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M28EKM - Project Management

Burj Al Arab

Prepared by: The A Team


Date of Publication: 22/10/2011

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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

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M28EKM - Project Management

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
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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.
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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 m (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:


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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

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.

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

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

Structured Planning

foreign exchange.
4. Financial Risks

Burj Al Arab Project

Delay in Payment.

Repatriation of funds.

Local taxes

Regular finance
monitoring.

Periodical
estimation

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M28EKM - Project Management

Constraints on the availability


and employment of expatriate
staff.

5. Political Risks

Customs and import


restrictions and procedures.

Difficulties in disposing of

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
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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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M28EKM - Project Management

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. 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.

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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 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.

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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.
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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

Forklifts failure

Drilling compressors failure


tools failure

Low safety tools

Crain's Problems

Low work force

Bad Productivity
The absence
of HR

Low experience
No commitment

Raw material bad quality

10
11
12

delay in the project

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

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
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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 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.

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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:
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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.
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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
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.

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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 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:
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 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

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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

Forklifts failure

Drilling compressors failure


tools failure

Low safety tools

Crain's Problems

Low work force

Bad Productivity
The absence
of HR

Low experience
No commitment

Raw material bad quality

10
11
12

delay in the project

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

Low

High

Medium

Medium

Low

Medium

Low

High

WORK PACKAGE DESIGN AMER JUMAH


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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 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


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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
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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 employees 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
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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
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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
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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
Manufacturers 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
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at least 4 times maximum load


Independent lifelines for each
worker (extend to ground)
Engineers 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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M28EKM - Project Management

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:

M28EKM - Project Management

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

M28EKM - Project Management

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.