kaia project management plan[1]

KAIA Development Project Project Management Plan

Design and Engineering Services forKing Abdul Aziz International Airport

Development Project – Jeddah for Saudi Binladin Group

Project Management Works Plan

Issue No. 1

Issue Date: 18th February 2011

Page | 1

زهــــــير فايـــــــز ومشــــــــاركـــــوهاستشــاريـــــــــــــــــــــــــــــــــــــــــــونعمارة – هندسة – نظـم معلومــات

جدة5445صندوق بريد

Zuhair Fayez PartnershipConsultantsArchitecture, Engineering and Information SystemsP.O. Box 5445, Jeddah 21422Saudi ArabiaTelephone: 6129999Facsimile: 6129955

Prepared by: Dr Andrew Kimmance (Project Director) 7165Reviewed by: Basim Hasaballah (admin director) 2180Approved by: Hazem Ibrahim (senior board director) 1826


Contents1 Introduction..........................................................................................................................10

1.1 Project History...................................................................................................11

2 Project Description...............................................................................................................13

3 Assignment...........................................................................................................................13

4 Project Scope........................................................................................................................14

5 Major Milestones..................................................................................................................15

6 Team identification...............................................................................................................24

6.1 Project Team Roles and Responsibilities...........................................................24

6.1.1 Project Director.............................................................................................24

6.1.2 Technical Project Director.............................................................................25

6.1.3 Project Managers..........................................................................................25

6.1.4 Project Coordinators.....................................................................................25

6.1.5 Technical Quality Assurance (Quality Representative)..................................26

6.1.6 Design Production Manager..........................................................................26

6.1.7 Discipline Team Leaders................................................................................27

6.1.8 Document Controller.....................................................................................27

6.2 Measures of Success.........................................................................................27

6.3 Initiate and Align...............................................................................................27

7 Operating Guidelines............................................................................................................30

8 Document Control System....................................................................................................30

9 Project Risk Management (Strategy)....................................................................................30

9.1 Raise Risk...........................................................................................................30

9.1.1 Risk Identification..........................................................................................30

9.1.2 Risk Quantification........................................................................................30

9.1.4 Risk Form.......................................................................................................30

9.2 Register Risk......................................................................................................31

9.3 Assign Risk Actions............................................................................................31

9.4 Implement Risk Actions.....................................................................................32

Page | 2


10 Communication.....................................................................................................................32

10.1 Information Communication Plan.................................................................32

10.2 External Communication...............................................................................33

10.3 Internal Communication................................................................................33

11 Change Management............................................................................................................34

11.1 Change Management Plan............................................................................34

11.2 Change Control Process.................................................................................36

11.3 Change Management Record........................................................................38

12 Quality Assurance & Quality Control.....................................................................................40

12.1 Project Quality Plan.......................................................................................40

12.2 Quality Control..............................................................................................41

12.3 Quality Control Checks – Authority and Responsibility.................................43

12.4 Key Elements of QA/QC Program..................................................................43

12.5 Project Quality Audit Program.......................................................................44

12.6 Design Calculations........................................................................................44

12.7 Design Drawings............................................................................................45

13 Transition and Closure Plan..................................................................................................46

14 Work Plan Endorsement Statement.....................................................................................47

Page | 3

Zuhair Fayez Partnership Consultants شركة زهير فايز ومشاركوه لإلستشاراتArchitecture, Engineering and Information Systems عمارة - هندسة – نظم معلومات

_______________________________________________________________________________ 966 2 6129955+ فاكس: 966 2 6129999 – المملكة العربية السعودية - هاتف : +21422 جدة 5445ص . ب:

P. Box 5445 Jeddah 21422 – Saudi Arabia - Tel: +966 2 6129999 Fax: 966 2 6129955


List of Figures

Figure 1: Project Management Work Report …………………………………………………………………………… 6

Figure 2: Jeddah Airport and surrounding area…………………………………………………………………………8

Figure 3: KAIA Project Schedule Top Tier…………………………………………………………………………………11

Figure 4: Work Split for Contract 421 and 422………………………………………………………………………….12

Figure 5: Project Organisational Chart for the KAIA Development Project……………………………........20

Figure 6: Project Production Arrangement……………………………………………………………………………….21

Figure 7: Model of the Document Control Process…………………………………………………………………….24

Figure 8: Risk Management Process…………………………………………………………………………………………26

Figure 9: Internal Communication Protocol………………………………………………………………………………35

Figure 10: Project Quality Plan…………………………………………………………………………………………………42

List of Tables

Table 1: Major Contract Milestones for Package 421............................................................................13

Table 2: Major Contract Milestones for Package 422............................................................................13

Table 3: Risk identification......................................................................................................................27

Table 4: Likelihood of risk occurring......................................................................................................28

Table 5: Impact of risk.............................................................................................................................28

Table 6: Priority Rating...........................................................................................................................29

Table 7: Priority Score and Rating worked example.............................................................................29

Table 8: Risk Form...................................................................................................................................30

Table 9: Risk Register..............................................................................................................................31

Table 10: External Communication........................................................................................................33

Table 11: Internal Communication.........................................................................................................33

Table 12: Change Control Process Sheet................................................................................................37

Table 13: Change Control Register.........................................................................................................39

Page | 4


MANUAL TITLE: PROJECT WORK PLAN Doc Ref:

DOCUMENT TITLE:Fast Track ‘Design and Engineering Service for the King Abdul Aziz International Airport Development Project’ KAIA, Jeddah.

Issue No.: 1

Page: 5 of 48

Written by: Dr - AGK (7165) Approved by: BMH (2180)

PREFACE

The purpose of the project works report plan presented in is to demonstrate an awareness and understanding of the project deliverables and scope of work, and to provide a detailed account to the client of the approach and methodology used to meet project objectives. As well to all concerned Zuhair Fayez Partnership (ZFP) parties a common source of information regarding project goals, project scope, services description, project participants, time schedule, production budget, quality procedures, and other pertinent data in order to establish and communicate project performance expectations to the Client. Zuhair Fayez Partnership’s primary goals for this project are:

1. Higher Perceived Quality.

2. Improved Customer Satisfaction.

3. Competitive Edge.

These benefits achieved by:

1. Improved Management Control, Organization, and Planning.

2. Improved Customer Services.

3. Consistency in Product and Process.

To meet the Owner’s project goals, design the highest quality project for an appropriate construction cost and do so as efficiently and expeditiously as possible. Both Owner and ZFP goals will be realized through effective communication, creative design, technical capability, and dedicated effort by all project participants.

This document will be distributed to all concerned parties and as contents are revised or pertinent additional information becomes available, copies will be distributed for inclusion in the originally distributed copy. Each recipient of distributed revision items is to remove the superseded items and insert the revised items.

Page | 5





Figure 11: Project Management Work Plan (Kimmance, 2010)

Page | 6

Proposed Work PlanTech. PhasesProject TeamTime Schedule

PROJECT WORK PLAN

Yes

START

STOP

No

Comments

Prepare Work Plan detailing methodology to execute the ProjectPM

Submit to Client for Approval

Ensure Conformity of Work Plan to Scope of Proposal & ContractPM

Client to issue “Notice to Proceed”

Contract to be as mutually

agreed between ZFP &

Client

Include the Required Sections & the Client’s

RequirementsPM

Basic Tech. DataObjectiveDurationScopeWork Stages

Submit Completed Work Plan to TM for Review & Approval

EIS/PMF01PM/TM

Assign Core Team Engineer to Review &

Finalize with PM

EIS/PMF02TM/CT Engineer

Submit Finalized Work Plan to TM for Review

& Approval

EIS/PMF03CT Engineer/TM

Review By PDYes

No

Comments

Distribute Approved Work Plan to PM, PCE, & Team Leaders







Issue No.: 1

Page: 7 of 48

Written by: Dr - AGK (7165) Approved by: BMH (2180)

1 Introduction

King Abdul Aziz International Airport (henceforth referred to as KAIA) is the hub of Air Transport

in the Kingdom of Saudi Arabia. The airport was inaugurated in 1981 and comprises of two

passenger terminals and three runways. The airport is in all honesty unique, as it is the principal

gateway into the Kingdom for millions of Pilgrims performing Hajj and Umrah each year.

The Western boundary of King Abdul Aziz International Airport (KAIA) is just 4 kilometres to the

East of the Red Sea and converging with the Eastern boundary in the midst of the mountainous

region of the Arabian Shield, as illustrated in Figure 2.

, and at a cost of £400million.The airport is roughly situated 20 kilometres to the North of

Jeddah City and 90 km West of Makkah (ARP: Lat 21°-40’-52’’N: Long 39° 09’ 18.5’’E). The

location of the site is virtually flat with a small slope running from East to West. The airport

occupies a vast site of approximately 10,500 hectares (25,946 acres); although, both Dammam

and Riyadh Airports occupy a larger area. The airport has three runways:

Runway 16R/34L is 3,800 meters in length and 60 meters wide

Runway 16C/34C is 3,300 meters in length and 60 meters wide

Runway 16L/34L is 3,690 meters in length and 60 meters wide

The airport has two passenger terminals. The North, deal with foreign airlines and the South,

which for the use for Saudi domiciled airlines Nasair and Saudi Arabian Airlines (and their code

share partner Air France) with both terminal sharing 46 remote stands. In addition, the airport

also has a Royal terminal with 2 stands, a cargo terminal with 7 stands and a Hajj terminal with

34 stands. The ATC tower at the airport is located between the two terminals and is 60 meters

tall.

Page | 7


The airport is situated to the South of Obhur and North of the industrial city of Jeddah. Three

main roads surround the bounder of the airport with the Al-Haramain Expressway running along

the Eastern boundary, Madinah Road to the North and West and Al Nuzhah Street to the South.

1.1 Project History

The redevelopment of KAIA has long been anticipated. The GACA did appoint an international

consultant to produce the final designs for a new terminal building and associated infrastructure.

However, they decided to curtail this project and re-tender the project as fast track design and

build. Thus, the design process will run in parallel with construction. The KAIA Development

Project was awarded to the Saudi Bin Laden Group (SBG) in September 2010 with the GACA

being advised by Dar Al-Handasah. ZFP has been sub contracted out by SBG to provide the

final designs up to tender documents for key components of the terminal and associated

infrastructure. The NTP (Notice to Proceed) is expected to be issued on 8th January 2011 with

ZFP’s involvement lasting for 300 days from this date, and at a cost of £400million.

Figure 12: Jeddah Airport and surrounding area

Page | 8

Jeddah CityJeddah City

Red Sea

Jeddah Airport


2 Project Description

Current airport infrastructure cannot adequately accommodate passenger demand during peak

operations. This situation is expected to deteriorate as passenger demand continues to rise.

The General Authority of Civil Aviation (henceforth referred to as the GACA) has decided that a

new terminal is to be built in which all airlines will collocate. This will alleviate congestion and

will permit future expansion.

Three stages of expansion have been envisaged with the first to be completed in 2013 with

capacity for 30 million passengers, the second to be completed in 2020 with capacity for 43

million, and the third phase to be completed in 2035 with capacity for 80 million. During the first

phase, a new terminal building will be located between runways 16C/34C and 16L/34R. The first

phase, design and build of the new terminal and associated infrastructure project is scheduled

to take 36 months and will see the airport’s capacity substantially increase from its current 17

million.

A fast track design and build contract was awarded by GACA to the Saudi Bin Laden Group

(henceforth referred to as SBG) for the construction of the new terminal building and associated

airport infrastructure at KAIA. ZFP has in turn been sub contracted by SBG to provide the final

designs up to tender documents for key components of the airport infrastructure.

3 Assignment

The core assignment is to produce fast track designs up to tender documents, and to include all

required supporting documents and approvals to fulfil design deliverables associated with the

KAIA Development Project. ZFP has been entrusted to produce designs that will meet the

client’s primary objective, which is to produce fast track designs, on time, within budget and to

required schedule. To this end, it is ZFP’s desire to design functional, inspiring and

technological advanced designs that meet the client’s exacting standards within the allocated

time, within budget and to the highest quality standards. ZFP is fully committed to providing

excellent quality consultancy services that demonstrate our competency in producing designs

for the KAIA Development Project.

Page | 9





To achieve such a goal it is imperative that both sides effectively communicate and are fully

committed to the project. The duration of ZFP’s involvement in this project will be 300 days from

the NTP. There are a number of key project objectives associated with the development:

To produce a design that inspires whilst technologically advanced and functional

To produce a design that takes into account the client’s requirements while adhering to

the allocated budget and schedule

To provide professional services to our client that ensures complete customer

satisfaction

To demonstrate ZFP’s capability in producing quality work

To ensure a suitable return on investment

4 Project Scope

The project is located at the existing KAIA site, with a new terminal building to be built between

runways 16C/34C and 16L/34R. The title of the project is ‘Design and Engineering Service for

the King Abdul Aziz International Airport Development Project’. ZFP is to provide SBG with the

designs up to tender documents for key components of airport infrastructure. The scope of

work consists of the following design stages:

Data collection and conceptual design stage

Schematic design and design development

Final design up to tender documents

Production of printed documentation

5 Major Milestones

The Project Management Team (i.e. Project Director and Project Co-ordinators) are to tracks all

major milestones. This will ensure that they have oversight of all key milestones and can

provide an overview to the Project Team associated with the design phase and senior

management. For simplicity, the contract awarded by SBG to ZFP has two packages 421 and

422 illustrated in Figure 13. However, to fully appreciate the divisions between the two packages

please refer to Figure 4. MANUAL TITLE: PROJECT WORK PLAN and Table 2 display the milestone

packages, and the work split for both 421 and 422 is illustrated in Figure 13: KAIA Project Schedule

Top Tier4.

Page | 10


Figure 13: KAIA Project Schedule Top Tier

Page | 11


Figure 14: Work Split for Contract 421 and 422

Page | 12




Issue No.: 1

Page: 13 of 48

Written by: Dr AGK (7165) Approved by: BMH (2180)

Table 1: Major Contract Milestones for Package 421

Milestone No. Milestone Description

Calendar Days from Notice to Proceed

1Mobilisation and submission of proper locations of E/M connection points for all buildings and submission of the Hydrogeological Studies

90

2 Complete Structural Design 120

3 Complete Overall Final Design works and Radio Sites Relocation and Dismantle 300

Table 2: Major Contract Milestones for Package 422

Milestone No. Milestone Description

Calendar Days from Notice to Proceed

1 Structural Design Completion for foundations of transportation Centre & Viaduct 75

2

Mobilization, submission of Hydrogeological Studies and submission of preliminary Architectural drawings to allow other Contractor to define E/M & ICT devices locations.

90

3 Structural Design Completion 1204 Submission of Regional Ground Water Control Study 1805 Complete Overall Final Design works 300

These milestones are included in the Master Deliverables List and will need to be

tracked with regards in the project schedule. The milestones will be constantly monitored

to ensure submittal deadlines are adhered to. In order to achieve this, a Milestone Chart

and Report will be completed when monitoring the progress. Examples of both the chart

and Report are shown in the following two pages.

Page | 13


Milestone Chart

Main milestone phases shown on the higher chart, and sub-milestones for each phase on charts below

TIME [in suitable units -days, weeks, months, etc.]MILESTONES Responsibility

Page | 14


Milestone ReportProject No:

Date of Milestone meeting/discussion:

Deliverables due Due date R/Y/G* Action to take to bring deliverable or task back on schedule

* R = RED Flags [critical, off plan - describe in detail: quality, cost, time]

Y = YELLOW [is almost off schedule or will definitely be off schedule, the precise definition shall be agreed before use]

G = GREEN Flags [to plan or better - show savings]

Page | 15

1

1.1

2.1

2

3

4

5

6 Team identification

The associated project team consists of Project Management, Design and Quality

Assurance Team members, and all speciality groups that need to be involved with the

development of the project. The speciality groups shall be involved in project planning,

scheduling, development and maintenance, and endorsement of the Work Plan. The

following speciality groups are involved:

Land Surveying

Architecture

Roadside and Pavement Development

Bridges and Structures

Civil Engineering

Mechanical, Electrical and Plumbing (MEP)

Rapid Development

Program Management

Environmental Services

Geotechnical Services

Utilities

Abundance of Authories


2

3

4

5

6

6.1 Project Team Roles and Responsibilities

The structure of the project team roles and responsibilities are in accordance with the

Project Organisation Chart shown in Figure 5. A number of project team roles have been

described in further detail in order for the titleholder/client to further appreciate the

responsibilities associated with these roles. The Project Production Arrangement is

shown in Figure 16 and illustrates how Project Mangers are to interact with department

disciple leads, the Project Director, CAD technicians and drawers, designers, quality

control and assurance.

6.1.1 Senior Programme Director

Adel Wehbi Communicate with the client and ensuring all client’s requirements are all met

To be the main interface for all external communication

Communicate with external partners and other stakeholders

6.1.2 Technical Airport’s Project Director and Principal Project Manager

Dr Andrew Kimmance (author) Manage and Coordinate the KAIA Development designs and Project Teams

Set-up and manage the Project Management Framework, Communications,

Production and Operations, Performance and Progress Methodologies

Page | 17


To liase and coordinate with the Strategic Corporate Board, Senior Project

Director, Clients, Stakeholders, Consultants, and Supply Chain

6

6.1

6.2

6.1.3 Project Managers

Nicolas Mohammed Abboud and team Package 421

Luis Kusters Viale and team Package 422

To be responsible and coordinate a package for which they are assigned in

addtion to the duties outlined under Project Coordinator.

6.1.4 Project Coordinators and Planners

Nicolas Abboud: 421.3 Passenger Terminal Complexes

421.4 Air Traffic Control Complex

Richard Fuentes: 422.2 Load Centres

422.4 Utilities and Main Distribution

Luis Kusters Viale: 421.1 Radio Sites Relocation & Dismantling,

421.2 Interim Facilities,

421.5 Support Facilities

422.6 Support Facilities

Mohamed Yousef: 422.1 Viaduct Transportation Centre & Multi-storey Car Park,

422.3 Land Side Ground Access Components

422.7 Aprons and Taxiways

Responsible for coordinating technical issues of the project and identifying and

analysing project requirements.

Identify resource requirements for the project

Page | 18


Coordinate the procurement of products/services from suppliers and sub

contractors

Assure that project records, data and documents are properly maintained and

stored for future reference

Coordinate the development of project design specifications and development

plans

To be responsible for their various parts of Package 421 and 422 as previously

mentioned above

6.1.5 Technical Quality Assurance (Quality Representatives)

Understand and interpret ZFP’s quality system requirements as it applies to the

operation and function of departments and to orientate department staff to these.

Guide, monitor and follow up implementation of all aspects of ZFP’s quality

system as it applies within his department

Write/co-write/update relevant department procedures, flow charts, process

mapping in coordination with department staff and to distribute, control and

review these when required. Approve them by the relevant department head,

coordinate and issue by the QA Manager.

Ensure all department quality documents and forms (ie work plans, checklist, etc)

are completed by relevant personnel at appropriate stages and that these are

documented and filed.

Conduct internal quality audits of other departments as dictated by ZFP’s audit

schedule as and when required.

6.1.6 Design Production Manager

5.1

5.2

5.3 To coordinate discipline team leaders

To liase with the appropriate Project Manager or Project Coordinator

To review all work produced by their design team

To submitt all work for apprasisalPage | 19


6.1.1

6.1.2

6.1.3

6.1.4

6.1.5

6.1.6

6.1.7 Discipline Team Leaders

Coordinate all design team operations

Design oversight; including meeting requirements of the Design Manual, other

manuals, and the Team Mission.

Provide technical advice regarding individual design elements.

Develop and provide project information as needed by specialty groups.

Concerns from the design team to the project management team.

Update the design team on decisions/recommendations of project management.

Maintain the project schedule for the design operations.

6.1.8 Document Controller

To keep records of outgoing and incoming information including mail, faxes,

email and etc for future reference

Maintain an inventory log of all documents in the document control room

Ensure the safe keeping of all documents

Arranges timely distribution of reports, mail and faxes to the addressee

Prepares mail bag and documents for courier services

6.2 Measures of Success

What the project management team must accomplish for this project to be successful is:

Clearly define the scope, schedule processes and procedures and to manage

change effectively.

Page | 20


Maintain open, effective and timely communication within the team, with

sponsors, the client, other agencies and stakeholders.

For high quality design work to be produced, within budget and submitted within

the agreed schedule of time.

6.3 Initiate and Align

Understand all our stakeholders’/client’s needs and concerns and mediating

issues to reach acceptable conclusion.

ZFP shall ensure that we effectively manage our resources, including funding, by

comparing and reporting work order expenditures to the planned budget.

Regularly recognise and celebrate accomplishments and successes.

Page | 21


Figure 15: Project Organisational Chart for KAIA Project Development

Page | 22





Figure 16: Project Design Production Arrangements

ProjectDirector

Document

Controller

Client

Integrated KAIA Project Production Arrangement

Project Manager

Project Manager

Project Manager

Project Manager

Progress

MEP

Utilities

CAD Technicians & Drawers

LEADBridges & Tunnels

Viaducts & Roads

LEAD

LEAD

LEAD

Quality Control & Assurance

Page | 23


7 Operating Guidelines

Operating guidelines described below explain how the project team will govern itself:

Team decision-making process

Voice and respect each other’s opinions

Voting by thumbs up, sideways and down, 2/3 majority rules.

All team members support final team decisions.

Resolve conflicts

Early and continued involvement of key players (internal and external)

Team meetings (frequency, who should attend, etc.)

Team will meet monthly to review project status, progress and

manage change.

To be attended by the Aviation Director, Project Director, Project

Coordinators of Package 421/422, Project Mangers, Design

Production Manager, Discipline Team Leaders and Technical Quality

Assurance Manager.

Communication (methods, frequency, chain of command, etc.)

Please refer to the Communication Plan.

Manage team change

Communicate change in a timely manner.

Page | 24


1

2

3

4

5

6

7

8

8 Document Control System

Figure 17 shows the Document Control Process that shall be used to ensure all

correspondence are documented, archived and made available to be retrieved at a

future point in time. All information is to be collated by the document controller who will

use the E-Filing System to ensure data is collected, managed and stored in a single

location. Each article of information (i.e. MOM, email, letter, drawing register, etc.) shall

be assigned a unique document number. This will be achieved by documenting the

following information:

1. For incoming information:

Document source

Document type

Destination Department

From contact (i.e. email, mom, etc)

Remarks (i.e. title of document)

Page | 25


2. For outgoing information:

Document source

Destination

Document type (i.e. email, mom, etc)

Remarks (i.e. title of document)

All design leads will submit their deliverables and other correspondence using a

Document Control Tool. The document and associated information will then be stored

creating a comprehensive record of all information related to the project. This will be

instantly retrievable for reference to any personnel who have access to the integrated

system.

9 Project Risk Management (Strategy)

The Risk Management Process for the KAIA Development Project is considered to be a

methodical but simplistic procedure by which the project team identifies, evaluates,

scores, and ranks the various risks associated with the design criteria. Risks are defined

as ‘any event which is likely to adversely affect the ability of the project to achieve the

defined objectives’. The most likely and highest impact risks are to be added to the

project schedule to ensure that the assigned risk managers take the necessary steps to

implement the mitigation response at the appropriate time during the schedule.

Risk Management will be undertaken on the KAIA Project Development through the

implementation of five key stages:

1. The identification of project risks

2. The assessment, logging and prioritising of project risks

3. The response and identification of risk mitigating actions

4. The assignment and monitoring of risk mitigating actions

5. The recording and closure of project risks.

Page | 26


Figure 17: Model of Document Control Process (designed by Dr Andrew Kimmance)

KAIA PROJECT(J11-01500)

CONFIDENTIAL DOCUMENTS OUTGOING

LETTER's DRAWING's MOM CD E-mail

CLIENT

SUPPLIER

CONTRACTOR

CONSULTANT

421 422

A-PROJECT WIDE

F-PASSENGER TERMINAL

COMPLEX (PTC)

G-AIR TRAFFIC

CONTROL COMPLEX (ATCC)

J-SUPPORT FACILITIES & MISCELLANEOUS

BUILDINGS

L-LANDSCAPE &

ARTWORKS FOR EXTERIOR

(LANDSIDE & AIRSIDE)

STRUCTURAL

MECHANICAL

ELECTRICAL

ARCHITECTURAL

DOCS (FOR SUBMITTALPACKAGE) INCOMING

L000 - ALL PACKAGE

L100 - LANDSIDE LANDSCAPING

L200 - AIRSIDE LANDSCAPING

L300 - URBAN LANDSCAPING

Page | 27




Issue No.: 1Page: 25 of 48


Figure 18 presents an overview of the risk stages and procedures to be undertaken in

order to effectively manage project-related risks. It is very important that once a risk has

been identified that a Project Risk Form is completed which shall include the project

details, risk details, risk mitigation and the approval action details. This form is to be

submitted to the Project Director and if deemed appropriate entered into the Risk

Register. An overview of the five stages of the risk management process: raise risk,

register risk, assign and risk action and implement risk actions are described below.

6

7

8

9

9.1 Raise Risk

9.1.1 Risk Identification

The first step in the Risk Plan is to identify a likely risk that may affect the ability of the

project to achieve its defined objectives/deliverables. The risk identified is to be

categorised using Table 3. This table may be expanded and updated during Risk

Planning workshops involving key project stakeholders. Each risk identified shall be

assigned a unique identifier number (id).

9.1.2 Risk Quantification

The next stage is to quantify the likelihood of each risk occurring and its impact on the

project and surrounding activities. Following this, each risk is prioritised according to the

likelihood and impact rating.

Page | 28


LikelihoodOnce identified, a risk needs to be scored for its likelihood of occurrence as shown in

Table 4.

ImpactOnce the likelihood has been established the impact of the risk occurring is calculated

using Table 5.

Page | 29


Figure 18: Risk Management Process (Developed by Dr Andrew Kimmance)

Page | 30


Table 3: Risk identification

Category© Description idRequirements The requirements have not been clearly specified

The requirements specified do not match the project/client needs The requirements specified are not measurable

1.11.21.3

Benefits The business benefits have not been identified The business benefits are not quantifiable The final solution delivered does not achieve the required benefits

2.12.22.3

Schedule The schedule doesn’t provide enough time to complete the project The schedule doesn’t list all of the activities and tasks required The schedule doesn’t provide accurate dependencies

3.13.23.3

Budget The project exceeds the budget allocated There is unaccounted expenditure on the project There is no single resource accountable for recording budgeted

spending

4.14.24.3

Deliverables The deliverables required by the project are not clearly defined Clear quality criteria for each deliverable have not been defined The deliverable produced doesn’t meet the quality criteria defined

5.15.25.3

Scope The scope of the project is not clearly outlined The project is not undertaken within the agreed scope Project changes negatively impact on the project

6.16.26.3

Issues Project issues are not resolved within an appropriate timescale Similar issues continually reappear throughout the project Unresolved issues become new risks to the project

7.17.27.3

Suppliers The expectations for specialists/supplier delivery are not defined Specialists/suppliers do not meet the expectations defined Specialists/Supplier issues negatively impact on the project

8.18.28.3

Acceptance The criteria for accepting project deliverables aren’t clearly defined Clients do not accept the final deliverables of the project The acceptance process leaves the customer dissatisfied

9.19.29.3

Communication Lack of controlled communication causes project issues Key project stakeholders are ‘left in the dark’ about progress

10.110.210.3

Resource Staff allocated to the project are not suitably skilled Insufficient equipment is available to undertake the project There is a shortage of materials available when required

11.111.211.3

Page | 31


Table 4: Likelihood of risk occurring

Title Score© Description

Very Low 20

Highly unlikely to occur; however, still needs to be monitored as certain circumstances could result in this risk becoming more likely to occur during the project

Low 40Unlikely to occur, based on current information, as the circumstances likely to trigger the risk are also unlikely to occur

Medium 60 Likely to occur as it is clear that the risk will probably eventuate

High 80 Very likely to occur, based on the circumstances of the project

Very High 100Highly likely to occur as the circumstances which will cause this risk to eventuate are also very likely to be created

Table 5: Impact of risk

Title Score Description©

Very Low 20Insignificant impact on the project. It is not possible to measure the impact on the project as it is minimal

Low 40Minor impact on the project, e.g. < 5% deviation in scope, scheduled end-date or project budget

Medium 60Measurable impact on the project, e.g. 5-10% deviation in scope, scheduled end-date or project budget

High 80Significant impact on the project, e.g. 10-25% deviation in scope, scheduled end-date or project budget

Very High 100Major impact on the project, e.g. > 25% deviation in scope, scheduled end-date or project budget

9.1.3

9.1.3.1

9.1.3.2

PriorityThe priority of a risk is established by using the impact and likelihood scores. The priority

score for a risk is reached by calculating the mean of the likelihood and impact score:

Page | 32


Priority = (Likelihood + Impact) / 2

From the priority score, the priority rating can be assigned using the thresholds indicated

in Table 6. A worked example of how to calculate priority score and the priority rating is

shown in Table 7.



Issue No.: 1Page: 29 of 48

Written by: AGK (7165) Approved by: BMH (2180)

Table 6: Priority Rating

Priority Score Priority Rating

0-20 Very low

21-40 Low

41-60 Medium

61-80 High

81-100 Very High

Table 7: Priority Score and Rating worked example

ID Likelihood Impact© Formula Priority Score

Rating

1.1 20 80 20+80 /2 50 Medium

1.2 80 60 80+60 /2 70 High

1.3 100 40 100+40 /2 70 High

2.1 40 20 40+20 /2 30 Low

2.2 80 100 80+100 /2 90 Very High

2.3 20 80 20+80 /2 50 Medium

Page | 33


9.1.4 Risk Form

Once a risk has been identified and quantified it is important that the information is

collected and forwarded to the Project Director for his immediate attention and further

action. Table 8 shows an example of a Risk Form that must be filled out by the person

who identifies the risk.

Page | 34


Table 8: Risk Form

PROJECT DETAILS©

Project Name: KAIA Development ProjectProject Manager: Dr Andrew Kimmance

RISK DETAILS

Risk ID: 10.1Raised By: George AllenDate Raised: 15/01/2011Risk Description:

Current IT infrastructure does not have the required capacity to host all KAIA related data.

This will impact on the productivity as personnel may not be able to work on the project or have problems accessing work. Furthermore, it will impact on the budget as this is an unforeseen capital expenditure. Finally, it will also affect the schedule, caused by delivery and installation of new hardware.

Risk Likelihood:

Very High: 100

Risk Impact:

High: 80

RISK MITIGATION

Recommended Preventative Actions:

Liaise with ICT to ensure that all available capacity is made available for the KAIA project. Suggest that some folders are archived and taken off the serve to release capacity.

Recommended Contingent Actions:

Order a new server to provide the additional capacity or ensure contact has been made with suppliers in order to quickly obtain and install a new server.

APPROVAL DETAILS©

Supporting Documentation:

Excel document detailing the spare capacity of each server.

Signature: Date: 15/01/2011

_______________________

PLEASE FORWARD THIS FORM TO THE PROJECT DIRECTOR (ANDREW KIMMANCE)

Page | 35


9.2 Register Risk

The Project Director will review all risks raised and will determine whether each risk

identified is applicable to the project. The decision will be based on whether the risk

affects the following:

The deliverables as mentioned in major milestones

Quality targets as mentioned in the Project Quality Plan

Delivery targets specified the Project Plan

Resources targets specified in the Resources Plan

Financial targets specified in the Financial Plan.

The Project Director will decide if the risk is related to the project and if so he will enter

the details from the Risk Form into the Risk Register. It shall contain a summary,

description of the risk as well as preventative actions and contingency actions, as can be

seen in Table 9.

Table 9: Risk Register

Summary Description Preventative Actions

ID Date Raised

Raised By

Received By Description of Risk Description of Impact Likelihood

RatingImpact Rating

Priority Rating

9.3 Assign Risk Actions

The Project Review Group shall complete a formal review of each risk listed in the Risk

Register and decide (based upon the risk ‘impact’ and ‘likelihood’) whether or not to:

Ignore the risk in the Risk Register if there are no outstanding risk actions and

the risk is no longer likely to impact on the project

Raise a change request if a change to the project is required to mitigate the risk

Assign risk actions to mitigate the risk

Page | 36

Preventative Actions Contingency Actions

Preventative Actions Action Resource Action Date Contingency Actions Action

Resource Action Date


9.4

9.5

9.4 Implement Risk Actions

The risk mitigating actions assigned by the Project Review Group are then implemented,

these may include:

Scheduling each action for implementation

Implementing each action scheduled

Reviewing the success of each action implemented

Communicating the success of each action implemented.

10 Communication

The project team will adopt a number of methods of communication to ensure prompt

flow of information. It is essential that this flow of information is recorded and tracked in a

timely manner in order to enable the management team to take action to avoid delays

and rework.

7

8

9

10

10.1 Information Communication Plan

The communication plan for the KAIA Development Project is broken into two sub-areas,

Internal and External Communications, and is presented below in both organisation

process and tabular format. Both sub-areas acknowledge that the project

partners/contractors cannot realize their vision nor can the project delivery team attain

Page | 37


our mission without a sufficient, timely and accurate flow of information. The items

addressed below identify what the item is, who is the primary contact, how the

information moves and when it happens. We also recognise that effective

communication demands effective listening and viewing project decisions from all

parties’ perspective.

In order to assure successful delivery of this project, it will be necessary for the project

delivery team to accurately inform each other of their needs, updates and timelines.

Minutes from meetings and workshops will be electronically routed to affected groups

and/or parties as appropriate.

9.1

10.2 External Communication

Timely and meaningful exchange of information external to the project team is critical to

secure a positive commitment from stakeholders and the general public. As indicated in

the table, that information flow may be written or oral, formal or informal, electronic or

verbally exchanged.

Table 10: External Communication

What Who How When

Contact with Atkins Project Director e-mail/memo on-going

Contact with SBG Project Director e-mail as appropriate

Contact with others Project Director email as appropriate

9.2

10.3 Internal Communication

Effective internal communication is open, honest, continuous and efficient. Table 11

below addresses communication between and among the teams as well as

communication protocols. Figure 19 details the Communication Protocol that will be

followed during the project.

Page | 38





Table 11: Internal Communication

What Who How When

Progress meeting Aviation Director, Project Director,

Project Managers, Discipline Team Leaders, Design

Production Manager, Technical Quality

Assurance Manager

meeting weekly , ever Sunday

Communicate projectprogress to senior PM Project Manager as requested as appropriate

Communication among all teams

All e-mail/phone/memo every Tuesday

Distribute & maintain schedule

Quality Control e-mail/WEB

Create organisational chart that identifies

Team Structure

Project Director

Technical Director

computer software 20/01/2011

Request information Project director e-mail 23/01/2011

How do team communicate

All e-mail/phone

Facilitate distribution of information

Design team- project manager

e-mail/verbal as appropriate

11 Change Management

During the life of the KAIA project changes to the project scope, schedule, and

resources may occur. The sources of these changes may be internal or external initiated

by the client/customers. External changes can also result from other stakeholders,

availability of resources, changes in technologies, designs, etc. Whether the effects of

changes are positive or negative, managing change is an important factor for success.

Managing change will require planning, discipline, and communication among the project

team, customers and stakeholders.

Page | 39


7

8

9

10

11

11.1 Change Management Plan

As the Change Management Plan is executed, the following should occur:

Improved relationship with clients, contractors, other stakeholders, improved

financial performance, reduced project delays, better project teamwork, and

improved project quality.

There a number of changes that can be anticipated on the KAIA Development Project,

including but not limited to the following:

1. Scope creep

2. Staff changes

3. Schedule change

4. Change in deliverables

5. Technical change

6. Process/Policy change

7. Resources/Technologies/Materials changes

Page | 40


Figure 19: Internal Communication Protocol (developed by Dr Andrews)

Page | 41

ZFP Communication Protocol for King Abdul-Aziz International Airport Project

OutgoingInformation

Document ControllerSystem

Record Log


11.2 Change Control Process

12

13

14

Changes that could impact on the design (whether they are initiated by the client or through design development) shall be communicated to the appropriate parties at the earliest opportunity. Table 12 exhibits a step by step change review process form which shall be initiated to manage all changes that may occur during the project duration. These changes shall be documented in the Change Control Register, as shown in Table 13, in order to give advanced warnings of a potential risk or issue in the form of a Consultants Notification. Such notice shall be issued to the client as soon as the team becomes aware of any matter that may:

Increase the cost

Delay completion or delay meeting a key date

Impair the performance of the Works in use.

The following steps have been identified as critical in the process to manage change:

1. Identify source and nature of the change

Determine the type of change (work plan, schedule, technical, etc.)

Determine the potential impact and process (formal/informal)

Document origin of change (who initiated it, what precipitated it)

Identify potentially affected customers and suppliers

Identify who should lead the analysis/rest of process

Communicate potential to rest of team as needed

1.

2. Analyse the effects of the change

Page | 42


How does it relate to purpose/mission?

Compare change against the current process

Quantify the change (how much, how long, how much risk)

Cause-effect analysis

Brainstorm, analyse, and prioritise strategies

Identify impacts against agreed upon requirements

Access profound knowledge

Table 12: Change Control Process Sheet

Project Title: KAIA Project NumberProject Director: Dr Andrew Kimmance

CHANGE REQUESTOriginatorPhone:

Date of request Change request no.allocated by Change Controller

Items to be changed Reference(s)

Description of change (reasons for change, benefits, date required)

Estimated cost and time to implement (quotation attached? Yes No)

Priority / Constraints (impact on other deliverables, implications of not proceeding, risks)

CHANGE EVALUATIONWhat is affected Work required (resources, costs, dates)

Related change requestsName of evaluator Date evaluated SignatureCHANGE APPROVAL Accepted Rejected Name Signed Date

Page | 43


DeferredComments

CHANGE IMPLEMENTATIONAsset Implementer Date

completedSignature

3. Develop a response/action plan strategy

Document analysis into proposal form

Identify customers/stakeholders/level of authority for endorsement

Plan steps for presentation by answering these questions:

o What needs to be done, who will do it, and by when?

o How will quality and customer service be ensured?

o What will be the effects on other project tasks?

o How will the team communicate with the other stakeholders?

4. Communicate strategy and gain endorsement

Schedule meeting(s)

Send letter/documentation package

Gain endorsement and/or feedback

Adjust strategy as needed and update database

5. Implement change plan and monitor the effects

Identify responsibilities and timelines for carrying out

Revise the work plan

Monitor and evaluate implementation

11.3 Change Management Record

The Change Management Record is a means to document, track, and measure the

impact of change on critical project factors. Use of this Change Management Record will

be considered mandatory, and will include the following information:

Page | 44


Description of Change

Decision Description

Type of Change

Decision Impact Discussion (quantity/quality)

Origin of Change

Who “helped” develop response?

Lead Manager and Related Project Names

Analyst

Location

Communication both external and internal

Cost Change estimate

Time Change Estimate

Decision Made by and Date

Justification Description

Table 13: Change Control Register

Project Title Project NumberProject Manager: Dr Andrew Kimmance

Change number

Description of change Date received

Date evaluated

Date approved

Date completed

Page | 45


12 Quality Assurance & Quality Control

The primary objective of the Project Quality Plan is to satisfy the client and meet all the

technical requirements of the project in a professional manner. The purpose of the

Project Quality Plan is to ensure all resources are focused on the quality of work. Quality

Control (QC) refers to the execution of the Quality Assurance (QA) program. QA is

conducted during the project development cycle. QA takes detailed technical

requirements and project objectives and applies a set of measurable methodologies and

standards to ensure that explicit requirements are met, objectives are achieved and the

product is free of defects while being in compliance with prevailing standards. The QC

program encompasses all operations to ensure that all phases of the design and related

work are technically correct, properly documents and all resources are focused on the

quality of the work so that deliverables are of the standard sought by the client and

strictly conform to the appropriate internationally recognised protocols.

12.1 Project Quality Plan

Project Quality Plan (PQP) has been developed and tailored for the KAIA development

Project for the aim of satisfying the clients, and to meet all the technical requirements of

the project in a professional manner. ZFP management is totally committed to total

quality management for all projects, large or small and for all works accomplished under

our name whether the work is done by our own employees or by subcontractors

The PQP is a mechanism that will highlight an actual or potential quality problem before

it causes significant hindrance, confusion or delay. The plan will initiate a systemic

process, which will contain or eliminate quality problems thus ensuring that the project is

not disrupted and remains on time and to budget. The PQP is an integral part of ZFP’s

Page | 46


KAIA development project strategy to ensure that we can achieve our primary goals, as

mentioned at the start of this document. The key sections of the Project Quality Plan is

summarised below and includes the following key elements:

Competence and expertise of the staff

Strict adherence to internationally accepted standards, protocols and practices

Consistent use of Relevant Standard Drafting Procedures

Adequate supervision of all technical work by management and senior personnel



Issue No.: 1

Page: 41 of 48


12.2 Quality Control

All deliverables and other significant design information shall be checked, reviewed and

authorised in accordance with the process shown in Figure 10 prior to issue. This

verification will provide assurance that the deliverables meet the requirements of the

design standards and any customer requirements are met and any additional changes

incorporate risk mitigation and approval. The series of checks is as follows:

Single Discipline Check – in-discipline check undertaken by a member of the design

team prior to issue for inter-discipline check.

Inter-Discipline Check – three weeks before formal issue of a deliverable to SBG, it

will be checked by all disciplines. Comments will be returned after two weeks.

Technical Review – no later than 10 working days prior to submission, each drawing

or series of drawings and documents will be checked for technical content, accuracy

and completeness by the Design Lead or approved delegate.

ZFP recognize that quality assurance is an on-going inter disciplinary function involving

commitment from each member of the project. We know that the responsibility for

Page | 47


quality assurance and quality control must extend to all levels and divisions within our

organization. We insist that all our management and supervisory personnel make sure

that Engineers, CADD Operators, Draughts men, Technicians, Technical Secretaries

and all other staff members under their technical and administrative control scrupulously

follow ZFP’s quality assurance and quality control programs at all times and for all

projects.

Page | 48


Figure 20: Project Quality Plan (designed By Dr Andrews)

Page | 49





12.3 Quality Control Checks – Authority and Responsibility

While experience provides the grounding forces for progress, it is the dedications of our

team of professionals that enable us to excel. ZFP’s Quality Assurance and Quality

Control system not only defines the objectives of Quality Assurance but also spells out in

clear terms the authorities and responsibilities of each person involved in the project.

Each Project Manager has the ultimate authority and responsibility for the quality of work

under taken in their area of jurisdiction. Disciplined Engineer Leads are also responsible

for their own quality of work with the project manager being overall responsible for the

quality of the project as a whole. The Lead Engineers and the quality assurance

manager are responsible to check the quality of the project outputs to ensure that all

relevant specifications, codes and standards have been followed in letter and spirit.

12.4 Key Elements of QA/QC Program

ZFP’s QA/QC Program places particular emphasis on the following major aspects of

Quality Assurances and Quality Control.

To make sure that only qualified and well-experienced personnel are put to work

on the project from the start through to the completion of the project.

Staff members are to feel appreciated, with appropriate remuneration offered for

meritorious work and exceptional performance.

All facilities required for smooth and uninterrupted performance on the project are

made available to the project working team.

Compliance to Client’s procedures in terms of quantities and dates of submittals

are strictly adhered to.

Timely resolution of any comments made by the Client to their satisfaction while

ensuring project requirements are met.

Co-ordination and interfaces with all agencies associated with the project

Holding regular progress meetings within the company to resolve any bottlenecks

in order to make sure that the project is completed as per the agreed schedule.

Page | 50


12.5 Project Quality Audit Program

The project quality audit program includes the planning, conducting, reporting of the

audit findings, corrective/preventive action plan and follow up. For this project it is

planned to conduct quality audits at 30% and 90% of project progress. The QA manger

is responsible to plan for these audits and to notify auditors and the audited with a

detailed audit schedule including the audit date, time and scope.

12.6 Design Calculations

Design calculations are an integral part of any design project. The accuracy and

reliability of design calculations are essential to ensure design work is based on sound

engineering practices and correct design parameters. Design calculations are the

foundation of any project and it is imperative that due care and attention is given to their

formulation. Their correct computation will ensure the client’s requirements are fully

satisfied and any structure once in situ will be able to function correctly in its

environment. There will be large variations in the requirement of design calculations

depending on the type and nature of the discipline. The respective discipline engineers

working on the airport development project will perform design calculations. However, it

is the Lead Engineers’ responsibility to review all calculations before submitting anything

to the client.

The Lead Engineer will review any calculation to see if they have been performed in

accordance with the requirements of the project ensuring the correctness of the basis

and criteria adopted for the calculation, and the references that have been made for

using different design parameters. Calculations that a Lead Engineer believes warrant

comment will be brought to the notice of the concerned engineer to resolve the issue. If

there is not a satisfactory resolution then the Lead Engineer will bring this to the

attention of the Technical Project Director or Manager for his advice.

The responsibility of checking design calculations will follow a three-step process:

The Originator – The engineer who performs the calculation

The Supervisor – The discipline Lead Engineer

Team Leader – The Project Manager or the Project coordinator

Page | 51


The design calculations will be checked to ensure that the following steps have been

considered:

Compliance with design guidelines

Compliance with the design code requirements

Applicability of assumptions

Providing all necessary references

Correctness of design loads, equipment ratings and other parameters

Proper selection and optimization of engineering system (VE)

Applicability and proper use of design equations and methodology

Sanity check of results to identify gross errors

Proper selection of designed sections, reinforcement, connection details,

materials, equipment, etc.

Applicability of design to ease of construction

Correctness of computations

Completeness and clarify of calculations

12.7 Design Drawings

For engineering items, facilities or projects that shall be ultimately constructed or

operated, the development and presentation of proper drawings play a very important

role in the success of the project. Just as in the case for design calculations, drawings

will also be prepared and finalized by the team responsible. Each member of the team

will have to make a thorough check of each drawing before handing it over to their

colleague and will have to sign each drawing. The checking of drawings should take into

consideration the following:

Presentation of technical contents

Conformance to design calculations

Correctness of technical information

Completeness of information

Compliance with drafting standards

Proper lay-out

Consistency and clarity

Page | 52


Completeness of notes

Completeness of reference drawings

Correctness of title block information

The responsibility of checking design drawings will be based on the following three-step

process:

The Originator – The engineer who performs the design

The Supervisor – The discipline lead engineer

Team Leader – The Quality Assurance Manager or Project Manager

13 Transition and Closure Plan

Optimal success for this project – realisation of the project purpose - requires delivery of

a quality product resulting in satisfied customers and conducting a deliberate closure –

including an effective “hand-off” to the subsequent phase (construction) and team. Key

parts of the closure plan are:

1. Transition Points

This project will be transferred to the project Construction Office at the

completion of the design stage.

2. Acceptance of Work

The work will be accepted after all formal reviews are complete.

3. Demobilise staff and resources.

The next project for the Design team will be identified one-month prior to the Ad

date for this project. Team members will transition to the new project as their

individual tasks are completed.

4. Close technical elements of the project

All of the activities, steps and requirements for demobilising, returning or

terminating facilities, equipment and services will be complete.

5. Project closure meeting of ZFP design and management team

Expectations

Lessons learned from this project - Based on the requirements of the KAIA

Lessons Learned process, establish specific project team activities and

responsibilities for identifying, documenting, reporting and compiling Lessons

Page | 53


Learned during the course of the project and, as each transition point is reached,

compiling and reporting the complete Lessons Learned file for the appropriate

area or phase of the work.

6. Evaluate, reward and recognise team members.

Review requirements and policies regarding rewards and recognition with

Region/Organisation management.

Based on the work, the conditions under which it will be performed, and the roles,

responsibilities and performance expectations of team members, identify “target

Performance metrics in key areas that is critical to project success. Develop a

budget around the appropriate awards and targets.

7. Archive project material

What – Review current archiving requirements with Region/Organisation

management and administrators and determine the specific Archiving

requirements for the project.

How – Develop specific instructions for the project Team on Record-keeping,

Document

Management and Preparation for Archiving during the course of the project.

Include instructions for maintaining files, sequestering original documents, dates

and project information on documents, copying documents, and the maintenance

of document logs.

Based on Transition events, develop file structures that provide the capability of

preparing the appropriate files for archiving as each transition event is achieved

14 Work Plan Endorsement Statement

By committing to this project plan the project management Team Members and

Specialty Groups agree to undertake the duties, responsibilities and directives that it

contains. We the undersigned endorse this Project Management Work Plan and are

committed to actively supporting it. We accept responsibility for fulfilling any aspect of

the plan that applies to us, including providing resources, actively participating, and

effectively communicating. We know what to do and are prepared to act. Our

endorsement is an active and positive statement that ZFP are committed to fulfilling the

responsibilities designated in this Project Management Work Plan.

Page | 54




Issue No.: 1

Page: 48 of 48


Page | 55

ANDREW G. KIMMANCEProject Director & Technical Manger Transportation and Aviation DepartmentZuhair Fayez Partnership Consultants

HAZIM M. ABDULWAHIDExecutive Director Transportation and Aviation DepartmentZuhair Fayez Partnership Consultants

BASIM M. A. HASABALLAHDirector of Aviation ProgrammeTransportation and Aviation DepartmentZuhair Fayez Partnership Consultants

ADEL WEHBISenior Project Director Transportation and Aviation DepartmentZuhair Fayez Partnership Consultants




kaia project management plan[1]

Documents