58 مبادرة #تواصل_تطوير المحاضرة الثامنة والخمسون من المبادرة مع الدكتور / وليد محفوظ دكتوراه واستشاري إدارة المشروعات بعنوان " إدارة مشاركة المعنيين في مشاريع وبرامج التشييد الكبرى" التاسعة مساء توقيت مكة المكرمة السبت19سبتمبر2020 وذلك عبر تطبيق زووم https://us02web.zoom.us/meeting/register/tZUpdOqpqzMiHNUjeCO_jncoYvFEex2uP0b- علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي والله الموفق للتواصل مع إدارة المبادرة عبر قناة التليجرام https://t.me/EEAKSA ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة رابط اللينكدان والمكتبة الالكترونية https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/ رابط قناة التويتر https://twitter.com/eeaksa رابط قناة الفيسبوك https://www.facebook.com/EEAKSA رابط قناة اليوتيوب https://www.youtube.com/user/EEAchannal رابط التسجيل العام للمحاضرات https://forms.gle/vVmw7L187tiATRPw9

2. StakeholderManagement /Engagement
in
MegaConstruction Projects andPrograms
‫ى‬‫الكبر‬ ‫التشييد‬ ‫وبرامج‬‫يع‬‫ر‬‫مشا‬ ‫في‬ ‫املعنيين‬ ‫مشاركة‬ ‫ة‬‫ر‬‫إدا‬
Dr. Waleed Mahfouz

3. (‫اف‬‫األحق‬‫سورة‬:‫آيه‬15)
‫يم‬ِ‫ح‬‫ه‬‫ر‬‫ال‬ ِ‫ن‬َ‫م‬ْ‫ح‬‫ه‬‫ر‬‫ال‬ِ‫ه‬‫اَّلل‬ ِ‫م‬ْ‫س‬ِ‫ب‬
َ‫أ‬‫ي‬ِ‫ت‬‫ه‬‫ل‬‫ا‬ َ‫ك‬َ‫ت‬َ‫م‬ْ‫ع‬ِ‫ن‬ َ‫ر‬ُ‫ك‬ْ‫ش‬َ‫أ‬ ْ‫ن‬َ‫أ‬‫ي‬ِ‫ن‬ْ‫ع‬ِ‫ز‬ْ‫و‬َ‫أ‬ ِ‫ب‬َ‫ر‬‫ه‬‫ي‬َ‫د‬ِ‫ال‬َ‫و‬ ‫ى‬َ‫ل‬َ‫ع‬َ‫و‬ ‫ه‬‫ي‬َ‫ل‬َ‫ع‬ َ‫ت‬ْ‫م‬َ‫ع‬ْ‫ن‬َ‫ل‬َ‫م‬ْ‫ع‬َ‫أ‬ ْ‫ن‬َ‫أ‬َ‫و‬
‫ي‬ِ‫ت‬‫ه‬‫ي‬ِ‫ر‬ُ‫ذ‬ ‫ي‬ِ‫ف‬ ‫ي‬ِ‫ل‬ ْ‫ح‬ِ‫ل‬ْ‫ص‬َ‫أ‬َ‫و‬ ُ‫اه‬َ‫ض‬ْ‫ر‬َ‫ت‬ ‫ا‬ً‫ح‬ِ‫ال‬َ‫ص‬َ‫ن‬ِ‫م‬ ‫ي‬ِ‫ن‬ِ‫إ‬َ‫و‬ َ‫ك‬ْ‫ي‬َ‫ل‬ِ‫إ‬ ُ‫ت‬ْ‫ب‬ُ‫ت‬ ‫ي‬ِ‫ن‬ِ‫إ‬َ‫ين‬ِ‫م‬ِ‫ل‬ْ‫س‬ُ‫م‬ْ‫ل‬‫ا‬

4. Lecture Outline
• Introduction
• Construction Projects
• Cause of Delay in Construction Projects in ME.
• Stakeholder Management
• Stakeholder Engagement
• Importance of SM
• Principles of SM
• Conceptual Framework for SE in Mega Transport Infrastructure Projects
• Managing Stakeholder Engagement

5. Data, Information, Knowledge, Wisdom??
You can’t
Manage
what youcan’t
Measure!
You can’t Measure
what youcan’t
Define!!!
Great wisdom
Notapplied
to
Action and
Behavior
is
Meaningless
Data
(Peter Drucker)

6. (KSA) approximately 70% of the public projects (101 out of 145) were DelayedAlso
Cost Overruns up to 560% of their budgets
Every $1 Billion of new construction  13,000 jobs in the construction industry 
34,000 jobs in supplies & services
Every $1 spent on new construction generates $3.60 in economic activity in other
industries.
Top 2017 PM Trends: “organizations are wasting an average of $97 million for every
$1 billion invested, due to poor project performance.” = 10% Wastes
Introduction to Construction Projects
https://www.researchgate.net/publication/320893860_PROBABILISTIC_MODELS_FOR_CONSTRUCTION_PROJECTS'_DURATIONS_IN_THE_MIDDLE_EAST

7. Reviewing Average of 31 Studies
36.2%
9.3% 9.3%
8.2% 7.5% 7.5%
6.2% 5.9% 5.3%
2.9%
1.8%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Management,
Planning &
Scheduling
Contract Construction Design &
Drawings
Approval
Labour &
Equipment
Financial &
Economical
Related
Suppliers & Sub
Contractors
Site Government &
Regulation
Force Majeure Materials
Comparison among All Categories for Causes of Delay
in the Middle East

8. Causes of Delay under Management, Planning and Scheduling
https://www.researchgate.net/publication/320893860_PROBABILISTIC_MODELS_FOR_CONSTRUCTION_PROJECTS'_DURATIONS_IN_THE_MIDDLE_EAST
1. Poor coordination or communication between involved parties in the project
2. Ineffective contractor’s head office involvement in the project
3. Ineffective or improper planning, scheduling, monitoring and controlling by contractor,
subcontractors, owner, or consultant
4. Inefficient quality assurance or control by the consultant or strict application of quality
program
5. Loose safety rules and regulations
6. Shortage of administrative, technical, managerial or interpersonal skills for contractor's,
consultant's, or owner's staff

9. 7. Delay in preparation of change orders requests by the contractor or
approving by owner
8. Change in the scope or design of the project by the owner
9. Slow decision making by contractors or owner
10. Contractor's poor site management
11. Unrealistic contract duration by the owner
https://www.researchgate.net/publication/320893860_PROBABILISTIC_MODELS_FOR_CONSTRUCTION_PROJECTS'_DURATIONS_IN_THE_MIDDLE_EAST
Causes of Delay under Management, Planning and Scheduling

10. Top Ten Causes of Delay in Saudi Arabia
1. Design changes and change orders during construction phase
2. Delay of contractor payments
3. Ineffective planning and scheduling by the contractor and subcontractors
4. Shortage of manpower(skilled& unskilled labours)
5. Slow decision making process and excessive bureaucracy by owners’
6. Lack of coordination and communications among parties involved in the project.
7. Shortage of construction materials in market
8. Unforeseen ground condition (type of soil, utility lines, water table)
9. Difficulties in obtaining work permits
10. Government tendering system and selecting the lowest bid
https://www.researchgate.net/publication/320893860_PROBABILISTIC_MODELS_FOR_CONSTRUCTION_PROJECTS'_DURATIONS_IN_THE_MIDDLE_EAST

11. What is a Successful Project?

12. Projects Critical Success Factors
98.08
95.14
93.04
92.74
91.26
90.62
90.6
90.46
90.32
89.92
89.56
89.4
88.86
86.46
85.5
78
80
82
84
86
88
90
92
94
96
98
100
SF01 SF02 SF03 SF04 SF05 SF06 SF07 SF08 SF09 SF10 SF11 SF12 SF13 SF14 SF15
Success FactorsSuccess Factors RI %
1. Compliance with the rulesandprocedures 7.2%
2. Competence ofthe project manager 7.0%
3. Quality of subcontractor services 6.8%
4. Competence ofproject team members 6.8%
5. Topmanagement support 6.7%
6. Effective coordination of projectactivities 6.7%
7. Motivation of project team members 6.7%
8. Systematic control over the project execution 6.6%
9. Effective communication between project stakeholders 6.6%
10. Support from the agency administering the Project 6.6%
11. Access toorganizationalresources 6.6%
12. SMART planning 6.6%
13. Clarityof project goals 6.5%
14. Competence and adequate support from a project consultant 6.3%
15. Precision in documenting and archiving ofproject information 6.3%

13. Critical Success Factors for Construction Projects
1. Stakeholder involvement
2. Executive management support
3. Clear statement of requirements
4. Proper planning
5. Realistic expectations
6. Smaller project milestones
7. Competent staff
8. Ownership
9. Clear vision and objectives
10. Hard working and focused staff

14. Enterprise Environmental Factors (EEFs)Organizational Process Assets (OPAs)
Program/Project Operation Environment

15. EEFs EXTERNAL TO THE ORGANIZATION
• Marketplace Conditions:
• Socialand CulturalInfluences and Issues:
• Legal Restrictions:
• Commercial Databases:
• Government or Industry Standards:
• Financial Considerations:
• Physical Environmental Elements:
EEFs INTERNAL TO THE ORGANIZATION
• Organizational Culture, Structure, and Governance:
• Geographic Distribution of Facilitiesand Resources
• Infrastructure:
• InformationTechnology Software:
• Resource Availability:
• Employee Capability:
• Legal and Regulatory Requirements and/or Constraints
Program/Project Operation Environment & Conditions

16. Stakeholder Management
• Project Stakeholder Management:
• (PMI-PMbok, 2017) the processes to:
• Identify (People, Groups, or Organizations)
• Analyzestakeholder (Expectations / Impacts),
• Develop appropriate management strategiesfor effectively engaging stakeholders inproject decisions andexecution.
• Stakeholder Management (APM-BoK)“The systematic processof
• Identification,
• Analysis,
• Planning,
• Implementation of actionsdesigned to engage withstakeholders”.

17. Stakeholder Engagement
• Stakeholder Engagement:
• Thepractice of influencing a variety of outcomes through consultation, communication, negotiation,
compromise, and relationship building toassure the stakeholders clear understanding ofthe program/project
goals, objectives, benefits, and risks.In addition, how their contribution will enhance project success.
• Engaging Stakeholders at appropriate project stages
• Managing Stakeholder Expectations;
• Addressing Risks orConcerns
• Clarifying and Resolving Issues

18. Major Benefits
• Project Benefits
• Achievefaster andhigher qualityindecision making
• IdentifyStakeholders for External InterfaceManagement
• Increaseefficiency andeffectiveness ofproject execution
• Improverisk managementpractices-allowingrisks to beidentified
andconsidered earlier, thereby mitigatingnegative
consequences/impactsontheoverallprogramme
• Streamline policyandprogramme development process
• Enhancecommunityconfidenceinthe programme/project
• Promoteprogramme/project sociallegitimacy
• Stakeholders Benefits
• Provide greater opportunities to contribute directly toproject
development
• Establishopenandtransparent lines of communication
• Improveintegration of theproject intheenvironment
• Identifyat earlystagethe synergies between Stakeholders and
project.

19. Principle 5:
Cooperatewith projectteams
Maintain monitoring &controlling ofStakeholders.
Principle 3:
Adopt standard procedures.
Principle 1
Acknowledge, Register andMonitor Stakeholders.
Principle 2:
Communicate with Stakeholders.
Recognize/report risks.
Principle 4:
Integrate with theproject
Recognize interdependences
PrinciplesofSM

20. Conceptual Framework for SE in Mega Transport Infrastructure Projects
https://doi.org/10.1016/j.proeng.2016.08.745

21. Portfolio,Programs, Projects,and Operations

22. ProjectManager Sphere of Influence

23. Managing Stakeholder Engagement

24. 1. IdentificationofProgrammeStakeholders
2. Analyzing
3. Classifying&Prioritizing Stakeholders andIdentifyingIssues
4. StakeholderEngagement/ Interfaces
5. MonitorandControlStakeholders
Stakeholders Management

25. Answerthefollowingsetofquestions:
a) Whoisaffectedbytheproject?
b) Whohasthe powertomakeit succeed?
c) Whohavetheinfluence overtheotherstakeholders?
d) Whois in chargeofassigning orprocuringresources offacilities?
e) Whoarethe potentialbeneficiaries?
Areviewoftheprojectscopeandrequirements.Considerthefollowing:
a) Landacquisition,permitsor approvalsforplanning,design, constructionandpermanentuse;
b) Utility provision(e.g. powerorwater),and
c) Infrastructurerequirements(e.g. roador raillinks, powerconnections).
Across-checkagainstalistofpotentialstakeholders.
Groupthestakeholdersingroupsbyusingmindmaps,Venndiagram,or structuredtables.
Identification ofProgramme Stakeholders

26. • Contribution
• Legitimacy
• Willingness
• Influence
• Necessity of involvement
Analyzing
Stakeholder Contribution Legitimacy Willingnessto Engage Influence Necessityof Involvement
SH1
SH2
SH5

27. Classifying & Prioritizing Stakeholders
Keep Informed
Monitor (Minimum
Effort)
Keep Satisfied
1. High Power, Highinterest Stakeholders:
2. High Power, Less Interest Stakeholders:
3. Low Power, High Interest Stakeholders
4. Low Power, Less Interest Stakeholders:

28. Classifying & Prioritizing Stakeholders
• List other
Projects
interfering with
the Project

29. Engage:describesStakeholderswithwhomengagement is
necessary.
Communicate:describes Stakeholderswithahigh willingness to
engage orahigh level ofexpertisebutwhohavenotyetparticipated
in discussionswith theprojectteam.
Inform:describes Stakeholderswhoseek informationonlyinstead
ofengagement.
Stakeholder Engagement / Interfaces

30. No
CheckPriortization by
Direct Interaction with
Stakeholder
Clasify & Periortize
Stakeholders
Final
Yes
Power-Influence /
IntersetGrid
Identify Stakeholders List of Stakeholders
Inputs Start Outputs
No
Develop Revised
Stakeholder Management
Plan
Communicate and
understand interests & need
of priortized stakeholders
CheckPriortization by
Direct Interaction with
Stakeholder
Clasify & Periortize
Stakeholders
Updated Stakeholder
Registeration Sheet
Stakeholder Matrix
& Registeration
Worksheet
Updated SM Plan,
Procedures
End
Re-position Stakeholder in
Influence/Interest Matrix
Final
Incluence/Interest
Grid
Yes
Power-Influence /
IntersetGrid

31. Item Stakeholder ID Stakeholder Title Legitimacy Contribution, Role or Involvement
Willingness to
Engage
Influence
Necessity of
Involvement
1 Manage Closely High High
2 Manage Closely High High
3 Manage Closely High High
4 Manage Closely High High
5 Manage Closely High High
6 Keep informed Medium Low
7 Manage Closely High High
8 Manage Closely High High
9 Manage Closely High High
10 Monitor High High
11 Monitor High High
12 Low Low
13 Manage Closely High Low
14 Monitor Low Low
15 Monitor Low High
16 Manage Closely High High

32. Thanks.
Questions????

33. Stakeholder Management/ Engagement
in
MegaConstruction Projects andPrograms
Dr. Waleed Mahfouz