Dagobert Beek, a program manager with 17 years of industry experience and 5 years at Fluor, gives a presentation on mega program management and delivery in the GCC. He discusses what constitutes a mega program, the key challenges involved in their success, and how they can be managed. Some of the challenges addressed include cost optimization, scheduling, stakeholder engagement, governance, and systems assurance. Beek emphasizes requirements management and interoperability as important aspects for the future of mega programs.

1. © 2014 Fluor. All Rights Reserved.
Mena Rail & Metro Summit 2014 Mega program management and delivery in the GCC
October 21st, 2014
Dago Beek

2. Dagobert Beek M. Sc.
Program Manager
♦ Industry Experience
– 17 years industry experience
– 5 years with Fluor
♦ Relevant Experience
– Fluor Expert for systems engineering and program
management
– Saudi Landbridge
– Abu Dhabi Integrated Public Transport Network
– Dutch High-speed Rail
– Dutch Utrechtboog Regional Rail
– Dublin Metro North and Dublin Luas LRT

3. What to Address?
 Introduction
 What are Mega Programs?
 What are the challenges to success?
 How can we manage?
 The future.
 Introduction
 What are Mega Programs?
 What are the challenges to
success?
 How can we manage?
 The future.

4. Integrated Public Transport Network
Abu Dhabi
PROGRAM MANAGEMENT

5. Saudi Landbridge
Jeddah to Jubail, KSA
PROGRAM & CONSTRUCTION MANAGEMENT

6. High Speed Line – South
The Netherlands
DESIGN, BUILD, FINANCE, OPERATE & MAINTAIN (25 year O&M contract)

7. Sharq Crossing
Doha, Qatar
PROGRAM & CONSTRUCTION MANAGEMENT

8. What makes it Mega?
 Price
 Size
 Complexity
 Multi-disciplinary
 Strategically important
 Number of parties involved
 Introduction
 What are Mega Programs?
 What are the challenges to
success?
 How can we manage?
 The future.

9. Finance/Procurement
Standards drafting
Operational Planning
Client
Support
Specialist
Services
Safety Regulation
Transport Planning/
Modelling
Engineering
Architecture
Fare Collection
Environment/
Sustainability
Project
Management
Regional Rail
Bus Stations
Bus Depots Metro LRT/Tram
Scope
Contracts
Schedule
Estimate
Plans/Procedures
Change Control
Risk
Core
Program Management
Functions Stakeholder Management
Monitoring and
Reporting
PMO
Scope of Work: the Onion View

10. Challenges to success
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land Acquisition
 Systems Assurance
 Communication
 Introduction
 What are Mega Programs?
 What are the challenges to
success?
 How can we manage?
 The future.

11. Cost Optimization
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication
♦ Cost vs benefit
♦ Value optimization
♦ Budgets
180 Cars One Light Rail Vehicle
Source: hamiltonlightrail.com

12. Schedule
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication
♦ Expo 2020
♦ World Cup 2022
♦ GCC Rail 2018
♦ Congestion
♦ Business Case

13. Schedule
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication

14. Stakeholder Engagement
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication
♦ These are strategic Projects where
cooperation from all stakeholder are
required.
♦ Required Information includes:
• Confirming Stakeholder Standards and
Regulations
• Providing the required drawings for
Existing / proposed services
•Overlapping & Shared Corridors

15. Governance
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication
 Transport Safety Laws covering all public transport
modes
 Multi modal regulations.
 The establishment of the Independent Transport
Supervisory Bureau, with responsibility to enforce the
transport safety law, underpinning regulations and the
HSE laws, with respect to safety, for public transport.
 The establishment of a ‘no blame’ incident investigator
with responsibility to determine the root causes of
incidents and make recommendations for safety
performance improvement.
 The establishment of a regulatory framework where
infrastructure providers and operators are required to
demonstrate effective safety management.

16. Right-sizing
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication

17. Right of Way / Land Acquisition
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication
♦ xxx

18. Systems Assurance
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication
System Assurance is the application of
management methods and analysis techniques to
assure that the Project/System design meets
Reliability, Availability, Maintainability and Safety
(RAMS) criteria and by extrapolation, the
delivered railway, meets the recorded Project
requirements.
System Assurance should provide a suite of
management tools, processes, procedures and
behavior with which to co-ordinate and assure the
whole design and delivery of the desired end
product deliverable, the railway, as a system.

19. Systems Assurance
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication

20. Communication
 Cost Optimization
 Schedule
 Appearance
 Stakeholder Engagement
 Governance
 Right-sizing
 Right of Way/ Land
Acquisition
 Systems Assurance
 Communication
♦ Objective
♦ Professional
♦ To the point, specific
♦ Ethical
♦ SMART (Specific, Measurable,
Achievable, Realistic Time-related)
♦ Clear pro’s & con’s
♦ Consequences

21. How can we manage?
♦ Systems Assurance
– Product
– Process
– People
♦ Communication
♦ Requirements
 Introduction
 What are Mega Programs?
 What are the challenges to
success?
 How can we manage?
 The future.

22. Requirements
1. Does the requirement focus on what is required
rather than a solution?
2. Is the requirement easy to understand and
difficult to misunderstand?
3. Does the requirement contain simple, short
unambiguous statements?
4. Is there an example illustrating the
requirement? Is it needed?
5. Is there a visual figure illustrating the
requirement? Is it needed?
6. Does the requirement contradict with any other
requirement?
 Introduction
 What are Mega Programs?
 What are the challenges to
success?
 How can we manage?
 The future.

23. Requirements
7. Is the requirement complete (without requiring
a reader to look for information elsewhere to
understand the requirement)?
8. Is each requirement uniquely identified?
9. Can the requirement be tested?
10.Can the requirement be traced to and from a
business objective?
11.Can the requirement be achieved with the
given resources, time and technology?
Source: http://en.wikiversity.org/wiki/Technical_writing_specification
 Introduction
 What are Mega Programs?
 What are the challenges to
success?
 How can we manage?
 The future.

24. The future
♦ Technical Challenges
♦ Environmental Challenges
 Introduction
 What are Mega Programs?
 What are the challenges to
success?
 How can we manage?
 The future.
Source: www.plassertheurer.com

25. What is interoperability?
♦ Interoperability is a property of a product or system, whose
interfaces are completely understood, to work with other
products or systems, present or future, without any restricted
access or implementation.

26. The future
 Introduction
 What are Mega Programs?
 What are the challenges to
success?
 How can we manage?
 The future.

27. The future
♦ Work with each other not against each
other
 Introduction
 What are Mega Programs?
 What are the challenges to
success?
 How can we manage?
 The future.

28. شكر ا
Thank you