Summer internship at QATAR

Lebanese American University
School of Engineering
Department of Civil Engineering
Professional Experience
CIE 498
Elise Mansour
-201203475 -

Summer Internship 2015
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Table of Contents
1-1Project Background ............................................................................................................ 16
1-2 Progress.............................................................................................................................. 19
Health, Safety and Environment Department:...................................................27
I. General Health, Safety and Environmental Policy....................................................... 27
II. Safety Key Personnel:...................................................................................................... 28
III. Lifesaving Rules (LSR) on site:................................................................................... 30
IV. Work Permits................................................................................................................ 35
Quality Assurance/ Quality Control Department (QA/QC): ............................38
I. Over View:........................................................................................................................ 38
II. Quality Policy ................................................................................................................... 39
III. QA/QC department’s Structure ................................................................................. 41
A. Quality Assurance (QA): ............................................................................................. 41
B. Quality Control (QC):.................................................................................................. 42
IV. QA/QC department’s responsibilities ........................................................................ 43
V. Inspection Request Process Flow – MSJV Scope of Work:......................................... 46
VI. Project Document and Data Control:......................................................................... 47
VII. Activities:....................................................................................................................... 49
VIII. RFSI- Request for Site Inspection (Refer to Appendix B):...................................... 62
Planning Department: ...........................................................................................73
Over View: ............................................................................................................................... 73
My Scope of work:................................................................................................................... 74
Contract scope of works:........................................................................................................ 75
I. Planning task ................................................................................................................ 75
II. Scheduling task............................................................................................................. 79
III. General Program consideration.............................................................................. 80
IV. Primavera Scope of Work........................................................................................ 81
V. Visit to EVERSENDAI -EVS steel factory ................................................................ 97

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Technical Department:..........................................................................................99
Over View: ............................................................................................................................... 99
My Scope of work:................................................................................................................... 99
A- Chilled water pipe riser calculations and design ................................................... 99
B-IFC and Shop drawings correction.............................................................................. 115
C-Comparison of IFC with tender drawing of Museum package................................. 116
D-Reinforcement calculations of slabs and columns...................................................... 116
I. Site:.............................................................................................................................. 117
II. Technical:.................................................................................................................... 119
A-Material submittal......................................................................................................... 120
B-Design note ..................................................................................................................... 120
C-Method statement.......................................................................................................... 120
I.Learning outcome 1 ........................................................................................................ 124
II.Learning outcome 2....................................................................................................... 125
III.Learning outcome 3 ..................................................................................................... 126
IV.Learning outcome 4...................................................................................................... 127
V.Learning outcome 5 ....................................................................................................... 129
Table of Figures
Figure 1: Doha convention center ............................................................................................. 11
Figure 2: Al Sad development complex .................................................................................... 12
Figure 3: Qipco twin towers....................................................................................................... 12
Figure 4: Passenger terminal complex...................................................................................... 13
Figure 5: Tornado, QIPCO office tower................................................................................... 13
Figure 6: KATARA- construction, completion and maintenance of fitness center facility . 13
Figure 7: Qatar motorcycle race track ..................................................................................... 14
Figure 8 :Layout of the renovated Khalifa Stadium................................................................ 16
Figure 9: Internal layout ............................................................................................................ 17
Figure 10: General overview east expansion............................................................................ 19
Figure 11: Site progress overview Pitch Area .......................................................................... 20

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Figure 12:: Civil works- East expansion area 1 ....................................................................... 21
Figure 13: Civil works- East expansion area 2......................................................................... 21
Figure 14: Civil works- South east mechanical area ............................................................... 22
Figure 15: Civil works- East expansion area 3......................................................................... 22
Figure 16: Civil works- North access building......................................................................... 23
Figure 17: Civil works- museum access building..................................................................... 23
Figure 18: Civil works- South access ramp.............................................................................. 24
Figure 19: Dismantling of steel structure for roof strengthening- West stand ..................... 24
Figure 20: Rebar inspection according to approved shop drawings...................................... 26
Figure 21: Midmac HSE Policy ................................................................................................. 27
Figure 22: Sign and Safety regulations on site......................................................................... 28
Figure 23: Emergency number.................................................................................................. 29
Figure 24: Safety using full PPE on site.................................................................................... 30
Figure 25: Working at Heights Rule 1...................................................................................... 30
Figure 26: Falling Objects Rule 2.............................................................................................. 30
Figure 27: Suspended Loads Rule 3.......................................................................................... 31
Figure 28: Lift Plan Rule 4......................................................................................................... 31
Figure 29: Restricted Area Rule 5............................................................................................. 31
Figure 30: Excavation Permit Rule 6........................................................................................ 32
Figure 31: Confined Saving Rule 7............................................................................................ 32
Figure 32: Drive Safety Rule 8................................................................................................... 32
Figure 33: Safety PPE Signs....................................................................................................... 33
Figure 34: Hats and Boots mandatory...................................................................................... 33
Figure 35: Temporary support towers for the west arch with suspended scaffolds............. 36
Figure 36: Midmac and Six construct Iso certificate............................................................... 38
Figure 37: Midmac Quality Policy ............................................................................................ 39
Figure 38: Project Quality Plan PQP contract......................................................................... 40
Figure 39: Arrival and record of the ready mixer to site........................................................ 52
Figure 40: Measuring the concrete temperature using a thermostat..................................... 54
Figure 41: Performing the slump test ....................................................................................... 55
Figure 42: Casting concrete in molds........................................................................................ 55
Figure 43: Labeling the concrete samples ................................................................................ 56
Figure 44: Curing with wet hessian covers............................................................................... 57
Figure 45: Concrete Quality Control paper............................................................................. 58
Figure 46: Casting the slab......................................................................................................... 59
Figure 47: Cast Record of RC.................................................................................................... 59
Figure 48: Leveling the surface using a steel plate .................................................................. 60
Figure 49: Covering the poured slab with wet hessian sheets ................................................ 60

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Figure 50: Cold joints................................................................................................................. 61
Figure 51: Segregation of concrete............................................................................................ 62
Figure 52: RFSI for steel rebar in beams ................................................................................. 64
Figure 53: RFSI for the installation of masonry blocks .......................................................... 64
Figure 54: RFSI of finishing walls............................................................................................. 65
Figure 55: Set up checklist available with a site engineer on field......................................... 66
Figure 56: Material Inspection of pipes.................................................................................... 66
Figure 57: Work preparation of the jacketing activity ........................................................... 68
Figure 58: Demolishing in a way that can be fixed.................................................................. 69
Figure 59: Installation of scaffolding platform properly and safely...................................... 70
Figure 60: Roughening the surface of the existing column..................................................... 70
Figure 61: Installation of dowels ............................................................................................... 71
Figure 62: Installation of vertical bars...................................................................................... 72
Figure 63: Planning main objectives......................................................................................... 73
Figure 64: WBS summary of the project.................................................................................. 78
Figure 65: Total project budgeted cost..................................................................................... 88
Figure 66: Weekly inspection..................................................................................................... 94
Figure 67: Monthly report- March 2015 .................................................................................. 95
Figure 68: Revised baseline milestone of the monthly report................................................. 96
Figure 69: Beam fabrication ...................................................................................................... 97
Figure 70: welding of steel structures ....................................................................................... 98
Figure 71: Cutting work............................................................................................................. 98
Figure 72: Forces and moments of the pipe risers................................................................. 101
Figure 73: P10 and O15 site investigation .............................................................................. 102
Figure 74: Room coordinates from architectural department ............................................. 103
Figure 75: Expected rise of pipe P10- CH06 from MEP department .................................. 104
Figure 76: P10 and O15 diameters and layout....................................................................... 105
Figure 77: Front view ............................................................................................................... 106
Figure 78: P10 footing and concrete wall dimensions ........................................................... 107
Figure 79: O15 footing and concrete wall dimensions........................................................... 107
Figure 80: P10 sample calculation-1 ....................................................................................... 109
Figure 85: P10 footing and wall reinforcement...................................................................... 114
Figure 86: Dimensions of possible footing of chilled water pipes with architectural
superimposition......................................................................................................................... 115

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Figure 87: Site progress view................................................................................................... 117
Figure 88: Photo by the site engineers .................................................................................... 118
Figure 89: inspection with site Forman .................................................................................. 118
Figure 90: Technical departments engineers and technicians.............................................. 119
Figure 91: Post tensioning activity observed on site.............................................................. 121
Figure 92: Jacketed columns observed on field ..................................................................... 122
Figure 93: Placement of the thrust block cable anchors ....................................................... 123
Figure 94: ring anchor plates................................................................................................... 123
Figure 95: Hazardous and Non-hazardous waste signs......................................................... 128
Figure 96: Flow of waste generated during the execution of Works.................................... 129
Table of Tables
Table 1: Internship program repartition.................................................................................. 15
Table 2: Project information...................................................................................................... 17
Table 3: Cover and crack width criteria................................................................................... 51
Table 4: Concrete testing schedule............................................................................................ 51
Table 5: Summary of planning and scheduling tasks.............................................................. 79
Table 6: Contract milestones set dates...................................................................................... 84
Table 7: Daily report sample ..................................................................................................... 91
Table 8: Weekly cost report....................................................................................................... 94
Table of Graphs
Graph 1: Monthly general manpower ...................................................................................... 86
Graph 2: Cost distributions versus the time............................................................................ 89
Graph 3: Cash flow of the entire project.................................................................................. 90
Graph 4: Project's activity expense........................................................................................... 90

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Company of Recruitment Midmac Contracting Company, W.L.L.
Assigned Project Total Renovation, Construction, Completion and
Maintenance of KHALIFA STADIUM AND MUSEUM
Location Aspire Zone bounded on the south by Al Wabb Road, the east by
Aspire Zone Street and the west by the iconic Aspire Tower in the Al-Wabb
district of Zone 55 of Doha, Qatar
Sponsors Ramzi Hoteit (LEED GA), Architect, Deputy Project Manager
Elie El Hady, Site administrator
Abbas Chamssedine, Technical Office Envelope Engineer
Internship report approved by
…………………………………………………………………....
Ramzi Hoteit, Deputy Project Manager
…………………………………………………………………....
Elie El Hady, Site Administrator
…………………………………………………………………....
Abbass Chamsseddine, Civil Engineer, Technical Office Roof Package manager

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Abstract:
Getting a taste in one of the largest Qatari Contracting Company was one of the
best experiences I could have asked for. Nothing gets you more ready for the Real
world than actually putting yourself out there. Once stepping to the field, I had to
give all my efforts, commitment to excellence and belief that I could actually make
a significant contribution in the environment assigned in.
So, not only did I gain, but I also gave back while doing what I enjoyed. I learned
so much, and wouldn’t have felt ready to continue in this way if I’d not done that.
Despite all the learning experience I’ve acknowledged, some lessons that
definitely left a trace were that If we believe in it, we can do it even in the hardest
conditions that try to get us down whether hot weather, very high humidity,
sandstorms, tough work environment, heavy tasks and long work time… But after
all, that what makes it sweet!! Here where I became fully aware that if there is a
will, it will always be a way to work and improve the future career path.
So, you have to show initiative at work, take charge, stand apart and don’t be
afraid to speak up during meeting for fear of sounding unintelligent or being
wrong, on the contrary, give new proposal and ideas.
Life is a Game after all, play BIG or GO HOME.
This document contains the Report of my internship period conducted at Midmac
Contracting Company WLL, a well-known Lebanese/ Qatari contracting company
in Doha Qatar, for the time period Sunday 24 May- Sunday 12 July 2015. The
essential requirement for the completion of the summer internship program at
LAU is to follow 8 weeks internship training or what is equivalent to 320 working
hours with an institution of national/ international repute and to write a report
about it.

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Introduction:
Engineering is the professional art of applying science to the optimum conversion
of the Resources of nature to benefit man. As a career-oriented applied education,
Civil Engineering Students Internship Program (CESIP) bridges the gap between
the theory and practice and provides students with practical, field based, real
world experiences during the summer program.
The search for the right institute for this internship experience involved a long
process of writing cover letter, updating the CV and sending applications. I was
looking for an institute that was dedicated to my area of interest (contracting and
construction).Hence, getting an internship at Midmac of such a huge project was a
great fit.
As part of the Civil Engineering curriculum in the Lebanese American University,
this report was prepared on the basis of my seven weeks training program
equivalent to more than 360 hours of practical experience at Midmac Contracting
Company WLL, on the “Total Renovation, Construction, Completion and
Maintenance of Khalifa Stadium and Museum” project in Aspire Zone Doha, Qatar.
The main purpose of the summer internship was to gain exposure into the civil
engineering affairs and site practical construction.
The work at Midmac Contracting Company meant stepping into one of the most
competitive and dynamic job markets. Throughout my entire seven weeks, luckily
I was exposed to many kinds of career paths and a variety of people with whom I
had pleasure to discuss and to be involved with their technical talks and
innovative ideas. The internship was really a worthwhile experience which helped
me going considerable professional knowledge by carrying out different tasks and
witnessing the way daily work is performed on site. It enabled me to better see my
strengths and weaknesses, evaluate my interests, develop practical skills and
make contacts with people who can provide opportunities for future career
responsibilities.

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Company Overview:
Due to its regional character, Midmac Contracting Company W.L.L. (MIDMAC) has
boasted an impressive portfolio that included a wide spectrum of high profile
projects dotting the Qatari landscape over more than 40 years. It is definitely a
human resource intensive industry that maintains a cohesive team of professional
managers, engineers and supervisors who have diligently the task to ensure the
completion of projects on schedule, within budget and according to required
specifications, all by adhering to exacting safety and quality regimes.
Ranked by many clients in Qatar as one of the leading Qatari contractors in the
country and employing a total workforce of over 6,000 employees, MIDMAC
growth has developed the engineering needs of the State of Qatar and other
regional countries to a modern, highly technical and environmentally friendly
State.
Specializing in general contracting, it has fulfilled the vision in executing
challenging projects of all types of buildings: residential, commercial,
educational, hotels, stadia & other sports facilities, and mixed use developments.
Infrastructure projects featured as prominently in the projects portfolio, including
roads and bridges, civil and military airport facilities, civil works related to oil &
gas installations, utilities projects and electro-mechanical works.
The organization has been operating in Qatar since mid- 1960’s, under different
identities, until 1975 when MIDMAC was formed and continues to carry on
business until today. In 2002, Qatar investment and Project Development
Company W.L.L (QIPCO) acquired a majority stake in MIDMAC and by 2005,
MIDMAC became a wholly owned subsidiary of QIPCO.
All major components of a project are performed by MIDMAC personnel. Design
package (in EPC contracts, Engineering, Procurement and Construction) and
Specialist Instrumentations & Controls are sublet to other reputable companies,
under MIDMAC’s full supervision and control.

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Recently, MIDMAC envisages several new ventures and improvement projects for
continual development and profitability. With an average annual turnover in
excess of US$ 500 million, MIDMAC is poised for potential growth in line with the
substantial development plans in Qatar and other regional countries in the years
to come. And in the coming years, MIDMAC”s focus will be on pursuing growth,
improving efficiency , continuing its success through the challenge of ever more
competition and remaining in the forefront of the construction industry in Qatar.
Already established projects are:
 Midmac Tarmac Qatar CO.WLL for asphalt production and laying- in
collaboration with Tarmac International Holding BV
 Midmac- Moedatco JV for Plant and Equipment Hire services.
 Middle East Reinforcement Company (MERCO) for steel reinforcement cut
& bend services- in collaboration with Middle East Building Material Co.
(MEBCO)
Furthermore, MIDMAC’s capabilities are enriched by collaborating with
international organizations on large scale projects by means of joint ventures and
consortia. With an average annual turnover of US$ 500 million, MIDMAC is poised
for potential growth in line with the substantial development plans in Qatar and
some of the most recent projects one can state ;
 Construction of Qatar Foundation Headquarters Building & Strategic
Studies Center, QF Doha -Qatar
 Doha convention Center, Al -Qassr district, Doha –Qatar (JV with Six
Construct)
Figure 1: Doha convention center

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 Al Sadd Development Complex, Al Sadd Area, Doha
Figure 2: Al Sad development complex
 Qipco Twin Towers, West Bay, Doha
Figure 3: Qipco twin towers
 Passenger Terminal Complex –NorthNode, NDIA Doha- Qatar (JV with Six
Construct)

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Figure 4: Passenger terminal complex
 Tornado, QIPCO Office Tower, Doha Qatar(JV with Six Construct)
Figure 5: Tornado, QIPCO office tower
 KATARA- Construction, Completion and Maintenance of Fitness Center
Facility , Doha, Qatar
Figure 6: KATARA- construction, completion and maintenance of fitness center facility

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 Qatar Motorcycle Race Track, Doha ,Qatar
Figure 7: Qatar motorcycle race track
Internship program curriculum:
Midmac internship program was successfully divided over seven weeks
introducing each trainee to the different departments in a construction project.
Full requirements of students from the work visa, to the round-trip ticket,
accommodation in a fully furnished apartment in Doha, drivers ready to pick you
up to and from work, monthly pocket money and not forgetting a full educational
working curriculum under the supervision of experts and professionals in the
work area were as well provided by MIDMAC to allow the trainee to grasp the
essence of construction work and to properly learn the fundamentals of any
project.
On the first day, the internship project was assigned to each one, and the program
period was divided to two weeks interval over HSE, QA/QC, planning, technical
and site departments in which every trainee will be assigned several tasks and
activities to accomplish.
My weekly training was divided as follows:

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Table 1: Internship program repartition
FROM TO Working hours Department Scope of work
25 May 26 May 7:30am-06:00pm HSE department Orientation; safety induction and
guided tours, project briefing, team
introduction and documentation of
site activities…
27 May 6 June 7:30am-06:00pm QA/QC
department
Work inspection for Civil, Structural
&Architectural, material inspection
for Civil/ Structural in-situ testing
with the consultant, familiarization
with project documentation (MS,
ITP, MAT, SHD, IFC, RFI, etc…)
7 June 21
June
7:30am-06:00 pm Planning
department
Orientation on planning tasks,
familiarization with Software
Primavera, weekly progress
updates with site inspections, and
preparation of delay analysis…
22
June
12 July 7:30am-06:00 pm
7:30am-04:00 pm
Technical
department
Attend technical meetings with TO
engineers to discuss progress and
technical issues, coordination with
architectural and MEP department
to solve problems, check shop
drawings conformance, Compare
IFC and tender documents for
museum package…
27
June
12 July In parallel with
other
departments
Site department Familiarization with the different
parts of the project, site
inspections and tours with site
engineers, site officers and
consultants…

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Project Overview:
1-1Project Background
Project: Total renovation, construction, completion and maintenance of khalifa
stadium and museum
Location: in the Aspire Zone bounded on the south by Al Wabb Road, the east by
Aspire Zone Street and the west by the iconic Aspire Tower in the Al-Wabb district
of Zone 55 of Doha, Qatar
Client: Aspire Zone Foundation
Consultant: Dar Al- Handasah
Midmac Role: Main Contractor in Joint Venture with Six Construct
Figure 8 :Layout of the renovated Khalifa Stadium

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Project Information
Client ASPIRE ZONE FOUNDATION
Supervision Consultant DAR AL-HANDASAH
Project
TOTAL RENOVATION , CONSTRUCTION, COMPLETION AND
MAINTENANCE OF KHALIFA STADIUM AND MUSEUM
Contractor: MIDMAC - SIX CONSTRUCT JV
Location DOHA - ASPIRE ZONE
Contract n.: AF/C/ALKS5307A/13
Original Contract Value 1,117,000,000 QAR
Current Contract Value 1,117,000,000 QAR
Original Contract Period 25 Months
Contract Time Frame 01 April 2014 - 30 April 2016
Maintenance Period 400 day after completion date
Effective start date: the start of the project is 1 April 2014. The start of
construction is 1 July 2014
Date of completion: the overall Project execution period for construction is 25
months and completed on 30 April 2016
Table 2: Project information
Figure 9: Internal layout

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Description: the project requires the renovation of the Khalifa Sports Stadium and
new construction of a Museum within and expanded footprint of the existing
stadium. The stadium was already built in 2006 , however it had to be renovated
up to FIFA, the Aspire Zone, the Qatari Government, and MIDMAC & SIX
CONSTRUCT standards in order to assist in 2022 FIFA World Cup major event.
This includes the dismantling and diversion of existing services, dismantling and
reconstruction of the existing roof structure, the expansion of the existing
stadium in order to accommodate new seats for additional 10 800 spectators; the
expanded areas consists of technical floors, exhibit floors (museum),
multipurpose areas, concourse areas and bleachers, a new cooling system to
fulfill the climate requirements inside the stadium and the inclusion of four new
substations. The work also covers architectural finishes and MEP services,
structural works including strengthening the existing RCC, landscaping and
earthworks, and design, supply, fabrication and installation of a roof tent
PTFE/ETFE membrane and the supporting structure.
Milestones achieved since the start of the project:
• Dismantling of the existing Roof Membrane
• Dismantling of the existing Lighting Arch
• Dismantling of the existing Façade cladding
• Execution of East Expansion concrete structure up to LEV 7
• Demolition & Relocation of external utilities

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1-2 Progress
Current works on going:
• Execution of East Expansion Stand concrete structure (Lev 7 upwards)
• Execution of West Stand concrete structure (Foundation & Ground Floor)
• Execution of North, South & Museum Access Buildings concrete structure
• Excavation for external Chilled Water Pipes Network
• Installation of Ducts and Chilled Water Pipes at East Stand
• Installation of MEP items embedded in concrete
• Installation of East & West Temporary Towers enabling dismantling and re -
installation of Roof Steel Structure
Figure 10: General overview east expansion

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Figure 11: Site progress overview Pitch Area

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Figure 12:: Civil works- East expansion area 1
Figure 13: Civil works- East expansion area 2

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Figure 15: Civil works- East expansion area 3
Figure 14: Civil works- South east mechanical area

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Figure 16: Civil works- North access building
Figure 17: Civil works- museum access building

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Figure 18: Civil works- South access ramp
Figure 19: Dismantling of steel structure for roof strengthening- West stand

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Internship Overview:
During my training period at Khalifa International Stadium and Museum, in Doha
Qatar, my sponsor was “Abbas Chamssedine”, Civil Engineer, Technical Office
Roof Package manager, from whom I learned how to deal professionally with the
problems encountered once on site solving them in the best manner, to think
strategically and wisely about the progress of work not forgetting to keep the
mind, self and job dynamic and diplomatic at all times.
The training over Khalifa Stadium Project started on the 24 th
of May and ended on
the 12 th
July 2015 of around 10 working hours per day (and 8 working hours
during Ramadan period) over 44 working days (excluding 7 Fridays) which makes
a total of around 400 working hours fulfilling with pleasure the university
requirement of the summer internship course (of 320 working hours).
At the beginning, the main challenge as an intern was to translate the theoretical
concepts into real life experience.
The insight I was able to acquire through conversation with employees was useful
in that I not only learned what their job entailed, I was told how they personally felt
about their job, how working overseas affects their families, and the pros and
cons associated with a life abroad.
From one side, my technical skills have grown as I have worked in groups,
learned how to be an effective member and experienced a career in a different
country.
The acquaintances that I made during this period taught me, each one of them,
something different and special. For seven weeks, I dealt actively with diplomatic
staff where I had the chance not only to see closely their work but also learned
directly from them on daily basis.

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Figure 20: Rebar inspection according to approved shop drawings
From the other side, by acting as an intern, I realized that in order to be the most
valuable person, I should never take shortcuts because only hard work pays off,
and that diplomacy is a multilevel phenomenon not only to be exercised in big
meetings, on the contrary as I saw my trainers acting, a successful diplomat is the
one who constantly attempts to find new tools in order to reach more people. I
valued more teams “we-centered” rather than “me-centered” by sharing decisions
and solving problems for the good of the team and the department instead of
personal benefits.
Due to the following reasons, I had the chance to work with wide range of tasks
and therefore was able to get fully acquainted rapidly with the best engineering
practice.
All in all, the program was very challenging at time, but mostly, tremendously
educating, moreover it opened new horizons and perspectives for my future.

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Health, Safety and Environment Department:
I. General Health, Safety and Environmental Policy
It is the Policy of Midmac- Six Construct JV (MSJV) to conduct all operational
activities for which it is responsible in a manner that provides safe working
conditions and minimizes the risk of injury or ill health to all employees and other
relevant persons which the project may impact, while giving due regards to the
environment. This is reflected in our ‘Zero Accident and Incident’ program where
‘Safety is everybody’s responsibility’.
The MSJV is committed to reducing any nuisance to the community , developing
energy and water conservation programs, responsibly managing its construction
wastes and preventing environmental pollution to the extent that is reasonably
practicable as possible.
Thus, the HSE Management system
will enable the MSJV to meet or
exceed the requirements in the
Labor and Environmental laws and
regulations of the State of Qatar,
specific project requirements and
international Occupational health,
safety and environmental best
practices.
Figure 21: Midmac HSE Policy

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II. Safety Key Personnel:
1. All Employees:
 All employees of the Midmac-Six Construct JV, and its’ subcontractors and all
others will abide by the safety rules and regulations.
 Use properly the Personal Protective Equipment (PPE) as provided by the
company.
 Report any incident or injury no matter how small by calling 66678107 (the
emergency site number).
 Obey all posted warning signs and safety instructions.
 Follow instructions From Supervisors. If in doubt, ask questions. Never
commence work without ensuring that work can be done safely. Strictly
observe the “Permit to Work System”.
 Know emergency procedures (siren codes, assembly points, etc) whenever
working within the project premises and or working with hazardous
substances.
 Persons found under the influence of alcohol or drugs will be immediately
dismissed.
Figure 22: Sign and Safety regulations on site

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Every man outside should be aware of dangers by
passing by a small introductory ‘Safety Induction’ session where he will be introduced
briefly to all kind of hazards and the ways to deal with to preserve his safety and the one
of others.
2. Operation Managers:
 Promotes interests and enthusiasm for health and safety throughout the
company.
 Initiates a company health and safety policy.
 Sets the personal example.
3. Corporate HSE Managers:
 Produces, implement an update the company HSE policy.
 Ensures that managers at all levels re aware of their responsibilities for health,
safety and Environment and advice, assist them in the execution of such
responsibilities.
 Informs managers and other employees of existing and potential hazards to
health, safety and environment at work and of the requirements related
thereto.
 Ensures that effective investigation and reporting of the accidents and
dangerous occurrences is carried out, analyses accident data and reports and
makes recommendations to avoid reoccurrences.
Figure 23: Emergency number

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Figure 24: Safety using full PPE on site
III. Lifesaving Rules (LSR) on site:
1- When working at height outside protective environment, protect yourself against
falling.
2- Prevent objects from falling by using the strap for hanging the tools in the hand).
3- Do not walk under suspended loads and do not
Figure 25: Working at Heights Rule 1
Figure 26: Falling Objects Rule 2

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swing loads over people either.
4- Always follow prescribed lift plans insured and issued from HSE department.
5- Always position yourself in safe zones away from moving and energized
equipment.
Figure 27: Suspended Loads Rule 3
Figure 28: Lift Plan Rule 4
Figure 29: Restricted Area Rule 5

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6- Always obtain authorization before starting excavation activities.
7- Always obtain authorization and conduct gas tests before entering a confined
space (where access and exit are restricted as deep tunnels or deep excavations
and manholes…)
8- Do not use mobile phones for any purpose while driving.
Figure 30: Excavation Permit Rule 6
Figure 31: Confined Saving Rule 7
Figure 32: Drive Safety Rule 8

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PPE (Personal Protective Equipment)
Equipment designed to be worn by personnel to protect themselves against work
related hazards which may endanger their health and safety.
a. Basic Personal Protective Equipment
Basic and minimum PPE requirements are defined as:
1) Safety Helmet of plastic construction
White: for staff, Blue: for the Joint venture workers, Green: for safety officers and
Red: for operators…
2) Safety footwear with steel toe protection.
Figure 33: Safety PPE Signs
Figure 34: Hats and Boots mandatory
In addition to above, employers shall supply coveralls to employees working in
Store rooms, workshops or worksites in the open. Coverall or Overall should
have identification name or logo of employer displayed in a prominent place (the

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practice of wearing logos of company reduces the potential for confusion in
emergency situations.)
Basic PPE shall be worn within all facilities and worksites and whenever any
significant risk of falling materials exists. Notices supporting this requirement
should be displayed in conspicuous areas.
b. Eye and Face Protection
Suitable protective goggles, face shield or screens shall be worn by personnel
involved in, assisting with or adjacent to any activity where there may be a
danger excessive heat, light or other harmful radiation for instance.
Such work situations include, but are not limited to:
1) Working with rotating equipment such as grinder, drill, lathes.
2) Cutting and Welding.
3) Chipping, chiseling or caulking.
4) Using power bolt driving tools.
5) Spraying of abrasives.
6) Working with chemicals.
7) Mixing drilling fluids, acid or other toxic hazardous fluids.
Basic eye protection is made mandatory on the project for everybody; safety sun
glasses should be worn in strong sun glare to reduce eye strain and fatigue.
c. Body Protection
Adequate body protection such as special suits, apron, leggings, etc., shall be
provided for any work which involves hazard, including but not limited to:
1) Working in extremes of temperature, such as firefighting, heating
furnace attendance, working in refrigeration plants, etc.
2) Welding, burning, cutting and grinding.
3) Handling, mixing of acids and other toxic, corrosive or hazardous
chemicals.
4) Cleanup and disposal of hazardous waste (Asbestos, chemical,

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hydrocarbon, etc.)
IV. Work Permits
Permits by the HSE department should be issued prior to any on site operation.
Special tasks require specific permits to ensure the right precautions, techniques
and the equipment needed for this kind of activities. The safety officer signs the
foreman’s request and gives him approval to proceed the activities, and it is the
foreman responsibility to follow the regulations correctly and to lead his group.
However, it is noted that the routine activities do not require work permits.
Mainly, the permits to work (PTW) consisted of:
 Hot work: the works that produce heat or fire or sparks as cutting,
welding…
 Excavation
 Lifting and rigging for mobile crane, crawler crane and tower crane.
 Confined space: manholes, tanks, silos… Oxygen deficiency and
contamination from toxic gases. The normal oxygen percentage in atmospheric
air is 21%. The allowable oxygen concentration for work lies between 19.5% and
23.5%.
 Work At Height (WAH)
 Scaffold scaff-tags of color green for safe, yellow for under inspection and red
for unsafe (only the 3rd
party competent scaffolders are allowed to work when
tags are red) and mainly the inspection of scaffolds are done weekly.

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 Energized electrical system one permit per shift(2 shifts per day)
 Demolition
 Road closing uses New Jersey barriers and flashing lights.(from the client only as
owner of the service roads).
 Slab formwork striking
It is very important for safety rules and regulations to be communicated to all crew
and workers. Hence, HSE department always engage in having STARRT (Safety,
Task, Analysis, Risk Reduction Talk) and Toolbox talk.
STARRT is a 5-10 min talk held before proceeding with the daily work and consists of
work activities discussion, safety requirements and feedback from the workers.
Toolbox talk done on weekly basis by the HSE to the whole crew on site prior to the
shift, each Saturday.
Inside the site, the speed limit for all mobile vehicles is 10 Km/h. This low speed
allows the driver to promptly stop if he sees any worker passing in front of him
by mistake. The vehicles also have to be equipped with beacon light and cars
must have hazard light.
Figure 35: Temporary support towers for the west arch with suspended
scaffolds.

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Usually the company follows the European standards OHSAS (Occupational Health
and Safety Assessment Series initiated in UK) 18001 and 9001 and OSHA
(Occupational Safety and Health Administration based on US regulations).

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Quality Assurance/ Quality Control Department (QA/QC):
I. Over View:
The quality assurance / quality control department works in accordance with the
Project Quality Plan (PQP) which has been developed and prepared in accordance
with ISO9001:2008, Midmac and Sixco Corporate Quality Manuals, Statutory and
Regulatory regulations as well as Contract requirements, so that it will ensure that
the contractor and the consultant will achieve the full quality expectations of the
client to the highest standards. MSJV is thus committed to meet the requirements
to complete the work according to specifications, in time and at the agreed price,
in a safe way, as per identified risks and with respect to the surrounding
environment.
Figure 36: Midmac and Six construct Iso certificate

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II. Quality Policy
MSJV Project Quality Policy
Effective quality systems can contribute enormously to the success of projects
but the counterpoint is that, when poorly understood, the quality systems are
likely to be weak and ineffective. For this reason, MSJV created a Quality policy in
order to ensure that the delivered system is on time, built by the team within the
allocated budget and satisfies the customer requirement.
Figure 37: Midmac Quality Policy

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Figure 38: Project Quality Plan PQP contract

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III. QA/QC department’s Structure
Achieving success in a project requires both QA and QC. IF we only apply QA,
then we have a set of processes that can be applied to ensure great quality in our
delivered solution, but the delivered solution itself is never actually quality
checked with the QC.
Likewise, if we only focus on QC then we are simply conducting test without any
clear vision for making our tests repeatable, for understanding and eliminating
problems in testing, and for generally driving improvement.
Thus, the responsibility of the QA/QC department is not limited to one task but it
involves:
QA: Quality Assurance is the process for managing for quality .It focuses mainly
on planning, documenting and agreeing on a set of guidelines that are necessary
to assure quality.
QC: Quality Control is used to verify the quality of the output. It includes all
operational techniques and activities used to fulfill requirements for quality.
So Quality Assurance is process oriented, while Quality Control is product/work
oriented.
A. Quality Assurance (QA):
Undertaking QA at the beginning of a project is a key tool to mitigate the risks
that have been identified in the earlier phases. It is a systematic measurement,
comparison with a standard, monitoring of processes and an associated feedback
loop that confers error prevention in order to achieve a good quality product with
a qualified quality assurance team.
Two major principles included in QA are mainly: “Fit for purpose” where the
product should be suitable for the intended purpose, and “Right first time” for

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mistakes elimination. The management of the quality of raw materials, assemblies,
products and components, services related to production and management,
production and inspection processes can be classified under Quality Assurance
as well as many others…
One can thus notice that communication plays a crucial role in managing project
risk and in realizing effective QA.
B. Quality Control (QC):
Quality control, on the other hand, is the application part on site where entities
review the quality of all factors involved in production and sometimes includes
the plan’s check prepared by the QA. This approach places an emphasis on three
aspects:
1. Elements such as controls, job management, defined and well managed
processes, performance and integrity criteria and identification of records.
2. Competence, such as knowledge, skills, experience and qualifications.
3. Soft elements, such as personnel, integrity, organizational culture, motivation,
team spirit and quality relationships.
This includes three major responsibilities;
 Product and material inspection, where every product is examined visually,
and inspectors will be provided with lists and descriptions of unacceptable
product defects such as cracks or surface blemishes for example,
 Site inspection and laboratory visits,
 Document inspection…
The testing procedure is mainly to uncover defects and to report to the
management who allows or denies product release, whereas quality assurance

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(QA) attempts to improve and stabilize production to avoid or at least minimize
issues which led to the defects in the first place
This is why both should exist together, for you cannot control activities without a
plan, and a plan is worthless without implementation. Usually, QA/QC engineers
are knowledgeable in both quality assurance and quality control and work in both
domains.
IV. QA/QC department’s responsibilities
MSJV delegates full authority and responsibility to the Project Manager for
ensuring conformance with the Employer’s Quality requirements and with
applicable standards, codes and regulations of the contract.
I. Project manager
o Reports the project progress to MSJV top management and delivers the project to
completion within allocated time and budget and to the satisfaction of the owner.
o Ensures the effectiveness of quality management systems and organizes the
project with qualified and experienced staff and implements management system
through the preparation of the Project Quality Plan.
o Controls, directs and coordinates with all members of the project team to ensure
all aspects of the project are successfully completed.
o Establishes work breakdown structure and budget.
o Ensures that works and documentation are complete and submitted for final
handover of the project.

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II. Quality manager
o Establishes, maintains and ensures implementation of the PQP and its
procedures,
o Assures the Quality of the work that is carried out, and verifies its efficiency.
o Reports for operations directly to the project Manager and functionally to MSJV
Board with regard to Quality and Quality-related issues where the need arises.
o Exercises authority to stop any and all works not conforming to contract, project
specifications and /or MSJV documented system procedures.
o Ensures that Quality risks are assessed, identified and managed.
o Schedules, prepares the agenda and provides data for Project Quality
Management Review meeting.
III. Quality assurance/ Quality Control engineer:
o Ensures that details of the project (materials and workmanship) are implemented
to high quality standards and according to the approved drawings and
specifications.
o Reviews work procedures and method statements for compliance with good
quality work practices.
o Coordinates with the site construction manager on all quality issues and shares
quality meetings with QC personnel including project subcontractors.
o Reviews the technical documents related to materials testing requirements and
ensure material compliance to project specifications.

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IV. Quality Control inspectors:
o Inspects the quality of works at random, based on internal witness and hold
points as defined in the inspections and tests plans.
o Carries out independent surveillance of the works using appropriate checklists of
sensitive points.
o Coordinates with the employer/ Consultant’s inspectors for the resolution of site
problems.
o Prepares non-conformance reports to the Quality Engineer and assists in
developing corrective actions.

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V. Inspection Request Process Flow – MSJV Scope of Work:
NO
YES
Passed, RFSI is signed and approved
Preparation of the RFSI:;MSJV Site
engineer prepares an RFSI for the
completed work and submits to MSJV
QA/QC engineer for internal checking
Internal QC check; MSJV
QA/QC Engineer shall verify/
Inspect the work as indicated on
the RFSI.
Rectification; Work shall be
rectified as per the comment of
the MSJV QA/QC Engineer.
Work released by MSJV
QA/QC Engineer for
consultant’s inspection
Inspection of works by DAR AL-
HANDASAH inspector; upon
receiving the RFSI, they shall inspect the
work as indicated.
Submission of RFSI to consultant
for inspection; MSJV QA/QC Engineer
shall sign the RFSI and forward it to DAR
AL-HANDASAH through the site
document controller.
Passed /Rejected Work is release for
the next activity

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If the inspection of work was rejected by the consultant “DAR AL-HANDASAH”, a
revision of the RFSI will be prepared and the procedure is held back again.
VI. Project Document and Data Control:
The organization of information and documents is done through Site Document
Management System (SDMS) program. Every document related to inspection,
remarks or request for information must exist in both hard and soft copies.
I. List of documents in use:
a. Drawings:
1. Issued For Construction IFC Contract Drawings: from the client to the contractor.
2. Shop Drawings: prepared by the contractor.
3. As-Built Drawings.
b. Documents:
1. Conditions of Contract
2. Qatar Construction Standards (QCS-2010)
3. International Standards as applicable
4. Project Quality Plan PQP
5. Method Statement
6. Material Submittal
7. Design Calculation
8. Prequalification for Subcontractor/major suppliers
9. Project HSE Plan
10. Inspection and Test Plan ITP

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11. Risk Analysis
12. Request for Information RFI.
c. Records:
1. Request For Site Inspection RFSI
2. Inspection Checklists
3. Material Inspection Request
4. Material Inspection Request
5. Test Certificates
6. Non Conformance Notice NCN
7. Daily report
8. Weekly report
9. Monthly report
10. Job Safety Analysis JSA
11. Logs for Document, test reports, RFSI, Material Inspection Request MIR, NCN,
Daily concrete, etc.
12. Minutes of meeting
13. Letters/internal memo
14. Sketches
15. Warranty list
16. Spare parts list
17. Mock-up list

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18. Close out submittals list
19. Attached in Appendix A is the document classification system.
Attached in Appendix B is a sample of RFSI form.
Attached in Appendix C is a sample of MIR form.
Attached in Appendix D is a sample of method statement form.
VII. Activities:
A. ITP- Inspection and Test Plan Preparation:
Includes the Inspection required for each specific part of the project. It is a table
consisting of activities concerned and their precedent activities, reference
Documents names, testing requirement/ Acceptance criteria, Verifying/ Control
Data forms and inspection method/requirement. The ITP is generally used for
checking the proper quality of the product of the activity.
B. Laboratory Visit:
In order to ensure the right implementation of supplier’s specifications, samples
are taken from the work and tested in the lab where the quality control engineer
will ensure to get satisfying results. Arab Center for Engineering Studies ACES
(for material and in-situ tests), the Tech Lab (for geotechnical investigations) ,GIS
(for NDT for welding) and FUGRD (for micro pile load test) were the only labs that
won the bid and that are currently checking material performance and conformity
with specs.
C. Field inspection:
Since the project of the Total Renovation, Construction, Completion and
Maintenance of Khalifa International Stadium and Museum at Aspire- Qatar was
already in its peak construction stage, and as QA/QC trainee engineer I was part
of the team carrying several inspections such as: RFSI for reinforcement for
jacketing columns, walls for the chilled water pipes as well as the RFSI for surface
preparation prior to application of waterproofing.

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Inspection of concrete, for example, usually included multiple tests prior to
pouring.
I. First general conditions for concrete pouring must be satisfied:
o The consultant and the contractor must approve the source of the concrete and the
aggregate (it is recommended that the maximum size of aggregate will be limited to
10 mm and the concrete mix that will used will be a self-compacted concrete mix in
order to avoid honey combs, segregation and cold joints..)
o The water used in the concrete mix must be tested for Chlorides, Sulfide, Alkali
carbonates, Total dissolved ions and the pH…
o The design shall consider the highly aggressive nature of the geological units in
Qatar with regards to soluble sulfate, chloride and salt concentrations. This shall be
taken into account for durability purposes when designing structures based on the
need to achieve a high quality concrete elements and relatively impermeable.
o Admixtures are added during the mixing period to alter its properties; however, all
admixtures must not contain any chlorides.
o The daily concrete schedule at precast factory is normally from 6:00 am to 9:00 am.
o The ambient temperature should be checked and monitored before and during
casting of the concrete and kept below 40̊ C. To maintain a fresh concrete
temperature of below 32̊ C cooling of the ingredients may be required. Mixing water
may be chilled or chopped ice to control the temperature, provided water equivalent
of ice is calculated to total amount of mixing water, as mentioned in QCS-2010.
o All structural elements shall be designed to prevent excessive cracking due to
flexure, early age thermal phenomena and shrinkage. The maximum crack width shall
be as specified in the table below:

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Element Exposure Condition Max. Crack Width (mm)
Concrete surface direct in
contact with the
ground/blinding
Very Severe 0.15
Underground, external
concrete surfaces protected
by a waterproofing
membrane
Very Severe 0.15
Above ground, external
concrete surfaces
Severe 0.2
Tensile piles direct in
contact with ground
Very Severe 0.2
All other concrete surfaces Moderate 0.3
Table 3: Cover and crack width criteria
After the concrete has been placed, its peak temperature in any part of the structure shall
not be permitted to rise above 65 ̊C in summer and 60 ̊C in winter.
Testing Method Specification Frequency Documents
Slump Test As per approved mix
design
Daily Report to be
submitted and of
every monthCube compression
strength BS1881
7 days
28 days
Table 4: Concrete testing schedule

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Figure 39: Arrival and record of the ready mixer to site
II. Concrete Quality control:
A quality control plan will be implemented to maintain an adequate control at each
stage or Precast to ensure the quality to comply with the project specification.
o Concrete will be batched according to approved mix design.
o To control W/C ratio, slump test will be performed for each batched mix.
o A set of 7 cubes as samples (3m×3m) will be taken from daily pouring of
concrete. These cubes will be crushed at 7 days and 28 days, and the cube
crushing strength result will be submitted to the client at the end of each
month, while record kept in the Redco Laboratory will be open for
inspection.

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The control of incoming coarse and fine aggregate used in the manufacture of
concrete:
o Sampling and testing of coarse and fine aggregate will be carried out using the
relevant procedures.
o The moisture content of the washed sand will be checked regularly.
The cement: Qatar National Cement Company cement will be used and
manufacturer’s test may be supplied.
The water: will be obtained from Qatar Government Department of electricity and
water portable water filling station.
Additives: are stored in accordance with manufacturer’s instructions and will be
delivered in bulk or seal containers clearly marked the name production and
expiry date. Water reducing or retarding admixtures may be used or an increase
amount of gypsum in the concrete to slow down the process of hydration and to
reduce the temperature.
If the temperature variation required by the concrete is not met, the concrete shall
be deemed defective and shall be demolished upon the request of the engineer.

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Figure 40: Measuring the concrete temperature using a thermostat
The slump test: the standard slump test was used to measure the slump at
various times. The cone is filled in three parts; each part is compacted by a metal
round around 25 blows. After the cone is filled, it is lifted to allow the concrete to
settle by its own hydrostatic pressure for around 200mm ±40 mm.
The temperature of the concrete is measured using a thermostat. It is simply
inserted into the concrete mixture and left for about 10 seconds up until the
temperature is displayed on an electronic dial.

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Figure 41: Performing the slump test
Figure 42: Casting concrete in molds

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Curing: The batched concrete after checking the slump will be placed in moulds
and vibrated by the vibrating motors. Curing for at least 7 days of its casting is
required by laying two layers of hessian cloth kept saturated with water and then a
polyethene sheeting layer ensuring all edges and joints are lapped.
Each batch of concrete brought to the construction site has to be tested for its
compression strength and its durability. This is why it is sent to the main Lab of
ACES. Around 6 or 7 samples are taken from each batch of which 2 of these are
crushed after 7 days and the rest after 28 days.
The concrete blocks are labeled with its design compressive strength, day made,
batch, day curing end and the period of curing.
The compressive strength of the concrete for each batch compared to its design
strength provides the engineers with an idea of the quality of the concrete so that
it will be easier to compare variations in concrete strength and to account for
them.
Figure 43: Labeling the concrete samples

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Figure 44: Curing with wet hessian covers
Crushing: the crushing tests are carried out on the seventh and the twenty
eightieth days after the cubes were casted. The hydraulic crushing apparatus
included two metallic pistons pushing towards each other in a compressive way.
Having placed the concrete cube in the center between the two, the door of the
instrument is closed, the dial is zeroed and compression is then applied. The
applied force on the cube must be gradual in order to prevent any shock fractures
so that once cracking begins to propagate, the force induced will be reduced as
the reaction force depletes. The maximum stress endured by the concrete is
recorded and the process is repeated for couple of times to attain more reliable
and precise results.

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Figure 45: Concrete Quality Control paper

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Figure 47: Cast Record of RC
Figure 46: Casting the slab

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Figure 48: Leveling the surface using a steel plate
Figure 49: Covering the poured slab with wet hessian sheets

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However when pouring, inadequate consolidation may result in several severe problems
that would affect the strength of the concrete, as;
 Honey comb: is mainly due segregation of aggregates and mortar into the
concrete. It creates in structures due to improper compaction in terms of
excessive/ insufficient vibration at the time of placing.
 Cold joints: are created when concrete is poured against concrete that has
already hardened to some degree.
Figure 50: Cold joints
 Segregation: refers to a separation of the components of fresh concrete, resulting
in a non-uniform mix. The primary cause of segregation is differences in specific
gravity and constituents of concrete, improper mixing and improper spacing, and
reduced water/cement ratio.

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Figure 51: Segregation of concrete
VIII.RFSI- Request for Site Inspection (Refer to Appendix B):
The Request for Site Inspection RFSI is submitted to the consultant by the QC
department since it is a requirement prior to continuing with the next construction
work. The responsible consultant will independently conduct the investigation
during a pre decided time with the QC engineer and approve the work if it is
performed to the required standards. Otherwise, amends must be written
according to the comments provided by the consultant and the request must be
resubmitted for final approval.
However, it was observed that rejections by the consultant can result in major
delays for the construction team, increasing the time frame which will also add to
the cost of the project hence, the QA/QC department is found under lot of stress
to get the inspections approved on time.

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Parts of the RFSI include;
o General information as the project title, contract title, area, category, consultant
and contractor.
o The type of discipline the job falls under and a description of the item to be
inspected.
o Contractor remarks prior to inspection and signature.
o Any supporting documents that may be required for approval such as drawings or
method of statements.
o Consultant remarks after inspection and signature.
o Approval or rejection.
o The distribution list if the inspection is approved.

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Figure 52: RFSI for steel rebar in beams
Figure 53: RFSI for the installation of masonry blocks

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Figure 54: RFSI of finishing walls
IX. MIR- Material Inspection Request:
Some of material inspections I have assisted in are found attached in Appendix C.
It included ticking off each of the sections from the checklist and taking photos
where necessary for proof of inspection. The checklist provided unique
information (code) of the adequate supply coming into the construction site on
demand.
The consultant can then be assured of its good quality and its compliance with
specs.

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Figure 55: Set up checklist available with a site engineer on field
Figure 56: Material Inspection of pipes

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X. Method Statement:
The method statement is a very important and crucial procedure in the QA/QC
department since it includes all necessary information about every activity going
in the project. It is usually prepared by the technical department and is done
according to all the relevant recommendations. Usually, the method statement
and the specification are being attached as an appendix to the inspection
requests.
A sample method statement pertaining the fabrication of precast manholes is
attached to Appendix D. These MTH are the basis on which we, as QA/QC
engineers, used to carry out site inspections. However, in this project, I have
assisted in some uncommon and unusual activities that barely can be noticed
anywhere else; jacketing of huge existing columns of one of the largest stadium in
Qatar was one of them, not forgetting the strengthening of existing structures
such as footings, pile caps, pedestals…
Jacketing of existing columns:
The concept of strengthening was found mainly to take advantage of the existing
reinforcement and not to cut it to not to compromise the stability of the structure.
Jacketing of the columns is the most critical part of the strengthening. For that
reason, the full range of health and safety risks should be ensured as well as the
management of operations and good quality control under this area.
The basic equipment that I noticed were the hydraulic scabbling machine(-also
called scappling-uses several heads each with several carbide or steel tips that
pick at the concrete tipping rods in a rapid succession in order to shape the stone
to a rough square) , surveying equipment(laser level, string lines, measuring
tapes, etc.), temporary barricades, warning lights, scaffolding/formwork, RC
coring equipment and some basic hand tools (pickaxes, hand shovel, hammer…)
As for the materials, concrete (normal and self-compacting concrete), bonding
agent, rebar and epoxy-grout were used.

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For the work preparation, several steps should be accomplished prior to
jacketing;
o All block work should be removed to the extent required from the edge of
the existing column that need to be jacketed as well as any secondary steel
structure next to or connected to it.
Figure 57: Work preparation of the jacketing activity
o Any panel, board or cable has to be removed and stored in a safe place.
o If there is any ceiling it has to be removed.
o The wall should be demolished in a way that it will be easy to re-build it
later on.

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Figure 58: Demolishing in a way that can be fixed
o All temporary elements and beams connected to the jacketed columns are
not to be removed or demolished.
o The surface of the existing column should be roughened mechanically
between 2 till 6 mm with a hydraulic scabbling machine. However,
roughness amplitude of 1 or 2 mm can give the perfect bonding between
old and new concrete.
o At one location of the column, the concrete cover should be removed in a
strip of 10 cm and the bars should be exposed to know the location of the
vertical reinforcement in the existing column.

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Figure 59: Installation of scaffolding platform properly and safely
Figure 60: Roughening the surface of the existing column

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In order to be able to install the dowels inside the existing columns, a hole will be
drilled using a hammer-drill inside the columns with a depth of 120 mm (10 times
the diameter) and a diameter (for the hole) of 16 mm. The dowels will be straight
and perpendicular to the face of the existing column.
Figure 61: Installation of dowels
Finally, the holes must be cleaned from any water and dust, the epoxy-grout has
to be injected in the holes (at least 2/3 of the hole) and the rebar installed. The
bars can theoretically be loaded after one hour. The vertical reinforcement’s
installation has to go through the existing slab and to be anchored in the existing
beam.

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Figure 62: Installation of vertical bars

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Planning Department:
Over View:
Planning is mainly the most important department in every construction project as
it focuses on breaking down the project into detailed activities and sets their
course of action and relationship with each other in order to keep the project
going on track. The client needs the project completed at a set date (cogected to
be in 30 April 2016), so the planning team’s responsibility is to ensure that the
deadline is met, progress and delays are accounted for and resources schedule is
always in progress.
In other words, the planning department’s objective in this particular project is to
execute the requirements within the given time and the given cost while delivering
the best possible quality of work according to standards as specified in the
Contract.
Figure 63: Planning main objectives
The various phases of the project are set to be
 Mobilization
 Detailed Design & Shop drawings
 Procurement
 Construction
 Testing & Commissioning

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 Close Out and Hand Over
My Scope of work:
While working in the planning department and as I have learned Primavera during
the construction management course, I was assigned to introduce the software to
the other trainees of electrical and mechanical majors before starting the ‘Real
Work’, so I took the task very seriously. Then, we were taught the sequence of
activities followed, the type of resources and materials used and the number of
working hours that should be accomplished so that we’ll start setting together the
WBS and the activity sequence of the museum package that was not finalized yet.
Time constraints and budget constraints hardened more and more the task
assigned to us, especially with around 3000 other activity sequenced to finish at
the same time of ours.
Daily inspections of spending two or three hours on site, following every detail of
beams and slabs casted, jacketed columns, excavation and drilling proceeded
and waterproofing activities, took place every morning followed by preparation of
drawing updates and checkups for each level in each part of the project.
Planning department was the Heart of the Project keeping all other departments
updated and aware of what’s happening on site. It is the only one that is forced to
keep the same rhythm during the entire project duration and looking at the
amount of work it is assigned, this seemed impossible to us at the beginning.

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Contract scope of works:
According to the Contract document AF/C/ALKS537AA/13, “The scope of work
will be furnished using a lump sum contract including the design of the Tent and
supporting structure. The contractor “MSJV’ shall allow for all necessary labor,
material, equipment supplies and shall perform all operations necessary for the
construction and maintenance for the Total Renovation of Khalifa Stadium and
Museum, as indicated or reasonably inferred from the drawings and/or
Specification and other Contract documents”.
MSJV shall also provide all technical, professional services and schemes of
industrialization and the detailed implementation, samples, material tests data
sheets and supplies the necessary items for the implementation and the
fulfillment of all duties by the contract document.
For that reason, two key terms must be defined;
 Planning is a generator of activities in the initial stage of a project during which
the sequence of activities is well-defined.
 Scheduling is the problem of assigning limited resources to tasks overtime in
order to optimize one or more objectives.
I. Planning task
The planning mainly deals with identifying about what actions need to be
sequenced in order to attain the final goal state, but when to carry out these
actions and how to carry them remains unspecified… In addition, the planning

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task can be seen as to attain the feasible solution rather than optimizing the
various criteria.
Not only planning helps you anticipate the consequences of various courses of
action, but also it provides direction and a sense of purpose, as it helps
identifying potential opportunities and threats and reduces long-term risks. It
facilitates control which means ensuring that activities conform the plan and
entails three steps: Set standards, measure performance against these standards,
and identify and correct deviations.
However, slowly and steadily the important issue that started raising its head in
the community is about the optimization of the tasks , as most of the problems
started demanding about the optimal solution rather than only the feasible one.
From here, for the long-term time horizon, planning alone seems successful, but
on the short-term it starts to show limitations.
This is when the scheduling technique comes into the picture as a separate
domain under the dominant shadow of planning.
A- Who does the planning?
Who actually does the planning depends on the size of the firm. The basic
process- set Goals, develop background information such as forecasts, determine
your options, evaluate these options, and finalize the plan- is standard.
In such a large project, a planning group is assigned to compile data, develop
standard reports and forms, and do planning-related research and training.
B- How the planning is performed?
Although there is no ideal way to perform the activities, one has to follow a set of
guidelines that describe a logical course of action. Such logic is known to be Hard
Logic which cannot be changed. Activities that can be manipulated and have their

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own sequence follow a Soft Logic. For that reason, in order to make their work
simpler, planning engineers:
1. Start by setting the Enterprise Project Structure (EPS);
The EPS is the outsider’s tree view of the company showing the different lines of
business running.
2. Structure then the Organization Breakdown Structure (OBS);
The OBS defines how the company is structured and who has access. It reflects
the chain of command within the company where the Responsible Manager is the
only one that has access to all information.
3. Perform a Work Breakdown Structure (WBS) first in order to classify
activities into categories;
It is the most important structure for any company revealing the hierarchy of
activities this is done by filtering, planning and grouping the activities within the
project in different level. WBS is created to break down the scope to manageable
parts and ensure the inclusion of all the scope within the program.
Major work breakdown structure headings for the program are as follows
 General
o Contractual Milestones
o Client Deliverables
o Contractor Deliverables
 Mobilization
 Detailed Design, Shop drawings & Method Statements
o Detailed Design for Roof Tent
o Shop Drawings
o Method Statements
 Procurement & Subcontractors
o Civil
o Architectural & Interior

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o MEP
o Subcontractors
 Construction
o Utilities Relocation
o Expansion Stand
o East Stand
o West Stand
o Stadium Roof Tent
o External Buildings
o Landscaping and water features
 Completion, Testing and Commissioning and Handing over
 Site Demobilization and Close Out
Once all activities are planned, they are implemented on Primavera software. The
Software allows the scheduler to enter the activities, along with their original
scheduled duration, assigned resources, early and late dates, etc. After inputting
all the information, the program can be run and the activity sequence appears as a
Gantt chart reflecting the critical and the non-critical activities.
Figure 64: WBS summary of the project

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II. Scheduling task
It is worth mentioning that scheduling selects among the alternative plans and
assigns resources and times for each job so that the assignment obey the
temporal restrictions of jobs and the capacity limitations of a set of shared
resources.
However, planning can sometimes be more trouble than its worth since such
inflexibility can be deadly in a business…In addition, a plan is only as good as its
implementation, and it is worthless if top management can’t coax divisional
managers to actually do things differently.
The bottom line is that a planning process that works for one firm won’t
necessarily work for another; each company needs a planning process that’s right
for it, however the point is that managers must decide what they want to achieve
with their planning before establishing a planning process.
Planning Scheduling
The planning task mainly deals with WHAT
actions need to be carried out in order to
achieve the final goal-state.
The scheduling task mainly deals with
finding out WHEN/HOW to carry out the
actions to optimize the criteria.
It mainly concerns with reasoning the
consequences of acting in order to choose
among the set of possible courses of actions.
It mainly concerns with mapping of the
various sets of tasks to the available
resources for the specific time interval while
satisfying the constraints.
Planning is stated as finding the feasible set
of solutions transferring the initial state into
the goal state.
Scheduling is normally an optimization task
over multiple objectives such as minimization
of the cost or maximization of the resources
utilization etc.
Table 5: Summary of planning and scheduling tasks

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III. General Program consideration
a) Working days
The proposed Project Schedule is based on a 6 day working week (Saturday –
Thursday). The following days have been taken as non-working days.
Monday 28 July 2014 Eid Al Fitr
Tuesday 29 July 2014 Eid Al Fitr
Wednesday 30 July 2014 Eid Al Fitr
Saturday 4 October 2014 Eid Al Adha
Sunday 5 October 2014 Eid Al Adha
Monday 6 October 2014 Eid Al Adha
Thursday 18 December 2014 National Day
Tuesday 10 February 2015 National Sport Day
Saturday 18 July 2015 Eid Al Fitr
Sunday 19 July 2015 Eid Al Fitr
Monday 20 July 2015 Eid Al Fitr
Wednesday 23 September 2015 Eid Al Adha
Thursday 24 September 2015 Eid Al Adha
Saturday 26 September 2015 Eid Al Adha
Saturday 18 December 2015 National Day
Tuesday 09 February 2016 National Sport Day
If and when required, Friday work will be carried out in agreement with the
Engineer.
b) Working Hours and Shifts
The program was based on carrying out the following activities in double shift -
i.e. one day shift of 10 hours and one night shift of 10 hours:
Day Shift: a single 10 hour shift for all construction activities including,
Structural, Architectural Finishing Works, and MEP Installations.

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Night Shift: a single 10 hour shift for Concrete placing (when required), Concrete
curing, Loading of Construction Material (when required), and any other activities
as may be necessary.
IV. Primavera Scope of Work
A- Program Evaluation and Review Technique (PERT)
PERT assumes that activity duration cannot be precisely predetermined. This
classical technique deals with the assignment problems quite efficiently and finds
the exact start time of each job specially the one on the critical path, which is the
most sensitive job in terms of its processing time. Estimating the duration and the
required resources is obtained by the planner from the usual productivity rates
assigned to each activity. After judging from all the plans and drawings, the planner
can do a quantity take-off (Bill of Quantity; BOQ) and estimate the duration for all
activities based on PERT method. It is more a probabilistic approach providing
three possible durations, not only the critical one;
 Optimistic duration (O) is the shortest and the most reduced duration of an
activity.
 Pessimistic duration (P) is the longest possible duration.
 Most probable duration (M)
On the chart, the activity is usually represented by a node and its relationship by an
arrow. These diagrams allow the planner to obtain the early start and finish dates
from the forward path, the late start and finishing dates from backward path as well
as the total, free, interfering and independent float.
 The Free Float FF of an activity is the difference between its early finish and the
assigned early start of the successor. Note that the value of the free float must
never be greater than the difference between the Early Finish date of the activity
and the late finish date of the true terminal activity.

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 The Total Float TF of an activity is the difference between its early finish and its
assigned late start of the successor.
B- Activity relationships
Overlapping models most realistically model the construction process; link
relationship between activities are not limited to finish to start FTS links, but
compromise as well start to start STS, finish to finish FTF and start to finish STF
relationships, with or without link lags. Moreover, compound relationship[s are
very frequent as well whereas more than one link relationship exist between 2
different activities.
Time- continuous conditions are assumed, which imply that an activity is not started until
it can take place in a continuous manner, without interruption.
Activities are linked together in order to allow for logic, in one or more paths. The
critical path however will ensure the start schedule of the successors.
Critical path of the program is running through the Khalifa Stadium starting from the
dismantling and demolishing works both at East and West Stand, moving to the concrete
structural works and piling works and ending up to the installation of the ancillary and
roof tent steel structure.
4 relationships in Primavera are possible;
 Finish to Start FS; is the most common, where the predecessor must finish
before its successor could start. This is by far the most logical of all
relationships. For example, the excavation rafts and footing must finish
first before the blinding and waterproofing start.

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 Start to Start SS; two tasks must start at the same time but they don’t
necessary have to finish together. For example, formwork shop drawings
and MEP & lift drawings for civil work can start at the same time creating
no conflict and reducing the total duration.
 Finish to Finish FF; in this case the two tasks finish together when they
don’t have to start together. As an example the chilled cold pipe installation
and the plumbing distribution must finish at the same time before the start
with laying the base course.
 Start to Finish SF; is the least used among all relationships and means that
one task may not finish until the other starts
C- Activity organization
a) Contract milestone dates
The Contractor’s Construction Schedule overall duration is in compliance
with “Time for Completion: 760 calendar days”. Commencement date for
the contract is 01 April 2014 with a completion date 30 April 2016. The
program further complies with all the in term milestones set in the contract
as detailed in the matrix below.

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b) Start milestone
A milestone ordinary has no time associated with it; instead a cost and a resource
can be assigned to it. The start of the project or the construction phase is marked
by a start milestone after the design process has been accomplished. It is related
to its successors using Start to Start relationship.
c) Finish milestone
A finish milestone represents the final completion of the project or a set of tasks.
It has no duration and is related to all its predecessors by a finish to finish
relationship.
d) Task dependent
This kind of activities is the closest to a natural sequence of work. It strongly
depends on predecessors and on successors to derive its sequence.
e) Resource dependent
This activity depends on the resources for scheduling and relies on the assigned
resources calendar to calculate its start and finish date. This type is only relevant
when the work simply cannot be related to another task, instead to a resource
Milestone Milestone Description
Days from
Contract Letter of
Award
Milestone
Date
Contract Commencement 0 01-Apr-14
1 Completion of mobilization, administrative and engineering works 90 30-Jun-14
2 Completion of services rerouting and foundations preparation 100 10-Jul-14
3 Removal of shuttering from 1st to 4th floor 256 13-Dec-14
4 Construction completion 760 30-Apr-15
Table 6: Contract milestones set dates

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calendar such as the excavator machine is only available 3 days a week, or
welding manpower works 5 hours a day rather than 8 hours.
f) Level of Effort LOE
This is an activity that doesn’t have a timeframe, but supports other activities in
the project.
D- Resource types
Resources allocation involves the assignment of the resources to the various
scheduled activities, given a limit on the amount of resources that could be
availed during one time period.
 Labor: refers to the manpower and labor costs are divided into direct and
indirect costs. Direct labor costs comprise mainly the basic pay and
indirect labor costs comprise mainly the fringe benefits (pension plans,
health and welfare funds, employee insurance, paid vacations and
apprentice programs).
The labor for this project will be mobilized from the company existing pool
of resources and where required, further recruitment will be undertaken.

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0
5000
10000
15000
20000
25000
30000
35000
40000
45000
0
500
1000
1500
2000
2500
3000
3500
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Jan-15
Feb-15
Mar-15
Apr-15
May-15
Jun-15
Jul-15
Aug-15
Sep-15
Oct-15
Nov-15
Dec-15
Jan-16
Feb-16
Mar-16
Apr-16
KHALIFA STADIUM & MUSEUM
Monthly General Manpower (u)
Planned
Actual
Planned Cum
Act Cum
Graph 1: Monthly general manpower

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The estimated total direct labor requirements including MEP labor and
subcontract labor to be 6.1 million man hours; including indirect manpower
the overall planned figure will be 8.1 million man hours.
 Material: refers to everything that becomes a part of the finished structure,
such as concrete, steel, lumber/wood, paint…and electrical and
mechanical items such as elevators, escalators, transformers…
The procurement of material required for early activities or items with long
lead procurement periods dictate the critical implementation of a
Procurement Plan at the mobilization phase of the project. All procurement
for this project will be carried out and controlled by a site based
Procurement Team. The Technical Manager together with the Procurement
Team will be directly under the control of the Project Manager.
All the materials are measured in terms of unit material (yards, cubic
meters…) and the cost should be entered in summary sheets on common
basis.
 Non- labor or equipment: refers to the plant and machinery used to
accomplish the works such as cranes, scaffolding and excavators… The
equipment cost is computed by combining an equipment production rate
with the hourly equipment cost, where the hourly equipment cost is the
combination of ownership, lease or rental expenses with operating costs.
E- Project performance evaluation
The earned value (EV) is the Budgeted Cost of Work Performed (BCWP) or the work
actually performed to date. It requires making an assessment of the amount of work
completed to date and then applying the appropriate budgeted amount for this
work.
The planned value (PV) is the Budgeted Cost of Work Scheduled (BCWS) or the work
planned to be performed. Knowing the project schedule, it is possible to determine
the amount of money budgeted relative to time.

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The actual cost (AC) is the Actual Cost of Work Performed (ACWP) or the real cost
incurred. This is the measure that brings together the monitoring of both time
scheduled (work performed) and cost records (actual cost).
The end of project value (EV) is the Budget at Completion (BAC) which the budgeted
cumulative final cost.
The Cost Variance is the difference between the budgeted and the actual costs; it
provides an indication whether the budgeted costs are exceeded or not.
CV= EV- AC
If positive; the project is under budget.
If negative; the project is over budget.
The Cost Performance Index provides a relationship between the budgeted costs
and the actual costs for the performed works.
CPI= EV/AC
If >1; the project is under budget.
If <1; the project is over budget.
The Schedule Variance is the difference between the earned value and the planned
value; and provides an indication of the schedule deviance in terms of dollars of
work.
SV= EV-PV
If positive; the project is ahead the schedule.
If negative; the project is behind the schedule.
Figure 65: Total project budgeted cost

Page | 89
The Schedule Performance Index provides a direct relationship between the work
performed and the work scheduled based on the budgeted costs.
SPI= EV/PC
If >1; the project is ahead of schedule.
If <1; the project is behind the schedule.
Graph 2: Cost distributions versus the time

Page | 90
Graph 3: Cash flow of the entire project
Graph 4: Project's activity expense

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F- Reports
1) Daily Report
On daily basis, the planner is informed of the number of site staff and labor
available this day on site with the number and types of equipment used and the
material delivered to site, for him to do an assessment of the progress of work.
This report shall include:
The project title, the Contract Title, the Contractor name, the name of the
department preparing it, the report number, the weather of that day as well as the
consultant part receiving the report are included. The activities in progress with
the labor required for each are then listed with their actual start and finish dates.
Table 7: Daily report sample

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2) Weekly Report
Every week, after inspection of the progress of work on site, the planning
department produces a report reflecting the main activities progressing in the
project. After collecting all necessary information from subcontractors and other
departments, the planner condenses and classifies them in a clean and concise
way to keep-up with the schedule and remedy any delay or repair any conflict. All
activities already completed are removed, the new ones are added and the
progressing ones are updated to the new data date.
The final report is then sent to the consultant, project manager and to each
department every Monday revealing;
 An Executive Summary
 Activities achieved during the past week.
 Problems faced during the execution of any activity.
 Material installation.
 Weekly progress curve- the planned versus the actual work accomplished until
date.
 Two-weeks look ahead.
 Record of the document submittals (RFIA, material submittal, RFI, etc.)
 Summary sheets for inspections and approvals from the consultant.
 Weekly HSE summary- property damages and injuries.
 Shop drawings submittal status- Submitted, Approved, Revised and under
review.
 Photographs of the progressed work.
 Progress Drawing.

Page | 93

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Figure 66: Weekly inspection
Table 8: Weekly cost report

Page | 95
3) Monthly Report
Naturally, the monthly report is more detailed than the daily and weekly reports. It
consists of compiling and organizing the weekly reports of the month under a
“Summary Status” listing the top achievements and major progress
accomplished. One can note that Top Goals for the upcoming period are also
stated within an assessment of the critical path and the contractual milestones
status.
Figure 67: Monthly report- March 2015

Page | 96
Figure 68: Revised baseline milestone of the monthly report

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V. Visit to EVERSENDAI -EVS steel factory
During my period spent in the planning department, one of the opportunities that I
really enjoyed was the field trip to EVERSENDAI steel factory where I’ve been
introduced to the sequence of steel fabrication.
EVERSENDAI Group entered the Middle East market in 1996 after a long steel
work history originated in Malaysia, and was then awarded the contract to erect
the steel structure for the silhouetted Burj Al Arab hotel in Dubai. Since that time,
the company has undertaken many key landmark projects such as khalifa
Stadium, the New Doha International airport in Qatar Capital Gate Building in Abu
Dhabi and Kingdom Trade Center in Saudi Arabia.
Under the contract, EVERSENDAI will undertake the Total Renovation comprising
Re-engineering and dismantling of the existing lighting arch and ancillary steel
structures, engineering, supply, fabrication and construction of steel structures.
The deal is reported to be worth of $35.7 mn.
Figure 69: Beam fabrication

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Figure 70: welding of steel structures
Figure 71: Cutting work
However, the Steel Factory in Qatar supplying the project does not deal with raw
steel, it recieves precasted beams and does the cutting, the welding and the
painting before sending to suppliers.

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