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Table of content with clear sections/sub sections labelled
List of figures
 Executive summary
Institute of the public administration signed its project for construction in 2016 aims

at construction of rooms and building by third quarter of 2020. The project includes the

communication, stakeholder management, risk management as well as scope. These are

evaluated in this study with key stakeholders classified as external and internal

stakeholders. The study highlights the recommendations for company and project in last

section followed by the conclusion. The recommendations state that company must focus

on time compliance and budget management to cut extra cost charged to ASAAS in this

project.
Introduction
Institute of the public administration is a project under Asaas located and operating in

Oman. The site of project is 28000 sq. m and it linked closely to the ministries area of

Muscat, Al Khuwair. The Muscat national development and Investment Company aimed at

construction of the 280 room hotel and the business area along with the IPA’s new

headquarters. Minister of civil services signed the agreement with chairman of IPA for the

institute. It was planned that the Steigenberger Hotels will manage the hotel and branded as

the InterCityHotel. It is perceived as second hotel that will be opened in the Salalah. The

project passed through various phases of construction and arrived at the 90% completion of

the project. This study will include the 5 key project management knowledge areas

including stakeholders, communication, risk, scope and quality.

 Five project management knowledge areas

This study will include the 5 key project management knowledge areas including

stakeholders, communication, risk, scope and quality.

Risk

Risk of Project

Risk of the project states three stages of risks to be coped by the organization. The

first level of the risks to be coped by the ASAAS in this project includes relative level of the

risk important for this project. Risk is mainly the uncertainty and the changes in situation as

compared to the effective level of the performance as well as the activity desired. In the

second stage, the level of risk includes the economic and financial risks, the external and site

condition risks, contractual and technical risks as well as managerial risks.

 Figure 01: Risk management for IPA: [Source: ]

Temporal scenario

In the past, the time started the operations and organization was based upon the

temporary cases of the situation. The major issues were pertained to the hiring of right

person for planning and the equipment management. Resources required for the project

were also not specifically mentioned so the project team needed a person who could be

able to manage the resources and their needs of communication to entire team. This also

demonstrated the need of further development of the rewards and their communication.

The current challenges are based upon the 80% completion of the project. At this stage, the

timeline management is the key issue and major risk for ASAAS. The company identifies that

the rate of return will be higher if the changes made at this level will not call for the extra

changes in entire program. The deadline of the program is fix and near so the most

important and contingent risk for the future time is deadline of project.
Achievement of project excellence

Project excellence is possible through the risk minimization and risk mitigation. Risk

factors must be devised in the three key classes including the time issues, the quality related

issues and the cost problems. The risk factors pertained to the quality for the construction

project can be minimized through the proper construction methods, effective

communication for all parties and the supplies of the effective materials. The time

overrunning can be managed through the cost effectiveness, the quality laws implications,

construction management and the effective communication. Payment must also not be

delayed to control the future issues. The cost can be managed through the suitable

leadership styles and changes of the materials prizes. ASAAS will be able to manage the risks

for this project through reporting timely.

Scope

Scope of Project

The scope of project includes the persons who are involved in this project and the

activities included in the project.

Temporal scenario

The past scope of the project encompassing the planning and designing, bidding and

the construction. Currently, the project is passing through the end of the construction

phase. In the first three phases, process encompassed the programming and planning of

schematic form. Contracts management were based upon the finishing pf plans, electrical

plans, structural plans, working drawings and mechanical plans. The bidding of the project

was involving the governmental bodies and their agents.

 The bidding process was followed by the construction phase. This phase is mainly

including the elevation, flooring and the finishing of the roofing as well as rough

construction. The companies are also involved for the scope management and the

construction process excellence. The process of the flooring was including the material that

is cost effective and can continue for the standardized changes in the system. The tools and

their long run planning was also communicated to key stakeholders for their needs in the

long run. The challenges for the elevation was also managed through the expertise hiring.

The process of the windows and doors were hampered due to the lack of right walls, the

right shape of windows and their designing availability. The company also hired the

designing and architectural person for the completion of process. The future objectives of

this project included the finishing of windows and the doors and their communication in the

strategic way to reduce the cost as much as possible. The last one is the payment of the

construction as well as completion. ASAAS is following through these two procedures in

future.

Achievement of project excellence

The excellence in the scope phase is manageable through various laws and

regulations. First of all, as per the stakeholder theory, there must be no compromise over

stakeholder managemt and their right’s communication to them. The company must

maximize the stakeholder wealth to ensure their participation in the company projects. The

second one is the expertise hiring and ensuring that there must be the higher rate of the

changes in system available to tackle problems. The completion phase will record the lack of

compliance with budget, the time elapses as well as learning from project. This process will
also be communicated to the next stages of problem management so these issues must not

be ignored for reporting.

Recommendations

Conclusion
Summing it up, there are various issues and their communication for projects. IPA is

one of the key projects in construction industry of Oman. The prject was started in 2016 and

will end by 2020. The third quarter of 2020 is fixed as the ending time. 100% feasibility study

is complete for this project whereas the project’s status for completion includes the changes

in the long run for communication, stakeholder management, risk management, Resources

as well as scope of project. The major issues are found in the management of scope of

project as it has to be more specific.