Plan Template Rev 01

Project Execution Plan Date : 1 October 2002
Indice de révision : 1
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Mots clés : Project execution Plan, Project Management
Project Execution Plan - Template
This Template is to be used for the creation of all Project Execution Plans.
Project Execution Plans will be number in accordance with

Codification des Documents - DIT0000-WMT-001-0-02.
It must be modified to suit particular project requirements.
The areas in blue text need specifically updating to include specific project details.
This first page should then be deleted.
Le présent document est la propriété exclusive de B&R-C. Il ne peut être diffusé en externe sans l’autorisation écrite du responsable qualité
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Mots clés : Project Execution Plan, Project Management
Project Execution Plan
MINISTERE DE LA DEFENSE NATIONALE

DIRECTION CENTRALE DES SERVICES DE SANTE MILITAIRE
DIRECTION DES PROJETS DE REALISATION
HOPITAL MILITAIRE REGIONAL UNIVERSITAIRE

D’ORAN
Contract No. NE/5.731.1.203.000.04

Project: JCS 1002
Rédigé par Vérifié par Approuvé par

Nom et Prénoms
Visa
Date
Evolution du document :
Date Indice Objet de la modification
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Contents
1.0 INTRODUCTION 5
1.1 Purpose 5
1.2 Project History 5
2.0 PROJECT PROFILE 5
2.1 Contract Title 5
2.2 Customer 5
2.3 Project Participants 5
2.4 Form of Contract 6
2.5 Scope of Work 7
2.6 Key Contract Dates 8
2.7 Critical Success Factors 8
3.0 ORGANISATION 9
3.1 Organisation Structure 9
3.2 Roles and Responsibilities 10
3.3 Authorisation Matrix 15
3.4 Communications Matrix 16
4.0 WORK BREAKDOWN STRUCTURE 16
5.0 PLANNING & SCHEDULING 18
5.1 Scope 18
5.2 Schedule 18
5.3 Schedule Baseline 18
5.4 Project Master Schedule 19
5.5 Detailed Schedules 19
5.6 Schedule Control 19
5.7 Change Management 19
5.8 Schedule Maintenance 19
6.0 INFORMATION TECHNOLOGY 20
6.1 IT Strategy 20
6.2 Information Management 20
6.3 Project Controls 21
6.4 Document Control 21
7.0 COMMERCIAL 21
8.0 RISK MANAGEMENT 23
9.0 QUALITY ASSURANCE 24
9.1 Organisation 24
9.2 Objectives 24
9.3 Audit Programme 24
9.4 Procurement QA/QC 24
9.5 Site QA/QC 25
9.6 Continuous Improvement 25
10.0 HEALTH, SAFETY & ENVIRONMENTAL 25
10.1 Organisation 25
10.2 Objectives 26
10.3 Engineering HSE 26
10.4 Site HSE 26
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11.0 PROJECT REPORTING 26

11.1 Client Reports 27
11.2 Internal Reports 27
11.3 Sub-Contractor Reports 28
11.4 Meetings Schedule 28
12.0 ADMINISTRATION 28
13.0 ENGINEERING MANAGEMENT 29
13 .1 Strategy 29
13.2 Engineering Management 29
13.3 Design and Construction Rules and Standards 30
13.4 Calculations 30
13.5 Checking 31
13.6 Approval 31
13.7 Change Control 31
13.8 In House Design Reviews 31
13.9 Client Design Reviews 31
13.10 Client Approval 31
13.11 Design Records 31
14.0 PROCUREMENT 31
14.2 Procurement and Materials (P&M) Management 32
14.3 Sub-contracts 32
14.4 Material Control – Medical Equipment 32
14.5 Approved Suppliers List 32
14.6 Competitive Tender 33
14.7 Bid Submission 33
14.8 Tender Evaluation 33
14.9 Approval to Procure 33
14.10 Packing & Delivery Standards 33
14.11 Procurement Packages 33
14.12 Procurement Status Report 33
15.0 CONSTRUCTION 33
15.1 Strategy 33
15.2 Management 34
15.3 Work Scope 34
15.5 Site Layout & Services 35
15.6 Schedule 35
15.7 Quantity Surveying 35
15.8 Change Control 35
15.9 Permits to Work 35
15.10 Materials Storage & Control 35
15.11 QC, Inspection & Testing 35
16.0 COMMISSIONING 36
16.1 Strategy 36
16.2 Management 36
17.0 THIRD PARTY ISSUES 36
APPENDIX A - Project Directory 37
APPENDIX B - BRC Personnel Directory 38
APPENDIX C - Level 2 Schedule 39
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1.0 INTRODUCTION
1.1 Purpose
To document the scope and execution method for the contract between ‘Ministere de la Defense
Nationale Direction Centrale des Services de Sante Militaire Direction des Projets de Realisation’ and
‘Brown & Root-Condor Spa’ (BRC) for the Engineering design, Procurement and Construction of the
new Oran and Constantine Regional Military University Hospitals.
1.2 Project History
ORAN
May 1999 - Request for Proposal
June 1999 - Proposal Submitted
16 April 2000 – Contract Signed
4 June 2000 – Contract Commenced
4 June 2000 - Contract 1 awarded - Design & Site Preparation
20 August 2000 - Contract 2 awarded - Construction & Procurement
17 March 2002 - Contract 3 awarded - Procurement & Fit-out
2.0 PROJECT PROFILE
2.1 Contract Title
Hopital Militaire Regional Universitaire d’Oran
Client Contract No. NE/5.731.1.203.000.04
BRC Project: JCS 1002
2.2 Customer
Ministere de la Defense Nationale

Direction Centrale des Services de Sante Militaire
Direction des Projets de Realisation
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2.3 Project Participants
ORAN
 Prime Contractor – Brown & Root-Condor Spa, Algiers, Algeria.

 Hospital Engineering – William A. Berry & Son Inc, Montreal, Canada.
 GPS Construction Contractor – I.B.I.S.A Sarl, Algiers, Algeria.
 Hospital Construction Contractor – Cosider, Algiers, Algeria.
 Medical Equipment Consultant – William A. Berry & Son Inc, Montreal, Canada
 Sports Complex Architect – Betenco
The full addresses, contact details are included at Appendix - A.

The directory and contact details for BRC personnel are included at Appendix - B.
2.4 Form of Contract
The contract is bound by all Algerian legal and regulatory requirements applicable to Public Contracts,
as defined in the contract.
Contract 1 – Lump sum & estimated quantities priced according to the agreed unit prices in the contract.
The actual quantities will be measured during construction and the price recalculated. The prices are
fixed and are subject to adjustment for escalation and currency exchange rate.
Contract 2 - Lump sum & estimated quantities priced according to the agreed unit prices in the contract.
Contract 3 - Lump sum & estimated quantities priced according to the agreed unit prices in the contract.
Bank Guarantee: All advance payments will be made against a bank guarantee of equal value until to
total amount paid reaches 80% of the contract price.
Retention Bond: A 5% retention bond will be held against each progress payment and the bond will be
released 1 month after signature of the Final Acceptance.
Liquidated Damages: Liquidated damages will be payable for delays extending beyond 4 weeks the
specified time limits, according to the contract formula but not exceeding 5% of the contract price.
Warranty: All materials and equipment are guaranteed for a period of 12 months following the
provisional acceptance of the works. The building and structures are guaranteed for 10 years in
accordance with article 554 of the Algerian civil construction code.
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2.5 Scope of Work
The Engineering Design, Procurement and Construction of a Regional Military University Hospital at
Oran, Algeria, having a capacity of 354 beds.
Contract 1
Engineering (Lump Sum)
 Design and detailed engineering studies
 Medical consultants
Construction Site Establishment (Lump Sum)

 Mobilisation site personnel
 Site offices
 Temporary site service connections
Preliminary Construction Work (Unit Prices)

 Site preparation
 Earth works
 Road & Parking areas, base layers
 Perimeter Fencing
 Gate House & barriers
Site Supervision – 6 months (Lump Sum)
Contract 2
Construction (Lump Sum)
 Construction shop drawings
 Site Supervision - 22 months
Construction (Unit Prices)

 General Civil works
 Special works
Contract 3
 Equipment Procurement (Lump Sum)
 Site Supervision–20 Months (Lump Sum)
Construction Finishing and Fit out (Lump Sum)

 Joinery
 Plumbing
 HVAC
 Electrical
 Medical Gases
 Installation of Fixtures & Fittings
 Installation of miscellaneous equipment
Contract 4
Equipment Procurement (Lump Sum)
 Medical equipment – Fixed
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 Medical equipment – Mobile

 Building Management System
Site Supervision (Lump Sum)
Construction Finishing and Fit out (Lump Sum)

 Medical equipment – Fixed
 Medical equipment – Mobile
 Building Management System
Commissioning, Training, Testing and Handover (Lump Sum)
2.6 Key Contract Dates
 Completion of Contract 1 on or before 3rd March 2001

 Completion of Contract 2 on or before 19th October 2002
 Completion of Contract 3 on or before 3rd October 2003
 Completion of Contract 4 on or before 3rd October 2003
2.7 Critical Success Factors
 Zero Accidents
 Completion on time
 Completion within Budget
 Technical Compliance
 Effective Communication
 Management of William A. Berry & Son Inc
 Engineering Management
 Procurement Management
 Site Supervision & QC
 Building Finishes
 Special Medical Finishes
 Commissioning & Client Acceptance
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3.0 ORGANISATION
3.1 Organisation Structure
P ro je c t M a n a g e r
HM RUO
M o h a m e d T A IB I
H SE M anager Q a u lity M a n a g e r
Y o u c e f A O U IS S I C o in L e G E Y T
D e p u ty P ro je c t M a n a g e r
M oham ed R eda G U EM AZ I
T e c h n ic a l M a n a g e r P ro c u re m e n t M a n a g e r S u b c o n tra c ts M a n a g e r P ro je c t C o n tro ls M a n a g e r F in a n c e & A d m in . M a n a g e r C o n s tru c tio n M a n a g e r C o m m is s io n in g M a n a g e r

H a m id H A M M A D I A b d e l k a d e r H A M IC I M a d a o u i C H E R IF TBA M o h a m e d S a id ID IR I T e w f ik G E H E N N A N I TBD
F in a n c e
S ee sheet 2 P ro c u re m e n t M a n a g e r S ee S heet 3 C ost M anager S ee S heet 4
A b d e l k r im K A C I N acer B E N H ALLA B r a h a m S A ID I
W A B e rry F a y c a l B E N T IR
S ouad
M a te r ia ls C o n tr o l
M anager S n r C o s t E n g in e e r
B r ia n O 'C O N N E L L S te p h e n P O T T E R
S ee S heet 3 C o s t E n g in e e r s
C h ik h A B D E L K R IM
M ah di K E R AZ
P la n n in g
S a lim B E N H A M O U D A
N a c e r a Z E B IR I
R ic h a r d R E N S H A W
S e n io r
D o c u m e n t C o n tro l
M a h ie d d i n e H A M D A N I
D o c u m e n t C o n tro l
N a ta c h a L A D O U I R e s p o n s ib l e f o r
HM RUO & HM RUC
Sheet 2 – Technical Management
Sheet 3 – Procurement Management
Sheet 4 – Construction Management
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3.2 Roles and Responsibilities
General Project Manager - Hospital Projects:

Responsible for the overall execution of the projects in accordance with the contract, technical, budget,
programme, quality and HSE requirements by providing direction and support to the Project Managers to
ensure that the key project success factors are understood and achieved with maximum profit. Optimises
the utilisation of resources between projects. Ensure that lessons learnt are shared between projects. Staff
performance management and development. Reporting to the Operations Director.
Project Manager:
Responsible for the overall execution and day to day management of the project in accordance with the
contract, technical, budget, programme, quality and HSE requirements whilst maximising profit. To
manage and support to the project team to ensure that the key success factors are understood and
achieved. Approval of all sub-contracts, purchase orders, payments and client invoices. Day to day
management of the client and reporting to the client. Management of all client communications and
approval of all formal communication to the client. Staff performance management and development.
Reporting to the General Project Manager.
Deputy Project Manager:

Responsible for the overall execution and day to day management of the project in accordance with the
contract, technical, budget, programme, quality and HSE requirements whilst maximising profit. To
manage and support to the project team to ensure that the key success factors are understood and
achieved. Approval of all sub-contracts, purchase orders, payments and client invoices. Staff
performance management and development. Reporting to the General Project Manager.
Quality Manager:
Responsible for the project Quality Assurance/Quality Control activities and for quality management of
all project processes and quality control of all project deliverables, including site inspection and
equipment certification. Plans and establishes the site Quality programs. Interfaces with DG/operations,
client, and corporate Quality Assurance/Quality Control to ensure Quality objectives are met. Advises
the Technical Manager on quality issues during the design process. Staff performance management and
development. Reports to the Project Manager under the operational control of the BRC Quality Director.
HSE Manager:
Responsible for implementation of BRC’s Health, Safety and Environmental (HSE) plan & procedures
and is further responsible for ensuring correction of any unsafe practices, which may exist in company
operated facilities or tasks. Advises the Technical Manager on HSE issues during the design process.
Monitors employee and subcontractor safe work practices and performance to contract, Company, and
Algerian HSE requirements. Staff performance management and development. Reports to the Project
Manager under the operational control of the BRC Health, Safety & Environmental Director.
Technical Manager:
Responsible for all engineering design and the technical integrity of the project including in-house and
sub-contract design work. Planning and managing all aspects of the design process from concept design
through to development of as-built drawings and operating and maintenance manuals. Plans and
manages design reviews. Manages the design team to ensure contract requirements are satisfied within
the established budget and time-scale. Verifies co-ordination between disciplines, and co-ordinates with
procurement and construction management in the development of work packages. Responsible for
ensuring HSE requirements are addressed at all stages of the design process. Obtaining approvals from
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certification bodies, including CTC and DPP. Staff performance management and development. Reports
to the Project Manager.
Lead Engineer: Responsible managing engineering design performance by the respective design team
and design subcontractor(s). Ensures client requirements are understood by the design team and that they
are reflected by design deliverables. Provides interface between BRC, the client and the design
subcontractor. Develops the deliverables lists and manages delivery to satisfy agreed project schedules.
Provides continuous review of design documents to confirm contract compliance and HSE requirements.
Responsible to develop the commissioning plan and procedures for the respective disciplines. During
construction, performs subcontractor submittal review; conducts routine site visits to assess installation
per design documents; and provides technical assistance as requested from the Construction Manager.
Provides “As-Built” information to design subcontractor for production of As-Built drawings. Reports to
the Technical Manager.
P&M Manager:
Responsible for the planning and direction of all project procurement and materials management
services. Management and support of the Procurement team to ensure that they meet the project
objectives by delivering materials and related services on time and within budget, in an ethical manner at
all times, in accordance with published company procedures. Staff performance management and
development. Responsible for managing the personnel and processes in executing the procurement of
specific materials to ensure such are within budget and delivered in accordance with agreed project
schedules. To ensure that all parties maintain the high standard of ethics required by BRC. Reporting to
the Project Manager.
Procurement Manager (WA Berry): Responsible for managing and reporting progress on all
procurement related activities with the design sub-contractor (W. A. Berry) in their execution of the
procurement of specific materials and sub contracted services to ensure such materials and services are
delivered in accordance with agreed project schedules. To ensure that the correct information is provided
in the correct format by the sub-contractor, in a timely manner, for all items to be supplied by Brown &
Root Condor (Algiers). Ensuring that all parties maintain the high standard of ethics required by BRC at
all times. Reporting to the Senior Procurement Manager.
Sub-contracts Manager: Responsible for the management of all project sub-contracts including, the
contract, change control, correspondence, invoices and payment. Reporting to the Procurement Manager.
Buyer – Local: Responsible for selecting and negotiating with approved suppliers and placing purchase
orders in response to material requirements established by field operations or project management.
Reports to the Procurement Manager.
Material Control Supervisor (Medical Equipment):

Responsible for the management and reporting on progress of all Medical Equipment materials from
identification of requirements to utilisation and reconciliation. To work with Planning, Engineering,
Procurement, Expediting, Traffic, and the construction site, in the identification of requirements and
progressing those requirements through / delivery cycle to meet the needs of the construction schedule.
Reporting to the project P&M Manager.
Material Control Supervisor:

Responsible for the management and reporting on progress of all materials and equipment (excluding
any Medical Equipment) from identification of requirements to utilisation and reconciliation. To work
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with Planning, Engineering, Procurement, Expediting, Traffic, and the construction site, in the
identification of requirements and progressing those requirements through / delivery cycle to meet the
needs of the construction schedule. Reporting to the project P&M Manager.
Transit & Traffic Co-ordinator:

Responsible for all aspects of the co-ordination of transportation of materials from sub-contractors and
suppliers and distribution of materials to the construction site. Import/export control, packaging, and
shipping. Reports to the P&M Manager.
Project Controls Manager:

Responsible for the provision and management of planning and scheduling, estimating, budget control,
cost control & reporting, risk management, document control, progress monitoring, report preparation
and presentation in accordance with BRC procedures. Staff performance management and development.
Reporting to the Project Managers.
Senior Planner: Responsible for the provision and management of planning, scheduling and analysis
services to the Project Managers. Ensuring BRC standard procedures and controls are applied to the
production and maintenance of schedules. Provides direction, guidance and oversight of the Project
Planner. Reports to the Project Controls Manager.
Planning Engineers: Support the Senior Planner by production and monitoring the programme, regularly
measuring and recording progress, being pro-active with rectification measures and producing progress
reports for the Project Managers. Reporting to the Senior Planner.
Senior Cost Engineer: Responsible for the provision cost control services to the Project Managers.
Ensuring standard procedures and controls are applied to the production and maintenance of cost reports,
forecast and analysis for the Project Managers. Provides direction, guidance and oversight of the Cost
Engineers. Reports to the Project Controls Manager.
Cost Engineers: Responsible for project cost and revenue recording, monitoring the cost, cash flow,
forecasting and analysis, being pro-active with rectification measures and producing cost reports. Cost
control of sub-contract work in conjunction with the Sub-contracts Manager. Reporting to the Senior
Cost Engineer.
Document Control: Responsible for the management, registration, control, issue, copying, distribution,
transmittal and producing status reports of all project documents (BRC, sub-contract and supplier
documents) in accordance with BRC procedures for the Project Mangers.
Estimator: Responsible for producing and updating estimates as the design progresses to ensure
compliance with the approved project budget. Evaluates design options for most economical solution
satisfying contract requirements. Provides estimates required supporting procurement work packages.
Provides estimates for all proposed contract and subcontract changes. Reports to the Project Controls
Manager.
Construction Manager:
Management of the construction camp and construction elements of the works with responsibility for the
safe delivery of the works to time, and quality. Responsible for the planning and scheduling of all site
activities and supporting the site teams to deliver the project in accordance with the contract. Ensures
that the construction elements of the works are co-ordinated and managed in accordance with the BRC
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procedures. Management of and liaison with all site sub-contractors. To advise the Technical Manager
on constructibilité during the design process. To provide weekly and monthly construction activity
reports. Staff performance management and development. Reporting to the Project Manager.
Deputy Construction Manager: Reports to the Construction Manager and is responsible for overseeing
the site procurement, engineering, and project control activities. Works with the craft superintendents to
co-ordinate the subcontractor activities to ensure orderly, efficient, and safe completion of work.
Maintains positive working relationships with clients, architects/engineers, suppliers, subcontractors, and
job site staff. To achieve the goals of the project, the Deputy Construction Manager works in
co-ordination with the craft Superintendents.
Site QA/QC Manager: reports to the Construction Manager but reports to the Project Quality Manager
on quality maters. The site QA/QC Manager and the QC Supervisors take a pro-active approach to
assisting the fabrication yards. They participate in the resolution of any non-conformance that require a
specific disposition (repair, use-as-is and re-design) and they require field installation records by
discipline craft supervision for inclusion in the final documentation package (Mechanical completion
files). The site QA/QC Manager and the QC Supervisors assist the representatives of the Client and the
Algerian authorities (CTC, DPP, ONML…) in the execution of their duties.
QC Supervisor: reports to the Site QA/QC Manager and eventually to the Construction Manager. He
monitors construction and installation work performed by subcontractors. He assures that the work is
done in accordance with the Contract and Engineering requirements. He performs inspections and
witness tests identified in the inspections and tests plans for the work.
Superintendent / Civil and Architectural (Hospital): reports to the Construction Manager and is
responsible for managing the implementation of the civil works, the interior and exterior finishing of the
buildings, the preparation of revisions to drawings and specifications at the site, and the interface with
the engineering offices in Algiers and North America. Provides daily and weekly construction reports
and ensures that the work is progressing in a safe and efficient manner and in accordance with the
schedule. Interfaces with the CTC to resolves concerns that the CTC present.
Superintendent / Electrical (Hospital): reports to the Construction Manager and is responsible for
managing the installation of the temporary power and its distribution, the installation of the electrical
work, the preparation of revisions to drawings and specifications at the site, the interface with the
engineering groups, the timely delivery of materials and tools to the site. Provides daily and weekly
construction reports and ensures that the work is being executed in a safe and efficient manner and in
accordance with the schedule. Interfaces directly with the subcontractor and client.
Superintendent Piping / Plumbing / Mechanical (Hospital): reports to the Construction Manager and
is responsible for the installation of the piping, plumbing, and mechanical materials plus equipment, the
preparation of revisions to drawings and specifications at the site, the interface with engineering groups,
the timely delivery to the site of materials, equipment and tools. Provides daily and weekly construction
reports and ensures that the work is being executed in a safe and efficient manner and in accordance with
the schedule. Interfaces directly with the subcontractor and client.
HVAC Superintendent (Hospital): reports to the Construction Manager and is responsible for
managing the installation of the HVAC materials and equipment, directing the HVAC supervisors, the
managing of the revisions to drawings and specifications at the site, the interface with engineering
groups, the timely delivery to the site of materials, equipment and tools. Provides daily and weekly
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construction reports and ensures that the work is being executed in a safe and efficient manner and in
accordance with the schedule. Interfaces directly with the subcontractor and client.
Deputy Superintendent / Leader Electrical Discipline: reports to the Electrical Superintendent and is
responsible for managing the construction of the electrical work, directing the craft supervisors,
preparing field revisions to the construction drawings and specifications, interfacing with the
subcontractors, preparing the daily construction report, and ensuring that the materials and people are at
the work area to execute the work. Interfaces directly with the client to ensure that the work is being
carried to his satisfaction. Ensures that the work is being executed in a safe and efficient manner.
Deputy Superintendent / Leader Civil and Architectural: reports to the Civil / Architectural
Superintendent to manage the installation of the civil works, the masonry, the top coat of concrete for the
floors, the interior finishing and exterior cladding comprising ceramic tiles and metallic materials.
Interfaces directly with the subcontractors and directs the activities of the supervisors who oversee the
work. Interfaces directly with the client to ensure that the client requirements are being met.
Responsible to ensure that the installation of the work is performed in an efficient and safe manner.
Site Procurement Superintendent: reports to the Deputy Construction Manager and is responsible for
managing the activities of the Subcontract Administrator, the Site Buyer and Accountant, the
warehousemen, and the material control people. Interfaces directly with the procurement department in
Algiers to ensure that the invoices are paid on time and the required materials, equipment, and
documents arrive on site in a timely manner.
Site Engineering Superintendent: reports to the Deputy Construction Manager and is responsible for
managing the site engineering group to carry out the site modifications for drawings. Co-ordinates his
work and the activities of the group with the engineering department in Algiers to ensure that site work is
being executed within the norms and specifications of BRC.
Project Finance & Administration Manager:

Responsible for the provision and management of; accounts payable, account receivable, invoicing,
financial monitoring, report preparation and presentation. Administration of the prime client contract.
Staff performance management and development. Reporting to the Project Manager.
Commissioning Manager:
Plans and manages all commissioning activities including sub-contractor commissioning. Leading the
commissioning teams responsible for verifying that the design intent of the facility is satisfactorily
achieved. Achieving Client acceptance of all system acceptance tests and equipment certification. Staff
performance management and development. Reports to Project Manager.
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3.3 Authorisation Matrix
Matrix Codes Positions

D : Draft OPS = Operations Director PCM = Project Controls Manager
R : Review before Issue GPM = General Project Manager PRM = Procurement Manager
A : Approve and Sign PM = Project Manager CM = Construction Manager
FAM = Finance & Administration Manager HSE = HSE Manager
TM = Technical Manager PQM = Project Quality Manager
The matrix defines the lowest approval levels. All approvals may be given at a higher level than defined.
DESCRIPTION / SIGNATORY OPS GPM PM FAM TM PCM PRM CM HSE PQM

Project Execution Plan A R R D/R D/R D/R D/R D/R D/R D/R
Including HSE & Quality
General Correspondence
External D/A D/A D D D D/A D D D
Internal D/A D/A D/A D/A D/A D/A D/A D/A D/A
Contractual Client Correspondence D/R D/R D D D D D D D
Expenses A D/A D D D D D D D
Timesheets/Overtime A A A A A A A A A
Holiday Leave A A A A A A A A A
Petty Cash Vouchers A A A
Press Statements D D D D D D D D D
External Reports A A D D D D D D D
Internal Reports A A A A A A A
Financial & Cost Reports R A D D D
Contract Target Budget R R D
Budget Transfers R A D
Schedule R A R R R R R
Drawing & Specification - Issue A R R R
Requisitions, RFQ A R D/R D/R D/R D/R D/R
Plant Requirement Schedule R R A D
Plant and Material Requisitions A D D D D A D
Pre-qualification List / Report A R R D
Bidders List / Report A R R D R R
Bid Evaluation /Recommendation A A A A A A R R
Letters Of Intent A A
Plant Orders (Purchase or Hire) A R R/D A D
Sub-contracts R A R R D/R R R
Purchase Orders A D/R R R
Subcontract Payment Sheets A A R R R R/D R R/D
Project Variation Notices R D R D/R R D D
Contract Change Orders R R D/R R R
Client Invoices A D R
Supplier Invoices A R R R A R
Contra Charge Notices. A D/R D/R D D D D
Final Account Statements A D R
Project & Subcontractor Close Out Reports R A D D D D D D
Project Execution Plan: The B&R-C Quality Director must review the Project Execution Plan before its
approbation.
Sub-Contracts and Purchase Orders: All Sub-Contracts and Purchase Orders must be presented to the
‘Commission de Marche’ for review and signature, in accordance with BRC Corporate Procurement
Policy.
Payments: All payments and cheques must be authorised in accordance with BRC Corporate Finance
Policy.
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Delegation: The Manager responsible may delegate approval authority, all approvals may be given at
the next organisation level up.
3.4 Communications Matrix

Subject / Document OPS GPM PM FAM TM PCM PRM CM HSE PQM
Project Management
Contractual Client Correspondence X X X X
All - E-mails X X X X X X X X
PVN, s & Contract Changes X X X X X X X X
Reports X X X X X X X X
Finance
Finance reports X X X X X
Project Controls
Monthly Reports X X X X X X X X X X
Schedule X X X X X X X X
Cost Reports X X X X
PVN,s X X X X X
Document Transmittals X X X X
Engineering
Drawings X X X X
Procurement Specifications X X X X
Calculations X
Design Changes X X X
Procurement
PSR – Procurement status report X X X X X X
Bidders List / Report X X X X X X
Bid Evaluation /Recommendation X X X X X X
Letters of Intent X X X
Sub-contracts X X X X X X X
Sub-contract Reports X X X X X
Purchase Orders X X X X X X
Correspondence X X X X X
Construction
Weekly Site Reports X X X X X X X X
Site Queries X X X X
Health and Safety Reports X X X X
Quality Reports X X X X X
Commissioning
Commissioning - Status X X X X X X
Acceptance Test - Status X X X X X X X
O&M Manuals - Status X X X X X X
Training - Status X X X X X X
Handover - Status X X X X X X
NB/ A copy of the quality report and HSE report must be sent respectively to the Quality Director and
HSE Director (for information and action).
4.0 WORK BREAKDOWN STRUCTURE
The top level Work Breakdown Structure (WBS) is:
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WBS Structure: XX.XX.X.XXX.XX.XX.XX

Level 4 - Sub-element
Level 3 - Individual Element
Level 2 - Group Element
Level 1 - Major Group Element
Phase
Project
Note: The apparent redundancies within the building element portions of the WBS structure are
necessary in order for Primavera® to generate cost and schedule reports at each of the four element
levels.
WBS Code Project

OH. HMRUO
WBS Code Phase

OH.0M HMRUO Milestones (M)
OH.1E HMRUO Engineering (E)
OH.2P HMRUO Procurement (P)
OH.3C HMRUO Construction (C)
WBS Code Major Group Element (Site Area)

OH.1E.1 GPS (Area 100)
OH.1E.2 Hospital (Area 200)
OH.1E.3 External Site Works (Area 300)
OH.1E.4 Internal Site Works (Area 400)
WBS Code Group Element (Block)

OH.1E.1.100 Multi-Block
OH.1E.1.111 Block PPP
OH.1E.1.112 Block Armoury
OH.1E.1.113 etc.
WBS Code Individual Element (Discipline)

OH.1E.1.100.0.AR Architecture
OH.1E.1.100.0.CV Civil
OH.1E.1.100.0.EL Electrical
OH.1E.1.100.0. Etc.
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5.0 PLANNING & SCHEDULING
5.1 Scope
During the course of the project’s development, changes will be identified which will affect the project
cost and schedule. Each of the Engineering, Procurement and Construction mangers are responsible for
the control of the scope based upon the awarded client contract and must ensure that the changes are
identified to project controls staff to enable evaluation for schedule and cost impact, before any
commitments are made. Project Controls will maintain a register of potential changes and reports the
stage in processing these changes. Changes can be additions, deletions and revisions to the baseline
scope (described within Client Contract) and the Work Breakdown Structure (WBS).
5.2 Schedule
The project schedule is prepared to reflect the project’s scope of work for each of the WBS elements
described within Section 4.0 of this document. The schedule defines the sequence and relationship
among the schedule activities. Through the estimating and budgeting process, resource requirements are
identified in accordance with the WBS and time durations for each activity are established. Date
calculations within the scheduling system provide the start and finish dates for each activity and
resources are time phased in accordance with the schedule dates. There are three project calendars used
on the project:
Calendar 5 – Five day work pattern for Engineering and Procurement activities.
Calendar 6 – Six day work pattern for Construction and Commissioning activities.
Calendar 7 – Client contracts using 7 days a week.
For the calendar numbers 5 and 6, public holidays are shown within the scheduling system as non-
workdays.
A Critical Path Method (CPM) scheduling program ‘Primavera P3’ facilitates the modelling of the
project plan. Workflow sequencing is based on BRC’s work processes. Throughout the life of the
project, the schedule is maintained with current status and is analysed against the approved baseline
(target) schedule to identify deviations that require corrective action by the relevant manager:
Engineering, Procurement and Construction teams.
5.3 Schedule Baseline

The Schedule baseline (target schedule) is reflected in the Primavera Scheduling system as a model of
the original project plan. The scope of work is divided into defined activities that are organised and
coded in accordance with the WBS described within section 4.0 of this document. Resource work hours
defined by the project estimates are recorded against the scheduled activities. Once reviewed and
approved by the project manager, the baseline reflects a time phased and resource loaded schedule which
will be used through the life of the project to compare the planned schedule performance with actual
schedule performance. It serves as a tool to identify and document deviations caused by work
performance and scope of work changes.
At the time the schedule is baselined, the Planned dates are the same as forecast dates. Subsequent
changes to the schedule based upon actual performance or revised activity duration’s will result in new
forecast dates as a variance against the schedule baseline.
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5.4 Project Master Schedule

The baseline Project Master Schedule (Level 1) was developed during the proposal stage. The Project
Master Schedule is a summary of the entire scope of work and reflects the work of each major phase of
the project: Engineering, Procurement and Construction. It is to a level of detail where the major logic
ties, critical path, integration and phase overlap points are clearly defined. Schedule assumptions and risk
areas are identified and documented in the risk register. Once the contract with the client is awarded
(signature of both parties), the Project Master Schedule will be reviewed and revised to reflect any
changes as a result of contract negotiations, contract requirements or new work execution knowledge.
5.5 Detailed Schedules

The more detailed project schedules are developed soon after the contract award of the project. The level
2 schedule is normally developed within 60 days after contract award.
The more detailed level 3 schedule will continue to break the work into individual procurement work
packages. In the early planning, Construction logic will be developed to the extent that each WBS work
element and each work activity type is represented for each area. As construction planning progresses the
construction activities will be more fully defined as required to execute the work. As an example for
construction scheduling of the building structural work, activity sub-elements of Foundations and
Superstructure are described:
- Block A
- Block B
- Block C
And assigned area designations: A1, A2, A3, A4, A5, A6, B1, B2 C1, C2, & C3. These correspond to
structural areas as defined by seismic control joints.
5.6 Schedule Control

Schedule Control begins at the commencement of the project’s work. The steps involved in control are:
1. Monitoring the schedule activities for actual start and finish dates and projecting the remaining
duration’s for work that is in process.
2. Performance evaluations of progress and earned value.
3. Schedule Analysis to determine critical path and schedule deviations from plan.
Schedule Control provides early indication of deviations from plan in order that corrective actions
(amending activity sequences and logic) can be implemented to minimise schedule and cost impact to
the project’s performance.
5.7 Change Management

The change management process recognises the importance of evaluating a changing scope or changing
quantity basis for impact on schedule and resource requirements. The schedule baseline must accurately
reflect the scope of the project including approved client changes. Activity duration’s and resource
requirements must be adjusted as changes are approved. This process ensures that the project schedule
continues to function as an accurate model of the project’s execution plan.
5.8 Schedule Maintenance

The Schedule is planned, maintained and reported at varying Levels as detailed below. Although
progression of the schedule development is from Level 0 to Level 5, the planner will ensure the rollup of
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the schedule from Level 5 to Level 0 satisfies contract requirements. After re-sequencing activities,
loading additional resources, and/or accelerating the start of activities, the planner shall update the
project management team and obtain Project Manager approval. Impacts to cost, quality, and customer
satisfaction will be considered prior to implementation.
LEVELS
Client Control Level 0
PROJECT MASTER
SCHEDULE
Line 1 of 5
BR-C Plan with Contract Milestones and 1
Line 2 of 5
Line
Line
Line
Line
3 of 5
4 of 5
5 of 5
1 of 4
Summary Activities
Line 2 of 4
Line 3 of 4
Line 4 of 4
Risk Analysis
PROJECT MANAGEMENT
CONTROL PROGRAMME
Key activities & Project/Contract milestones by
Variances, Trends Line 1 of 5
Line 2 of 5
Line 3 of 5
discipline against WBS 2
Line 4 of 5
Line 5 of 5
Line 1 of 4
Line 2 of 4
Forecasts
Line 3 of 4
Line 4 of 4
Critical Path Analysis Resource, Cost

NETWORK
and Target Progress Curves 3
CONTROL NETWORK
& SUPPORTING Basic Programme
Status Reports and Forecasts SCHEDULES
for All Phases 3
SCHEDULES OF Overall Programme

Lead Engineer Reports
W ORK PACKAGES WORK PAC KAGES WORK PACKAGES W ORK PACKAGES
WORK PACKAGES
for All Phases and Disciplines 4
Line 1 of 5 Line 1 of 5 Line 1 of 5 Line 1 of 5
& Forecasts
Eng & Design Materials Construction & Commissioning

Activity/ Requisitions
UNIT Job Cards Sub-Contractor Reporting
Detailed Planning Document Purchase
Deliverable Order & Delivery TASKS/ Level 5
& Estimating Register Item Status ACTIVITIES
AND
Reports Actual Status, Reports Actual Status, Reports Actual Status,
forecast and variances forecast and variances forecast and variances
including a rolling 90 including a rolling 90 including a rolling 90
day look ahead to the day look ahead to the day look ahead to the
Reports Actual Status, forecast and
variances including a rol ling 90 day
look ahead to the B&R Management
Reports Actual S tatus, forecast and
variances including a rol ling 90 day
look ahead to the B&R Management
DELIVERABLES B &R Management
Te am
B&R Management
Te am
B&R Management
Te am
Te am Te am
6.0 INFORMATION TECHNOLOGY
6.1 IT Strategy
The project will use the Halliburton common operating environment (COE). Drawing are being
produced using AutoCAD and Micro-station, all other documents will be produced using Microsoft
Office.
The architect and medical specialist for the project William A. Berry & Son Inc. will use the same
standard software.
6.2 Information Management

The majority of project communication will be by e-mail.
A project File has been established on the BRC file server in Algiers for all project data:
O:\Hopital_oran
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William A. Berry & Son Inc (WAB) have established a project specific web site. To facilitate use of
common project data and the transfer of Cad drawings, the web site is known as ‘Bricsnet’. The Logon
web page address is http://projectcenter.com
All hard copy documents are controlled through the BRC document control system including issue to
sub-contractors via procurement and to the construction site.
6.3 Project Controls

The project plan, network and schedule are produced and maintained on Primavera P3.
The project budget and costs are recorded, tracked, managed and reported using Microsoft Excel
Spreadsheets and a Microsoft Access Database at present. It is planned to implement the Halliburton
Cost Management System HCMS.
6.4 Document Control

The project secretary controls general project documentation and correspondence.
The document controller in the project office and the document controller on site will control all
engineering documentation including; registration, filing, copying, distribution, document transmittals
and tracking of approvals.
The project document control register is maintained in Microsoft Excel and is in the process of being
transferred to a specific Document Management database DMS02.
7.0 COMMERCIAL
The agreed contract values are:
1 US$ = 70 DA
Contract Item Lump Sum Unit Prices
US$ US$
Contract 1 Engineering
 Design and detailed engineering studies
 Medical consultants
Construction Site Establishment
 Mobilisation site personnel
 Site offices
 Temporary site service connections
Preliminary Construction Work
 Site preparation
 Earth works
 Road & Parking areas, base layers
 Gate House & barriers
Site Supervision – 6 months
Sub Total

US$ US$
Contract 2 Preliminary Construction Work
 Earthworks
 Utilities
 Water tank
 Roads, car parks, Kerbs
 Retaining Walls
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 Landscaping
 Heliport
Construction shop drawings
Site Supervision - 22 months
Construction General Civil Works
 Substructure works
 Superstructure works
 Prefabrication works
 Waterproofing
 Exterior masonry
 Interior walls
 Wall finishes
 Floor finishes
 Ceiling
 Ceiling for IT room
 Exterior painting
 Interior painting
 Miscellaneous accessories
Construction Special Works:
 MRI Faraday room
 Radiation Shielding
Sub Total

US$ US$
Contract 3 Fixed Equipment
 Tack boards / Marker boards
 Projection screens
 Lockers
 Kitchen & coffee shop equipment
 Auditorium layout
 Laundry layout
 Incinerator
 Lifts
 Signage
Site Supervision – 12 Months
Construction Finishing and Fit out
 Joinery
 Wooden carpentry
 Aluminium carpentry
 Automated carpentry
 Metal works
 Fire protection
 ATC
 Plumbing
 HVAC
 Electrical
 Medical Gases
 Installation of Fixtures & Fittings
 Installation of miscellaneous equipment
Provisional costs
Sub Total

US$ US$
Contract 4 Preliminary Construction Work
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 Guard post
Miscellaneous equipment:
 MILCARE equipment
 Medical equipment
 Furniture
 Domestic Equipment
 TV system
 Archive System
 Sterilisation
Consumables:
 Installation of Medical Equipment
 Work shop tools
Commissioning, Training,
Testing and Handover
Fixed Equipment:
 IT system
Provisional Costs
Sub Total
Contract Sub Total
Reimbursable Costs
Contract Total
8.0 RISK MANAGEMENT
The management of project risk is key to ensuring a satisfactory outcome to the project. The purpose of
this process is to identify the risks, which have potential to prevent project completion within cost and
schedule, and to formulate a methodology such that they can be accommodated and managed within the
budget estimate.
In general terms there are five steps to be implemented to achieve this:
The project risks will be managed by one of the following:
 Avoid - These are risks so onerous they cannot be accepted by any of the contracting
parties. These may result in a “no bid” decision or even in a postponement or
cancellation of the project.
 Accept - In some cases it will not be possible (or cost effective) to mitigate a risk and, in
such circumstances, a likely contingency fund must be set aside and the risk left in
“free fall” mode.
 Reduce - Develop a plan and series of actions that will reduce the probability of the risk
occurring and/or reduce the impact if it does happen.
 Transfer - Transfer the risks to another party whom is more able to manage the risk, e.g.
Contractual or Insurance.
 Share - A combination of Reduce, Transfer and Share
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9.0 QUALITY ASSURANCE

No specific Quality Assurance requirements are specified in the contract documents.
9.1 Organisation
All employees are responsible for the quality of their own work, for ensuring that all work is submitted
“right first time”, already checked. The Project Director has overall responsibility for project quality as a
whole including that of sub-contractors.
The project will follow the BR-C company quality management system in particular following the
outline described in the Quality Manual comprising:
- a Project Execution Plan and subsidiary plans

- organisation chart, authority matrix
- B&R-C processes and procedures
- standard project forms as needed
A Project Quality Manager shall be nominated to oversee project quality as a whole. His role shall
include participation in project management meetings.
QA/QC staff assigned to the project team on a part time or full time basis report directly to the relevant
project departmental supervisor. QA/QC staff nevertheless maintains a discipline reporting line to the
Project Quality Manager and through him the BRC Quality Director to assure that company Quality
standards are maintained.
9.2 Objectives
Project QA/QC objectives shall be identified and reviewed prioritised and refined periodically
throughout the project. These objectives shall be quantifiable and measured and analysed on a monthly
basis to identify trends.
9.3 Audit Programme

The BRC quality audit plan is developed and reviewed annually and will include audit of each project,
including therefore this hospital project, once per year as a minimum.
Corrective and preventive actions associated with corporate audit findings shall be agreed with the home
office auditor by project management.
These findings and associated actions will be reviewed and expedited during project meetings and the
progress on outstanding actions reported to the Director of Quality on a monthly basis.
9.4 Procurement QA/QC

QA/QC staff shall participate in the procurement process. This shall include, as appropriate:
- preparation of project and package-specific Supplier Quality Requirements and Sub-Contractor
Quality Requirements including input to the Supplier Document Requirements Lists
- review for completeness of RFQ’s and PO’s as part of the approval-for-issue process.
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- participation in the supplier and sub-contractor selection process
- review of supplier and sub-contractor quality related submissions
- factory release
Where appropriate, specific factory visits can be assigned to parent companies or approved inspection
agencies. This may be the most effective way to manage overseas packages economically.
9.5 Site QA/QC

QA/QC staff shall oversee quality on site. This shall include:
- Surveillance of materials, construction, installation and testing activities including site qualification
testing. In the case of hospitals, this could include: concrete mix trials; road base trials; floor screed
trials; preparation of reference paint panels etc;
- pre-inspection and QC release of specific work;
- specific receiving inspection and site housekeeping activities;
- management of the BR-C non-conformance control system and supervision of sub-contractor non-
conformance;
- QA audit and spot checks on: document control including verification of specifications and
construction drawings; field changes; materials, construction, procurement package, installation and
testing records; materials laboratory activities including calibration; batch plant calibration;
- control of BRC measuring and test equipment
9.6 Continuous Improvement

As part of the company’s continual improvement programme, the Project Quality Manager shall oversee
engineering, procurement and construction issues including site QA/QC analysis of non-compliance,
customer and other feedback and general initiatives including improvements to company procedures
The Project Manager shall ensure that Quality issues and actions, including customer feedback are
reported monthly and through the project close out process to ensure that project data is captured by the
home office and the BR-C quality management system.
10.0 HEALTH, SAFETY & ENVIRONMENTAL
10.1 Organisation
The Project Manager is responsible for Health, Safety and Environmental issues and in particular with
ensuring project compliance with legislation and voluntary company standards.
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The Construction Manager has overall responsibility and authority to ensure site safety.
There will be a full time HSE representative on site who reports directly to the Construction
Management. The HSE manager nevertheless maintains a discipline reporting line to the BRC HSE
Director to assure that company HSE standards are maintained.
All staff and in particular those on site are responsible for ensuring their own health & safety and that of
co-workers and visitors. All personnel are requested to identify hazards and notify them to responsible
management for corrections.
10.2 Objectives
Health & Safety and Environmental measurable objectives shall be identified and periodically reviewed
prioritised and refined throughout the project.
10.3 Engineering HSE

Design Health & Safety issues are managed as an integral part of the work. Office health & Safety is
managed within the normal BRC HSE programme. An Environmental Impact Assessment shall be
performed where required for planning purposes.
10.4 Site HSE

The HSE representative shall oversee sub-contractor as well as BR-C Health & Safety and
environmental issues. This includes:
- review and oversight of contractors’ hazard analysis and HSE plan
- oversight of health, safety and environmental awareness training
- over-sight of safe site working practices including use of protective equipment, house keeping,
moving equipment, lifting equipment, access including temporary staircases and elevators, site
manufacturing and construction activities, barriers around openings, traffic.
- maintaining the site HSE incident register
- incident analysis and corrective action supervision
- sponsoring and supervision of particular HSE campaigns on site
- statistics analysis and reporting
- management of regular site safety meetings and following up and progress reporting on actions
11.0 PROJECT REPORTING
11.1 Client Reports

A detailed progress report will be submitted to the Client on the 5 th of each month in the agreed format.
The cut-off date for this report is the 25 th of the Month. The report will include the following information
as a minimum:
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1. Summary
2. Management
2.1. Engineering
2.2. Construction
2.3. Project Controls
3. Project Progress
3.1. Schedule
3.2. Actual progress against planned
3.3. Cost of work to-date
3.4. Cash Flow
4. Construction
5. Cost Report (Internal report Only)
6. Project Photographs
11.2 Internal Reports
Schedule
The project plan will be updated weekly by Project Controls based on the individual reports from the
discipline managers and issued internally at level 4.
Engineering
Each Lead Engineer will report weekly with; progress as a percentage of actual work complete, forecast
remaining duration, any changes to planned activities, network logic and resources.
A status report for all in house and sub-contract engineering activities will be prepared monthly
detailing; progress, technical issues effecting progress, and status of engineering changes.
Construction
A status report for all construction activities will be prepared weekly and monthly detailing; progress,
technical, HSE and Quality non-conformity reports (NCR) and procurement issues effecting progress.
Procurement
A status report for the procurement of services, equipment and materials will be prepared monthly,
showing enquiries, tenders, purchase orders and their status.
Cost
A financial report will be submitted for BRC Project Management & Operations review on the 30 th of
each month. Reporting Original Budget; Approved Changes; Revised Budget; Committed Cost;
Expended Cost; remaining to commit; Current Forecast; Budget Variance; Forecast Variance; and
Previous Forecast.
11.3 Sub-Contractor Reports

Each sub-contractor will submit a status report to BRC on the 15 th of each month detailing; actual
activity start dates, percentage progress against each planned activity and remaining duration. A weekly
progress report may also be required for particular sub contracts. Identifying any changes to the plan
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activities or network logic changes, issue effecting progress and the status of any contract changes. The
progress reporting form is included at Appendix – F.
11.4 Meetings Schedule

The following schedule of project meetings will be held. The Chairman of the meeting will ensure
minutes of the meeting are produced allocating actions and due dates, the minutes will be distributed to
all present, the General Project Manager, Project Manager and Document Control, for filing, will receive
a copy of all minutes of meetings.
Monthly Meetings
Day Time Project Subject Chairman
Sunday 2:00 HMRUO Operations Directors Review Operations
Director
Weekly Meetings
Day Time Project Subject Chairman
Saturday 10:00 HMRUO Project Management General Project
Technical Manager
Schedule
Cost
Finance
Saturday 14:00 HMRUO Client Progress Review Project Manager
Sunday 10:00 HMRUO Schedule Review Project Controls

Manager
Monday 11:00 HMRUO Construction Progress/Co- Construction

ordination Manager
Tuesday 09:00 HMRUO Engineering Progress/Co- Engineering

ordination Manager
13:00 HMRUO Procurement Progress/Co- Procurement

ordination Manager
12.0 ADMINISTRATION
The project Secretary and Administrator will receive, issue, distribute and maintain records of all
timesheets and travel request.
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The Document Controller will maintain; records of all project correspondence, minutes of meetings, the
design document register, design records, client comments and approval records, sub-contract design
documents and associated BRC comments and approval.
Project administration will be managed in accordance with BRC procedures.
13.0 ENGINEERING MANAGEMENT
13 .1 Strategy
 GPS engineering design will be done BR-C in Algiers
 Hospital Foundation detail design will done by BR-C in Algiers
 Hospital Superstructure detail design will done by BR-C in Algiers
 Mechanical & Electrical, HVAC, Equipment detail design and construction drawings will be done by
W A Berry & Son Inc. with BR-C support
13.2 Engineering Management

The Engineering team is responsible for providing the technical integrity of all engineering and design
activities, which support the overall project objectives. The Engineering team prioritises tasks to ensure
that all technical information required is developed in a timely manner to support the construction
schedule and assist in the procurement of materials and equipment. The engineering phase of the project
will be carried out so as to give consideration to the procurement, manufacture, shipping, and
construction requirements for the project. All designs are developed in accordance with recognised
international best practices and as a minimum they comply with the Contract and the Annexes.
Teams based in BRC, Algiers and William A. Berry & Son Inc. Montreal, Canada support the Technical
Manager. The Montreal Engineering Office comprises of an integrated team of William A. Berry & Son
Inc. and BRC, Algiers staff.
The engineering design work on the project will be split between the design of the Hospital and the GPS
and between BRC and William A. Berry & Son Inc. (WAB) as detailed below.
GPS Design
Description Level Company Approval
Architectural / Civil Preliminary drawings BRC Client
Layout drawings BRC Client
Detail drawings BRC Client
Structure Layout drawings BRC CTC

Detail drawings BRC CTC
Electrical Preliminary drawings BRC -

HVAC Preliminary drawings BRC -

Plumbing Preliminary drawings BRC -

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Equipment Preliminary drawings / Specifications BRC Client

Detail drawings / Specifications BRC Client
Hospital Design
Description Level Company Approval
Architectural / Civil Preliminary drawings WAB / BRC Client
Layout drawings WAB / BRC Client
Detail drawings WAB / BRC Client
Structure Preliminary drawings BRC CTC

Layout drawings BRC CTC
Detail drawings BRC CTC
Electrical Preliminary drawings WAB Client

Layout drawings WAB Client
Detail drawings WAB Client
HVAC Preliminary drawings WAB Client

Plumbing Preliminary drawings WAB Client

Medical Equipment Preliminary drawings / Specifications WAB Client

Detail drawings / Specifications BRC Client
Other Equipment Preliminary drawings / Specifications WAB Client

Layout drawings WAB / BRC Client
Detail drawings / Specifications WAB / BRC Client
13.3 Design and Construction Rules and Standards

The Hospital and GPS will be designed in accordance with CTC (Organisme National de Controle
Technique de la Construction) Algerian National Standards and European Standards. Specific design
and construction rules and standards for the project are to be produced by BRC and submitted to the
Contracting Authority (CA) for approval. They will be checked and approved and controlled as a design
document.
13.4 Calculations
All design calculations will be recorded on BRC calculation sheets; they will be numbered, dated, signed
and independently checked by the Lead Engineer and approved by the Technical Manager.
13.5 Checking
All design documents (design rules, standards, specifications, drawings, instructions, and CAD
drawings) will be independently checked by the Lead Engineer.
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13.6 Approval
All design documents (design rules, standards, specifications, drawings, instructions, and CAD
drawings) will be approved by the Technical Manager.
13.7 Change Control

All changes will be recorded and approved in accordance with BRC procedures. Project Controls will
maintain a register of all contract and design changes and maintain a file of the original change notes and
all supporting information.
13.8 In House Design Reviews

Internal design reviews will be scheduled on the programme of work for each design package as defined
by the WBS. The Technical Manager will chair the design reviews, which will be undertaken in
accordance with BRC procedures. Minutes of the meeting will be approved by the Technical Manager
and form part of the design records.
13.9 Client Design Reviews

Client design reviews will be scheduled on the programme of work for each design package as defined
by the Contract. The Technical Manager will chair the design reviews, which will be undertaken in
accordance with BRC procedures. Minutes of the Meetings will be approved by the Client and
Technical Manager, which will form part of the design records.
13.10 Client Approval

The Client will respond in writing with approval or comments on design package within 21 of
submission. If BRC does not receive approval or comments from the Client with in 21 days the
documents are deemed to be accepted by the client and will be clearly marked as such by BRC.
13.11 Design Records

A comprehensive set of design records will be maintained for each design packages as defined by the
WBS including, design input data, calculations, BRC and Client correspondence (E-mails, Letters,
Faxes, Minutes of Meetings). The design records will be maintained by Document Control.
14.0 PROCUREMENT
14.1 Strategy
 All procurement will be managed by BRC
 Major Sub-contracts will be placed for:
 Hospital Architectural - Design
 Hospital Civil & Structural - Construction
 Hospital Mechanical, Electrical & Piping - Design & Procurement
 Sports Centre - Design, Procurement and Construction
 GPS - Construction
 Medical equipment will be procured by BRC in conjunction with the Contracting Authority
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14.2 Procurement and Materials (P&M) Management

Procurement and Materials (P&M) Management is the project function that encompasses the materials
requirement planning, purchasing, expediting, logistics, and warehousing. P&M staff will be assigned to
the project to execute these functions and will report to the project P&M Manager, nevertheless, all
Procurement and Materials staff maintain a discipline reporting line to the Procurement and Materials
Division General Manager. The team provides a single co-ordinating point for the execution of all
procurement and materials related operations.
The P&M Manager is responsible for overall project materials management, procurement of all
equipment and materials, expediting and inspection of all equipment and materials manufactured both
inside and outside of Algeria. The transportation to selected Algerian ports, customs clearance, and in-
country delivery of equipment and materials to the job site and into the custody of the
construction/installation subcontractors.
All P&M activities will be undertaken in accordance with the BRC corporate Procurement Policy,
Procedures and project Work Instructions and to the highest professional and ethical standards.
14.3 Sub-contracts
The Subcontracts Manager is responsible for the commercial activities relative to sub-contract services
required for the project. The Sub-contract Manager is responsible to the Project Manager for the award
of all Sub-contracts, for tracking and forecasting each of the respective budgets and reporting to the Cost
Engineer. Nevertheless, all subcontract staff maintain a discipline reporting line to the Procurement and
Materials Division General Manager..
The Site Subcontract Administrator administers the issued Sub-contracts from mobilisation through
closeout. They have a non-functional reporting line to the Construction Manager. Any requirements by
the Construction Manager that may necessitate a change in the Sub-contract will be referred to the Sub-
contract Manager for resolution, raising of change orders and Project Management/Client approval.
All subcontract activities will be undertaken in accordance with the BRC corporate Procurement Policy,
Procedures and project Work Instructions and to the highest professional and ethical standards.
14.4 Material Control – Medical Equipment

The Material Control Supervisor is responsible to the project Procurement & Materials Manager for
maintaining the Procurement Status Report and for expediting all disciplines contributing to the
procurement cycle. Material Control will interface with Engineering to establish material requirements
and process those requirements through to procurement for purchase.
Material Control will be responsible for the receipt, storage and subsequent control of all materials
arriving on site. This includes the identification of damaged or incomplete shipments and the co-
ordination of their resolution. Each subcontractor will establish and maintain their own secure materials
storage following issue and from BRC.
14.5 Approved Suppliers List

BRC may sub contract the provision of all or a portion of the services and or supplies with the approval
of the Contracting Authority. Sub-contractors are to be selected from the Contracting Authorities list of
approved suppliers.
14.6 Competitive Tender

A minimum of 3 sub-contractors / suppliers will be invited to tender for each work package unless the
Contracting Authority agrees otherwise.
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14.7 Bid Submission

Submitted bids will be treated as commercially sensitive, kept secure and opened in a controlled and
secure manor, strictly in accordance with approved procedures.
14.8 Tender Evaluation

A technical and commercial evaluation will be made of each tender and the preferred supplier nominated
together with a justification.
14.9 Approval to Procure

The tender evaluation report and recommended sub-contractor / supplier will be submitted to the
Contracting Authority for approval.
14.10 Packing & Delivery Standards

The requirements for packaging & delivery are defined in section 3.2.6 of the contract.
The packaging of all materials and equipment must be adequate to ensure that the materials and
equipment is not damaged during storage, loading, unloading, transportation, and handing. All shall be
marked as defined in the contract.
14.11 Procurement Packages

The schedule of Procurement Packages will be maintained detailing:
 Equipment No.
 Description
 Quantity
 Country of origin
 Approx. Value
14.12 Procurement Status Report

An electronic Procurement Status Report will be developed and maintained that will identify “planned”,
“forecast” and “actual” dates for all key procurement milestones from receipt of engineering data
through to receipt of materials on site. This report will be used to expedite all disciplines involved in the
procurement process.
15.0 CONSTRUCTION
15.1 Strategy
 Hospital Civil construction contractor is Cosider spa for HMRUO and will be placed with Cosider
spa for HMRUC
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 GPS construction contractor is IBISA spa for HMRUO

 GPS construction contractor is Cosider spa for HMRUC
 The remaining construction contracts for each package will be placed by competitive tendering
 A detailed construction schedule needs to be developed with the construction contractors as the detail
designs are issued
15.2 Management
The objective of the Construction Management Team is to build a safe, cost effective Hospital in
accordance with the project specifications. The construction team will supervise and co-ordinate all sub-
contract construction activities and plant, equipment and material in an optimum sequence, to enable
timely completion of the works.
The construction team provide common site services such as storage, material control, receipt and issue,
QC, inspection, quantity surveying, scheduling, project controls, safety, security and medical services.
The construction work will be undertaken as follows:
15.3 Work Scope

Work Material Supervision Labour
Scope Supply
GPS Foundations I.B.I.S.A I.B.I.S.A I.B.I.S.A
Structure I.B.I.S.A I.B.I.S.A I.B.I.S.A
Civil I.B.I.S.A I.B.I.S.A I.B.I.S.A
Electric / Instrumentation I.B.I.S.A I.B.I.S.A I.B.I.S.A
Plumbing I.B.I.S.A I.B.I.S.A I.B.I.S.A
HVAC
Fixtures & Fittings I.B.I.S.A I.B.I.S.A I.B.I.S.A
Other Equipment
Sport Centre
Hospital Foundations Cosider Spa Cosider Spa Cosider Spa

Structure Cosider Spa Cosider Spa Cosider Spa
Civil Cosider Spa Cosider Spa Cosider Spa
Façades
Electric / Instrumentation WAB WAB EEII
Plumbing WAB WAB
HVAC WAB WAB VATEC / OSERM
Medical Equipment BRC BRC
Other Equipment BRC BRC
External Roads BRC BRC

Works
Electric’s BRC BRC
Drainage BRC BRC BRC / HYDRO
AMENAGEMENT
Water BRC BRC
Telecommunications BRC BRC
General Roads BRC BRC

Works
Fences Cosider Spa Cosider Spa Cosider Spa
Drainage
Landscaping ENARP ENARP ENARP
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Parking ENARP ENARP ENARP

Water
Electric’s EEII BRC EEII
15.5 Site Layout & Services

The site layouts and location of site services are shown on drawing number:
HMRUO-400-AR-0001 and HMRUC-400-AR-0001.
15.6 Schedule
All construction work will be undertaken in accordance with Project Master Schedule requirements. The
Site Planning Engineer will co-ordinate all site planning and scheduling activities with the Senior
Planning Engineer in Algiers and Sub-contractors producing detailed site schedules which will be
updated weekly. Monthly and weekly construction look ahead schedules will be used to report progress.
15.7 Quantity Surveying

A major element of the project works is priced against unit rates, which are re-measurable during
construction. Hence accurate and timely measurement of construction quantities is essential to the
correct progress reporting and payment of sub-contractors and the satisfactory financial outcome of the
project for BRC. The site Quantity Survey will independently measure and verify all sub-contractors
material quantities installed on site in support of sub-contractor invoice and BRC invoice certification
reporting to the Project Controls Manager.
15.8 Change Control

All changes to the specified and approved project work scope and specifications will be approved via the
BRC Change Control procedure. All clarifications of work scope and specification will be recorded
using the BRC Query Note procedure. NOTE. Site queries can result in a Change to the project work
scope and specification in such instances no additional work will be undertaken until an Approved
Change Note has been issued to site. All instructions to sub-contractors will be in writing in accordance
with BRC procedures.
15.9 Permits to Work

Permits to work are required before any work on external site service connections is made. The
Construction Manager will liase with local authorities and the public electricity, water, gas and drainage
supply companies to obtain work permits and put in place the appropriate safety procedures.
15.10 Materials Storage & Control

Separate secure storage facilities will be established at the construction site for receipt, inspection,
storage and issue to the work site of materials procured by BRC and Sub-contractors. Each sub-
contractor will be responsible establishing and maintaining their own secure site material storage and
control facilities.
15.11 QC, Inspection & Testing
All site activities will be subject to QC and inspection by the sub-contractor responsible for the activities.
Adequate records and certification of all QC, inspection and testing will be maintained by the sub-
contractor and passed to BRC upon completion of the works. BRC QC and inspection personnel will
independently oversee all sub-contract activities and maintain the project QC inspection records for the
project.
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The Algerian ‘Contrôle Technique de la Construction’ (CTC) are the Algerian certification body
responsible for technical monitoring of the construction works.
16.0 COMMISSIONING
16.1 Strategy
 BR-C will manage all Commissioning and acceptance activities
 An integrated Commissioning Schedule will be established and maintained by BR-C
 Each Sub-contractor will be responsible for commissioning there scope of work in accordance with
an integrated commissioning schedule
 Detailed Commissioning and Acceptance plans will be produced and approved by the client
16.2 Management
A Commissioning Manager will be appointed reporting to the Construction Manager supported by a
team of Commissioning Engineers. The objective of the Commissioning team is to manage the
progressive Commissioning and Acceptance of the works. To plan and co-ordinate the activities of the
sub-contractors, CTC, and client.
17.0 THIRD PARTY ISSUES
The project will endeavour to develop and maintain of a good professional working relationship with the
local authorities, local residents, department of transport and the electricity, gas, telecommunication,
water supply and drainage supply companies. The provision of essential site services will be contracted
from these 3rd parties there by requiring close liaison to agree; the service supply and loading required
for the hospital, the service routings and interfaces.
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APPENDIX A - Project Directory
Ministere de la Defense DPMRUO/DCSSSM Contact: Col. Bereksi

Nationale BP 246 Alger Gare, Tel: + 213 21 54 55 98
Algiers, Fax: +213 21 54 55 99
Algeria
Brown & Root Condor Spa Buttes des Deux Bassins, Contact: Mohamed Taibi
Oeud Romane, Tel: +213 21 94 74 21
El-Achour, Fax: +213 21 94 71 52
Algiers, E-mail: mohamed.taibi @Halliburton.com
Algeria
Hospital Contractor Contact:

Tel:
Fax:
E-mail:
Architect Contact:
Tel:
Fax:
E-mail:
Civil/ Structural Engineer Contact:

Tel:
Fax:
E-mail:
M&E Engineer Contact:

Tel:
Fax:
E-mail:
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APPENDIX B - BRC Personnel Directory
Contact Position Location Office Phone Mobile Phone E-mail
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APPENDIX C - Level 2 Schedule

Plan Template Rev 01

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Project Execution Plan Date : 1 October 2002

Mots clés : Project execution Plan, Project Management

Project Execution Plan - Template

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It must be modified to suit particular project requirements.

This first page should then be deleted.

Mots clés : Project Execution Plan, Project Management

Project Execution Plan

MINISTERE DE LA DEFENSE NATIONALE

HOPITAL MILITAIRE REGIONAL UNIVERSITAIRE

Contract No. NE/5.731.1.203.000.04

Rédigé par Vérifié par Approuvé par

11.0 PROJECT REPORTING 26

1.2 Project History

June 1999 - Proposal Submitted

16 April 2000 – Contract Signed

4 June 2000 – Contract Commenced

4 June 2000 - Contract 1 awarded - Design & Site Preparation

20 August 2000 - Contract 2 awarded - Construction & Procurement

17 March 2002 - Contract 3 awarded - Procurement & Fit-out

2.0 PROJECT PROFILE

2.1 Contract Title

Hopital Militaire Regional Universitaire d’Oran

Client Contract No. NE/5.731.1.203.000.04

BRC Project: JCS 1002

Ministere de la Defense Nationale

2.3 Project Participants

 Prime Contractor – Brown & Root-Condor Spa, Algiers, Algeria.

The full addresses, contact details are included at Appendix - A.

2.4 Form of Contract

2.5 Scope of Work

Construction Site Establishment (Lump Sum)

Preliminary Construction Work (Unit Prices)

Site Supervision – 6 months (Lump Sum)

Construction (Unit Prices)

Construction Finishing and Fit out (Lump Sum)

 Medical equipment – Mobile

Site Supervision (Lump Sum)

Construction Finishing and Fit out (Lump Sum)

Commissioning, Training, Testing and Handover (Lump Sum)

2.6 Key Contract Dates

 Completion of Contract 1 on or before 3rd March 2001

2.7 Critical Success Factors

3.1 Organisation Structure

T e c h n ic a l M a n a g e r P ro c u re m e n t M a n a g e r S u b c o n tra c ts M a n a g e r P ro je c t C o n tro ls M a n a g e r F in a n c e & A d m in . M a n a g e r C o n s tru c tio n M a n a g e r C o m m is s io n in g M a n a g e r

Sheet 2 – Technical Management

Sheet 3 – Procurement Management

Sheet 4 – Construction Management

3.2 Roles and Responsibilities

General Project Manager - Hospital Projects:

Deputy Project Manager:

Material Control Supervisor (Medical Equipment):

Material Control Supervisor:

Transit & Traffic Co-ordinator:

Project Controls Manager:

Project Finance & Administration Manager:

3.3 Authorisation Matrix

Matrix Codes Positions

DESCRIPTION / SIGNATORY OPS GPM PM FAM TM PCM PRM CM HSE PQM

3.4 Communications Matrix

The top level Work Breakdown Structure (WBS) is:

WBS Structure: XX.XX.X.XXX.XX.XX.XX

WBS Code Project

WBS Code Phase