Assignment Project Management.pdf

Donia Adel – Project Development and Implementation for Strategic Managers – Allegria Compound Project
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Tasks
Table of Contents
Descriptions
Page
Task 1
Task 1 – Develop Allegria Specification
Section 1.1 – Analyze the factors that contribute to the process of Allegria Project
Section 1.2: Develop outline project specification for the implementation of Allegria Project
Section 1.3: Produce a specification for Allegria Project
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Task 2
Task 2 – Plan for the Launch of Allegria Project:
Section 2.1 – Produce a project plan for Allegria Project
Section 2.2: Match appropriate resources to Allegria Project
Section 2.4: Agree timescales for the management and implementation of Allegria Project
Section 2.5: Plan an appropriate strategy for the Allegria implementation
Power Point File Work Break Down Structure
Table 1: Allegria Compound Plan with Schedule
Power Point file ORG Chart
Table 2: Materials
Table 3: WBS detailed to activities
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Section 2.3: Cost all resources required for implementing Allegria Project (Table)
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Task 3
Task 3 – Implement the Allegria Project:
Section 3.1 – Implement Allegria Project in accordance with an agreed specification and analyze the
outcomes of the Allegria Project in terms of the original project specification.
Section 3.2 – Develop appropriate measure to monitor and evaluate progress and outcomes of the
project.
Section 3.3 – Monitor the implementation of the project
Table 4: Acceptance Criteria
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Task 4
Task 4 – Evaluate the outcomes of the Allegria Project:
Section 4.1 – Analyze the outcomes of the Allegria Project in terms of the original Project Specification
Section 4.2 – Evaluate the outcomes of the Allegria Project
Section 4.3 – Make Justified recommendations for Allegria Project improvements
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Task 5
Task 5 – Prepare to present the outcomes of the Allegria Project:
Section 5.1 – Produce a report of all Allegria Project procedures used
Section 5.2 – Produce Power Point Presentation to presents the outcomes of the Allegria Project to an
Audience
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Sources
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Task 1 – Develop Allegria Specification:
In different economic conditions there is a necessity for organization to generate projects that includes creation, development,
implementation, control and monitor which in turn will achieve the set of a well-defined organization strategies and on line
with stakeholders requirements. This report is a Project Construction Management Plan to a compound in Giza – Egypt called
Allegria.
Section 1.1 – Analyze the factors that contribute to the process of Allegria Project
Section 1.2: Develop outline project specification for the implementation of Allegria Project
Section 1.3: Produce a specification for Allegria Project
Allegria Snapshot:
Located in Sheikh Zayed City, off the Cairo-Alexandria Desert Road and adjacent to the world-class British International School
of Cairo (BISC), is Allegria – a high-end, residential community created to encourage families to enjoy the simple pleasures of
life.
Alleg ia featu es Eg pt s fi st a d o l G eg No a sig atu e golf ou se, The Alleg ia , offe s o er 30 different home designs
by world-class architects.
The finest design and architecture is employed to capture Allegria's vision of a healthier and happier lifestyle for all its
residents. A team of world-renowned contemporary designers have merged their talents to create a master plan, landscapes,
villas and townhouses that will raise the bar in Egypt's world of real estate.
Design details of public spaces are created to establish a separate identity for each of the neighborhoods. Each sub-area is
distinct from the other yet all blend together in elegant conformity and ingenuity in design. Every element of Allegria has been
created to encourage outdoor activity for the entire family.
Project employer, sponsor & owner:
Sixth of October Development Investment Company – SODIC:
SODIC is one of Egypt's fastest growing real estate development companies and is currently developing a number of Egypt's
largest projects in the most lucrative real estate sectors. These developments range from residential projects of different types
to retail, commercial and even full-fledged city centers aimed at becoming the main urban hubs of both east and west Cairo.
The estimated total value of these projects is in excess of EGP 25 billion and are projected to be completed over the next 8-10
years. The mission is to transform the way people live and work by encouraging innovation and entrepreneurship and by
challenging convention.
Project Objectives:
Transforming the way people live and work by encouraging innovation and by challenging convention.

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Project Factors and Specifications:
Allegria is located in Westtown on the western side of Cairo, on the Cairo-Alexandria Desert Road, near 6th of October
City.
On the east side of Cairo, Easttown is a similar project being developed. Both developments are intended to accommodate
the expansion of Cairo. They will develop into new pedestrian friendly urban centers.
In the whole project the positive sides of the wind and the sun are incorporated in the design. Therefore they will have an
energy and climate friendly design.
The area to be built for Allegria is about 2,4 million m2 in size.
When completed, it will contain approximately 1225 freestanding villas surrounding an 18-hole golf course along with the
building of the infrastructure and landscape.
There are 36 types of villas, and buyers have many options to tailor it to their wishes. Moreover, large plots for
development but under the Audit of SODIC.
SODIC has undertaken market research and thorough analysis two main point has been derived:
The necessity to invest in a commercial building based on a long terms rent facility. The commercial building shall
serve as a sophisticated high tech. offices building. It is expected for these offices to become a strong investment
asset due to the increasing demand of commercial building and scarcity of this kind of facility in Sheikh Zayed City.
External Factors: increase in Land & Material prices, Land availability, Market needs changes and Regulation changes
Project Stakeholders:
Employer & Owner: Sixth of October Develop e t I vest e t Co pa y ““ODIC a d e ui e e ts a e as follo s:
Completion on Time from 2nd
January 2016 till 25th
August 2017.
Project cost not to exceed EGP 80,000,000.00
Consultant Engineer: Eg ptia Co sulti g House M)ECH : - Consultant to SODIC and requirements are as follows:
Planning.
Making sure that quality standards are met.
Outcomes are according to plans set and agreed upon.
All above are in line with main strategy and objectives already set by all concerned parties.
Project Manager: Turner and requirements are as follows:
Human resource Management
Cost & Claims management
Resolution of disputes and claims
Decision Execution
Project Contractors
SIAC: execution of Zone A & B Villas.
Green Escape: execution of Landscape, Fences & Roads.
National: execution of Infrastructure.

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Project Scope of Work:
Location: Sheikh Zayed City, off the Cairo/Alexandria Desert Road and adjacent to the world class British
International School of Cairo – (BISC)
The project is divided into two main zones (A&B).
Zone A contains 20 villas, with basement, ground and first floor for each villa.
Zone B contains the commercial building, with basement, ground and first floor.
Each of zones A&B contains Infrastructure, landscape & Roads.
The project contains one transformer room.
Main road is 6KM length.
Fences are precast design, and its two types, (compound fence and villas fence).
Project Descriptions/Phases:
START:
This part of work takes place at the start of the project, estimated time 1 month and work stages are:
o Patch planet supply and installation
o Site preparation
o Engineering
ZONE (A) VILLAS:
This part of work is to execute 20 villas with estimated time 19 months, SIAG is the contractor and work stages are:
o Earth and finishing work
o Concrete work
ZONE (B) COMMERICIAL BUILDING:
This part of work is to execute commercial building with approximate time 10 months SIAG is the contractor and
work stages are:
o Civil work
o Electro mechanical work
o Architectural work
INFRA STRUCTURE:
This part of work has approximate time 9 months, National is the contractor, work includes transformer room which
is divided into 2parts (zone A & zone B), each part contains the following work stages:
o Transformer room
o Water supply (zone A & zone B)
o Sewage of water (zone A & zone B)
o Cable work (zone A & zone B)
LAND ESCAPE:
This part of work has approximate time 18 months, Green Escape is the contractor, work is divided into 2parts (zone
A & zone B), each part contains the following work stages:

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o Rain draining
o Fire system
o Side walks
o Electricity for land escape
o Green areas (irrigation system & farming)
FENCES:
This part of work has approximate time 12 months, Green Escape is the contractor, work is divided into 2parts
(VILLAS FENCES & COUMPOUND FENCES), each part contains the following work stages:
o Concrete production
o Fence Fer Forge production
o Installation
ROADS:
This part of work has approximate time 5 months, Green Escape is the contractor, work includes Main Road and
Secondary Road which is divided into 2parts (zone A & zone B), each part contains the following work stages:
o Leveling
o Base layers
o Asphalt layers
END:
This part of work takes place at the end of the project, approximate time 5 month and work stages are:
o Final master plan
o Client hand over
Project Constraints:
Cost (Budget)
Time Schedule (18 months)
Human resources availability
Project Quality standards
Safety considerations
-Project Assumptions:
On job training (local, abroad)
Future upgrades (scope, product)
Ma po e a aila ilit e pe ts, e gi ee s, la o … et
Supplying new packages to the company

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Task 2 – Plan for the Launch of Allegria Project:
Section 2.1 – Produce a project plan for Allegria Project
Section 2.2: Match appropriate resources to Allegria Project
Section 2.4: Agree timescales for the management and implementation of Allegria Project
Section 2.5: Plan an appropriate strategy for the Allegria implementation
Please refer to the Power Point file name: WBS

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Table 1: Allegria Compound Plan with Schedule
Activities Description Schedule
Allegria Compound 2nd January 2016 till 25th
August 2016
Start 3rd January 2016 till 5th May
2016
Patch planet supply and
installation
Patch plant site preparation &
installation
Site preparation Leveling for site ,remove obstructions &
temporary fence
Engineering Design & preparation for all drawings
Zone (A) Villas 2nd January 2016 till 28th July
2017
Earth work Excavation & removal of disposals
Concrete work Template work ,steel work & casting for
basement, ground and first floor
Finishing work Block work, plaster and painting internal
and external
Zone (B) Commercial Building 20th April 2016 till 12th
February 2017
Landscape work Excavation, removal of disposals
Concrete work form work ,steel work and casting for
basement, ground and first floor
Electro mechanical work Lighting system ,elevators ,firing system
and air conditions
Finishing work Block work, plaster, painting internal and
external and doors and windows
installation
Infrastructure 27th February 2016 till 8th
November 2016
Transformer room Construction of transformer room
Water supply (zone A & zone B) E a atio ,pipi g , a esso ies
installation and back filling
Sewage of water (zone A & zone B) E a atio ,pipi g , a esso ies
Cable work (zone A & zone B) E a atio , a le outi g, a esso ies
Landscape 30th January 2016 till 20th July
2017

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Rain drainage E a atio ,pipi g, a esso ies
Fire system E a atio ,pipi g, a esso ies
Fences 10th March 2016 till 8th March
2017
Concrete production Casting of concrete elements of
fences
Metal fabrications Fabrication of metal panels of fences
Installation Erecting of fences elements
Roads 27th March 2016 till 11th August
2017
Leveling Excavation and backfilling
Base layers Leveling and compaction
End 9th March till 2017 25th August
2017
Final master plane As built drawings
Client hand over Final acceptance

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Project Management Team:
Organizational Chart:
Please refer to power point file ORG Chart:
Project manager:
The project manager will be the principle point of contact through the duration of the project and through the team;
the project manager will be responsible for:
o Work Progress & Coordination.
o Work Condition and Safety
o Documents issuance and Review.
o Financial Documents.
o Monitoring, Inspection & decision making when deviation from plan.
Quality & Safety Manager:
Work under the direct supervision of the Project Manager.
Follow up and revise safety plan at suitable time intervals.
Participate in major safety studies and audits of project.
Maintain a log of non-conformities and take corrective actions related to safety audits.
Preparing and issuing safety deliverables.

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Reviewing/auditing the work of other disciplines to ensure that safety.
Present and address requirements with reviews documentation.
Tracking Actions arising via the established Tracking System.
To maintain regular and effective liaison with all levels of management together with the safety authorities. Work
Progress & Coordination.
To ensure that accident and dangerous occurrences investigations are carried out, to monitor and maintain safety
records and to recommend changes to safety Policies as required.
Ensuring that all personnel attend the site safety orientation program and other specific trainings.
Ensure that safety program is in place to record and monitor substances brought onto site which may be hazardous
to health.
Coordinate with owner during Audits performed on activities.
Perform internal and external Safety management systems audits.
Specific training courses as approved in the safety program and supplemented by any additional requirements of the
company.
Preparation of emergency producers.
Perform workmanship inspections, implement quality planning, oversee quality control testing, and coordinate with
O e s QA testi g a d i depe de t assu a e testi g.
Be responsible for submitting requested inspection, testing, and other data to the contractor on a daily basis.
Review design plans and specification for accuracy and completeness.
Prepare a schedule of CQA inspection activities and coordinate necessary CQA personnel to conduct inspection.
Review and interpret data and reports prepared by CQA inspection personnel.
Mo ito the supe ised o t a to s ualit o t ol p og a .
Verifying that all testing conducted in accordance with specified test methods and that the proper test equipment is
used.
Monitor and control his team activities in pre-commissioning stage.
Technical Manager:
Coordinate work between project execution team.
Monitor and control different project activities.
Responsible for revising all project activities.
Supervise full time and adjunct instructors teaching in the project.
Serve as contact person for instructional information dispersal.
Coordinate room and scheduling usage for the building.
Provides computer input and performs analytical review of reports generated.
Provide formal and informal training on the tools, processes and best practices appropriate for the target individual
or team.
Analyzes, evaluates, and forecasts current status against an established baseline schedule.
Insure accuracy and completeness of master data including resource information; project, activity, and resource
codes; enterprise project structure; security profiles; licensing information; etc.
Develop an effective project plan template that can be utilized for schedule development, schedule control, and
critical path analysis (control sheets).

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Act as a Procurement Manager to provide management and direction for all procurement functions, including
purchasing, expediting, supplier data control, supplier quality, and traffic.
Evaluate different supplier's bids for supplying equipment.
Establishes priorities, assigns workloads and reviews the more difficult and complex assignments.
Interprets contract provisions and reviews contracts for accuracy and changes prior to bid and renewal
Financial & Admin Team:
To o t ol p oje t do u e tatio as pe o pa s p o edu es
Allocate document / drawing numbers
Set up distribution requirements
Register the receipt of documents from key personnel of different work activities.
Transmit documents to internal parties for review and information.
Transmit the comments on documents back to key personnel responsible for their execution.
Production and issue of document status reports
Responsible for providing a single document control point of contact for each individual project
Ensure that all issued Project Deliverables are correct in accordance with document control procedures
Assisting the Projects Department with queries on documentation requirements and submissions.
Supervises and participates in the preparation of written financial and administrative reports.
Construction Engineer Team:
Civil/Structural engineering calculations.
Civil/Structural engineering plans, design, and layout.
Civil/Structural project specifications.
Civil/Structural engineering portion of project proposals.
Civil/Structural engineering portion of project cost estimates.
Preparing project cost estimates.
Preparing project cost budget.
Controlling cost of different project items.
Coordinating risk identification and analysis activities.
Maintai i g the p oje t s isk list.
Notifying project management of new risk items.
Reporting risk resolution status to management project manager.
Assign each newly identified risk to a project member, who will assess the exposure and probability for the risk
factor and report the results of that analysis back to the Risk Officer.
Assigned project members are also responsible for performing the steps of the mitigation plan and reporting
progress to the Risk Officer weekly.
Prepare and Monitor project schedule and plan implementation.
Prepare control sheets for project.

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Project Material and Labor Resources details:
Author comments on the below Material & Labor table:
The table below mentioned is just an example to show how it should be executed but it is sample material are typed for
giving example purposes. The main column that should be presented in a Project
o Material ID
o Material Name or description
o Material Type
o Material Unit
o Quantity
In real life project there are automated software that handles:
o The Material ID which should reflect as much as possible the real identity of the Material not just irrelevant ID.
o The project Resources – act more like an Inventory list.
o Usage of Resources – displays like the WBS it include the activity name with quantity of material on what period of
time it was used and of course linked with its respective activity schedule.
o They are in fact different tables but linked all together and works in harmony so they reflect the real picture of the
whole project development, schedule, activity and performance.
o Any use of material by a certain activity that is also linked to WBS it is automatically deducted from the QTY so the
project management team are aware of any deviation or use that might or might not requires actions.
Table 2: Materials
Material ID Resource Name Material
Type
Material Unit Qty
Resource Type: Labor
STCRW STEEL FIXER CREW Labor 100
PORCRW POURING CREW 100
CRPCRW CARPENTER CREW 100
Resource Type: Material
WSTEST WATER SUPPLY TESTING Material Meter 1500
WSPPLY WATER SUPPLY Material Meter 2000
WSINST WATER SUPPLY INSTALLATION Material Meter 3000
WSHOS HOUSE CONNECTION Material Units 50000
WSEXCV WATER SUPPLY EXCAVATION Material Cubic Meter 4000
WSBACKF WATER SUPPLY BACKFILLING Material Cubic Meter 6000
VLEVEL FINAL LEVELING Material Square Meter 7000
VINSL INSULATION Material Square Meter 4000
VEXCA EXCAVATION Material Cubic Meter 5000
VBACKF BACKFILLING Material Cubic Meter 3000
VDOOR DOORS Material Floor 500
VCRITAL CRITAL WORK Material Square Meter 2000

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TOPFNSH TOP FINISHING OF MANHOLES Material Units 1000
TRUCK
Allegria Project Work Breakdown Structure:
Author Comments:
For the sake of the Assignment length and in addition to the limited engineering knowledge of the Assignment Author
it was seen adequate to have a snap shot of WBS covering Infrastructure: Zone A, Zone B, Transformer Room and Zone
A Villas. However, it is important to note that it is supposed to be, for every single activity/job/work there should a
WBS to the details level (top down level details). Please note that the information was to the best knowledge of the
author and might not reflect the real life project steps, so it is just an example.
Author comments on the below WBS Table and Cost resources table:
In real life project management field there is a software that handles WBS design.
WBS is linked with Activities report.
WBS is linked with Material and procurements supply.
Usually not all the Material and procurement are bought and warehoused on site as space might not be an option and
it is brought on sight with link to the activities.
The software allows the project manager to monitor the deviation whether in Quantity or in schedule
The project manager also generate reports on activities schedule, performance and mistakes or mishaps if any.
There are activities that might overlap with other like the start of Infrastructure - Zone A & Zone B. In that case Project
manager should monitor eg. If infrastructure of the physical place allows for such activities in terms of space and safety.
As for the cost resources table: it should be done on every single resources brought and scope/activities/work. It should
always be monitored by Budget Versus Actual and any deviation is of course closely supervised by a project team and
there is no usually room for mistakes as very few entity allows extra funding unless the original investment scope has
changed or fundamental external factors has surfaced.
In some cases below there are only overnight differences so one activities (CIVIL) ends on 4th
July and Installation starts
on 5th
July. The schedule is not haphazard it is usually executed based on:
Engineering feasibility and previous experience in such a domain/industry.
The material, labor and machinery are available.
The designated Engineers is closely monitoring the activity performance schedule and always try to deliver on time.

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Table 3: Example WBS detailed to activities
Allegria Compound
Work Break Down Structure
WBS Name 2016
Duration
INFRASCTURE From 27th
February till 6th
June 2016
ZONE A From 27th
February till 4th
May 2016
Water Supply From 27th
February till 7th
March 2016
Sewage Water From 27th
February till 6 June 2016
Cable Work From 29th
March till 2nd
September 2016
ZONE B From 27th
February till 6 June 2016
Water Supply From 27th
February till 4th
May 2016
Sewage Water From 27th
February till 6th
June 2016
Cable Work From 29th
March till 3rd
October 2016
TRANSFORMER ROOM From 6th
May till 18th
July 2016
Civil From 6th
May till 4th
July 2016
Installation From 5th
July till 18th
July 2016
ZONE A VILLAS From 21st
April till 12 August 2016
Sub Structure From 21 April till 15 June 2016
Excavation From 21st
April till 24th
April 2016
P.C Footing From 28th
May till 29th
May 2016
R.C Footing From 28th
May till 31st
May 2016
Column Nick & R.W From 1st
June till 6th
June 2016
Insulation From 7th
June till 8th
June 2016
Backfilling From 9th
June till 15th
June 2016
Super Structure From 16th
June till 5th
august 2016
P.C Slab on Grade Fro 16th
June till 18th
June 2016
R.C Slab on Grade From 16th
June till 20th
June 2016
Basement Slab From 21st
June till 30th
June 2016
Ground Columns From 1st
July till 4th
July 2016
Ground Slab From 5th
July till 14th
July 2016
1st
Column From 15th
July till 18th
July 2016
1st
Slab From 19th
July till 28th
July 2016
Roof Column From 29th
July till 30th
July 2016
Roof Slab From 31st
July till 5th
August 2016
FINISHING From 7th
August till 30th
November 2016

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Section 2.3: Cost all resources required for implementing Allegria Project

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Task 3 – Implement the Allegria Project:
Section 3.1 – Implement the Allegria Project in accordance with an agreed specification, analyze the
outcomes in terms of the original project specification.
Section 3.2 – Develop appropriate measure to monitor and evaluate progress and outcomes of the
Allegria Project.
Section 3.3 – Monitor the implementation of the Allegria Project
Allegria Acceptance Criteria
A epta e C ite ia a e defi ed as the list of e ui e e ts that ust e satisfied p io to the customer accepting delivery of
the p odu t . The acceptance process provides a roadmap for incremental acceptance by the customer of the project
deliverables at the following project stages:-
1. Project Phase Concept Complete
2. Project Phase Requirements Complete
3. Project Phase Design Complete
4. Project Phase Installation for the Deliverables
5. Project Phase Complete
Table 4: The following table shows the acceptance criteria for the different stage of the project.
Project Stage Acceptance Criteria
Project Phase Concept Complete Project Initiation and Implementation Document, Project
Management Plan
Project Phase Requirements
Complete
Requirements Specification template
Project Phase Design Complete Design Specification
Project Phase Installation for
Deliverables
Quality Manual, Installation procedures and Method of
Statement
Project Phase Complete Closeout Review, and Lessons-learned

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Allegria Quality Assurance Criteria
Quality Assurance (QA): is the application of planned, systematic quality activities to ensure that the project will employ all
processes needed to meet requirements. Quality assurance also provides continuous improvement of all quality process.
The Contractors Quality Assurance (CQA) plan will be implemented by qualified personnel who will be onsite for the duration
of construction activities. A registered civil engineer designated as the CQA officer, will be in charge of observing the
installation of the work, reviewing the materials for conformance with the specifications and drawings, all testing during and
following construction. The CQA officer will be responsible for monitoring the implementation of the plan.
Author notes:
For the purpose of the assignment length, only snap shot of implementation in accordance to specification, develop
appropriate measures to monitor and evaluation progress of outcomes as well as monitoring of implementation of the Allegria
Project is below mentioned.
In real life project every single work activity and step is to make sure that it is within the same contract requirements, specs
of the original design and agreed measures. Continuous, planned and designed tests are always processed to make sure that
the progress is complying and if not then action and proactive action are taken. Moreover, The Project Director/Manager or
his designate will confirm that work/materials/activities are in compliance with contract specification requirements.
The sample chosen are Excavation, Material, Material Storage, Building Work, in Factory control, Concrete tests, Plastering
procedure, Plastering Specifications. These has not been chosen haphazard but rather a sample of different evaluation and
monitoring presentation to proof that not all items are executed the same.
Excavation:
Perform a thorough review of all site exploratory reports made during design and during construction.
Preview site plans to note any underground structures to be avoided, such as pipes and utilities.
Prior to commencing excavation, clearing, grubbing and stripping operations should be completed to the areas shown
on the site excavation drawings.
For mass excavation remove soil, boulders, coal and any other unclassified materials to the lines and grades shown on
the drawings.
Random sampling and testing should be performed on excavated material to note changes in soil classification or
physical properties.
Borrow areas should be properly maintained to provide effective drainage and erosion control.
Excavation should be made to the lines, grades, elevations and dimensions as shown on the drawings or as directed by
the foundation engineer or geologist to obtain a suitable foundation.
Completed excavation should be inspected, tested and accepted prior to placement of mud mats, slabs, pipes or
structural backfill.

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Material:
Determine the material requirements for the different types of earthwork on the construction project.
Check that material sources have been approved.
Determine the compaction requirements and the degree needed to satisfy design criteria.
Determine the type and weight of compaction equipment required and the number of equipment passes at a specified
lift thickness necessary to meet density requirements.
Foundation should be inspected, tested and accepted prior to start of fill operations.
Fill and borrow areas should be maintained to provide effective drainage and are protected against erosion.
Field and laboratory tests should be conducted at the frequency specified to verify physical requirements of the fill
material.
Moisture and density tests should be performed at random locations and at specified frequency.
Fill material should be brought to final grade and inspected, tested and accepted, if acceptable.
Material Storage:
Stockpile satisfactory excavated materials where indicated, until required for backfill or fill.
Place, grade and shape stockpiles for proper drainage.
Locate and retain soil materials away from edge of excavations.
Legally dispose of excess soil material and waste materials.
Buildings work:
Formwork materials shall be protected before, during and after erection to insure acceptable finished concrete work.
In the event of damage to erected forms, necessary repairs or replacements prior to concrete pouring shall be
performed
The supervised contractor shall allow sufficient time, as determined by the contractor from the approved schedule,
between erection of forms and placing of concrete for the various trades to properly install their work.
In factory control
As the concrete used is a ready mix concrete, so the preliminary tests will be made by the ready mixed concrete producer,
acceptance of ready mixed concrete delivered to site is the responsibility of the supervised contractor, where the supervised
contractor shall be responsible for providing quality control measures to assure compliance of the concrete with the contract
Requirements. The concrete producer shall deliver notes and checks so the supervised contractor can take any corrective
actions. Ready mix concrete factory Check list:
Testing of the consistency.
Check concrete density.
Water content and air content.
Temperature and bleeding.
Changes or major variations in constituents and mix proportions which influence placing.
Concrete tests:
Concrete compressive strength test should be done on all the concrete received in site, tests results should be
submitted to contractor after 28 days for approval. If refused core tests should be done.
Any segregation concrete or any defective concrete shall be rejected.

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Task 4 – Evaluate the outcomes of the Allegria Project:
Section 4.1 – Analyze the outcomes of the Allegria Project in terms of the original Project Specification
Section 4.2 – Evaluate the outcomes of the Allegria Project
Section 4.3 – Make Justified recommendations for Allegria Project improvements
Allegria Project Audit
Scope of Audit
In Allegria case there was an assigned company ARCADIS Gulf to audit. The reasons for the Audit were the recurring quality
problems on the project. During the Audit there was two main areas:
The project structure and processes
Technical Aspects
Objective of the Audit:
The objective of the audit is to define the causes of quality deviation issues. To meet the objectives there has been several
visits the building site to carry out onsite inspections. Moreover several interviews has been executed with involved parties
to determine the deviation reason and make recommendation to eliminate it.
Author notes: There was many outcomes and recommendation and they are listed hereunder however only few was selected,
highlighted in yellow, to proof practically how it should be done.
Outcomes and Recommendation:
Role of Sodic Towards the Contractor
Responsibilities of the Project Manager and consultant
Procurement Structure Regarding the contractors
Role of consultant during the design and execution phases
Health & Safety
Meeting Discipline
Decisions and deadlines
Reports
Inspections
Quality Control by the project manager
Handing over process

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Role of Sodic Towards the Contractor
SODIC needs to be transparent and consistent towards all the parties that are involved in the project. Occasionally SODIC has
had direct contact with the contractors and only consulted the project manager and consultants afterwards. These contacts
concerned payments to the contractor that were withheld by the consultant due to a lack of quality or insufficient progress.
It is very important that the consultants receive all the necessary support from SODIC in order to control the contractors and
make them perform in a better way. This direct contact between SODIC and the contractors weakens the position of the
consultant, and gives the contractor opportunity to ignore the remarks of the consultant.
Recommendation
The e should t e a di e t o ta t et ee “ODIC a d the o t a to s ega di g fi a ial o o t a tual issues without
first consulting the project manager and the consultant.
Responsibilities of the Project Manager and consultant
The project manager is responsible for the coordination of the budget and the progress of the project and not for the quality.
The consultant is responsible for the coordination and monitoring of the quality of the work. This divided responsibility makes
it difficult to have a consistent approach towards the contractors.
Overall quality is always a balance between money, time, construction quality, coordination and information. Balancing those
issues is now split between the project manager and the consultant.
Recommendation
Fo Alleg ia it s diffi ult to ha ge the situatio e ause of e isti g o t a ts. It is recommended for SODIC to appoint one
person as a spokesperson on behalf of the project manager and the consultant to achieve a single consistent line of
communication towards the contractors. The responsibility should not be divided during execution, especially for
coordination for quality, budget, progress, coordination and information, between two parties. The distinction between the
project manager and the consultant makes it very hard to address problems in an effective way.
Appointing one single independent consultant, responsible for the coordination regarding quality, budget and progress,
coordination and information during execution, is a good solution for this problem.
Role of consultant during the design and execution phases
The consultant was involved in the design phase, and also in the execution phase as construction supervisor. A disadvantage
is that no one, other than the consultant, has reviewed the drawings before they were handed over to the contractors. So
the e is o so alled ou te eili g po e du i g this t a sfo atio p o ess. Du i g the e e utio , this dou le ole a
give the consultant the opportunity to hide faults that are made during the design phase.
Recommendation
Select an independent consultant for the construction supervision.

Page 25
Health & Safety
Health & Safety is a serious issue on the site. The project manager and the consultant both check on these issues, but this has
ot led to i p o e e ts, e ause the o t a to s do t feel a ki d of p essu e to i p o e.
Recommendation
Define a practical policy together, and help the contractors to improvin. During execution, SODIC should check regularly on
these aspects, and make it very clear what the consequences are. Make Health & Safety one of the important issues in the
Framework Agreement with the selected contractors.
Meeting Discipline
There is a regular schedule of construction meetings with representatives from the project manager, the consultant, the
contractor and SODIC. The minutes are not specific enough. The minutes of the weekly construction meetings contain only
statements and questions, and no reasons, consequences, action points, deadlines and parties responsible.
The issues highlighted in one meeting are not followed up at the next meeting in a structured way and it is unclear what the
status of those outsta di g issues. A othe o e is that the e is ot a st u tu ed age da that gua a tees all the ele ant
issues will be covered.
Recommendation
Define a structured agenda and make sure that there is a comprehensive action list with deadlines and the right party to take
espo si ilit . A se o d i po ta t issue is to ake su e that ele a t poi ts do t disappea et ee o e eeti g a d the
next, the action list must cover all of the open points from previous meetings.
Decisions & Deadlines
An attention point is the decision structure and the way decisions are taken. During the interviews it became clear that it
takes too long before decisions are taken in the project. A reason for this could be that the representatives in the meetings
do t ha e the autho it to take de isio s. A othe easo a e ou e a ks u de the ite eeti g dis ipli e .
Deadli es see s to e fluid . Deadlines are sometimes not clear or stakeholders have the opportunity to state the excuse of
shortfall in meeting discipline.

Page 26
Recommendation
(Re)Define the authorization structure and define a strict meeting structure with the right representatives and a very strict
minutes of meeting procedure with specific, well defined action points. If this is improved then the deadlines should become
much clearer as a result. Implement a proper change management procedure.
Reports
The monthly progress reports from the project manager contain redundant information that is repeated every month. It s
hard to find the relevant issues regarding the current status of the project. I the epo ts state e ts su h as …hopefull e
ill eet the deadli e . The e is o i fo atio h this is a p o le , ho the should be mitigated, and what could be the
consequences. The report is full of statements without consequences.
Recommendation
Discuss with the project manager that they have to use the template that is developed by SODIC. This will lead to more focus
on the project and will also contribute to solving a number of other issues in this report.
INSPECTIONS
The ‘e uest fo I spe tio p o edu e is e te si e a d the efo e o pli ated. I spe to s ha e to i spe t the illa s fo 74
items which takes 145 hours per villa. Every inspection item has to be separately reported. There has been difficulties to
organize all these inspections. Contractors are encumbered by rigidity and therefore have great difficulty finding the right
momentum and skill of economics. Because of this inspection structure there is no time for so- alled i fo al i spe tio s .
These informal inspections are very important to identify issues before they become a problem based on frequent contact
between the inspectors and the contractors.
Recommendation
Simplify and reduce the inspections schedule and the reporting structure considerably. This should have two effects:
Limit the number of staff from the consultant or make their work much more effective.
Get o e ti e fo the ele a t i fo al ha d i the po kets i spe tio s so that the i spe tors become part of
the team and can use their professionalism in a much more effective way.

Page 27
Task 5 – Prepare to present the outcomes of the Allegria Project:
Section 5.1 – Produce a report of all Allegria Project procedures used
Author Notes:
Due to the enormous amounts of Allegria procedures Report, five were selected as an evidence, one related to Infrastructure,
the second Human Resource, third communication plan, fourth Feedback and fifth Procurement Closure. The reason why it
was selected that it is common to make a procedure for normal work activity like Plastering as a sample but worth to mention
there are procedures that include HR, communication, feedback and Procurement that are not known to normal audience but
to project management it is imperative.
1. Plastering Procedure:
Plastering will be carried out in accordance with Contract specification and Project Quality Plan. In any circumstances where
specifications are not provided or they are in any way incomplete, the matter shall be referred back to the Consultant for
additional information.
Plastering Specification:
Certificates shall be provided by the supplier of materials to verify compliance with the specifications.
Before applying plaster and/or render coat. It shall be confirmed from the Mechanical, Electrical and Plumbing
Subcontractors that all activity connected with backgrounds have been completed by them and any defects have been
ade good a d app o ed Co sulta t s ep ese tati e.
The work shall be inspected using a Checksheet, which shall be completed as verification and record.
Non-conforming workmanship shall be communicated to the personnel involved and immediate corrective action will
be initiated.
The agreed levels of accuracy should adhere to the specified in the contract.
The requirements for preparation of the background, e.g. raking-out, keying fixing expanded metal, priming etc.
Detail at junctions between different background materials, e.g. blockwork abutting concrete surfaces, lintels etc.
Mix proportions (for render).
Method of protecting existing works.
Safety aspects during execution of work.
Any other special requirements.
2. Project team procedure.
Acquire project team is the process of confirming the human resources availability and obtaining the team needed to complete
the project. The project staff will consist from internal resources and external resources. Staff assigned to the Project will
operate under the direction and supervision of the Project Manager in relation to their responsibilities within the project.
There will be some outsourcing/contracting performed within the scope of this project. A full work breakdown structure for
the resource development in the Project will identify staffing requirements for specific Outputs including time allocations.
Required Team
Project Manager
Senior Mechanical Design Engineer
Senior Electrical Design Engineer

Page 28
Senior Civil Design Engineer
Senior Construction Site Engineer
Site Manager
Accountant
Administer
Project team management.
Manage project team involves tracking team member performance, providing feedback, resolving issues, and coordinating
changes to enhance project performance.
Performance Reviews
The p oje t a age ill e ie ea h tea e e s assig ed o k a ti ities at the o set of the p oje t a d communicate
all expectations of work to be performed. The project manager will then evaluate each team member throughout the project
to evaluate their performance and how effectively they are completing their assigned work. Prior to releasing project
resources, the project manager will meet with the appropriate functional manager and provide feedback on employee project
performance. The functional managers will then perform a formal performance review on each team member.
Recognition and Rewards
Although the scope of this project does not allow for ample time to provide cross-training or potential for monetary rewards
there is several planned recognition and reward items for project team members.
Upon successful completion of the project a party will be held to celebrate the success of each team member with the
tea e e s fa ilies p ese t.
Upon successful completion of the project, any team member who satisfactorily completed all assigned work packages
on time will receive a certificate of thanks from the CEO.
Team members who successfully complete all of their assigned tasks will have their photo taken for inclusion in the
company newsletter.
3. Communication Plan Procedure:
Communications planning determines the information and communications needs of the stakeholders. This includes
identifying who needs what information, when they should receive it, and how it will be provided. Identifying the information
needs of the stakeholders and determining a suitable means of meeting those needs is an important factor for project success.
Stakeholder communication requirements, Information to be communicated, including format, content, and level of
detail.
Person responsible for communicating the information.
Person or groups who will receive the information.
Person or groups who are responsible for making decisions.
Methods used to convey the information, such as memoranda and email.
Frequency of the communication, such as weekly
Escalation process for resolving project issues that cannot be resolved at the staff Level

Page 29
4. Feedback Procedure:
Project Manager Captures feedback from the Team Members Projects – will include a facilitator led discussion on the
Pluses, Potentials and Concerns
Project Manager updates the Close-out Report to incorporate the feedback from the team Close-out Meeting.
Project Manager sends the Close-out ‘epo t to “po so . This i ludes the tea s feed a k a d a list of uestio s fo
the sponsor to think about and respond to during the Close-out Meeting with the Project Manager.
Capture feedback from the Sponsor.
The Project Manager schedules a meeting with the sponsor.
The sponsor and Project Manager may invite others if they feel it would be beneficial.
The Project Manager will be gathering feedback from the sponsor on the project.
The questions in the Closeout document should be addressed.
Project Manager finalizes the Close-out Report including all of the feedback gathered from the Team members and
the Sponsor.
Project Manager distributes the final report to the Sponsor and the Team.
5. Procurement closure Procedures:
Regarding the procurements closing by default after termination of the project on the system there is no facility to make a PR
(Purchase Request) related to the terminated project so the procurement & any, Contract, progress reports, financial records
including invoices and payments will be closed automatically.
Closure provides value to the performing organization and they should not be eliminated under any circumstances.
Release of the resources, both staff and non-staff, and their redistribution and reallocation to other projects, if needed.
Archiving of All Project Records (Suppliers rejecter, Contractor, etc..) .
Get the formal signature from customer.
Vendors Valuations.
Section 5.2 – Produce Power Point as a tool to presents outcomes of the Allegria project to an Audience
Please refer to the Power Point File named Allegria Compound Project at a glance

Page 30
Source:
Dr. Khalid el Sakty Project Management notes 2015
ENGINEER: Egyptian Consulting House “MZECH” notes and interview
PROJECT MANAGER: “TURNER” notes and interview
http://www.ukessays.co.uk/essays/management/the-project-management.php
http://www.ukessays.co.uk/essays/business/achieving-an-objective-in-project-management.php
http://www.ukessays.co.uk/essays/business/case-study-based-assignment.php
http://www.ukessays.co.uk/essays/management/strategic-management-project.php
http://www.ukessays.co.uk/essays/management/project-management-body-of-knowledge.php
http://www.engr.psu.edu/AE/THESIS/portfolios/2010/pcr115/Tech%201%20Final.pdf
https://myassignmenthelp.com/project_management_assignment_help.html
https://www.e-education.psu.edu/geog584/l6_p4.html
https://en.wikipedia.org/wiki/Project_management_triangle
http://www.kinharvie.org.uk/organisation_development/team-
effectiveness?gclid=CjwKEAjwsvmvBRCT5ozK-dmY7D4SJACyIoJmFVNR82GAyrdFyQqAfB8aZkD-
pfr6u0QO4lMwC3HZThoCtn3w_wcB
http://www.irbnet.de/daten/iconda/CIB4448.pdf
http://www.idosi.org/mejsr/mejsr16(8)13/18.pdf
http://www.brighthubpm.com/templates-forms/2645-what-is-a-work-breakdown-structure/
http://www.projecttimes.com/articles/10-steps-to-creating-a-project-plan.html
http://www.martinbauer.com/Articles/How-to-Plan-a-CMS-Project/Objectives-Outputs-and-
Outcomes
http://oe.ucdavis.edu/local_resources/docs/pmpkickoff.pdf

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