This close out report summarizes the completion of the Copham Hospital project. It describes how all work was formally accepted by consultants and authorities, though some remedial works remain. Time performance was 35 days behind schedule due to client change orders and weather, while costs increased by £760,000 primarily because of change orders and contractor prolongation costs. Quality issues were minor with 18 non-conformance reports addressed. Lessons learned include obtaining all stakeholder requirements upfront to avoid changes, allowing more design time, and protecting floors during commissioning.

1. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
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2. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
Page 2 of 7
Contents
1.0
Introduction .................................................................................................................................. 3
1.1
Purpose of Close out Report ...................................................................................................... 3
2.0
Project Closure Notifications ...................................................................................................... 3
2.1
Work Accpetance ........................................................................................................................ 3
2.2
Outstanding Works ..................................................................................................................... 3
2.3
Completion of Contractual Obligations ...................................................................................... 3
3.0
Project Evaluation ........................................................................................................................ 4
3.1
Time Performance ...................................................................................................................... 4
3.2
Cost Performance ....................................................................................................................... 4
3.3 Quality Performance ................................................................................................................... 5
3.4
Scope Performance .................................................................................................................... 6
4.0
Lessons Learned ......................................................................................................................... 6
5.0
Commentary ................................................................................................................................ 6
List of Figure
Figure 1 Quality Trending…...………………………………………………………………………………………………….5
Close out Report History
Version Date Author/Editor Reasons
01 30nd March 2017 CPM Ltd. Close out Report

3. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
1.0 Introduction
1.1 Purpose of Close out Report
Concept Project Management Ltd. prepares the project close out report in order to be submitted to the steering
committee of Copham Hospital to satisfy them that the project is completed successfully to the required conditions and
functions as per the project design and specifications. This report will ensure, evaluate and identify the followings;
• Ensure that the client/authorities’ formal acceptance for the executed works has been achieved.
• Ensure that all the contractual issues have been fulfilled.
• Evaluate how well the project was performed against the planned objectives including time, cost, quality and
scope performance.
• Identify the remedial works (outstanding).
• Identify the lessons learned.
2.0 Project Closure Notifications
2.1 Work Acceptance
The consultants have inspected the completed work packages and a snagging list was produced for some defects that
appeared to the consultant during the inspection. The contractor finalized the entire snagging list and handed over
successfully all the work packages free of defects to the consultant who has formally accepted it.
Also, the civil defence inspected and accepted the fire fighting system and the electricity/ water authority inspected
and accepted the electrical and sanitary systems.
The consultant and different authorities have run integrated test and formally accepted the overall integrated
performance of all hospital systems when they were all operated together.
Based on all the above, a Practical Completion Certificate was issued to the contractor confirming the acceptance
of all the executed works except some remedial works to be done during the defects liability period.
2.2 Outstanding Works
There are some remedial works that have to be accomplished by the contractor during the defect liability period, such
as;
• Some damages to the floor coating have to be rectified in the plant rooms that were occurred during the
equipment commissioning.
• Five fan coil units have to be changed at the main reception in the clinical accommodation building.
2.3 Completion of Contractual Obligations
All the contractual aspects between client and contractor have been completed and fulfilled except some obligations to be
fulfilled during the defects liability period. The completed aspects include;
• The contractor carried out and completed the work in a proper manner according to the contract document, health
and safety plan and quality plan.
• The contractor supplied the proper materials to be used in constructing the hospital.
• The contractor handed over the project without any delays from his side.
• The contractor supplied all the required bonds, insurances and permits during the project.
• The contractor handed over successfully to the consultant/client the followings;
ü As built drawings, documents and works schedule.
ü Operation and maintenance manuals.
ü Training to the operation team.
ü Operating instructions and procedures.
• The client has released all the contractor’s payments within the specified time limit mentioned in the contract.
• The client has released half of retention monies and the second half will be released by the end of defect liability
period.
• The client has awarded an extension of time and prolongation cost to the contractor due to excusable delays.
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4. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
3.0 Project Evaluation
3.1 Time Performance
The design consultant delayed (-30 days) in developing the concept design, however, these delays were mitigated in
the stage of developing the detailed design and tender documents. Moreover, (-30 days) resulted from the change
order and (-5 days) resulted from the inclement weather.
The contractor was awarded extension of time of 35 days due the excusable delays resulted from the change orders
and inclement weather.
Milestones/Deliverables Planned Date Actual Date Variance Behind Schedule Reasons
Procure Project Management Firm Mar-26-2014 Mar-26-2014 0 days
Procure Design Consultant May-07-2014 May-07-2014 0 days
Concept Design Development Aug-07-2014 Sep-07-2014 - 30 days Delays in mobilizing the required professional
3.2 Cost Performance
The project original budget was set to be 31 million but by the end of construction the total expenditures became 31.7
million due to the change orders, which increased the fees that have to be paid to the design consultant, and PM for
extending their services beside the a one-month prolongation cost that had to be paid to the contractor.
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staff (Mitigated)
Detailed Design and Tender Docs. Jan-26-2015 Jan-26-2015 0 days
Tender and Awarding Apr-30-2015 Apr-30-2015 0 days
Commencement of Construction Jun-03-2015 Jun-03-2015 0 days
End of Construction Feb-12-2017 Mar-17-2017 - 35 days Delays resulted from weather and materials
change orders issued by client. Procuring the
new materials consumed more time to get it
delivered to the site. (Time Extension)
# Item Estimated
Budget
Actual
Budget
Variance Over Budget Reasons
1 Professional Fees 2,700,000 £ 2,760,000 £ -60,000 £ The service of PM and design consultant
was extended 35 days because of the
time extension that awarded to the
contractor due to client’s change orders
and inclement weather.
2 Land Purchase 1,000,000 £ 1,000,000 £ 00.000 £
3 Civil and
Architectural Works
10,336,842 £ 10,936,842 £ -600,000 £ Changing the material of acoustic ceiling
and flooring in hospital corridors and
plant rooms.
4 Mechanical Works 5,336,842 £ 5,336,842 £ 00.000 £
5 Electrical Works 1,389,474 £ 1,389,474 £ 00.000 £
6 Sanitary Works 600,000 £ 600,000 £ 00.000 £
7 Fire Fighting/Alarm 336,842 £ 336,842 £ 00.000 £
8 Medical Equipment 4,000,000 £ 4,000,000 £ 00.000 £
9 Commissioning 2,000,000 £ 2,000,000 £ On-going
10 Contingency 2,575,000 £ 2,675,000 £ -100,000 £ 1 month of prolongation that was paid to
the contractor.
11 Surface Diversion,
Access Road and
Decant Cost
725,000 £ 725,000 £ 00.000 £
Total 31,000,000 £ 31,760,000 £ -760,000 £

5. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
3.3 Quality Performance
During the construction period: 965 work inspections, 370 material inspections and daily quality site walks were
conducted. Moreover, 18 non-conformance reports (NCR) were raised and closed.
The project recorded some deviation as per below figure;
Code Item Cases
Figure 1
In general, the project was delivered with a high standard of quality except some remedial works.
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Number
A Deviation from specification 1
B Use if unapproved drawings 1
C Use of superseded drawings Nil
D Use of unapproved materials 3
E Damage to materials 2
F Not following manufacture’s instruction 1
G Not working as per method statement 3
H Inadequate supervision 2
J Other miscellaneous causes 5

6. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
3.4 Scope Performance
During the project, two change orders were issued for changing the materials of acoustic ceiling and flooring in
hospital corridor and plant rooms.
Changing the aforementioned materials increased the project budget plus the long delivery duration of these materials
delayed the completion date.
Topic Lessons Learned Description Method of Circulation of
Stakeholders It is necessary to get formally all the stakeholders’
requirements in order to avoid the changes during
construction, as the change orders are always have a cost
and time impact.
Schedule More time has to be considered to enable the designer to
Quality During equipment commissioning, floor protection has to
be fixed to protect the floor from potential damages.
Risks The risk assessment for civil works ignored the inclement
weather effect on project completion date.
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4.0 Lessons Learned
Lessons
Ensure that a team has to be
assigned for understanding
and collecting formally the
stakeholder requirements.
do his staff mobilization.
Ensure that 30 days for the
mobilization of design staff
has to be considered for all
future projects.
Ensure that the floor
protection methods have to
be considered for all future
projects.
Ensure that the weather
effect has to be considered in
assessing the project risks
and thus accurately estimate
the contingency fund.
5.0 Commentary
5.1 To who and why
This report will be submitted to the steering committee of Copham Hospital and CPCT in order to;
• Satisfy them that the project is completed successfully to the required conditions and functions as per the
project design and specifications.
• To sum up the project performance in terms of scope, time, cost and quality in order to highlight the lessons
learned and recommendations. Therefore, the report will give a direction for how to plan better for the future
projects using the lessons learned of the past ones.
• To draw the attention for the outstanding works that has to be done.
• To confirm that all the contract mutual obligations were fulfilled.
• To confirm the project has achieved the project charter’s objectives.
5.2 When and how
The close out report has to be submitted by the end of construction period as a revision 1 and then a revision 2 has to
be submitted after the completion of defects liability period to include the performance and lessons learned for that
period as well.
The de-brief will be conducted in form of close out report.

7. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
5.3 How to collect project data
The project data will be collected through ACONEX (www.aconex.com). Aconex is a platform that has the ability to
upload, store and share the drawings, reports, schedules, specifications, emails, contracts, invoices, transmittals and
other documentations among the project participants. All the required data for assessing the schedule performance,
budget performance, quality performance and scope performance can be downloaded easily from ACONEX.
5.4 Organizational learning’s evaluation and recording
All the organizational procedure manuals, always used in the future projects, have to be updated in new revisions
using the lessons learned and recommendations of the close out report. These manuals are;
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• Budget and cost management.
• Procurement management.
• Contract administration.
• Communication management.
• Change management.
• Schedule management.
• Quality management.
• Risk management.
• Health, safety and environment.
• Estimating management.
When all the aforementioned manuals will be updated using the close report outcomes (lessons learned&
recommendations) then it is guaranteed that all the forthcoming projects will get the benefits of the close out reports
outcomes.