Burj Al Arab Prepared by: The A Team Date of Publication: 22/10/2011
Dec 16, 2015
M28EKM - Project Management
M28EKM - Project Management
Burj Al Arab
Prepared by: The A TeamDate of Publication: 22/10/2011Document Information and revisionVersion History
Version #DateAuthor(s)Revision Notes
1.022/10/11Ahmad ShahinInitial composing
1.127/10/11The A TeamEditing and additions
1.229/10/11The A TeamEditing and additions
1.301/11/11The A TeamEditing and additions
1.416/11/11The A TeamEditing and additions
1.507/12/11The A TeamEditing and additions
1.618/12/11The A TeamEditing and additions
1.703/01/12Ahmad ShahinEditing and additions
1.810/01/12The A TeamEditing and additions
1.911/01/12The A TeamEditing and additions
2.012/01/12The A TeamClosing Out
Burj Al Arab ProjectThe A TeamTable of Contents
1. INTRODUCTION/BACKGROUND4 1.1. ABSTRACT4 1.2. PROJECT DESCRIPTION52. PROJECT CHARTER6 2.1. PROJECT OVERVIEW6 2.2. PROJECT SCOPE6 2.2.1. IN SCOPE6 2.2.2. OUT OF SCOPE7 2.2.3. DELIVERABLES PRODUCED7 2.3. PROJECT AIM7 2.4. PROJECT OBJECTIVES7 2.5. PROJECT PRORITIES7 2.6. PROJECT FINANCIAL FEASABILITY8 2.7. PROJECT RESOURCES9 2.8. PROJECT MILESTONES9 2.9. PROJECT ESTIMATED COST/EFFORT/DURATION10 2.9.1. ESTIMATED COST10 2.9.2. ESTIMATED DURATION11 2.10. PROJECT ASSUMPTIONS12 2.11. PROJECT RISKS13 2.12. PROJECT APPROACHES15 2.13. PROJECT APPROVALS173. PROJECT ORGANISATION STRUCTURE184. PROJECT TEAM (THE A TEAM) 19 4.1. PROJECT TEAM LIST19 4.2. PROJECT CODE OF CONDUCT215. STAKEHOLDERS ANALYSIS & MAPPING22 5.1. STAKEHOLDERS & CORRESPONDING RESPONSIBILITIES TABLE22 5.2. STAKEHOLDERS MAPPING24 5.3 STAKEHOLDERS ANALYSIS TABLE25 5.4 STAKEHOLDERS GRID276. WORK BREAKDOWN STRUCTURE287. RESPONSIBILITY MATRIX298. COST BREAKDOWN STRUCTURE31 8.1. CONTINGENCIES ALLOWANCE32 8.2. COST MONITOR & CONTROL METHOD339. COMMUNICATION PLAN34 9.1. PROJECT COMMUNICATION DELIVERABLES34 9.2. PROJECT TEAM COMMUNICATION DELIVERABLES3510. HEALTH & SAFETY PLAN36 10.1. AIM36 10.2. HEALTH & SAFETY POLICY36 10.3. MONITORING HEALTH & SAFETY RELATED ISSUES37 10.4. FORTNIGHT INSPECTION CHECKLIST3811. RISK REPORT & ASSESSMENT39 11.1. FISHBONE DIAGRAM39 11.2. RISK IDENTIFICATION/CATEGORY39 11.3. RISK IMPACT/PROBABILITY MATRIX41 11.4. RISK ASSESSMENT & RESPONSE PLAN4212. GANTT CHART43 12.1. CRITICAL PATH ANALYSIS43 12.2. PROJECT DEPENDENCY CHART4413. PROJECT COMPLEXITY45 13.1. DETERMINATION OF PROJECT COMPLEXITY & DESCRIPTION45 13.2. IDENTIFICATION OF PROJECT CRITICAL SUCCESS FACTORS46 13.3. TREATMENT OF OUTSTANDING ISSUES46 13.4. PROJECT MONITORING METHODOLOGY & FREQUENCY47 13.5. THE OCCURANCE OF AN OUTSTANDING ISSUE4714. PROJECT CLOSE OUT51APPENDICES531. 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. 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.
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 m (1,820sqft), and the largest covers 780m2 (8,400sqft).The project includes many innovated items such as a tennis court located on a helipad, a state of art conference room located on the 27th 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: 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 contractors detailed plans and specifications.
Buyer will select bathroom fixtures, kitchen and laundry room fixtures and appliances as specified on contractors 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. PROJECT OBJECTIVES: 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 communities2.5. 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 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 yearAverage 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 yearRunning 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 yearBreak even time= 84,446,400$ / 500,000,000$
= 5.92 years2.7. PROJECT RESOURCES:Human ResourcesProject 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
Material ResourcesConstruction materials, Construction equipments and tools, Mechanical materials and equipment, electrical and plumbing supplies, Security systems, Sanitary appliances, Furniture supplies, Communication systems, special items
Financial Resources
Al Jumerah Group, Financial institutions, investors
2.8. PROJECT MILESTONES:As described previously, construction must be completed by December 31st, 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:
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:Project MilestonesDate
Project Charter Approval15th January 2012
Budget estimation completed28th January 2012
Design Approval5th February 2012
Equipment Installation 15th February 2012
Start Working in the site 29th February 2012
Finishing Foundation Works15th June 2012
Complete Construction31st March 2013
Completing Finishing works20th September 2013
Equipment removed & Site Clean 30th November
Closing Project15th December 2013
Project Ended31st December 2013
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.2.11. PROJECT RISKS:Risk AreaDescriptionLevel
(H/M
/L)Risk Plan
1. Technical Risks Incomplete design.
Inadequate site investigation.
Uncertainty over the source and availability of materials.
Appropriateness of specifications
HCoordination and Co-operation among the different technical departments
2. Logistical Risks Availability of resources - particularly construction equipments, spare- parts, fuel and labour.
Availability of sufficient transportation facilities.
MSelection efficient and capable suppliers
3. Construction Risks Uncertain productivity of resources.
Weather and seasonal implications.
Industrial relations problems.
HStructured Planning
4. Financial Risks Inflation.
Availability and fluctuation in foreign exchange.
Delay in Payment.
Repatriation of funds.
Local taxes
L Regular finance monitoring.
Periodical estimation
5. Political Risks Constraints on theavailability 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.
M
6. Geographical Risk Location Of the site
Weather
Natural calamities
MA team to monitor the Geo informatics situation
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
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
3. PROJECT ORGANISATION STRUCTURE
Stakeholders: Al Jumeirah Group International.
Managing director (consultant): Atkins.
Project Manager (contractor): Murray & Roberts.
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 NameBelbin Analysis RoleProject Roles
Ahmad ShahinCo-ordinatorProject Manager
David AgbajeCompleterFinishing Manager
Amer JumahResource investigatorDesign Manager
Peer M Raja MohamedTeam WorkerConstruction Manager
Antonio HamiltonImplementerServices 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 goals2) 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.
Constantly researching information relevant and helpful for the project
Seeking new opportunities4) 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 members5) Antonio Hamilton
Background: BSc Geology and Mining
Implementer Services Manager
Good at adopting new concepts and ideas
Relates theory to practice
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 Amer J Peer M Antonio H
___________________ _____________________ ____________________ ____________________ ____________________5. STAKEHOLDERS ANALYSIS & MAPPING:5.1. STAKEHOLDERS & CORRESPONDING RESPONSIBILITIES TABLE:Stakeholders IdentityExpected Responsibilities in the Project
1. Jumeirah Beach Resort Project Sponsor and Owner
Project Approval/Sign off
Support and Finance of project
2. Managing Director Representing the board of directors as the owner of project
Relates directly to the project manager about project needs and progress
3. Project Manager Handles the day-to-day running and management of the project
Liaises with the project owner
Reports to the project company
4. Project Team Implementation of project plans using project tools and techniques
Reporting directly to the project manager
5. Project Company Supports the project manager
Provide resources for the project
Assesses performance of project team
6. Government of United Arab Emirate Planning permit and approval
7. Government Opposition Leaders Constructive criticism of project work
8. Health, Safety and Environment Authority Ensuring that construction project complies with relevant regulations
9. Social, Culture and Tourism Ministry Provides advice based on culture and tradition; and
Ensures compliant to regulations about tourism and hospitality industries
10. Consultants Provides technical expertise
11. Contractors Carry out the project work according to the terms of contract
12. Sub-contractors Carry out parts of the project work contracted to them by the main contractors
13. Suppliers Provide materials whenever required
14. Logistics Company Transportation of staff, materials and equipments to project site
15. Environmental Agencies Ensure that environmental laws are adhered to
Approval of project environmental impact assessment
16. Environmental Activists Protection of the natural and spiritual history of the project environment
17. Banks Providing project finance
18. Legal Office Dealing with all legal matters relating to the project
19. Security Contractor Providing security for staff, materials, equipments and project site
20. Customers/Tourists Providing income through patronage
Making use of the facility
21. Users/Employees Providing services for customers
Making daily use of facilities and
Ensuring quality upkeep and maintenance of facility
22. Utilities Provider (Such as Telecomms, Power supply etc) Provision of services for the project
23. Media News update about development on project site
24. Other Hotels Providing competition for through services and pricing for tourists and other customers
Serving as agents for benchmarking service quality
25. Module Leader Provision of instruction and guidance as to the application of project management tools and techniques
5.2. STAKEHOLDERS MAPPING:
Figure (1): Stakeholders Mapping
5.3. STAKEHOLDERS ANALYSIS TABLE: StakeholderStake in
ProjectType of
StakeImpact on
ProjectInterest in
ProjectWhat is Expected from
StakeholderWhat Stakeholder expects from Project Company
Approach to Stakeholder
Management
Project Sponsor
FundingPrimaryHighHighTimely release of
fundsA successful project
delivered on time & to
the expected iconic standardManage closely
Managing Director
(Client`s)Funding & SupportPrimaryHighHighFunding, Support and Good report to the project sponsorSuccessfully executed projectManage Closely
Project Office
Consulting
/ApprovalSecondaryHighLowApproval/Formal
SupportTimely delivery of quality projectKeep satisfied
Project Manager
Project
managementPrimaryHighHighTimely delivery of Quality projectPrompt release of fundsManage closely
Project Team
ImplementingPrimaryHighHighEfficient work executed
in time and to standard Available fund, personnel, & materialManage closely
Module LeaderInstructingPrimaryHighLowGuidance and Instruction about application of project management tools and techniquesA high quality project successfully delivered within timeKeep Satisfied
UAE Government
Planning
ApprovalSecondaryHighLowProject plan approvalSuccessful completion of an iconic projectKeep satisfied
Government`s Opposing partyInformalSecondaryLowLowInformal SupportA well executed symbolic projectMonitor
BanksFundingPrimaryHighHighProject fundingA successfully executed projectManage closely
HSE AuthorityInformalSecondaryHighLowInformal supportAdherence to HSE rulesKeep satisfied
Environmental
AgencyInformalSecondaryHighLowInformal supportAssurance of a green project environmentKeep Satisfied
Environmental ActivistsInformalSecondaryLowLowInformal SupportAssurance of a preserved natural environmentMonitor
Consultants
Technical
ExpertisePrimaryHighLowExpert advisePrompt paymentKeep satisfied
Utilities ProviderServices supplyPrimaryHighLowRegular supply of servicesPrompt paymentKeep Satisfied
Contractors
Project Plan
ExecutionPrimaryHighHighProject executed to high quality standardPrompt release of fundsManage closely
Security CompanyProvide Security PrimaryLowHighStaff & Site securityPrompt paymentKeep Informed
Logistics CompanyTransportationPrimaryLowHighPrompt transportation of staff, materials & equipments to and from sitePrompt paymentKeep Informed
Legal OfficeLegal ExpertisePrimaryHighHighAdequately handling all legal issues relating to the projectUp to date information about project legal mattersManage Closely
Sub-contractorsProject Plan ImplementationPrimaryHigh HighA high level project plan implementation Prompt release of fundsManage Closely
Suppliers
Providing MaterialsPrimaryHighLowPrompt delivery of materialsPrompt release of fundsKeep satisfied
MediaNews UpdateSecondaryLowLowPositive publicityKeep informedMonitor
Employees/Users
InformalSecondaryLowHighInformal supportEmployment on completion of projectKeep informed
CustomersInformalSecondaryLowLowInformal supportA 5-Star hotel with state-of-the-art facilities Monitor
Social, Culture & Tourism MinistryInformalSecondaryLowLowInformal supportAn iconic project delivered on timeMonitor
Other HotelsCompetitionSecondaryLowHighCompetition for market share once project completedIconic project with a competitive edgeKeep Informed
5.4. STAKEHOLDERS GRID:
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
Figure (2): Stakeholders Grid
6. WORK BREAKDOWN STRUCTURE:
Figure (3): Sample of Work Breakdown Structure. Full structure in Appendix AThe 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. 7. RESPONSIBILITY MATRIX:
Figure (4): Sample of Responsibility Matrix. Full matrix in Appendix BThe 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 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.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. Its 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.
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 doesnt 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.
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.
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 D9.2. PROJECT TEAM COMMUNICATION DELIVERABLES:
DeliverableInitiationDeadlineMethodAccountabilityTargetsOccurrence
Project initiation stageGathering data and researchingPreparation of Project CharterMeetingProject ManagerTeam membersOnce a week
Assigning individual tasksResearching and implementingChanged accordinglyIn meetings and at a place of individual convenience Individual membersTeam membersDepends on the tasks
Validating the workBrainstorming and discussionCompletion of each taskMeetings, emailsProject ManagerTeam membersDepends on the task completion
Status reportsProject commencementEnd of projectEmailsTeam membersTeam membersDepends on the task completion
Minutes of the meetingProject Team FormationEnd of projectEmailProject ManagerTeam membersWeekly
Feedback and change initiationWhen neededEnd of projectEmailProject ManagerTeam membersFortnightly
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 FThe 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.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: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.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 cause-and-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:
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.
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/low-impact and high-impact/low-probability risks of equal Risk Exposure score will tend to be evaluated at around the same time.11.4. RISK ASSESSMENT & RESPONSE PLAN:.No.major problemminor problemRiskthe Responselikelihoodimpact
1delay in the projecttools failureForklifts failureMake a contract with another company to be on time to make maintenance in failure cases.HighLow
2Drilling compressors failureTransfer the responsibility to a third part which will be responsible for everything about them.MediumLow
3Low safety toolsMake 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.LowHigh
4Crain's ProblemsIt 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.MediumMedium
5The absence of HRLow work forcewe will give the authority to the site manager to give the employees over time work and to bring daily laboursLowLow
6Bad ProductivityCall 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.HighHigh
7Low experienceAny person before start working they should get training courses and there should be an experienced employee to control the work of the others.LowMedium
8No commitmentTell them we will spend prize if the project finish earlier than the plan says to encourage them and support them to work harder.MediumHigh
9Supplier problemsRaw material bad qualityNot 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.MediumHigh
10Transport problemsDepends on the kind of problem but the most important is to transfer the risk to an insurance company.LowMedium
11Supplier lateif 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.MediumMedium
12Contract problemsmake sure all of the articles in the contract are registered in the lawyer officeLowMedium
13Planning issuesBad PMif the high administration noticed that in the PM they should take the decision to change him immediately to save the plan of the projectLowHigh
14Wrong PlanningIf 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.HighHigh
15No commitment for the plan
16Sub contractor poor planningif the sub contractor does not cooperate with the project we will try to help him in that and improve his workMedium3
17Absence of critical positions & Safety IssuesSuddenly resignationsSolve this problem by making the work standard, chain of command, and backup plan.LowHigh
18Government obligationBe with the rules and apply all of the governmental requirements. And if any problem occurred just do what the governmental asking to do.MediumMedium
19bad weatherSince 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.LowMedium
20Injuries & killsApply 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.LowHigh
Figure (12): Sample of Risk Response Plan. Work Packages Risk Response Plans in Appendix F12. GANTT CHART:
Figure (13): Sample of Gantt Chart. Work Packages Gantt Charts in Appendix GThe 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 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:NumberTask NameDurationPredecessor
1 -Burj Al Arab522 days
2 -Project Design25 days
3Architecture Design7 days
4Civil Design6 days3
5Facilities Design5 days4
6Mechanical & Electrical Design7 days5
7Milestone: Design Package Done0 days6
8 -Sub -structural works133 days6
9Pilling 31 days
10Prepare Foundation 25 days9
11Drainage32 days10
12Landscaping45 days11
13Milestone: Sub-Structure Package Done0 days12
14 -Structural Works148 days12
15Excavation23 days
16Foundation Work30 days15
17External Work 31 days16
18Internal Work32 days17
19Finishing Work 32 days18
20Milestone: Structural Package Done0 days19
21 -Finishes144 days19
22Interior Works64 days
23Exterior Works20 days22
24Mechanical Works 16 days23
25Electrical Works27 days24
26Plumbing Works17 days25
27Milestone: Finishing package Done0 days26
28 -Services72 days26
29Administration9 days
30Logistics12 days29
31Health & Safety18 days30
32Communication12 days31
33Restaurants21 days32
34Milestone: Services Package Done0 days33
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 ESIs 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.
Figure (11): Project Complexity Contributing Factors
13.2. IDENTIFICATION OF PROJECT CRITICAL SUCCESS FACTORS:
Measuring of SuccessSuccess factors
Project completion within time limitProject Manager
Project completion within cost budgetCost Manager
Generation of profitsMarketing Division
Fulfilling project scopeDesign Manager & Quality Manager
Environmental friendly statusDesign Manager
Project monitoringConstruction Manager, Project Manager
An efficient safety and health planHealth and Safety Manager
Decision making effectivenessProject manager
Overall managerial actionsProject manager
Project Team efficiencyProject 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: 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 variancesThe 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 variancesThe two reasons mentioned above lead to many substantial outcomes on the work schedule, project budget, work quality, and project progress. The sub-contractors 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 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.
Figure (12): Project Complexity Assessment ProcedureStepDefinitionDetails
Step1Identification 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 2Identification of target Stakeholders for interview
Government of Dubai Financial Institutions
Construction companies
Suppliers
Contractors
Step 3Preparation 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
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.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.
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.Lessons learnt: Project Overall Performance
SuccessesQuality assurance was successfully controlled by project team throughout the whole duration
MistakesUnder estimation the of the costs required for the project
Future improvementEffective cost estimation in the planning phase
Lessons learnt: The Techniques of Successful Project Management
SuccessesEffective management and successful project control
MistakesBudgeting was not precise due to the lack of resources
Future ImprovementConsideration of future trends for the project life
Lessons learnt: The Project Team Performance
SuccessesHigh motivation and commitment toward the project
MistakesLack of communications with other divisions
Future ImprovementSet 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 companys 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.APPENDICESAPPENDIX A
WBS
WORK PACKAGE DESIGN AMER JUMAH
WORK PACKAGE SUB-STRUCTURE PEER MOHAMED
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE FINISHING DAVID AGBAJE
WORK PACKAGE SERVICES ANTONIO HAMILTON
APPENDIX B
RACI MATRIX
WORK PACKAGE DESIGN AMER JUMAH
WORK PACKAGE SUB-STRUCTURE PEER MOHAMED
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE FINISHING DAVID AGBAJE
WORK PACKAGE SERVICES ANTONIO HAMILTON
APPENDIX C
CBS MATRIX
WORK PACKAGE DESIGN AMER JUMAH
WORK PACKAGE SUB-STRUCTURE PEER MOHAMED
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE FINISHING DAVID AGBAJE
WORK PACKAGE SERVICES ANTONIO HAMILTON
APPENDIX D
COMMUNICATION
WORK PACKAGE DESIGN AMER JUMAH
WORK PACKAGE DESIGN AMER JUMAH
WORK PACKAGE SUB-STRUCTURE PEER MOHAMED
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE FINISHING DAVID AGBAJE
WORK PACKAGE SERVICES ANTONIO HAMILTON
APPENDIX EHEALTH & SAFETY POLICY
_______________________________________________________________
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 companys 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:
WordThe definition
Accident Anevent thatcauses anypersonto beharmed.
Harm Meansillness,injuryorboth.
Hazard An activity, arrangement, circumstance, event, occurrence, phenomenon,process, situationor substance that isanactualor potentialsourceof harm.
Healthy Means unharmed andhealth hasacorrespondingmeaning.
Incident Anyeventthatcausesorcouldhavecausedharmtoanyperson.
Safe Inrelationto aperson,meansthem not exposedto any hazards, andin everyothercasemeansfreefromhazards.
Contractor Aperson engaged by theProject to do any work for gainorreward underacontractforperiod of time.
4. Policy contents and guidelines:
4.1. Health and safety.
Burj Al Arab project isfirmlycommitted to theprovisionof asafe and healthy environmentforitsemployees,contractors, visitorsandthepublic.
Theproject recognizes that thiscommitment willonly beachievedwith positiveleadership, theprovisionof necessary resources andcontinued 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 involvedin,or affected by, the projectactivities.
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 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.
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 employers 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 constructors 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
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.
APPENDIX F
RISK ANALYSIS
WORK PACKAGE DESIGN AMER JUMAH
WORK PACKAGE DESIGN AMER JUMAHNo.major problemminor problemRiskthe Responselikelihoodimpact
1delay in the projecttools failureForklifts failureMake a contract with another company to be on time to make maintenance in failure cases.HighLow
2Drilling compressors failureTransfer the responsibility to a third part which will be responsible for everything about them.MediumLow
3Low safety toolsMake 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.LowHigh
4Crain's ProblemsIt 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.MediumMedium
5The absence of HRLow work forcewe will give the authority to the site manager to give the employees over time work and to bring daily laboursLowLow
6Bad ProductivityCall 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.HighHigh
7Low experienceAny person before start working they should get training courses and there should be an experienced employee to control the work of the others.LowMedium
8No commitmentTell them we will spend prize if the project finish earlier than the plan says to encourage them and support them to work harder.MediumHigh
9Supplier problemsRaw material bad qualityNot 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.MediumHigh
10Transport problemsDepends on the kind of problem but the most important is to transfer the risk to an insurance company.LowMedium
11Supplier lateif 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.MediumMedium
12Contract problemsmake sure all of the articles in the contract are registered in the lawyer officeLowMedium
13Planning issuesBad PMif the high administration noticed that in the PM they should take the decision to change him immediately to save the plan of the projectLowHigh
14Wrong PlanningIf 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.HighHigh
15No commitment for the plan
16Sub contractor poor planningif the sub contractor does not cooperate with the project we will try to help him in that and improve his workMedium3
17Absence of critical positions & Safety IssuesSuddenly resignationsSolve this problem by making the work standard, chain of command, and backup plan.LowHigh
18Government obligationBe with the rules and apply all of the governmental requirements. And if any problem occurred just do what the governmental asking to do.MediumMedium
19bad weatherSince 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.LowMedium
20Injuries & killsApply 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.LowHigh
WORK PACKAGE DESIGN AMER JUMAH
WORK PACKAGE SUB-STRUCTURE PEER MOHAMED
WORK PACKAGE SUB-STRUCTURE PEER MOHAMED
WORK PACKAGE SUB-STRUCTURE PEER MOHAMED
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE FINISHING DAVID AGBAJE
WORK PACKAGE FINISHING DAVID AGBAJE
WORK PACKAGE FINISHING DAVID AGBAJE
WORK PACKAGE SERVICES ANTONIO HAMILTON
WORK PACKAGE SERVICES ANTONIO HAMILTON
APPENDIX G
GANTT CHART
WORK PACKAGE DESIGN AMER JUMAH
WORK PACKAGE SUB-STRUCTURE PEER MOHAMED
WORK PACKAGE STRUCTURE AHMAD SHAHIN
WORK PACKAGE FINISHING DAVID AGBAJE
WORK PACKAGE SERVICES ANTONIO HAMILTON
APPENDIX H
HAZARD REPORT
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 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 employees files indicating good or bad performance.
Reviewed By:
Date:
APPENDIX I
FORTNIGHT INSPECTION CHECKLIST
Fortnight Inspection Checklist
Inspected by:Project Manager.
Company/Project:Burj Al Arab Project.
Number of Employees:14,000Copies to:Design, Safety, Construction, Government and investors.
Date:
1. SITE ACCESSOKNot ACTION TAKEN
Clean, level ground FORMCHECKBOX
FORMCHECKBOX
Adequate ramps FORMCHECKBOX
FORMCHECKBOX
Adequate stairs FORMCHECKBOX
FORMCHECKBOX
Adequate ladders FORMCHECKBOX
FORMCHECKBOX
2. PROTECTIVE EQUIPMENTOKNot ACTION TAKEN
Hard hats worn FORMCHECKBOX
FORMCHECKBOX
Fall protection worn FORMCHECKBOX
FORMCHECKBOX
Skin protection:Worn FORMCHECKBOX
FORMCHECKBOX
Available FORMCHECKBOX
FORMCHECKBOX
Eye & face protection:Worn FORMCHECKBOX
FORMCHECKBOX
Available FORMCHECKBOX
FORMCHECKBOX
Hearing protection:Worn FORMCHECKBOX
FORMCHECKBOX
Available FORMCHECKBOX
FORMCHECKBOX
Respiratory protection:Worn FORMCHECKBOX
FORMCHECKBOX
Available FORMCHECKBOX
FORMCHECKBOX
3. GUARDRAILS, BARRICADESOKNot ACTION TAKEN
Located where required FORMCHECKBOX
FORMCHECKBOX
Properly constructed FORMCHECKBOX
FORMCHECKBOX
Adequately secured FORMCHECKBOX
FORMCHECKBOX
4. FIRE PROTECTIONOKNot ACTION TAKEN
Extinguishers where required FORMCHECKBOX
FORMCHECKBOX
Fully charged FORMCHECKBOX
FORMCHECKBOX
Adequately identified FORMCHECKBOX
FORMCHECKBOX
Master emergency plan FORMCHECKBOX
FORMCHECKBOX
5. PUBLIC WAY PROTECTIONOKNot ACTION TAKEN
Properly located (within 10m) FORMCHECKBOX
FORMCHECKBOX
Covered where required FORMCHECKBOX
FORMCHECKBOX
Min. height, width requirement FORMCHECKBOX
FORMCHECKBOX
Proper rail on street side FORMCHECKBOX
FORMCHECKBOX
Proper lighting, where required FORMCHECKBOX
FORMCHECKBOX
6. HOUSEKEEPINGOKNot ACTION TAKEN
Clear walkways FORMCHECKBOX
FORMCHECKBOX
Clear work areas FORMCHECKBOX
FORMCHECKBOX
Clear access and landing FORMCHECKBOX
FORMCHECKBOX
7. FALL PROTECTIONOKNot ACTION TAKEN
Properly worn FORMCHECKBOX
FORMCHECKBOX
Safe, usable condition FORMCHECKBOX
FORMCHECKBOX
Unprotected openings and edges FORMCHECKBOX
FORMCHECKBOX
Working from:Ladders FORMCHECKBOX
FORMCHECKBOX
Scaffolds FORMCHECKBOX
FORMCHECKBOX
Swing stages FORMCHECKBOX
FORMCHECKBOX
8. STAIRWELLS & RAMPSOKNot ACTION TAKEN
Proper filler blocks in metal stairs FORMCHECKBOX
FORMCHECKBOX
Proper cleats on ramps FORMCHECKBOX
FORMCHECKBOX
Adequate lighting in stairwells FORMCHECKBOX
FORMCHECKBOX
Proper handrails or guardrails FORMCHECKBOX
FORMCHECKBOX
9. POWER TOOLS, EQUIPMENTOKNot ACTION TAKEN
General condition FORMCHECKBOX
FORMCHECKBOX
Proper guards, cords FORMCHECKBOX
FORMCHECKBOX
Tagging as DEFECTIVE FORMCHECKBOX
FORMCHECKBOX
10. EXTENSION CORDSOKNot ACTION TAKEN
Outdoor-type, rated over 300 volts FORMCHECKBOX
FORMCHECKBOX
Condition of casing, ends, connections FORMCHECKBOX
FORMCHECKBOX
11. WORKER EDUCATIONOKNot ACTION TAKEN
WHMIS training FORMCHECKBOX
FORMCHECKBOX
Company safety policy & program FORMCHECKBOX
FORMCHECKBOX
Injury reporting FORMCHECKBOX
FORMCHECKBOX
Hazard reporting FORMCHECKBOX
FORMCHECKBOX
OH&S Act and Regulations FORMCHECKBOX
FORMCHECKBOX
Personal H&S responsibilities FORMCHECKBOX
FORMCHECKBOX
12. FIRST AID REQUIRMENTSOKNot ACTION TAKEN
Adequate qualified first aiders on jobsite FORMCHECKBOX
FORMCHECKBOX
First aid kits:Adequate number FORMCHECKBOX
FORMCHECKBOX
Adequate contents FORMCHECKBOX
FORMCHECKBOX
13. CRANES, HOISTS, ETC.OKNot ACTION TAKEN
Safe setup of equipment FORMCHECKBOX
FORMCHECKBOX
Maintenance log available FORMCHECKBOX
FORMCHECKBOX
Competent operator FORMCHECKBOX
FORMCHECKBOX
Condition of slings, hardware FORMCHECKBOX
FORMCHECKBOX
Safety catches on all hooks FORMCHECKBOX
FORMCHECKBOX
Proper use of tag lines FORMCHECKBOX
FORMCHECKBOX
Proper lifting containers FORMCHECKBOX
FORMCHECKBOX
Competent signaller FORMCHECKBOX
FORMCHECKBOX
14. TRAFFIC CONTROLOKNot ACTION TAKEN
Trained traffic controllers FORMCHECKBOX
FORMCHECKBOX
Properly located FORMCHECKBOX
FORMCHECKBOX
Clean, regulation sign FORMCHECKBOX
FORMCHECKBOX
Properly dressed (including vest) FORMCHECKBOX
FORMCHECKBOX
15. WELDING( if applicable)OKNot ACTION TAKEN
Rods & cylinders properly labeled FORMCHECKBOX
FORMCHECKBOX
MSDSs readily available FORMCHECKBOX
FORMCHECKBOX
Properly secured ground cables FORMCHECKBOX
FORMCHECKBOX
Proper eye protection worn FORMCHECKBOX
FORMCHECKBOX
Proper screens and exhaust FORMCHECKBOX
FORMCHECKBOX
Gas cylinders upright and secured FORMCHECKBOX
FORMCHECKBOX
Fire extinguisher readily available FORMCHECKBOX
FORMCHECKBOX
16. ELEVATING WORK PLATFORMOKNot ACTION TAKEN
Worker training FORMCHECKBOX
FORMCHECKBOX
Properly used FORMCHECKBOX
FORMCHECKBOX
Safe, usable condition FORMCHECKBOX
FORMCHECKBOX
Acceptable loading FORMCHECKBOX
FORMCHECKBOX
Manufacturers operating manual FORMCHECKBOX
FORMCHECKBOX
17. TEMPORARY POWER SUPPLYOKNot ACTION TAKEN
Properly identified FORMCHECKBOX
FORMCHECKBOX
Overhead lines flagged & secured FORMCHECKBOX
FORMCHECKBOX
Surface cables buried or protected FORMCHECKBOX
FORMCHECKBOX
18. SIGNS & PRINT MATERIALOKNot ACTION TAKEN
H&S Act and regulations FORMCHECKBOX
FORMCHECKBOX
Warning signs FORMCHECKBOX
FORMCHECKBOX
Emergency phone list FORMCHECKBOX
FORMCHECKBOX
Report forms FORMCHECKBOX
FORMCHECKBOX
19. MATERIALS STORAGEOKNot ACTION TAKEN
Properly located FORMCHECKBOX
FORMCHECKBOX
Safely piled, stacked, bundled FORMCHECKBOX
FORMCHECKBOX
Properly moved or lifted FORMCHECKBOX
FORMCHECKBOX
Properly labeled (WHMIS) FORMCHECKBOX
FORMCHECKBOX
20. TRENCHES & EXCAVATIONSOKNot ACTION TAKEN
Properly sloped, where required FORMCHECKBOX
FORMCHECKBOX
Excavated soil properly placed FORMCHECKBOX
FORMCHECKBOX
Appropriate shoring used FORMCHECKBOX
FORMCHECKBOX
Proper access to trench FORMCHECKBOX
FORMCHECKBOX
21. SUSPENDED SCAFFOLDSOKNot ACTION TAKEN
Properly attached and capable of at least 4 times maximum load FORMCHECKBOX
FORMCHECKBOX
Independent lifelines for each worker (extend to ground) FORMCHECKBOX
FORMCHECKBOX
Engineers drawing on site if required FORMCHECKBOX