noticed that in the PM they should take the decision to change him immediately to save the plan of the project If the project starts going away from the plan we should avoid this by prepare it by expert people and always do the continuous revision for that plan to know if there is any bias they should modify it ASAP. if the sub contractor does not cooperate with the project we will try to help him in that and improve his work Solve this problem by making the work standard, chain of command, and backup plan. Be with the rules and apply all of the governmental requirements. And if any problem occurred just do what the governmental asking to do. Since the project in Dubai and the weather there is normal all of the year we can stop if there is any weather problem and in the summer time we will stop from 12 pm-3 pm to save our site employees from the heat of the desert sun. Apply all the articles in the Health and Safety policy to save the life of the people and if any accident happens directly open an investigation to know who is the responsible for that. And to make sure there is no any sick people one doctor room will be available in the site.

likelihood

impact

High

Low

Medium

Low

Low

High

Medium

Medium

Low

Low

High

High

Low

Medium

Medium

High

Medium

High

Low

Medium

Medium

Medium

Low

Medium

Low

High

High

High

Medium

3

Low

High

Medium

Medium

Low

Medium

Low

High

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WORK PACKAGE – SUB-STRUCTURE – PEER MOHAMED

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WORK PACKAGE – SUB-STRUCTURE – PEER MOHAMED

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WORK PACKAGE – SUB-STRUCTURE – PEER MOHAMED

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WORK PACKAGE – STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – FINISHING – DAVID AGBAJE

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WORK PACKAGE – FINISHING – DAVID AGBAJE

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WORK PACKAGE – FINISHING – DAVID AGBAJE

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WORK PACKAGE – SERVICES – ANTONIO HAMILTON

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WORK PACKAGE – SERVICES – ANTONIO HAMILTON

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APPENDIX G “GANTT CHART”

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WORK PACKAGE – DESIGN – AMER JUMAH

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WORK PACKAGE – SUB-STRUCTURE – PEER MOHAMED

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WORK PACKAGE – STRUCTURE – AHMAD SHAHIN

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WORK PACKAGE – FINISHING – DAVID AGBAJE

WORK PACKAGE – SERVICES – ANTONIO HAMILTON Burj Al Arab Project

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APPENDIX H “HAZARD REPORT”

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Hazard Reporting Purpose: The purpose of hazard reporting is to try to stop accidents before they occur. Employees must be aware of their surroundings to prevent injury if possible. Objective: Our company objective is to eliminate the possibility of injury due to hazards that have not been identified. We need to keep the workplace a safe environment, and our workers need to be able to report any danger that may cause risk to the employee. Standard: It is in our best interests to make sure that our employees are able to recognize and assess any dangerous or hazardous situations. Common sense plays a key role in this aspect of Health and Safety. Being aware of the surroundings also helps to eliminate uncertainty. We encourage all of our employees to take time to walk around the workplace and get a feel for their surroundings before starting any work. Employees are to report any problem areas immediately. If areas of concern pose a threat to the health and safety of an individual, that individual must report immediately to the supervisor on site. The supervisor will assess the situation and take necessary steps to correct the problem. If the situation requires a great deal of attention, then action must be taken. Each employee is trained in rigging, fall protection, asbestos, and job specific hazards as they arise. We have put into place a set of standards that employees will follow when reporting hazards. 1. Each employee will inspect the workplace prior to commencing work. 2. Each employee will record any hazardous conditions on the job site. 3. Any hazards that are detected must be reported immediately to the acting site supervisor. The supervisor will then assess the degree of hazard and act accordingly. 4. The supervisor will determine if a third party will need to be called in (e.g. for asbestos removal). 5. The employee must always be aware of his/her surroundings. It is the responsibility of the worker to report anything that he/she deems as Burj Al Arab Project

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hazardous. 6. Common sense is a key factor in preventing a hazardous situation.

Communication: 

Communication with the site supervisors



Communication with the workers



Communication by way of Took Box Talks

Training: Training is provided to all workers. Employees will review on their own time or at our head office by reviewing and booklets and/or training videos. Evaluation: Elements will be reviewed on an annual basis to determine if the expectations are being met and training is adequate. Feedback from employees is an excellent tool to evaluate the training. CSAO may be able to provide assistance with the evaluation if little change has taken place. Acknowledge Success and Make Improvements: We encourage our site supervisor to acknowledge good performance verbally in front of peers and by adding comments to employee’s files indicating good or bad performance.

Reviewed By:

Date:

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APPENDIX I “FORTNIGHT INSPECTION CHECKLIST”

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Fortnight Inspection Checklist

Inspected by:

Project Manager.

Company/Project:

Burj Al Arab Project.

Number of Employees:

14,000

Copies to:

Design, Safety, Construction, Government and investors.

Date:

1. SITE ACCESS

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

Clean, level ground Adequate ramps Adequate stairs Adequate ladders 2. PROTECTIVE EQUIPMENT Hard hats worn Fall protection worn Skin protection:

Worn Available

Eye & face protection: Worn Available Hearing protection:

Worn Available

Respiratory protection: Worn Available 3. GUARDRAILS, BARRICADES Located where required Properly constructed Adequately secured 4. FIRE PROTECTION Extinguishers where required Fully charged Burj Al Arab Project

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Adequately identified Master emergency plan 5. PUBLIC WAY PROTECTION

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

Properly located (within 10m) Covered where required Min. height, width requirement Proper rail on street side Proper lighting, where required 6. HOUSEKEEPING Clear walkways Clear work areas Clear access and landing 7. FALL PROTECTION Properly worn Safe, usable condition Unprotected openings and edges Working from:

Ladders Scaffolds Swing stages

8. STAIRWELLS & RAMPS Proper filler blocks in metal stairs Proper cleats on ramps Adequate lighting in stairwells Proper handrails or guardrails 9. POWER TOOLS, EQUIPMENT General condition Proper guards, cords Tagging as DEFECTIVE 10. EXTENSION CORDS Outdoor-type, rated over 300 volts Condition of casing, ends, connections Burj Al Arab Project

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11. WORKER EDUCATION

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

WHMIS training Company safety policy & program Injury reporting Hazard reporting OH&S Act and Regulations Personal H&S responsibilities 12. FIRST AID REQUIRMENTS Adequate qualified first aiders on jobsite First aid kits:

Adequate number Adequate contents

13. CRANES, HOISTS, ETC. Safe setup of equipment Maintenance log available Competent operator Condition of slings, hardware Safety catches on all hooks Proper use of tag lines Proper lifting containers Competent signaller 14. TRAFFIC CONTROL Trained traffic controllers Properly located Clean, regulation sign Properly dressed (including vest) 15. WELDING( if applicable) Rods & cylinders properly labeled MSDSs readily available Properly secured ground cables Proper eye protection worn Proper screens and exhaust Burj Al Arab Project

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Gas cylinders upright and secured Fire extinguisher readily available 16. ELEVATING WORK PLATFORM

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

OK

Not

ACTION TAKEN

Worker training Properly used Safe, usable condition Acceptable loading Manufacturer’s operating manual 17. TEMPORARY POWER SUPPLY Properly identified Overhead lines flagged & secured Surface cables buried or protected 18. SIGNS & PRINT MATERIAL H&S Act and regulations Warning signs Emergency phone list Report forms 19. MATERIALS STORAGE Properly located Safely piled, stacked, bundled Properly moved or lifted Properly labeled (WHMIS) 20. TRENCHES & EXCAVATIONS Properly sloped, where required Excavated soil properly placed Appropriate shoring used Proper access to trench 21. SUSPENDED SCAFFOLDS Properly attached and capable of Burj Al Arab Project

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at least 4 times maximum load Independent lifelines for each worker (extend to ground) Engineer’s drawing on site if required

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APPENDIX J “MINUTES OF MEETINGS”

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Project Meeting (1) 14/10/2011 11.00am Cafeteria, Jaguar Building Meeting called by:

Ahmed Shahin

Type of meeting:

Team meeting

Facilitator:

Ahmed Shahin

Note taker:

David Agbaje

Timekeeper:

Amer Jumah

Attendees:

Ahmed Shahin, David Agbaje, Amer Jumah, Peer Mohammed, Antonio Hamilton

Agenda topics Agenda 1: Choosing a team Leader Discussion: After each member had introduced themselves, it was then discussed who the team leader and note-taker should be. Amer Jumah nominated Ahmed to be the team leader and it was unanimously agreed that Ahmed Shahin should be the team leader while David Agbaje volunteered to take the minutes of meetings whenever there is one. Conclusions: Ahmed Shahin (Team Leader) & David Agbaje (Note taker) Agenda 2: Team Identity Discussion: Team members were given the opportunity to suggest a name by which the team shall be identified. After several suggestions, David suggested the team should be called “The A Team” & the notion was adopted by all. Conclusions: Henceforth, team to be called “The A Team” Action items: All correspondence relating to the team to be addressed to & as “The A Team”.

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Agenda 3: Project topic Discussion: Projects of interest were discussed. Again, it was unanimously agreed that the team should work on a construction project that is neither too complex nor ambiguous. Team members were to go and look at some construction topics listed among the suggested topics on the moodle. Ahmed suggested that if anyone has a construction topic that is not on the moodle list that could be considered as a project, this should be brought to the next meeting. Conclusions: The A Team will be working on a construction project. Action items: Each member to go and research construction topics on moodle or come with personal topics of interest. Person responsible: All members Deadline: 19/10/2011 Agenda 4: Communicating channel Discussion: The team is to use the facebook as a common means of communication. Each member of the team shall be invited to join “The A Team” group on facebook as everyone already has a facebook account. This will serve as a forum to meet, chat, upload & exchange files when necessary. Phone numbers and email addresses were also exchanged. Conclusions: Members to join “The A Team” group on facebook and check regularly. Action items: Amer to form “The A Team” group on facebook and invite all members Person responsible: Amer Jumah Deadline: 15/10/2011 Agenda 5: Code of conduct Discussion: Members to think about rules to guide the conduct of team members and come up with opinions on this issue to the next meeting. Meeting Suspended Meeting Close Time: 11:30am Date of next meeting: 19th October 2011 Time of next meeting: To be communicated via facebook Venue of next meeting: To be announced Special Comments: Members to check facebook for announcements

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Project Meeting (2) 19/10/2011 16:00pm Jaguar Building cafeteria Meeting called by:

Team Leader (Ahmed)

Type of meeting:

Project Team meeting

Facilitator: Note taker:

David

Attendees:

Ahmed, David, Amer, Peer Mohammed

Absentees:

Antonio

Agenda topics Agenda 1: Code of Conduct Discussion: Ahmed suggested that the meeting starts with what the team`s code of conduct should be. The code of conducts were suggested and adopted by the team. Members to refer to these set of rules on facebook and in the team`s project charter. Conclusions: Members should read and understand that the agreed code of conduct shall be binding on all members. Action items: Code of conduct to be written in the project charter and also a copy is to be made available on the team`s facebook account. Person responsible: Ahmed Shahin Deadline: ASAP Agenda 2: Project Topic & Planning Discussion: The “Burj Al arab” Hotel in Dubai was suggested and discussed with respect to its feasibility in terms of available data & resources. It was also discussed whether we are restricted to the suggested topics or not. Conclusions: Project Topic “Burj Al Arab”; subject to Dr Anthony`s approval Action items: Members to read first 3 topics of M28EKM manual`s “Content of the Group Project Report”. All members to research on the chosen topic. Finally, members should come up with an organisational structure for the project. Person responsible: All member Deadline: Before the next scheduled meeting

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Meeting Close Meeting Close Time: 17:00pm Date of Next Meeting: 26th October 2011 Time of Next Meeting: 16:00pm (unless otherwise communicated) Venue: Jaguar Building Cafetaria Special Comment:

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Project Meeting (3) 20/10/2011 14:15pm Jaguar Building cafeteria Meeting called by:

Team Leader (Ahmed)

Type of meeting:

Project Team meeting

Facilitator: Note taker:

David

Attendees:

Ahmed, David, Amer, Peer Mohammed, Antonio

Absentees:

Agenda Topics Agenda 1: Project Charter Discussion: Progress from previous meetings briefly discussed. Also, following today`s lecture where we were charged to produce a project charter, members are to go and study the module manual to understand what is expected of us regarding the project charter. Conclusions: Members should read through the copy of the project charter sample and adapt it to our project; especially parts to be assigned to individuals. Agenda 2: Division & Assignment of Project Parts Discussion: Division of project into 5 parts in line with the format of the project charter available to us. Action: Members are to work on each of the assigned project parts thus:  Ahmed Shahin.............. Organisational Structure 

David Agbaje ………... Stakeholders Analysis



Antonio Hamilton…….



Amer Jumah …………



Peer Mohammed ………Project Risks & Assumptions

Meeting Closed Meeting Close Time: 15:45pm Date of Next Meeting: 26th October 2011 Time of Next Meeting: 16:00pm Venue: Jaguar Building Cafeteria Special Comment:

Financial Estimates; Project Efforts, Costs & Duration

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Project Meeting (4) 27/10/2011 14:15pm Jaguar Building, Room 202 Meeting called by:

Team Leader (Ahmed)

Type of meeting:

Project Team meeting

Facilitator: Note taker:

David

Attendees:

Ahmed, David, Amer, Peer Mohammed, Antonio

Absentees:

Agenda topics Agenda : Progress from Last Meeting Discussion: Work done from last meeting was discussed. Ahmed provided the organisational structure. David came with the stakeholders` map. Peer Mohammed already emailed the project assumptions and risks to Ahmed. Antonio and Amer are struggling to find resources to estimate project costs. Organisational structure was discussed against time-phased approach to project management and it was agreed that the team should use the organisational structure. Belbin Analysis was discussed along with individual`s roles/responsibilities. Conclusions: Members should read through the copy of the project charter sample and adapt it to our project; especially parts to be assigned to individuals. Action: Peer Mohammed to work with both Antonio and Amer on the project finance and cost estimates.  David to produce stakeholders analysis table and grid 

David to produce hard copies of minutes of meetings so it can be shown to Dr Anthony if need be



Ahmed to compile all the assigned tasks as part of the project charter and also fill the rest bits and pieces of the project charter template.

Meeting Closed Meeting Close Time: 15:45pm Date of Next Meeting: 27th October 2011 Time of Next Meeting: 10:00am Venue: Jaguar Building, Room 202 Special Comment:

M28EKM - Project Management

Project Meeting (5) 16/11/2011 14:00pm Jaguar Building, Room 122 Meeting called by:

Team Leader (Ahmed)

Type of meeting:

Project Team meeting

Facilitator:

Ahmed

Note taker:

David

Attendees:

Ahmed, David, Amer, Peer Mohammed, Antonio

Absentees:

Agenda topics Agenda : Work Breakdown Structure Discussion: Work breakdown structure was discussed and agreed. Each member has the responsibility of working on individual work packages to come up with the specified number of tasks as charged by Dr Anthony. Once members have all come up with their individual tasks, a meeting shall be conveyed to discuss the harmony of the structure and tasks. Any member having issues with own package should inform the team leader for discussion who would then summon a brainstorming meeting if necessary. Conclusions: Members should research and work on own individual work packages so that in the end when we have to combine our works for presentation we will have a quality project work to present. Action: Amer to work on the design aspect of the work breakdown  Ahmed to work on the structure package. 

Peer Mohammed to work on the sub-structural part of the breakdown



David to work on the finish work package



Antonio to work on the services part of the work breakdown

Meeting Closed Meeting Close Time: 15:30pm Date of Next Meeting: To be communicated via facebook Time of Next Meeting: To be announced later Venue: Jaguar Building, Room 146 Special Comment: Members to check facebook account regularly for update about next meeting schedule

M28EKM - Project Management

Project Meeting (6) 24/11/2011 18:00pm Jaguar Building, Room 146 Meeting called by:

Team Leader (Ahmed)

Type of meeting:

Project Team meeting

Facilitator:

Ahmed

Note taker:

David

Attendees:

Ahmed, David, Amer, Peer Mohammed, Antonio

Absentees:

Agenda topics Agenda : Project Charter Update Discussion: The minutes of the last meeting was read at the start of the meeting for update. Then, there was a brief discussion about the progress of individual work packages following what was discussed at the previous meeting. Today, there was a full review of the project charter after which members were assigned different tasks to complete in order to update the missing information from the initial charter. Issues bothering on project costs estimation were discussed, calculated and validated. Also, information regarding project milestones missing from the initial charter was added based on understanding of individual packages. Conclusions: Project Charter will be regularly reviewed for update before final submission. Members to try and tidy up individual work packages and feedback any information that needs to be included in the project charter to the team leader. Action: Ahmed to update and edit the project charter accordingly  Amer and Peer Mohammed to review project costs, feasibility and fill produce project fact sheet 

David to review the project aim ,objectives and priorities



Antonio to work project milestones

Meeting Closed Meeting Close Time: 21:30pm Date of Next Meeting: 09/12/2011 Time of Next Meeting: To be announced Venue: Jaguar Building, Room 146 Special Comment: Members to check facebook account regularly for update about next meeting schedule

M28EKM - Project Management

Project Meeting (7) 09/12/2011 2:00pm Jaguar Building, Room 146 Meeting called by:

Team Leader (Ahmed)

Type of meeting:

Project Team meeting

Facilitator:

Ahmed

Note taker:

David

Attendees:

Ahmed, David, Amer, Peer Mohammed, Antonio

Absentees:

Agenda topics Agenda : Group Presentation Discussion: The minutes of the last meeting was briefly read and progress of work discussed. Following the guidelines and instructions given about the group presentation in today`s seminar, Amer suggested that each member of the team should come up with some slides summarising their aspects of the work so the group can then combine and use key points as presentation. David and Peer Mohammed opposed the idea based on the fact that it is supposed to be a group presentation and not individual work presentation. Hence, it was decided that the team should come up with a summarised set of topics for the entire project work that will be divided among the group members under key topics that will cover all aspects of the project work. Ahmad suggested some key topic areas of the project work which was jointly divided among team members. Conclusions: Each member of the group is tasked with the duty of producing some slides based on the assigned parts of the project work at the next meeting where they will all be combined and rehearsed. Action: Ahmed to work on the Introduction, Project Scope, Objectives and Priorities  David to work on Project Organisational structure, Assumptions and Stakeholders Analysis. 

Peer Mohammed to work on the WBS, Project Costs and RACI matrix



Amer is to work on Project Risks & Plan, and Communication Management



Antonio will work on Project Closing, Conclusions & Recommendations

Meeting Closed Meeting Close Time: 15:50pm Date of Next Meeting: 15/12/2011 Time of Next Meeting: 18:00pm Venue: Jaguar Building, Room 146 Special Comment: Members to check facebook account regularly for update about any update regarding the group presentation.

M28EKM - Project Management

Project Meeting (8) 14/12/2011 6:00pm Jaguar Building, Room 146 Meeting called by:

Team Leader (Ahmed)

Type of meeting:

Project Team meeting

Facilitator:

Ahmed

Note taker:

David

Attendees:

Ahmed, David, Amer, Peer Mohammed, Antonio

Absentees:

Agenda topics Agenda : Group Presentation Preparation Discussion: The minutes of previous meeting was briefly read and progress of work discussed. The slides prepared by each member were collated and edited. The project close-out part was further discussed so it can be presented in a simplified form for the purpose of the presentation. Once, all members agreed to a format, the slides were made and added to other parts of the slides to complete the presentation slides. Also, a presentation rehearsal was conducted to ease any nerves and also get members prepared for the real presentation. Conclusions: Individual member to go and practice the presentation slides Action: Ahmed to work on the Introduction, Project Scope, Objectives and Priorities  David to work on Project Organisational structure, Assumptions and Stakeholders Analysis. 

Peer Mohammed to work on the WBS, Project Costs and RACI matrix



Amer is to work on Project Risks & Plan, and Communication Management



Antonio to practice the Project Closing, Conclusions & Recommendations slides

Meeting Closed Meeting Close Time: 21:50pm Date of Next Meeting: 15/12/2011 Time of Next Meeting: 10:00pm Venue: Jaguar Building, Room 146 Special Comment: Members to check facebook account regularly for update about any update regarding the group presentation.

M28EKM - Project Management

Project Meeting (9) 16/12/2011 2:00pm Jaguar Building, Room 146 Meeting called by:

Team Leader (Ahmed)

Type of meeting:

Project Team meeting

Facilitator:

Ahmed

Note taker:

David

Attendees:

Ahmed, David, Amer, Peer Mohammed, Antonio

Absentees:

Agenda topics Agenda : Group Presentation Review Discussion: Once the presentation session was completed, the group conveyed to discuss how the team did with the presentation. At this meeting, there was a frank assessment of how the team performed collectively and individually. While it was noted that there was nothing that could be done to change what had been done, lessons learned from the experience were discussed. Agenda 2: Individual Holiday Project Report Discussion: It was also decided at the meeting that reports will be divided and sent via emails by Ahmed. Conclusions: Members should check mails regularly to know the assigned parts of the project. Action: All members to work on the project report and complete whatever is left from individual work package.

Meeting Closed Meeting Close Time: 15:00pm Date of Next Meeting: 10/01/2012 Time of Next Meeting: 11:00am Venue: Jaguar Building, Room 146 Special Comment: Members to check facebook account regularly for update about any update regarding project report.

M28EKM - Project Management

Project Meeting (10) 11/01/2012 10:00am Armstrong Meeting called by:

Team Leader (Ahmed)

Type of meeting:

Project Team meeting

Facilitator:

Ahmed

Note taker:

David

Attendees:

Ahmed, David, Amer, Peer Mohammed, Antonio

Absentees:

Agenda topics Agenda : Project Report Preparation & project Close Out Discussion: The last meeting was the presentation review meeting, were assignments were later on given out to project team members for holiday work, to complete. The work handed in was compiled into the final document to give in. The project was closed out successfully. Conclusions: Each member of the group gave in his work to complete the project report. Action: Ahmed collected the project report  David gave in his individual work. 

Peer Mohammed gave in his individual work.



Amer gave in his individual work.



Antonio gave in his individual work.

Meeting Closed Meeting Close Time: 3:00am (12/01/2012) Date of Next Meeting: No More Meetings. Time of Next Meeting: No more Meetings. Venue: ASG31 Special Comment: This meeting is the last one and the project has closed out.