This document is an assignment submission for a student named Sameh Kandil Mohammed Ibrahim. It discusses 5 key directions or factors for project success: 1) Building Information Modeling (BIM) to reduce errors and clashes, 2) Community involvement to address stakeholder needs, 3) Project management staff motivation through training and rewards, 4) Stakeholder liaison to understand requirements, and 5) Key performance indicators (KPIs) to monitor performance. The submission analyzes each factor, discusses their effects on a past project (CPCT), and recommends their implementation on future projects.
This document outlines an assignment for a practical scenario involving the construction of a district cooling plant project in the UAE. It provides context for the project, including details about the employer, main contractor, type of contract used, and scope of work. It then lists the requirements for the assignment, including describing the basis for contract selection, aspects of design liability, risk apportionment, potential unforeseen problems, and dispute resolution techniques. Guidance is provided on referencing legal principles and contract clauses. The maximum length for the response is 2,000 words.
The document is an assignment submission for a student named Sameh Kandil Mohammed Ibrahim. It discusses a district cooling plant project in the United Arab Emirates. The project involved constructing a district cooling plant to provide cooling water to Rihan Heights Towers. An EPC contract was signed between the client Mubadala Capital Land and the main contractor Kharafi National. The student provides a critical appraisal of the project, discussing the procurement route chosen, benefits to the client, roles of different business units, and compares the EPC route to a traditional route. The student also discusses an alternative procurement route of BOT that could have been used and compares the advantages and disadvantages for the client and concessionaire.
The document describes 4 events that occurred on the Copham Hospital construction project:
1. The architect was falling behind schedule, so the project manager requested a recovery plan and increased monitoring and reporting.
2. A hole appeared nearby, so the project team addressed public concerns with press releases, a website, and social media to share safety and geological studies.
3. The groundbreaking ceremony date needed to change to avoid bad weather and accommodate guest schedules.
4. A crane collapse injured a trespasser; an investigation found operator error was to blame. Stricter safety barriers and operator training were implemented.
This dissertation examines causes, effects, and methods of minimizing delays in high-rise construction projects in Dubai. It identifies 60 causes of delay categorized into 5 groups, 14 effects categorized into 5 groups, and 9 main and 12 sub methods of minimizing delays. A survey was distributed to construction professionals in Dubai to assess the importance of causes, occurrence of effects, and effectiveness of minimizing methods. The results were analyzed using the Relative Importance Index to rank causes, effects, and methods. The study aims to provide recommendations to reduce delays and improve performance of Dubai's high-rise sector.
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.
This document provides a project execution plan for a district cooling plant project in Rihan Heights, UAE. Key details include:
- The project involves design, construction, and operation of a 4,000 ton district cooling plant, reticulation network, and energy transfer stations.
- The fast track project is to be completed by May 13, 2011 on a fixed price contract.
- Execution will involve in-house engineering, procurement through central procedures, and subcontracting of packages while ensuring quality and safety standards.
A thorough analysis of FIDIC and it implication on COnstruction industry explained in this presentation for the beginners. It has been broken down to simplified version
Time management in fidic red book 2017(prmg080 project)mohamed Ismail
The document discusses time management under the FIDIC Red Book 2017 construction contract. It outlines the key project parties, including the engineer, employer, and contractor. It then examines various time-related clauses such as the time for completion, commencement and delays, extensions of time, suspension, resumption of work, and delay damages. The payment process and typical payment events are also summarized. Finally, the document reviews FIDIC's dispute resolution provisions, including the process for claims, references to the dispute adjudication board, and potential arbitration.
This document outlines an assignment for a practical scenario involving the construction of a district cooling plant project in the UAE. It provides context for the project, including details about the employer, main contractor, type of contract used, and scope of work. It then lists the requirements for the assignment, including describing the basis for contract selection, aspects of design liability, risk apportionment, potential unforeseen problems, and dispute resolution techniques. Guidance is provided on referencing legal principles and contract clauses. The maximum length for the response is 2,000 words.
The document is an assignment submission for a student named Sameh Kandil Mohammed Ibrahim. It discusses a district cooling plant project in the United Arab Emirates. The project involved constructing a district cooling plant to provide cooling water to Rihan Heights Towers. An EPC contract was signed between the client Mubadala Capital Land and the main contractor Kharafi National. The student provides a critical appraisal of the project, discussing the procurement route chosen, benefits to the client, roles of different business units, and compares the EPC route to a traditional route. The student also discusses an alternative procurement route of BOT that could have been used and compares the advantages and disadvantages for the client and concessionaire.
The document describes 4 events that occurred on the Copham Hospital construction project:
1. The architect was falling behind schedule, so the project manager requested a recovery plan and increased monitoring and reporting.
2. A hole appeared nearby, so the project team addressed public concerns with press releases, a website, and social media to share safety and geological studies.
3. The groundbreaking ceremony date needed to change to avoid bad weather and accommodate guest schedules.
4. A crane collapse injured a trespasser; an investigation found operator error was to blame. Stricter safety barriers and operator training were implemented.
This dissertation examines causes, effects, and methods of minimizing delays in high-rise construction projects in Dubai. It identifies 60 causes of delay categorized into 5 groups, 14 effects categorized into 5 groups, and 9 main and 12 sub methods of minimizing delays. A survey was distributed to construction professionals in Dubai to assess the importance of causes, occurrence of effects, and effectiveness of minimizing methods. The results were analyzed using the Relative Importance Index to rank causes, effects, and methods. The study aims to provide recommendations to reduce delays and improve performance of Dubai's high-rise sector.
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.
This document provides a project execution plan for a district cooling plant project in Rihan Heights, UAE. Key details include:
- The project involves design, construction, and operation of a 4,000 ton district cooling plant, reticulation network, and energy transfer stations.
- The fast track project is to be completed by May 13, 2011 on a fixed price contract.
- Execution will involve in-house engineering, procurement through central procedures, and subcontracting of packages while ensuring quality and safety standards.
A thorough analysis of FIDIC and it implication on COnstruction industry explained in this presentation for the beginners. It has been broken down to simplified version
Time management in fidic red book 2017(prmg080 project)mohamed Ismail
The document discusses time management under the FIDIC Red Book 2017 construction contract. It outlines the key project parties, including the engineer, employer, and contractor. It then examines various time-related clauses such as the time for completion, commencement and delays, extensions of time, suspension, resumption of work, and delay damages. The payment process and typical payment events are also summarized. Finally, the document reviews FIDIC's dispute resolution provisions, including the process for claims, references to the dispute adjudication board, and potential arbitration.
This progress report summarizes construction activities for June 2011 on the COBE project. Major accomplishments included recovering lost schedule time, completing the lecture hall roof, and structural erection of building area A through the third floor. Challenges included design changes and coordination through BIM modeling. Work progressed on site utilities and infrastructure, the lecture hall exterior, and interior framing and systems in building areas A and B. Quality control efforts addressed previously undiscovered issues. Financial reports provided contract amounts and pending changes for owner approval.
Here are the roles of the contract parties if unforeseen physical conditions were experienced on the site based on the FIDIC Red Book 1999:
Case 1 (Contractor):
- Notify the Engineer in writing with details of the conditions encountered.
- Suspend work in the affected area until receiving instructions from the Engineer.
- Be entitled to an extension of time and payment of any additional costs arising from the conditions.
Case 2 (Engineer):
- Inspect the site conditions upon receiving notice from the Contractor.
- Determine whether the conditions were actually unforeseen based on the contract definition.
- If determined to be unforeseen, instruct a variation in work along with granting an extension
The document discusses various types of claims that can arise in construction contracts, including contractual claims, ex-contractual claims, and common law claims. It provides details on negative claims, which contractors can submit to avoid payments like liquidated damages, and positive claims, which contractors can submit for additional payment. The document outlines factors to consider when originating, preparing, and presenting claims, such as referring to relevant documents, proving disruption, calculating prolongation costs, and including overhead and profit.
Advanced training for construction management: CONTRACTS MANAGEMENT part 2 (...Antonio Coladarce
PART 2 is dedicated to an experiences section of CONTRACTS MANAGEMENT (active and passive contracts, i.e. those with final customers and with subcontractors, respectively).
Presentation is prepared for an advanced course dedicated to Construction Management, refer to PART 1 also. There is a lesson for both parts not fully translated in English (course was for Italian speaking Construction Engineers, Managers and Site Mnagers)
This monthly progress report summarizes the rehabilitation and upgrading work of the N1 road between Namialo and Rio Lurio in Nampula Province, Mozambique for the period of October 1-31, 2013. It provides details on the physical and financial progress of the road works, quality control measures, environmental and safety issues, and ancillary activities. The report finds that construction of the stabilized sub-base and crushed stone base are critical path activities that experienced delays. It recommends the contractor increase production rates and address intermittent fuel shortages to complete the works on schedule.
Causes of Delay in Construction of Bridge GirdersIOSR Journals
This document analyzes the causes of delay in the construction of bridge girders for three spans of a major bridge across the Sabarmati River in Gandhinagar, Gujarat, India. Data was collected on the planned versus actual construction schedules. The total delay was found to be 75 days, with various activities like staging work, shuttering work, and reinforcement fixing experiencing delays. Major causes of delay included insufficient equipment capacity, lack of skilled labor, delays in design drawings, and poor site management. The contractor was found to be primarily responsible for these delays through issues like inadequate planning, site layout, and labor productivity.
The document outlines a claim analysis for a mechanical contract for an upgrade to a mill plant that was delayed due to late equipment delivery, defective equipment, drawing revisions, and lack of access to work areas. It analyzes the causes of over 85 days of delay and over $2.8 million in damages from unpaid change orders, loss of profit, indirect costs, and loss of productivity. The contractor is submitting this claim against the engineer who terminated the $2.5 million lump sum contract with only $1.8 million in total payment.
Determination of compensation due to a grant of EOT under FIDIC Conditions creates certain issues and the Society of Construction Law has set up a Protocol to overcome most of these issues with a well laid out procedure.
FIDIC forms are standard forms of contract published by FIDIC that are commonly used for international construction projects. The key forms discussed in the document are the Red Book for civil engineering works, Yellow Book for E&M works, and newer forms from 1999 including construction, plant & design-build, and EPC contracts.
The document then provides a detailed overview of key clauses in the FIDIC Construction Contract, covering topics like the roles of employer and engineer, requirements for the contractor, payments, variations, defects liability, and termination procedures. It explains administrative processes and rights/obligations of the different parties under the contract.
FIDIC Lecture - Joint operation of multiple Fidic Forms - A Case StudyKhalil Hasan
The document describes a case study involving the joint administration of two FIDIC contracts - a Red Book contract for civil works and a Yellow Book contract for electrical and mechanical works - on a hydropower project. The E&M contractor fell behind schedule, impacting the civil works contractor (CIV). To recover the delay, the Engineer had CIV construct some temporary works to help E&M, then sought reimbursement from E&M for CIV's costs following the proper procedures in both contracts. This involved issuing notices, submitting claims and counterclaims, and making determinations, while ensuring all actions complied with the relevant clauses in the Red and Yellow Books.
FIDIC 2016 Day01-1450 Managing Claims Under FIDIC, PPT Adrias TanAdrias TAN
The document discusses managing claims under FIDIC contracts. It covers topics such as differentiating claims from variations, minimizing claims, pursuing claims, notices of claim requirements, enforcing condition precedents for notices, detailed particulars of a claim, and the engineer's obligations. The document provides contractual context and compares the common law and civil law approaches to claims. It also analyzes relevant case law on enforcing condition precedents and the engineer's failure to respond to claims.
This document outlines a project management plan to replace an existing awning at a student/faculty entrance. The current awning is inadequate and allows water intrusion, posing risks of falls or injuries. The plan calls for installing a larger awning to prevent water damage, protect electrical systems, and provide shelter. Key aspects of the plan include scope, schedule, budget, communication management, and addressing risks and issues that may arise during the project. The project is scheduled to take place over one week with demolition and installation occurring between March 30th and April 5th, 2016.
This document provides information about FIDIC forms of contracts and procedures related to project start, implementation period, project duration, schedule and program submission and approval, extension of time, tests on completion, and employer's taking over. It includes 6 lecture slides that discuss topics like commencement date, time for completion, programme of works, extension of time procedure, tests on completion requirements, and conditions for employer's taking over including issuance of taking over certificates. Contact details are also provided for the lecturer.
Extension of Time (EoT) in Construction Project presentationAyush Joshi
The document discusses extension of time (EOT) in construction projects. It outlines factors that can cause delays and qualify for an EOT, including weather, site conditions, design issues, and delays by owners or other contractors. It also summarizes requirements for applying for and approving EOTs according to standard contract forms and Nepalese law. Contractors must apply before the deadline and prove delays were outside their control. EOT approval depends on the length of extension needed and requires investigation by the owner. Liquidated damages may be assessed for contractor delays, but contracts also provide rewards for early completion.
Advanced Training for Construction Management: CONTRACTS MANAGEMENT part1Antonio Coladarce
PART 1 is dedicated to an overview of CONTRACTS MANAGEMENT (active and passive contracts, i.e. those with final customers and with subcontractors, respectively).
Presentation is prepared for an advanced course dedicated to Construction Management, refer to PART 2 also
This document outlines an agenda for a two-day seminar on general conditions of contract for construction works presented by Zaathi Engineers & Project Managers.
Day one will cover claims, including contractor and employer claims, justification of claims, handling procedures, validity, and adjudication. It will also discuss claim disputes, including definitions, notices, and resolution through amicable settlement, adjudication, arbitration, or court proceedings.
Day two will involve dividing participants into groups to analyze case studies on the general conditions of contract, with groups presenting the facts of the case, relevant contract provisions, discussion, and conclusions. Sessions will address time extension claims, including causes, obstacles, required information in claims, and examples of concurrent
This document discusses construction delays and extensions of time under standard construction contracts. It defines different categories of delays including those caused by the contractor, employer, and third parties. For contractor-caused delays, the contractor is not entitled to an extension of time or reimbursement for losses. For employer-caused delays, the contractor can claim an extension of time and reimbursement for losses. The document outlines the procedure for applying for an extension of time and the principles for granting one. It also discusses implications of granting or not granting extensions of time, such as liquidated damages and time becoming at large.
Construction Project Management Class Project PresentationWayne Holley
John and Jane Doe have contracted to purchase a manufactured home to be installed on their 4.95 acre property in Santa Ysabel, California. The project will involve developing the land, installing utilities like a well and septic system, preparing the home site, and fully setting up and landscaping the home. Key risks include finding an adequate water source from a well and finding an acceptable location for the septic system leach field. The targeted completion date is November 5, 2012.
This document discusses Government Soft Landings (GSL) and its implications for facilities management from a BIFM perspective. It begins by defining Soft Landings as a process of graduated handover of a new building by the project team for up to three years post-completion. It then examines how GSL aligns with the RIBA Plan of Work stages and the role of FM at each stage. Key barriers to GSL implementation are identified as costs, language/cultural differences between teams, and lack of skills and data compatibility. The document concludes by arguing FM must be involved earlier in projects to ensure buildings meet operational needs.
The document discusses teams and teamwork in the context of design teams for construction projects. It defines the key roles that make up a design team, including architectural technologists. Effective communication and coordination between team members is important for project success. New technologies like Building Information Modeling (BIM) and cloud sharing allow for improved collaboration. However, human factors like willingness to change and adapt still impact how well teams coordinate. Management approaches need to account for both the individual practices/firms and the design team as a diverse group with specialized roles.
This document discusses a study that evaluated the impact of Building Information Modeling (BIM) on labor productivity in the construction industry in Malaysia. The study utilized a quantitative survey of professionals in BIM-pioneering construction companies to identify key factors affecting labor productivity with BIM implementation. The results showed that BIM factors related to individual supervision had the highest positive impact, while individual labor factors had the most negative impact. The study concluded by recommending greater use of BIM in individual supervision to improve Malaysia's low construction productivity.
BIM Adoption, Benefits and Challenges - an IIT Bombay Seminar.pdfLPU / IITB / KM
This document is a seminar report submitted by Boman Ali Mohammadi to the Indian Institute of Technology Bombay on the topic of BIM adoption, benefits, and challenges. The report provides an overview of how BIM is used in various stages of construction projects and different countries. It discusses BIM applications in areas like design, construction, and facility management. It also examines BIM adoption rates and requirements in developed countries like the US, UK, and Singapore, as well as challenges to BIM adoption in developing countries. Additionally, the report outlines benefits of BIM adoption such as improved design quality, information sharing, and cost reductions. It concludes by identifying both benefits and challenges to consider for BIM adoption.
This progress report summarizes construction activities for June 2011 on the COBE project. Major accomplishments included recovering lost schedule time, completing the lecture hall roof, and structural erection of building area A through the third floor. Challenges included design changes and coordination through BIM modeling. Work progressed on site utilities and infrastructure, the lecture hall exterior, and interior framing and systems in building areas A and B. Quality control efforts addressed previously undiscovered issues. Financial reports provided contract amounts and pending changes for owner approval.
Here are the roles of the contract parties if unforeseen physical conditions were experienced on the site based on the FIDIC Red Book 1999:
Case 1 (Contractor):
- Notify the Engineer in writing with details of the conditions encountered.
- Suspend work in the affected area until receiving instructions from the Engineer.
- Be entitled to an extension of time and payment of any additional costs arising from the conditions.
Case 2 (Engineer):
- Inspect the site conditions upon receiving notice from the Contractor.
- Determine whether the conditions were actually unforeseen based on the contract definition.
- If determined to be unforeseen, instruct a variation in work along with granting an extension
The document discusses various types of claims that can arise in construction contracts, including contractual claims, ex-contractual claims, and common law claims. It provides details on negative claims, which contractors can submit to avoid payments like liquidated damages, and positive claims, which contractors can submit for additional payment. The document outlines factors to consider when originating, preparing, and presenting claims, such as referring to relevant documents, proving disruption, calculating prolongation costs, and including overhead and profit.
Advanced training for construction management: CONTRACTS MANAGEMENT part 2 (...Antonio Coladarce
PART 2 is dedicated to an experiences section of CONTRACTS MANAGEMENT (active and passive contracts, i.e. those with final customers and with subcontractors, respectively).
Presentation is prepared for an advanced course dedicated to Construction Management, refer to PART 1 also. There is a lesson for both parts not fully translated in English (course was for Italian speaking Construction Engineers, Managers and Site Mnagers)
This monthly progress report summarizes the rehabilitation and upgrading work of the N1 road between Namialo and Rio Lurio in Nampula Province, Mozambique for the period of October 1-31, 2013. It provides details on the physical and financial progress of the road works, quality control measures, environmental and safety issues, and ancillary activities. The report finds that construction of the stabilized sub-base and crushed stone base are critical path activities that experienced delays. It recommends the contractor increase production rates and address intermittent fuel shortages to complete the works on schedule.
Causes of Delay in Construction of Bridge GirdersIOSR Journals
This document analyzes the causes of delay in the construction of bridge girders for three spans of a major bridge across the Sabarmati River in Gandhinagar, Gujarat, India. Data was collected on the planned versus actual construction schedules. The total delay was found to be 75 days, with various activities like staging work, shuttering work, and reinforcement fixing experiencing delays. Major causes of delay included insufficient equipment capacity, lack of skilled labor, delays in design drawings, and poor site management. The contractor was found to be primarily responsible for these delays through issues like inadequate planning, site layout, and labor productivity.
The document outlines a claim analysis for a mechanical contract for an upgrade to a mill plant that was delayed due to late equipment delivery, defective equipment, drawing revisions, and lack of access to work areas. It analyzes the causes of over 85 days of delay and over $2.8 million in damages from unpaid change orders, loss of profit, indirect costs, and loss of productivity. The contractor is submitting this claim against the engineer who terminated the $2.5 million lump sum contract with only $1.8 million in total payment.
Determination of compensation due to a grant of EOT under FIDIC Conditions creates certain issues and the Society of Construction Law has set up a Protocol to overcome most of these issues with a well laid out procedure.
FIDIC forms are standard forms of contract published by FIDIC that are commonly used for international construction projects. The key forms discussed in the document are the Red Book for civil engineering works, Yellow Book for E&M works, and newer forms from 1999 including construction, plant & design-build, and EPC contracts.
The document then provides a detailed overview of key clauses in the FIDIC Construction Contract, covering topics like the roles of employer and engineer, requirements for the contractor, payments, variations, defects liability, and termination procedures. It explains administrative processes and rights/obligations of the different parties under the contract.
FIDIC Lecture - Joint operation of multiple Fidic Forms - A Case StudyKhalil Hasan
The document describes a case study involving the joint administration of two FIDIC contracts - a Red Book contract for civil works and a Yellow Book contract for electrical and mechanical works - on a hydropower project. The E&M contractor fell behind schedule, impacting the civil works contractor (CIV). To recover the delay, the Engineer had CIV construct some temporary works to help E&M, then sought reimbursement from E&M for CIV's costs following the proper procedures in both contracts. This involved issuing notices, submitting claims and counterclaims, and making determinations, while ensuring all actions complied with the relevant clauses in the Red and Yellow Books.
FIDIC 2016 Day01-1450 Managing Claims Under FIDIC, PPT Adrias TanAdrias TAN
The document discusses managing claims under FIDIC contracts. It covers topics such as differentiating claims from variations, minimizing claims, pursuing claims, notices of claim requirements, enforcing condition precedents for notices, detailed particulars of a claim, and the engineer's obligations. The document provides contractual context and compares the common law and civil law approaches to claims. It also analyzes relevant case law on enforcing condition precedents and the engineer's failure to respond to claims.
This document outlines a project management plan to replace an existing awning at a student/faculty entrance. The current awning is inadequate and allows water intrusion, posing risks of falls or injuries. The plan calls for installing a larger awning to prevent water damage, protect electrical systems, and provide shelter. Key aspects of the plan include scope, schedule, budget, communication management, and addressing risks and issues that may arise during the project. The project is scheduled to take place over one week with demolition and installation occurring between March 30th and April 5th, 2016.
This document provides information about FIDIC forms of contracts and procedures related to project start, implementation period, project duration, schedule and program submission and approval, extension of time, tests on completion, and employer's taking over. It includes 6 lecture slides that discuss topics like commencement date, time for completion, programme of works, extension of time procedure, tests on completion requirements, and conditions for employer's taking over including issuance of taking over certificates. Contact details are also provided for the lecturer.
Extension of Time (EoT) in Construction Project presentationAyush Joshi
The document discusses extension of time (EOT) in construction projects. It outlines factors that can cause delays and qualify for an EOT, including weather, site conditions, design issues, and delays by owners or other contractors. It also summarizes requirements for applying for and approving EOTs according to standard contract forms and Nepalese law. Contractors must apply before the deadline and prove delays were outside their control. EOT approval depends on the length of extension needed and requires investigation by the owner. Liquidated damages may be assessed for contractor delays, but contracts also provide rewards for early completion.
Advanced Training for Construction Management: CONTRACTS MANAGEMENT part1Antonio Coladarce
PART 1 is dedicated to an overview of CONTRACTS MANAGEMENT (active and passive contracts, i.e. those with final customers and with subcontractors, respectively).
Presentation is prepared for an advanced course dedicated to Construction Management, refer to PART 2 also
This document outlines an agenda for a two-day seminar on general conditions of contract for construction works presented by Zaathi Engineers & Project Managers.
Day one will cover claims, including contractor and employer claims, justification of claims, handling procedures, validity, and adjudication. It will also discuss claim disputes, including definitions, notices, and resolution through amicable settlement, adjudication, arbitration, or court proceedings.
Day two will involve dividing participants into groups to analyze case studies on the general conditions of contract, with groups presenting the facts of the case, relevant contract provisions, discussion, and conclusions. Sessions will address time extension claims, including causes, obstacles, required information in claims, and examples of concurrent
This document discusses construction delays and extensions of time under standard construction contracts. It defines different categories of delays including those caused by the contractor, employer, and third parties. For contractor-caused delays, the contractor is not entitled to an extension of time or reimbursement for losses. For employer-caused delays, the contractor can claim an extension of time and reimbursement for losses. The document outlines the procedure for applying for an extension of time and the principles for granting one. It also discusses implications of granting or not granting extensions of time, such as liquidated damages and time becoming at large.
Construction Project Management Class Project PresentationWayne Holley
John and Jane Doe have contracted to purchase a manufactured home to be installed on their 4.95 acre property in Santa Ysabel, California. The project will involve developing the land, installing utilities like a well and septic system, preparing the home site, and fully setting up and landscaping the home. Key risks include finding an adequate water source from a well and finding an acceptable location for the septic system leach field. The targeted completion date is November 5, 2012.
This document discusses Government Soft Landings (GSL) and its implications for facilities management from a BIFM perspective. It begins by defining Soft Landings as a process of graduated handover of a new building by the project team for up to three years post-completion. It then examines how GSL aligns with the RIBA Plan of Work stages and the role of FM at each stage. Key barriers to GSL implementation are identified as costs, language/cultural differences between teams, and lack of skills and data compatibility. The document concludes by arguing FM must be involved earlier in projects to ensure buildings meet operational needs.
The document discusses teams and teamwork in the context of design teams for construction projects. It defines the key roles that make up a design team, including architectural technologists. Effective communication and coordination between team members is important for project success. New technologies like Building Information Modeling (BIM) and cloud sharing allow for improved collaboration. However, human factors like willingness to change and adapt still impact how well teams coordinate. Management approaches need to account for both the individual practices/firms and the design team as a diverse group with specialized roles.
This document discusses a study that evaluated the impact of Building Information Modeling (BIM) on labor productivity in the construction industry in Malaysia. The study utilized a quantitative survey of professionals in BIM-pioneering construction companies to identify key factors affecting labor productivity with BIM implementation. The results showed that BIM factors related to individual supervision had the highest positive impact, while individual labor factors had the most negative impact. The study concluded by recommending greater use of BIM in individual supervision to improve Malaysia's low construction productivity.
BIM Adoption, Benefits and Challenges - an IIT Bombay Seminar.pdfLPU / IITB / KM
This document is a seminar report submitted by Boman Ali Mohammadi to the Indian Institute of Technology Bombay on the topic of BIM adoption, benefits, and challenges. The report provides an overview of how BIM is used in various stages of construction projects and different countries. It discusses BIM applications in areas like design, construction, and facility management. It also examines BIM adoption rates and requirements in developed countries like the US, UK, and Singapore, as well as challenges to BIM adoption in developing countries. Additionally, the report outlines benefits of BIM adoption such as improved design quality, information sharing, and cost reductions. It concludes by identifying both benefits and challenges to consider for BIM adoption.
The document discusses the use of Building Information Modeling (BIM) in construction management. It describes how BIM allows for 3D modeling of building components and their properties. It then outlines several key uses of BIM for construction managers, including visualization, coordination, prefabrication, construction planning and monitoring, cost estimation, and generating a record model. The document also presents two case studies, one of the MIT Kochi project, to illustrate real-world examples of how BIM benefits construction projects through improved visualization, coordination, planning and cost control.
IRJET- Application of 4D CAD BIM Technology in Construction SchedulingIRJET Journal
This document discusses the application of 4D CAD BIM technology in construction scheduling. It begins with an introduction to BIM and how it allows for virtual building design and construction planning. The document then discusses how 3D and 4D modeling can be used together, with 3D models linked to construction schedules in 4D simulations to analyze scheduling and detect conflicts. The paper also reviews literature on BIM and discusses challenges in implementing BIM technology. It then presents a case study where a residential building project was modeled in 3D and 4D to analyze scheduling and how BIM can benefit construction managers. In conclusion, the document discusses how BIM provides more accurate project information over the lifecycle of a construction project.
The document provides an overview of a lecture on project planning and management. It introduces the course instructor and outlines the course objectives and outcomes. It then discusses what a project is, highlighting the key criteria of being completed on time, within budget, and meeting quality requirements. Various examples of time-bound, cost-bound, performance-bound, and safety-bound projects are provided. The remainder of the document describes the purpose and process of project planning, including creating a scope statement, project plan, schedule, and ongoing responsibilities like monitoring quality and risks and effective communication. The planning phase is emphasized as critical for outlining deliverables, timelines, roles and preventing issues.
Running Head PROJECT ESTIMATING AND BUDGETINGPROJECT ESTIMATING.docxjeanettehully
Running Head: PROJECT ESTIMATING AND BUDGETING
PROJECT ESTIMATING AND BUDGETING 4
Project Proposal
Project Estimating and Budgeting
October 15, 2019
PROJECT ESTIMATING AND BUDGETING
Summary of the project
The project, in this case, is the automation of the cement manufacturing process. Cement manufacturing is a long process that utilizes many steps, many resources are used and this implies that the manufacturing companies have to spend a lot. ABC Limited manufactures cement but utilizes a manual process. The project involves automation and computerization of the process to make sure the use efficiency and effectiveness. The project involves the use of state-of-the-art equipment and computers to boost the manufacturing process.
1. Goals and objectives
The first goal of the project is to increase the production volume of the cement. The project intends to enable the company to triple its production volume. The second goal is to improve the quality of the products or the cement that the company manufactures. The product should be able to meet and surpass the expectations of the market. The third goal is to boost environmental friendliness. Currently, the company pollutes the environment through its manufacturing process and the project looks forward to eliminating this problem.
The first project objective is to install high capacity machinery that will enable the company to triple its production volume. For a company to increase its production volume it is necessary to modify its manufacturing process (Walker, 2015). The second objective is to utilize state-of-the-art quality control equipment and computers which will make sure the final product is of the desired quality. The third project objective is to utilize green energy so that the impact on the environment is reduced or eliminated. The project intends to utilize solar and wind energy in the manufacturing process.
2. The key customer and the stakeholders
The key customer is ABC Limited. This is a client whom the project will be delivered to. Whenever a project is being executed, there is a customer or a client that will use the completed project for their own benefits (Rose, 2003). In this case, ABC Limited is the customer who saw the need for improving its manufacturing processes and contracted the project to specialists to enable them to deliver it. The customer is responsible for providing details that should be addressed by the project. They provide information about what is currently available as well as what they would expect. This enables the project team to understand what they need to do to meet the needs of the customer so that they can design appropriately.
Apart from the customer who the project is being delivered to, there are also other stakeholders involved in the project. One of the major stakeholders is the supplier of the equipment and the materials required in the project. This is a key stakeholder because their contribution directly affects the project ...
The document discusses the origins of lean thinking in construction scheduling. It explains that lean was originally developed in manufacturing to eliminate waste and improve workflow. The purpose of pull planning and phase scheduling in lean construction is to collaboratively plan work activities backwards from milestones in order to determine the best task sequence and reduce interference between trades.
Enhancing planning and scheduling program by using benefits of bim based appl...Alexander Decker
1. The document discusses issues with using 2D drawings and conventional planning methods for construction scheduling, as they lack visualization capabilities and do not fully capture the relationships between activities.
2. It introduces BIM-based 4D modeling as an alternative that develops a 4D model combining a 3D model with time information. 4D modeling improves perception of schedules and facilitates planning by automatically detecting clashes and identifying parallel activities.
3. The research was conducted through a questionnaire survey of construction companies in Singapore to examine the benefits of using BIM-based applications for construction planning and scheduling.
I apologize, upon further reflection I do not feel comfortable altering or adding fictional details to established stories without the creator's consent.
Abstract—In recent years, the Building Information Modeling
(BIM) approach has been developed expeditiously. As people see the benefits of this approach, it has begun to be used widely in construction projects and some countries made it mandatory to get more benefits from it. To promote the implementation of BIM in construction projects, it will be helpful to get some relevant information from surveys and interviews. The purpose of this study is to research the current adoption and implementation of BIM in public projects in Turkey. This study specified the challenges of BIM implementation in Turkey and proposed some solutions to overcome them. In this context, the challenges for BIM implementation and the factors that affect the BIM usage are determined based on previous academic researches and expert opinions by conducting interviews and questionnaire surveys. Several methods are used to process
information in order to obtain weights of different factors to make BIM widespread in Turkey. This study concluded interviews' and questionnaire surveys' outcomes and proposed some suggestions to promote the implementation of BIM in Turkey. We believe research findings will be a good reference for boosting BIM implementation in Turkey.
This document reviews past studies examining the practicability of using Building Information Modeling (BIM) to improve the fourth and fifth dimensions (time and cost) of construction projects. It finds that BIM implementation has the potential to significantly reduce project completion time and costs by simplifying project phases and enabling improved coordination, information sharing, and automation of tasks like quantity take-offs. However, challenges to cost estimators adopting BIM include the learning curve, quality of BIM models, lack of standards and software incompatibility. Case studies show that using BIM software like Autodesk Revit can generate detailed project data and facilitate automatic tracking of element properties and quantities throughout the project lifecycle.
This document provides an overview of the strategy, execution, and delivery processes for a Building Information Modeling (BIM) project to construct a new road link in Bedfordshire, England. It discusses developing an Employers Information Requirement document according to British standards to outline the project requirements. It also describes releasing an invitation to tender requiring BIM compliance and submitting a pre-contract BIM Execution Plan as part of the bidding process. Finally, it discusses setting up a Master Information Delivery Plan including a construction program and model production tasks once a contractor is selected.
This document provides an overview and comparison of three common construction procurement methods: traditional, construction management, and design-build. It summarizes the key stages and contractual relationships for each method. It then analyzes which method would be most suitable for a proposed 20-story condominium project based on factors like cost control, schedule, and quality. The document concludes that the traditional method would be most appropriate for this project due to its advantages in controlling costs through competitive bidding on a fully designed project.
Construction Supply Chain Management (Group Assignment) - BIM 7DYee Len Wan
This document provides an overview of Building Information Modeling (BIM) and its dimensions. It discusses 3D, 4D, 5D, 6D, and 7D BIM. 3D BIM refers to the visual or geometric component of the model. 4D BIM adds time as a dimension by linking the 3D model to a construction schedule. 5D BIM incorporates cost information. The document describes the benefits and challenges of BIM as well as software used for 4D modeling.
Assignment 3 Project PerformanceDue Week 8 and worth 150 .docxbraycarissa250
Assignment 3: Project Performance
Due Week 8 and worth 150 points
Note: This is the third of four assignments which, as a whole, will cover all aspects of the project life cycle
relevant to your selected project. Now, it is time for you to discuss your project’s risks and to develop a
performance management plan for managing the project.
Write a five to seven (5-7) page paper in which you define the execution and control aspects of your chosen
project. In your paper you must:
1. Provide a brief summary of your chosen project.
2. Identify and discuss your project’s greatest risks (at least three [3]) and provide a recommendation for
addressing each of the risks.
3. Examine how you will manage your project performance via earned value management. Identify at
least three (3) key EVM metrics you will use for your project.
4. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar websites do not
qualify as quality resources.
Your assignment must follow these formatting requirements:
This course requires use of Strayer Writing Standards (SWS). The format is different than other Strayer
University courses. Please take a moment to review the SWS documentation for details.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name,
the course title, and the date. The cover page and the reference page are not included in the required
page length.
The specific course learning outcomes associated with this assignment are:
Analyze project management processes for scheduling and sequencing work components.
Appraise the process of determining the cost and relevant budget required for a project component.
Evaluate systems for cost tracking and budget monitoring.
Click here to view the grading rubric for this assignment.
https://blackboard.strayer.edu/bbcswebdav/institution/STANDARDIZED/StrayerWritingStandards/Strayer_Writing_Standards.pdf
https://blackboard.strayer.edu/bbcswebdav/institution/BUS/419/1192/Assignments/Assignment%203%20Rubric.html
Assignment 3: Project Performance
Due Week 8 and worth 150 points
Note: This is the third of four assignments which, as a whole, will cover all aspects of the project life cycle
relevant to your selected project. Now, it is time for you to discuss your project’s risks and to develop a
performance management plan for managing the project.
Write a five to seven (5-7) page paper in which you define the execution and control aspects of your chosen
project. In your paper you must:
1. Provide a brief summary of your chosen project.
2. Identify and discuss your project’s greatest risks (at least three [3]) and provide a recommendation for
addressing each of the risks.
3. Examine how you will manage your project performance via earned value management. Identify at
least three (3) key EVM metrics you will use for your project.
4. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar websites do ...
Omer Syed - The Integration of BIM in Construction Organizations & its Impact...Omer Syed
BIM in Construction Organizations and its Impacts on Productivity. The document discusses how BIM programs can increase productivity in the construction industry compared to traditional CAD methods. It defines BIM and outlines its history and applications both on and off site. Studies show BIM reduces errors, rework and costs, and accelerates project timelines. Interviews with industry professionals confirm BIM decreases coordination errors by 90% and improves productivity through reduced redundancies. The conclusion is that BIM improves visualization, information retrieval, coordination and project delivery speed when implemented successfully.
IRJET - Fuzzy Logic Approach in Construction Delay AnalysisIRJET Journal
This document discusses the application of fuzzy logic to analyze delays in construction projects. It presents a case study of a housing project in Kochi, Kerala, India. Fuzzy logic was used to quantify the probability of scheduled delays. Based on expert interviews, fuzzy rules were created to assess various delay factors. These included labor, project, consultant, contractor, and external related factors. The factors were applied to the case study project using MATLAB fuzzy logic toolbox. This resulted in a scheduled delay probability of 32.9% compared to the actual schedule. The document concludes fuzzy logic can help construction parties predict delay risks and improve project time management.
BIM has great potential to increase productivity in the construction industry. It allows for improved coordination and visualization of projects, which can reduce errors and rework. Studies show that BIM users report better communication and fewer design errors. Projects using BIM saw reduced time and costs, with estimated productivity increases of up to 75%. While BIM adoption faces challenges in training and new processes, construction companies that implement BIM stand to significantly improve project delivery and turnover when all parties embrace the new approach.
The document is a progress report for the Zabeel Investement construction project. It shows the planned progress, actual progress, and variance for each building component. All components are significantly behind schedule, with external facades at -38.57% variance and hotel towers having 0% actual progress and variances of -69% to -74% behind schedule. Overall, residential buildings are -29% behind and hotel construction has not started and is -72% behind planned progress.
This document contains a progress report for the construction of various structures in the Anantara Palm Jumeirah and Tiara Residences development for Zabeel Investement. It shows that while most structures like the residential and hotel towers are 1-2% behind schedule, concrete work, the parking structure, clubhouse and swimming pool are further behind schedule, with variances ranging from 2-20% behind planned progress. The document provides the planned progress, actual progress and variance for each structure as of January 26, 2008.
This document provides a progress update for multiple construction projects overseen by Zabeel Investment LIC. It includes the early planned and actual start and finish dates for various levels of 4 towers (N1-N4), 2 towers (S1-S2), 3 towers (S3), and 1 hotel tower (H1). Most levels are reported as on schedule or slightly behind schedule, with progress of ceiling works for various towers planned for January 26, 2008.
The document outlines the planned and actual progress of facade works for Tower N1 of the Anantara Palm Jumeirah and Tiara Residences project. It provides start and finish dates for each level, from the basement to level 15, for four construction phases (1st fix, 2nd fix, 3rd fix, 4th fix). Performance is reported as ahead, on schedule, or behind for each level and phase. Some levels were up to 100% behind schedule on certain phases.
The document provides scheduling information for the concrete works of several tower projects (N1-N4). It shows planned start/finish dates, actual start/finish dates, and delays for each floor slab for each tower. The progress status for all works is reported as 100% completed. Some key details include:
- Tower N4 had delays ranging from -138 to -7 days compared to planned schedules.
- Tower N3 saw delays between -104 to -50 days.
- Delays for Tower N2 ranged from -106 to -13 days.
- Tower N1 experienced delays from -79 to -12 days.
This document contains progress reports for a construction project over several months. It shows:
- The percentage of work completed early and on time each month. Early completion peaked at 22.85% in January 2008.
- The accumulated percentage of work completed early over time, reaching 100% by April 2008.
- The percentage of work completed late each month, peaking at 20.05% in April 2008. The accumulated late work peaked at 90.24% in April 2008.
- The actual percentage of work completed matched the planned work.
This document contains progress reports for a construction project over several months. It shows the planned and actual percentages of early, late, and overall completion on a monthly and accumulated basis. In January 2008, the accumulated actual completion was 37.69%, slightly below the planned early completion of 47.64% but ahead of the planned late completion of 26.69%.
This document contains a progress report for elevator works at the Anantara Palm Jumeirah and Tiara Residences project for the period ending January 26, 2008. It shows the planned, early, late, and actual monthly and accumulated percentages of progress. By the end of January 2008, the early progress was at 88.3% of the total plan, the late progress was at 86.03% of the plan, and the actual completed work was 8.43% of the plan. The overall progress curve indicates that installation was mostly on or ahead of schedule according to the early progress line, with some delays as shown in the late progress line.
This document contains progress reports for the Anantara Palm Jumeirah and Tiara Residences construction project over several months. It tracks the early, late, and actual monthly progress percentages as well as their accumulated totals. As of January 2008, the early planned progress was at 100%, the late planned progress was also at 100%, and the actual accumulated progress was at 94.98%.
This document provides a window analysis and delay events summary for the Al Muraqqabat Mixed Use Development project for the month of June 2012. It describes 8 events that caused delays, including late issuance of drawings, delayed submission of kitchen/laundry equipment drawings, delays in subcontractor prequalification submittals, and delays in HVAC equipment approval affecting chiller procurement. Mitigation actions are outlined for each event, with progress updates provided.
This document outlines the schedule for the Al Muraqqabat Mixed Use Development project. It lists over 100 activities with original durations, early start dates, early finish dates, late start dates, and late finish dates. The activities cover general project milestones, contractual milestones, civil works, architectural works, fit out and furnishings, MEP works, facades, authorities approvals, utilities connections, client submissions, engineering works, and mobilization tasks. The critical path runs through general project milestones with an overall planned duration of 537 days from January 2012 through October 2013.
This document shows the planned, actual, and forecasted progress of a water distribution network project in Al Ain, UAE from October 2009 to October 2011 in percentages. The project's planned progress increased steadily each month from 0.03% in October 2009 to 8.81% in August 2011. The actual progress generally followed the planned progress but was behind at times. The forecasted progress predicted completion of the project at 100% by October 2011 in line with the planned progress.
This document contains a project schedule for the Al Ain Water Distribution Network project. It lists activities with original durations, start and finish dates, and budgets. Key activities and milestones include signing agreements by December 2009, advance payment by January 2010, completion of design by June 2011, delivery and installation of pump units from February to October 2011, and completion of the project and issuance of the Final Acceptance Certificate by October 2013. The document provides detailed schedules for project phases like design and engineering, mechanical works, and pipe installation.
The document outlines the planning and approval process for a water distribution network project. It lists the various materials, designs, engineering drawings and approvals required. It then lays out the civil works and construction activities needed to build pump houses, electrical buildings, surge vessels, pipelines and other infrastructure. These include tasks like excavation, foundation work, structural elements, mechanical, electrical and plumbing installations. The program shows the sequence and durations for each stage from initial submissions and approvals through to completion of construction.
This document outlines the project execution plan for the District Cooling Plant project in Rihan Heights, UAE. Key details include a lump sum contract value of AED 53.2 million to be completed within 10 months, with performance bonds and insurance requirements. Notifications for commencement, program submissions and evidence of insurance are required within 28 days. Close monitoring of material delivery and work progress is needed to meet the completion deadline, and overruns are expected for subcontracted testing and commissioning work. The plan identifies over AED 25 million in subcontracted work.
This monthly progress report summarizes the work completed in September 2011 for the District Cooling Plant project in Rihan Heights. Key updates include:
- Overall project progress was at 98.59% complete, with testing and commissioning at 82.70% complete.
- The forecast completion date has slipped to October 19, 2011 due to delays in access for buildings, approval from authorities, and water connection.
- Invoicing status shows submitted value of AED 64.9 million, certified value of AED 45.1 million, and received value also of AED 45.1 million.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
This document provides a cash flow portfolio for the District Cooling Plant project in Rihan Heights. It includes sections on cash in data, cash out data, and cash flow. The cash in section details the planned value and timing of works and monthly invoices totalling $53,166,017 over the project period from July 2010 to May 2012. The cash out section similarly outlines planned expenditures totalling the same amount. Section 3 presents the resulting projected cash flow curve and liquidity for the project.
The document contains 7 histograms showing budgeted and actual units for various resources like carpenters, steel fixers, masons, ceiling fixers, electricians, and pipe fitters working on the Al Muraqqabat Mixed Use Development project from February 2012 to November 2013. Each histogram compares the planned budgeted units to the achieved actual units for a given resource over the project timeline.
The document appears to be a resource plan for the construction of Building A, a hotel apartment building, with calculations for labor and material requirements. It includes activity descriptions and quantities for various construction tasks for studio and 1 bedroom apartments across multiple floors. It lists materials and units of measurement needed and production rates to calculate duration of tasks and crew requirements by trade, such as masons, carpenters, and painters. The plan seeks to allocate resources efficiently for the completion of apartments on schedule over the building's floors and units.
More from Sam Kendall, MSc, BSc Civil Eng., PMP®, MIEAust (20)
1. ASSIGNMENT /
CASE STUDY FORM
SECTION 1: STUDENT TO COMPLETE
Assignment/
Case Study
Name
Sameh Kandil Mohammed Ibrahim
SECTION 2: TUTOR TO COMPLETE
1
2
3
4
5
Please submit assignment via Moodle an upload the assignment cover sheet
Overall
Mark
TUTOR COMMENTS AND ADVICE TO STUDENT
In submitting this assignment, I confirm that I have read and understood the entry on Cheating & Plagiarism in
the Department's current Programmes Handbook. I agree that all material I submit for assessment will be my
own work except where I have indicated using appropriate references or acknowledgements.
NOTE ABOUT YOUR ASSIGNMENT FEEDBACK: Your assignment grade and mark are provisional, subject to
approval by the Faculty Board of Studies following the Board of Examiners meeting in June, where your
overall module result will be confirmed.
Student’s
Name
Individual
question
marks
Rethinking project Management
3. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
Page 3 of 9
Contents
1.0
Executive Summary ..................................................................................................................... 3
2.0
Debate about Porject Success Factors ...................................................................................... 4
3.0
Importance of Proposed Directions ........................................................................................... 3
3.1
Building Information Modelling (BIM) .......................................................................................... 4
3.2
Community Involvement ............................................................................................................ 5
3.3
Project Management Staff Motivation ........................................................................................ 5
3.4
Stakeholders’ Liaison .................................................................................................................. 6
3.5
Key Performance Indicator (KPI) ................................................................................................ 7
4.0
References .................................................................................................................................... 8
List of Figure
Figure 1 Proposed Directions…..………………………………………………………………………………………………….3
Figure 2 Belassi and Tukel framework.…………………………………………………………………………………..……….4
Figure 3 The Editions of the PMBOK.…….……………………………………………………………………………..……….6
4. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
Page 4 of 9
1.0 Executive Summary
The project management in form of controlling time, cost, quality and safety are essential tool for delivering a
successful project; however, these factors can’t guarantee alone the success of any project. There are other
factors/directions can contribute in that success and CPM Ltd. has to implement them in the future projects. These
factors/directions are; -
Figure 1
1. BIM (Building Information Modelling); CPM has to advice the client to force into project contract the use of
BIM technology, which has the ability to build the project virtually before it gets build out in the site and thus BIM
gives a chance to discover early the design errors and clashes and that enable the client to gain the benefits of
minimizing the cost and time impacts resulted from the design errors and lack of design coordination, which are
always being discovered during the construction stage.
2. Community involvement; CPM has to make sure that the needs and concerns of the community will be
addressed in the project design.
3. CPM’s staff motivation; CPM has to recruit the best quality staff and then it is necessary to keep them
motivated through training, financial rewards and empowerment.
4. Stakeholder’s liaison; CPM has to make sure the designers contact all the project stakeholders to get their
needs and expectations in order to be addressed in the project design.
However, still time, cost and quality factors are so important so a proposed mechanism for controlling them will be
shown below (5th direction);
5. Key performance indicators (KPIs); CPM has to use KPIs, an incentive mechanism, to monitor the
design/supervision performance and advice the client to force this mechanism into the contract. This
mechanism revolves around the four of safety, quality, budget and schedule.
Finally, this report recommends CPM Ltd to implement the aforementioned five factors/directions in the future in order
to ensure that CPM is capable of taking the largest and most complex projects globally. The proposed directions have
major contribution in project success and some of them were already implemented in CPCT project and proved its
efficiency for delivering a successful project.
5. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
2.0 Debate about Project Success Factors
There is a debate about if providing project control system including schedule, cost plan and quality plan is the
gateway for project success or there are additional factors contributing in getting a successful project.
According to Belassi and Tukel (1996:141), there are many factors outside the control of project management team,
which could also determine the project success.
Belassi and Tukel (1996:143-144) provided a framework (figure 2) for all factors that determine the project success;
Figure 2 Belassi and Tukel (1996:144)
In section 3 of this report, an analysis for the importance of the colour marked factors/directions will be performed and
then the effects of these factors/directions on CPCT project and for future projects will be described.
3.0 Analysis and Effects of Proposed Directions
3.1 BIM (Building Information Modelling)
3.1.1 Direction/factor Analysis
According to BIM taskforce members (2009:21), BIM is an important revolution in the construction industry. BIM can
reduce cost/time, reduce rework and increase efficiency.
BIM is ‘’ a digital representation of physical and functional characteristics of a facility. As such it serves as a shared
knowledge resources for information about facility forming a reliable basis for decisions during its life cycle from inception
onward’’, BIM taskforce members (2009:3).
The benefits of BIM introduced by BIM taskforce members (2009:7-10);
Page 5 of 9
• Revealing problems
BIM allows the designer to view the building from all angels and thus discover the problem at earlier stages
and that will enable the client avoiding design errors claims and the changes orders, which are always costly
and cause delays to the project completion date.
• Improving coordination
BIM improves coordination among different design team members (civil, architectural, etc.) to discover the
clashes and make all the required design changes during the design stage only.
• Client satisfaction
Visualizing the design makes the clients more satisfied and confident that their requirement will be addressed.
6. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
3.1.2 Direction/factor Effect on CPCT Project
BIM wasn’t used in the project.
3.1.3 Direction/factor Effect on Future Projects
The use of BIM has to be forced by the contract. BIM can reduce change orders and secure fewer claims and disputes
resulted from lack of coordination, design errors and omissions, which always have severe time and cost impacts.
Dubai Municipality has instructed officially all the designers to use BIM for architectural and MEP works, Dubai
Municipality (2013).
3.2 Community Involvement
3.2.1 Direction Analysis
As stated by Belassi and Tukel (1996:145), public attitudes towards the project are one of the external factors to the
organization but have an impact on project success. Hancock (2008:10-17) confirmed the importance of community
involvement otherwise groups advocating greater social and environmental awareness may target the project. The
Twyford Down project caused in massive protests in mid of 1990.These protests let to cancelling the project and the
bankrupt of the main contractor, Hancock (2008:10-17).
The community can be involved through many methods such as;
• Community and environmental group representative have to be considered as one of the project stakeholders
so they can address t the design team the community and environmental needs and requirements, De Wit
(1988:167).
• Establish project web site to let the community members and environmental groups members know about
project aspects, updates and to get their queries answered online.
3.2.2 Direction/factor Effect on CPCT Project
Community residents were part of the project stakeholders so all their requirements were addressed.
3.2.3 Direction/factor Effect on future Projects
PMC has to ensure the involvement of the community representative who can inform about the community needs and
expectations. Also PMC has to ensure that communication channels will be produced on the web to keep the community
informed about the project.
3.3 Project Management Staff motivation
3.3.1 Direction/factor Analysis
Project management staff is an important factor contributing towards project success. It is people who deliver the
projects especially when it comes to the project management; it is the PM team members that count, Davies (2001:189).
As confirmed by Mir and Pinnington (2013:212), motivation of CPM team members through the best HRM practises
enhances the project management success and thus the project success. Motivation can be done as advised by
Hancock (2007:5-3) through;
• Offering development and training programmes to develop PM staff skills.
• Offering competitive salaries packages.
• Increasing PM staff’s remuneration annually by using the staff appraisals.
• Allowing for employees’ empowerment, which has an effect in increasing their commitment towards the firm,
Page 6 of 9
Hancock (2007:9-9).
Despite the importance of staff motivation, yet the recruiting of the best quality staff is the first step to enhance the
Project management firm, Hancock (2007:4-3). In particular the project manager, who has to possess technical and
administrative skills, as confirmed by Belassi and Tukel (1996:145).
3.3.2 Direction/factor Effect on CPCT Project
The staff led the project to be successful because PMC had recruited the best staff and had paid competitive salaries to
them. Also PMC had kept the staff motivated by awarding annual pay increase.
3.3.3 Direction/factor Effect on Future Projects
PMC has to ensure that the training will be provided for the staff. Also PMC has to activate the empowerment in order to
increase the staff motivation.
7. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
3.4 Stakeholders Liaison
3.4.1 Direction/factor Analysis
Stakeholder’s liaison is an important step towards project success. Project stakeholders have to be contacted officially
to understand their needs and expectations in order to be reflected in the project design, Burke (2013:92). Sometimes
the project can be considered successful for the project teams such as; contractor, client, different authorities but still
can be unsuccessful for the operator so that it is recommended to liaise with all project stakeholders of all the project
life cycles.
Due to the importance of stakeholder management for project success, it has been added to PMBOK in its latest
edition (version 5) as published by Human Performance Consulting Company (2012).
Figure 3
3.4.2 Direction/factor Effect on CPCT Project
A stakeholder management team was on board and they liaised with all the project stakeholders.
3.4.3 Direction/factor Effect on Future Projects
PMC has to continue ensuring that all stakeholders’ needs and expectations will be addressed during the design
stage.
3.5 Key Performance Indicators (KPIs)
3.5.1 Direction/factor Analysis
According to Mir and Pinnington (2013:210), KPIs is a factor contributing towards the success of any project. The design
consultant’s performance can be formally monitored by CPM Ltd. during the delivery life cycle (design/supervision).
The performance will be reviewed against key performance indicators (KPIs) across the following four key
performance areas;
Page 7 of 9
• Safety, health and environment.
• Cost and budget management.
• Schedule management.
• Quality.
KPIs are an incentive mechanism that is retaining 5% of the consultant agreed fees. The retaining amount will be
released to the design consultant annually according to his recorded performance in the four performance areas. The
performance will be calculated as shown below;
Firstly, the retaining amount (5 %**) will be distributed over the fours areas as shown in the below payment linked
KPIs table;
8. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
KPI
Type
KPI
Significant Injury Frequency Rate (SIFR) Rolling 22% 14,850
Project Predictability of Cost 34% 22,950
Schedule
Project Commencement on Site from Completion of Tender
Documents
Deliverables Defects 22% 14,850
**Designer fees = 1,350,000 £.
**Retaining amount = 1,350,000 £ * 5% = 67,500 £.
Distribution
%
Safety
Budget
Quality
Total
Secondly, the KPI score will be calculated as shown below;
a) Formula:
Performance % = total of actual construction cost / total of assigned budget * 100
b) Thresholds:
KPI Type KPI Distrib.% KPI
Significant Injury Frequency Rate (SIFR)
Rolling
22% 14,850
Project Predictability of Cost 34% 22,950 102.45% 100 22,950
22% 14,850
Deliverables Defects 22% 14,850
100% 67,500 22,950
Page 8 of 9
Warning
zone
Lower Threshold limits Ideal
Threshold
Limits
KPI
Value
22% 14,850
100% 67,500
Lower Threshold limits Warning
zone
Performance
% 0-79% 80-84% 85-89% 90-110% 111-115% 116-120% 121%
KPI score as
% 50 90 95 100 95 90 50
c) Calculations:
If the actual cost is 31.7 million and budget cost was 31 million so Performance % = 31.7/31 = 102.25% which means
according to the threshold table, the KPI score=100.
Finally, in the below table the consultant entitlement will be determined;
Value
(a)
Performance KPI
Score
% (b)
Achieved
KPI
Amount
(c)=(a)*(b)
Safety
Budget
Schedule
Project Commencement on Site from
Completion of Tender Documents
Quality
Total
3.5.2 Direction/factor Effect on CPCT Project
KPI was used in CPCT project and it was a useful tool to motivate the designers to achieve cost, time and quality
targets with taking into consideration the workforce safety.
3.5.3 Direction/factor Effect on Future Projects;
The use of KPI has to be forced by the contract. KPI is a monitoring / incentive tool for delivering a successful project.
9. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
Page 9 of 9
4.0
References
1- A Human Performance Consulting Company, 2012 (viewed 2014-02-04). The Project Box (online). United States of
America. Available from: http://www.theprojectbox.us/2012/09/pmbok-5-and-the-new-knowledge-area/
2- Burke Rory, Rodney. (2013). Project Management Techniques. 2nd ed. London: Burke Publishing. ISBN 978-0-
9876683-0-1.
3- BIM Taskforce Members, 2009 (viewed 2014-02-04). Building Information Modelling (online). United States of
America: infoComm International. Available from:
http://www.infocomm.org/cps/rde/xbcr/infocomm/BIM_Brochure.pdf
4- Belassi Walid and Tukel Oya, 1996. A new framework for determining critical success/failure factors in projects.
International Journal of Project Management, 14, 141-151. ISSN 0263-7863(95) 00064-X.
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