Method Statemnt

CLIENT: The General Authority of Civil Aviation (GACA)
PROJECT: DEVELOMENTOF KING SAUD BIN ABDULAZIZ-

AL-BAHA AIRPORT
Contractor: MAS Engineering & Construction Company Ltd.
METHOD STATEMENT
PREPARED BY: . MAS Engineering & Construction Company Ltd.
PROJECT: CONSTRUTION COMPLETION FURNISHING & MAINTENANCE OF
THE GENERAL DEPARTMENT OF CRIMINAL EVIDENCE HEAD QUARTER
METHOD STATEMENT
REVISION RECORD
Rev. Submiss
Revision Details Prepared By Approved By Remarks
No. ion Date
HOT ENGINEERING
5feb Submitted for
0 AND
2023 approval CONSTRUCTION CO.
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CONTENTS
1. Project Overview
1.1 Contents of Project Plan
1.2 Purpose of Project Plan
1.3 Objective of Project
1.4 Essential Measure
1.4.1 Early Preparation & Fast Mobilization
1.4.2 Timely Performance of Engineering Design
1.4.3 Expeditious Procurement Activities
1.4.4 Quality and Safety
1.5 Client Other Project Participations
1.6 Contract Information
1.7 Basis (Contract Document)
1.8 Key Contractual Terms
1.9 Facility Description
2. Engineering and Scope Statement: Construction and Commissioning
2.1 Introduction
2.2 Mobilization
2.2.1 Manpower Resources
2.2.2 Equipment Resources
2.2.3 Tower Crane Installation & Dismantling
2.2.4 Site organization
2.2.4.1 Introduction
2.2.4.2 Temporary site facilities
2.3 Scope of works
2.3.1 Division 2 Site Works
2.3.2 Division 3 Concreting Works
2.3.3 Division 4 Masonry Works
2.3.4 Division 5 Metals
2.3.5 Division 6 Wood & Plastic
2.3.6 Division 7 Thermal & Moisture Protection
2.3.7 Division 8 Doors And Windows
2.3.8 Division 9 Finishes
2.3.9 Division 10 Specialties
2.3.10 Division 14 Conveying System
2.3.11 Division 15 Mechanical Works
2.3.12 Division 16 Electrical Works
2.4 Sequence of work execution
2.4.1 Earthwork, Excavation, Shoring, Dewatering, Backfilling and
Compaction:
2.4.2 Foundation works
2.4.3 Concrete Formwork movement (walls, columns and slabs)
2.4.4 Construction Method Statement Concrete Casting:
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2.4.5 Construction Method Statement Finishing & Services Works
2.5 Commissioning
2.5.1 Commissioning Organization
2.5.2 Commissioning Responsibility
2.5.3 Commissioning Plan
2.5.4 Commissioning Schedule
2.5.5 Commissioning Procedure
2.5.6 Step for Hand-Over Documents
2.5.7 Owner Involvement
2.5.8 Handover Procedure
3. Human Organization Plan
3.1 Organizational Planning
3.1.1 HOT Staffing
3.1.2 Project Roles & Responsibilities
3.1.3 Project Interface
3.2 Manpower Plan
3.3 Human Resources Administration and Staff Acquisition
3.3.1 Staffing Pool Description
3.3.2 Recruitment Practices
3.3.3 Project Staff Assigned
3.3.3.1 Project Team Directory
3.4 Team Development
3.4.1 External Feedback
3.4.2 Performance Improvements
3.4.3 Input to Performance Appraisals
4. Quality plan
4.1 Quality Planning
4.1.1 Quality Management Plan
4.2 Quality Control
4.3 Assumptions and constraints
4.3.1 Rework
4.3.2 Customer Dissatisfaction
4.3.3 Missed Project Expectations
4.3.4 Poor utilization of resources
5. Project Planning
5.1 Activity Definition
5.1.1 Activity List
5.2 Duration & Productivity Rate
5.3 Schedule Development
5.3.1 Project Schedule
5.3.2 Schedule Management Plan
5.3.3 Resource Requirement Update
5.3.4 Constraints and Assumptions
5.4 Schedule Control
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5.4.1 Performance Analysis and Reporting
5.4.2 Performance and Progress Evaluation and Control
5.4.3 Schedule Updates
5.4.4 Corrective Actions
6. Project Cost Management
6. 1 Resource Planning
6.2 Cost Estimating
6.2 .1 Cost Management Plan
6.3 Cost Budgeting
6.4 Project Schedule and Risk Management Plan
6.5 Cost Control
7. Communication plan
7.1 Communication organization plan
7.1.1 Communications Methodology
7.2 Owner/Consultant Office
7.2.1 Project Communication Management Plan
7.3 Record Management & Information Distribution
7.4 Project Issues Identification & Resolution (Action Tracking)
7.5 Administrative Closure
8. Project Risk Management
8.1 Risk Management Planning
8.1.1 Organizational Risk Management Policies
8.1.2 Roles and Responsibilities
8.1.3 Client Risk Tolerances
8.1.4 Risk Management Plan
8.2 Risk Identification
8.2.1 Risk Categories
8.3 Risk Response Planning
8.4 Risk Monitoring and Control
8.4.1 Workaround plans
8.4.2 Risk Database
9. Project Procurement Management
9.1 Procurement Planning
9.2 Solicitation Planning
9.3 Solicitation
9.4 Source Selection
9.5 Contract Administration
9.6 Contract Closeout
10. Conclusion
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1. Project Overview
Executive Summary
The Prestigious Project of Criminal Evidence Headquarters will be premier regional scientific
laboratory for the collecting, testing and recording of evidence in criminal cases. It will be capable
of utilizing the latest testing techniques and provide the most accurate scientific methods. The
facility will house DNA Database records, Forensic medicine facilities and administration for all
functions.
The new Criminal Evidence Laboratory would be situated in a very prominent location, center of
the rapidly developed South Surra opposite to PACI and fronting the major motorway 6th Ring
Road between Highway 40 and Highway 50. To be developed along the 6th Ring Road are major
government buildings, universities, sport stadiums and large retail complexes. Hundreds of
thousands of people will travel through 6th Ring Road daily and the new Crime Evidence
Laboratory Headquarters would be visible by all of them. The area of the site is 25,000m2
It is remaining the full responsibility of the contractor to investigate and ascertain for himself. The
situation as it exists at site, and to assess the requirements for organizing his work for the execution
of the project. For further and complete details, the drawings and other contract documents are to
be referred to.
The works includes but not be limited to the following:
(1) Structural works
(2) Architectural works
(3) Mechanical works
(4) Electrical works
(5) External works
(7) Equipment Works
(6) Maintenance of all works shall be applied for two years from the date of the substantial
completion.
This project strategy sets out the requirements relating to scheduling, budgeting, accuracy, human
resources, communication, risks and procurement to develop the strategic plan to how to acquire
the relevant resources. This project is congruent with the strategic plan and long-term objectives of
the organization.
This project has a budget of 49,681,138.000 K.D, and is estimated to take a total of 1095 Days to
complete. The performance standard to be met is high, given the importance of the project.
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1.1 Contents of project Plan
In accordance with the instructions given in CONTRACT, HOT has prepared the Project Plan
which covers whole Scope of Work, all phases and aspects related to Project execution. The project
plan that follows has been created so as all parts that overlap are consistent with each other. This is
to ensure that there are no issues of contention for the project manager or the project team.
The project plan includes the following subsidiary plans and documents:
o Engineering and Scope Statement Construction and Commissioning

o Human organization and Equipment plan
o Quality Plan
o Time Plan
o Cost and budget Plan – Estimates
o Project Communication Plan
o Project Risk Management Plan
o Project Procurement Plan
This plan provides sufficient detail to ensure Owner that HOT has the full knowledge of the Scope
of Work and is capable of performing the Work in accordance with the requirements of
CONTRACT.
1.2 Purpose of project Plan

This plan is formulated to present the strategic principles and concrete approaches for execution of
the Project, leading the Project activities to proceed well organized and scheduled way, and in a
safe and efficient manner to realize good performance in all phases in terms of schedule and
quality, so as to ensure the final success of this Project.
Based on the actual situation, achievements, status of engineering and procurement, availability of
material, manpower and equipment, and other conditions, this plan will subject to revision from
time to time throughout the Project execution to maintain continuous improvement and synchronize
with the actual progress of the Project.
1.3 Objectives of Project

HOT will make every endeavour to achieve the following major objectives of this Project:
o To ascertain and confirm the adequacy of specification and design information included in the
Contract documents.
o To provide and commission all construction, equipment and facilities that will meet the
functional requirements as envisaged in the CONTRACT.
o To warrant that HOT has fully performed the Scope of WORK as stipulated in the CONTRACT.
The performance to deliver these objectives will be monitored throw the progress of activates as
shown in the table below:
Table No. – project Objectives
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Objective Targets
Project Mobilization. To be completed
Technical Submission – As per scheduled submission dates,

Materials and Documents. 90% of submissions made on time.
Product Quality. Request for inspection and test -90%

pass from first time submissions.
Project Progress and Planned milestone dates

Completion.
Client / Consultant Satisfaction. Complaints / Issues are resolved

within 3 working days.
1.4 Essentials and Measures
1.4.1 Early Preparation and Fast Mobilization

HOT will plan the formation of project management team and construction team, deployment of
construction equipment and materials, and get information regarding the possibility and availability
for fast mobilization of the humane and material resources as required by project execution.
The manpower mobilization shall be performed in a progressive manner in accordance with Project
execution plan and schedule. The key personnel responsible for different functions will be
immediately take the office, and the involved individual discipline personnel shall be mobilized as
required prior to actual start of their respectively responsible activities.
With careful planning, HOT will ascertain the deployment of construction material and equipment,
rectify any deficiency and maintain them in good condition to be ready for operation prior to
commencement of construction activities.
1.4.2 Timely Performance of Engineering Design

Through the experience in previous project execution, HOT has realized that timely performance of
engineering design (for the activities need design) is most critical to provide the indispensable
condition for procurement and construction activities to be possibly performed on schedule.
Therefore, the engineering group will immediately start the engineering performance in a
professional and efficient manner.
In order to make the engineering activities go smoothly and avoid the repetition of design jobs, and
to ensure the timely submission and approval of engineering documents, a good coordination
channel between the Contractor and Owner will be effectively established and maintained
throughout the whole engineering phase.
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1.4.3 Expeditious Procurement Activities
The timely delivery to site of Project equipment and materials is the basic condition for ensuring
the completion of construction activities on schedule. Therefore, the procurement group shall
maintain efficient performance in procurement activities, for which close contact and collaboration
with engineering group is necessary.
The procurement activities shall be planned around the overall Project phases so that timely
availability of materials for critical paths can be guaranteed. The long delivery, critical items will be
ordered on priority basis to meet their delivery at site as per Project schedule.
1.4.4 Quality and Safety

“Quality Fundamental” and “Safety First” shall be always kept in the mind of everybody of HOT
throughout the Project execution.
Along with the effective operation of a certified Quality System, HOT shall stick to observation and
implementation of all the standards, codes and specifications as required by the Contract and no
quality compromise is allowed. All the activities in different phases shall be performed and
completed in accordance with the approved procedures, and shall be subject to supervision and
quality inspection by HOT’s quality inspectors and Kuwait Engineering Group KEG-NBBJ -
MPW ’s representatives. Any non-compliance as found must be rectified.
HOT will attach as well great importance to safety all the time to provide a safe environment to
HOT employees, visitors, Owner’s and subcontractor’s personnel and minimize the losses caused
by unsafe acts, conditions or omissions. All the applicable safety regulations are mandatory and
personnel at all level of HOT management shall be held accountable for their safety
responsibilities. All HOT individual employees will be trained and encouraged to understand and
promote the safety standards all the time and to cooperate with the company safety program in
every aspect to ensure the Project is executed safely and smoothly.
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1.5 Client Other Project Participations
Project Parties:
General Authority
OWNER
of civil Aviation
Cluster2 |
End User
‫ﺗﺠﻤﻊ ﻣﻄﺎرات اﻟﺜﺎﻧﻲ‬
Consultant zuhair fayez

partnership
Contractor (MAS ECC)
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1.6 Contract information

Construction, Completion, Furnishing &
Contract Title:
Maintenance of the General Department of
Criminal Evidence Headquarters Kuwait
Project No. SPA/189
Contract Duration: 1095 Days
Maintenance Duration: 720 Days
Contract Sign Date &

19th July 2017, Value 49,681,138.000 K.D.
Contract Value
Project Commencement
15th October 2017
Date:
Project Completion Date

13th October 2020
(Estimated):
Contract Value: 49,681,138.000 K.D
1.7 Basis (Contract Document)

Tender Documents
Tender Documents (I) Tendering Procedure
1. Invitation to Tenderer
2. Instruction to Tenderer
3. Form of Tender & Annex
4. Bid Bond Form
5. Performance Bond
6. Form of Contract
7. List of Tender Documents

8. Declaration 1 & 2
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9. CPM Planning Schedule
Tender Documents (II) – Condition of Contract including Following
1. General Condition of Contract
2. Special Condition
3. Law of Tender ( valid)

Tender Document (III) Technical Condition as per Followings
1. General Specification for Building by MPW Kuwait 1990
2. Technical specification for Expressway
3. Specification of Ministry of Electricity & Water
4. Particular Specifications
5. Drawings
6. Bill of Quantities (B.O.Q.)
7. Schedule of Price Analysis
8. Annexure if any exist
9. Technical Requirements
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1.8 Key Contractual Terms
Contractual Requirement as per Document 2 Annex (1) form of tender document
Table 1: Contractual terms
Ref to Doc I-
II Gen
Contract
Condition
1.2 Value of Performance Bond (10), 10 % of Contract value

50,000 for every
2.2 Third party insurance (2) (23) incidence without
limitation of number
Mobilization period from
3.2 Letter of intent to start work 41 30 days
after receiving site
4.2 Completion period 43 1095 days
As per clause 6 of Doc(

I-I) for Tenderer or
5.2 Delay penalty (1)47
minimum 26,000 k.d.
/day
Maintenance period 720 days from Primary

6.2 (1)49
(Guarantee period) Handover date
10 % from Total
7.2 Percentage of Retention (2) 60
Contract value
Penalty for Absence of As per article 15 for

9.2 (3) 15
Contractor's site staff Contractor's Staff
1.9 Facility Description

Project consists of Main Building Having 2 Basement and 5 Floors
Basement 2 Floor Area = 23,713 m2

Basement 1 Floor Area = 23,713 m2
Ground Floor Area = 11,070 m2
st
1 Floor Area = 8,961 m2
nd
3rd Floor Area = 8,725 m2
th
th
Total Built up Areas = 101,656 m²

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2. Engineering and Scope Statement: Construction and
Commissioning
This section covers the intended strategies to manage execution for the activities of the project. It
includes defining and sequencing of the activities and estimating how the contractor will execute
them, the resources needed, duration they will take.
Engineering
scope
Sequance of
Mobilization Scope of work Commissioning
work excution
2.1 Introduction
HOT, as a Main Contractor, will be the responsible for all aspects of the project execution, which
involves overall project management, engineering, procurement, construction, site coordination,
quality assurance/quality control, HSE, project controls, training, commissioning and reporting.
Throughout the course of project, HOT will closely monitor the progress of the engineering works
and will inform NBBJ-KEG-MPW about continuously plan, monitor and control all construction
activities to ensure successful completion of the project in accordance with all approved drawings,
specifications, standards, schedules and project goals.
2.2 Mobilization
The project mobilization will commence upon given possession of the site, by the arrival at site of
all key Project Team personnel.
Their principal activities are:
o Contract review.
o Plan construction, labour and material needs.
o Identifying long lead materials and procuring those.
o Prepare subcontract agreements.
o Prepare and develop budgets.
o Prepare insurance data.
o Plan offices and site facilities.
o Prepare project monitoring and reporting procedure.
o Submittal samples schedule for long lead items and urgently required materials.
o Performance guarantee.
o Insurance required by contract.
o Prepare work schedules
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o Site mobilization will proceed over approximately 1-month period during which some site
activities will proceed.
2.2.1 Manpower Resources

It is intended to utilize daily paid skilled and unskilled labours of Egyptian and Indian nationality
that have worked with HOT and/or with subcontractors on similar projects in Kuwait and have
proved their capability to work on such a prestigious project.
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2.2.2 Equipment Resources
The equipment to be utilized in the execution of this project is listed on the Schedule of Major
Items of Contractor’s Equipment as below.
Table 2: Construction Main Equipment available on the site:
EQUIPMENT SCHEDULE
DESCRIPTION NUMBER AVAILABILITY
Tower Crane 3
(3) 36 Months
Mobile Crane with 25 ton up to Up to 4 All Project
100 ton load All Building
Lorry Crane 1 All Project
All Building
Shovel with Track Frame 2 12 Months
All Building
Excavator according to 12 Months
excavation plan All Building
Concrete Pump More than 3
Concrete Casting Time
according to
All Building
casting plan
Transit Mixer Quantity needed
Concrete Casting Time
according to
All Building
casting plan
Bob Cat 2 36 Months
All Building
Dewatering System SET Sub-Structure Time
All Building
Air Compressor 2 36 Months
All Building
Dump Truck 1 36 Months
All Building
Diesel Electric Generator 2 36 Months
All Building
Concrete Vibrator 8 Concrete Casting Time
All Building
Compactor 5 36 Months
All Building
Welding Machine 3 36 Months
All Building
Submersible Pump 2 All Project
All Building
Water Pump 3 36 Months
All Building
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2.2.3 Tower Crane Installation & Dismantling
Tower Cranes submittals and calculation will be done during mobilization period prior to start the
installation.
Each one will hold the following activities below:
o Transfer all the equipment’s and materials to its place required

o Casting concrete
Dismantling for tower crane will take place after completing precast concrete and roofing woks and
the MEP equipment located at roof level.
The Dismantling for the tower cranes will be submitted by special method statement in due course)
The below plan shows the location of the tower cranes and mobile cranes.
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2.2.4 Site organization
Objective: Size, area, access routes, required capacity of water and power supply is considered and
articulated. Construction waste material management is considered.
2.2.4.1 Introduction
We anticipate an adequate period for the setting of our temporary facilities which will be of
adequate natures, numbers as well as implementation on site to fulfil the requirements of safety and
optimum achievement duration.
The temporary site facilities shall be distributed over three main areas. The first include the site
offices for the Engineer’s use, the Contractor’s offices, and offices for the Subcontractors; the
second area shall include storage areas, workshops, maintenance area and the labour rest room; the
third shall be the lay down area for equipment. The implementation of the facilities shall be
conducted in a non-hazardous manner to ensure the safe and easy access to those facilities. As per
layout below.
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The above mentioned temporary site facilities shall be serviced, maintained, kept clean and in a
good condition all the time during the project execution and until project completion .
Adequate resources are anticipated for the personnel logistics, which will be managed to ensure the
highest levels of safety, comfort, time effectiveness and environmental safety.
A clean working environment will be an important part of our approach to the project. Rubbish
shall be sorted into appropriate categories and removed from site from time to time as necessary
and dictated by construction activities.
All necessary provisions for firefighting shall be taken in all vulnerable areas and escape routes
shall be marked and illuminated.
2.2.4.2 The temporary site facilities shall include the following:
1. Site Offices
Engineer’s Site Offices

The temporary site offices required to be implemented for the Engineer’s use shall be of about
1153.20 square meters, fully furnished, air conditioned, equipped with telephone services,
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computers, internet service, etc. These shall be supplied with sanitary facilities and will be
hygienically maintained during the Project execution.
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Contractor’s Site Offices
The Site offices for the Contractor’s use shall be implemented with a total area of about 523.28
square meters.
Those offices shall be fully furnished and equipped with telephones, computers, broad band
Internet ...etc.; and shall be supplied with electricity and sanitary installations and will be
hygienically maintained.
2. Workshops and Maintenance

Workshops areas for the preparatory works such as steel rebar, formwork, and other workshops will
be established and located in an adequate and hazardless manner, taking in consideration all safety
measures.
For this purpose an area of about 1400 square meters will be established distributed as follows:
o Steel Rebar Workshop: about 230 square meters,

o Rebar yard: about 150 square meters,
o Formwork yard: about 120 square meters,
o Maintenance area: about 500 square meters.
o All workshops will be equipped with necessary tools and equipment.
3. Storage areas
The storage areas shall be of approximately 1700 square meters for open and closed storage,
ensuring that security is provided for stored materials and equipment. An area of about 700 square
meters shall be allocated for the covered/closed storage, and an area of approximately 1000 square
meters shall be allocated for the open storage (excluding the rebar yard that shall be located next to
the rebar workshop).
4. Labour Restroom
Well-furnished rest area hygienically maintained is anticipated for approximately 100 workers. The
labour restroom shall be established in accordance with all the standards and to ensure the comfort
and quality of life for their rest.
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5. Laboratory
An area of about 60 square meters shall be allocated for the implementation of the laboratory. This
shall be located next to site offices.
6. Car sheds
Car park sheds shall be provided for the vehicles of the Engineer’s Personnel, as well as the
Contractor’s Personnel. The area to be allocated for the Employer’s and contractor’s vehicles shall
be of about 250 square meters providing space for 20 vehicles.
7. Electric power
All arrangements will be made for the supply and distribution of temporary lighting and power to
the site, from set of generators with different capacities provided at site, for all purposes in
connection with the contract. This shall include fixtures, lamps, and switching to illuminate work
areas and for the safety and security of the Site and all personnel. Electric power supply and
distribution system shall be provided and maintained.
8. Water service
A temporary water service and distribution systems will be installed through overhead tanks and
pumps provided at site for construction.
9. Drainage system
All necessary arrangements will be made for the disposal of sanitary wastewater.
Tanks shall be provided for removal of sanitary waste.
10. Guardroom
In Order to secure the site installations (offices, warehouses ...etc.) and alongside the ordinary
security service, guard room will be adequately established over the Site in a way to ensure the
optimum visual coverage of the site with bare.
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2.3 Scope of works
The Contractor’s scope of work includes the Construction,completion,furnishing and
maintenance of the Project New Criminal Evidence Headquarters, Ministry of Public Works, State
of Kuwait, complete with architectural, structural, electro-mechanical, external works and all
associated site works in accordance with the contents of the Contract Documents
The work as listed in BOQ (Bill of Quantities) includes structural and civil works, architectural
internal and external finishes, electrical and mechanical services as needed, and the external works,
which shall be as following:
1. Foundation &building construction with exteriors, interiors, services and finishing works
thereof.
2. Site offices, storages, sign boards, temporary access roads and other features to aid the
construction, until the project completion.
3. Site cleaning works to clear the site, as per client/consultant instructions.
4. The construction of all above as per drawing, BOQ (Bill of Quantities) and specifications.
2.3.1 DIVISION 2: SITEWORK:
Works on this Division includes to the following:
a. Site preparation & Earthwork
b. Demolition work
c. Shoring & dewatering
d. Termite control
e. Landscape / landscape maintenance
f. Landscape irrigation & water displays
g. Traffic signage
h. External electrical Work
I. Roadway parking and marking
j. Storm water / sanitary drainage system
k. Fences & gates
Earthwork Excavation, shoring, dewatering, Backfilling and Compaction:
a. shoring works:
o Quantity: 530 MR. 12.-15 to 13.65 MS Depth
o Resources: this work will be done by specialized subcontractor.
b. Dewatering works:
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o Quantity: 24,000 m2. 12.15-to 13.65 MS Depth, water level at (- 11.5 MS).
o Dewatering will continue until casting the Basement 1roof slab.
c. Excavation works:
Quantity: 311,430 m3, 12.15-to 13.65 MS Depth.
Resources: this work will be done by specialized subcontractor.
As the production of one crew (2 loaders and 10 Trucks 13m³ each Truck 3 Trips / day ) assumed
400 M3 per day- the target assumed 4000m3 per day, 10 crew (20loaders and 100 Trucks) will be
used / day.
2.3.2 Concreting Works
a. blinding concrete works:
o Quantity: 2372 M³.

o Resources: this work will be done by specialized labors.
o As the production of (crew of 4 labors and 2 compactors, assumed 300 M² per day- the target
assumed 1500 M² per day – 5 crews daily.
b. reinforced concrete works:
o Quantity: 108,000 M³.

o Resources: Crew of 196 Nos. will do this work. (98 Carpenter + 56 Steel Fixer + 42 Labors).
o As the production of (crew of 7 Carpenter + 4 Steel Fixer + 3 Labors , assumed 18 M3 per day-
the target assumed 240 m3 per day – 14 crews daily- 98Carpenter + 56 Steel Fixer + 42 Labors).
2.3.3 DIVISION ‐ 4: MASONRY
SECTION ‐ 04810: UNIT MASONRY
Works on this section includes but not limited to the following:
"a. Concrete masonry unit construction as backup for exterior cladding".
"b. CMU construction for interior walls and partitions".
Mix mortar in accordance with the require-meets of ASTM C270, ASTM C94 & ASTM C476 as
applicable. Control batching procedure to ensure proper proportions by measuring materials by
volume.
"Re-tempering will be allowed only within the first 2 hrs. Of initial mix. Discard material that has
partially set".
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Lay masonry units in full bed of mortar - uniformly joint with other work. Buttering corner of joints
or excessive furrowing of mortar joints is not allowed. Except for cleaning down and pointing,
finish all masonry as the walls and partitions are carried up.All works and materials are carried out
- complete as per specifications.
o Quantity: 17254 M².

o As the production of (crew of 2 skilled labors and 2 helper , assumed 30 M2 per day- the target
assumed 150 m2 per day – 5 crews daily).
2.3.4 DIVISION ‐ 5: METAL
SECTION ‐ 05120: STRUCTURAL STEEL
"a. Perform all operations in connection with Structural steelwork at locations shown on drawings".
"b. Submit complete design calculations and shop drawings".
"An approved specialist subcontractor will do the works -all complete as per drawing and
specifications".
o Quantity: 1000 Ton.

o As the production of (crew of 5 skilled labors and 3 helper , assumed 0.5Ton per day- the target
assumed 8 Ton per day – 16 crews daily).
SECTION ‐ 05300: METAL DECKING
"a. Works of fabrication and erection of metal decks".
b. Metal decks accessories.
"Install roof deck units and accessories as indicated in the drawings. Do not start placement of roof
deck units until all supporting members are completely installed".
"Wire brush , clean and paint scarred areas , welds and rust spots on top of surfaces of installed
decking units and supporting steel members. Touch-up abrasions and scarred shop painted surfaces
and welds with the same paint material used in shop, as recommended by deck manufacturer".
Approved specialist subcontractor will do the works - all complete as per drawing and
specifications.
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assumed 80 m2 per day – 4 crews daily).
SECTION ‐ 05500: METAL FABRICATIONS
"Works on this section includes all types of metal fabrications but not limited to the following":
a. Steel framing and supports for operable partitions.
b. Steel framing supports for countertops.
c. Steel weld plated and angles for casting into concrete not specified in other sections.
d. Miscellaneous steel trim including loading-dock angles.
e. Ladder safety cages.
f. Pipe guards.
g. Metal floor plates & supports.
h. Abrasive metal nosing, treads and thresholds".

assumed 100 m2 per day – 10 crews daily)
STAINLESS STEEL HANDRAIL:
o Quantity: 1313 M.
o As the production of (crew of 2 skilled labors and 2 helper , assumed 10 M per day- the target
assumed 30 M per day – 3 crews daily)
2.3.5 DIVISION ‐ 6: WOOD AND PLASTICS
Reception desk for library.
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o Quantity: 30 MR.
assumed 10 M per day – 2 crews daily).
Wood Flooring
assumed 20 M per day – 1 crews daily).
2.3.6 DIVISION ‐ 7: THERMAL & MOISTURE PROTECTION
Works on this division includes all works related to thermal & moisture protection works but not
limited to the following:
a. Sheet waterproofing.
b. Fluid applied waterproofing.
c. Cementations waterproofing.
d. Bituminous damp roofing.
e. Traffic coating.
f. Board insulation.
g. Roofing specialties
h. Fire stopping
An approved specialist subcontractor will do the works - all complete as per drawing and
specifications
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Sheet waterproofing
o Quantity: 49,373 M².
o As the production of (crew of 2 skilled labor 1 helper, assumed 60 M2 per day- the target
assumed 360 M2 per day – 6 crews daily)
b. Fluid applied waterproofing
o As the production of (crew of 2 skilled labor 1 helper, assumed 60 M2 per day- the target
2.3.7 DIVISION ‐ 8: DOORS AND WINDOWS
SECTION ‐ 08110: STEEL / STAINLESS STEEL DOORS AND FRAMES
Works on this section includes the following:
"a. Flush steel doors, complete with internal reinforcing, hardware cut-outs, and provided with
glazing openings, where so indicated".
"b. Hollow metal doors, complete with hardware cut-outs and reinforcements"
specifications.
o Quantity: 36 Nos.
o As the production of (crew of 6 Door fixer and 6 helper , assumed 5 Nos. per day- the target
assumed 10 Nos. per day – 2 crews daily).
SECTION ‐ 08212: FLUSH WOOD DOORS
Works on this section includes the following:
a. Flush solid wood core doors, complete with internal reinforcing, hardware cut-outs, and
provided with openings for glazing where so indicated".
specifications.
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o Quantity: 1476 Nos.
o As the production of (crew of 6 Door Carpenter and 6 helper , assumed 5Nos. per day- the
target assumed 20 No’s per day – 4 crews daily)
SECTION ‐ 08800: GLASS AND GLAZING
Works in this section includes supply and installation of labour and material but not limited to the
following:
a. Glazing materials for exterior and interior openings.
b. Unframed mirrors
c. Glass for interior cladding and floors.
An approved specialist subcontractor will do the works - all complete as per requirement and
specifications.

o As the production of (crew of 4 Metal Mason and 2 helper , assumed 20 M2 per day- the target
assumed 120 M2 per day – 6 crews daily).
2.3.8 DIVISION ‐ 9: FINISHES
1. SECTION ‐ 09206: PORTLAND CEMENT PLASTER
Works in this section include all services and operation necessary for applying plaster on masonry
or concrete surfaces with steel trowel surface smooth finish including metal lathe, fibre mesh, and
all accessories.
Before final plastering commence, a mock-up - 9 sq. in surface area is necessary.
Mix cement plaster according to required design mix as per manual. Add air entrainment
admixtures to finish coat as recommended by pre-mix plaster manufacturer.
"Do not re-temper mixes after initial setting has occurred" .

o As the production of (crew of 2 Plaster Mason and 2 helper , assumed 60 M2 per day- the target
assumed 240M2 per day – 4 crews daily)
2. SECTION ‐ 09260: SUSPENDED ACOUSTIC CEILING
Works in this section include all services and operation necessary to complete but not limited to the
following:
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a. Metal stud framing.
b. Gypsum board lining.
c. Framing for suspended ceiling.
d. Fire rated area separation walls and ceilings.
e. Gypsum ceilings (plain & decorative).
f. Moisture resistant gypsum board for wet area ceilings.
g. EIFS Ceiling system.
specifications.

o As the production of (crew of 2 Mason and 2 helper , assumed 40 M2 per day- the target
3. SECTION ‐ 09300: TILE
Works in this section include all services and operation necessary to complete supply and
installation of tiles and accessories including but not limited to the following:
a. Flooring tile.
b. Interior wall tile.
c. Tile base and associated trim.
d. Stone thresholds.

o As the production of (crew of 2 Ceramic Mason and 2 helper , assumed 24 M2 per day- the
target assumed 120 M2 per day – 5 crews daily).
4. SECTION ‐ 09638: STONE FLOORING
following:
a. Marble and granite in floor (ST1 to ST10).
b. Threshold.
c. Stones in stair tread riser and landing.
d. Application of stone sealers.
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o As the production of (crew of 2 Tile Layer and 2 helper , assumed 10 M2 per day- the target
6. SECTION ‐ 09680: CARPET
o Works in this section includes preparation of Substrates and fixation of underlayment,
o Broadloom carpet and carpet tiles.
o As the production of (crew of 2 Tile Layer and 2 helper , assumed 40 M2 per day- the target
assumed 120 M2 per day – 3 crews daily).
7. SECTION ‐ 09900: PAINTING
following:
a. Paint, stains and transparent coating.
b. Provide painting and finishing work throughout the exterior and interior project coded, as
indicated in drawings and finishing schedule.

o As the production of (crew of 2 Painter, assumed 40 M2 per day- the target assumed 240 M2
per day – 6 crews daily)
2.3.8 DIVISION ‐ 12: EQUIPMENTS
o Quantity: 7,202 Nos.
o As the production of (crew of 10 Labor, assumed 20 Nos. per day- the target assumed 200 Nos.
per day – 10 crews daily)
2.3.9 DIVISION ‐ 10: SPECIALTIES
1. SECTION ‐ 10270: ACCESS FLOORING
Works in this section includes fabrications, installation and fixing in position of access flooring
system designated as drawings with all supports, fittings and accessories.
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specifications.

o As the production of (crew of 2 Mason and 2 helper , assumed 24 M2 per day- the target
2. SECTION ‐ 10400: SIGNAGE
The signage works is specified by the performance specifications. The drawings show the design
intent and except for setting out parameters and finished profiles, are indicative only. The
contractor is responsible for all the works including but not limited to the following:
a. Procurement and installation of signage work based upon the drawings and specifications.
b. Submission of samples for review and acceptance by the signage consultant and architect prior
to fabrication.
specifications.

o As the production of (crew of 2 Signage Mason , assumed 24 Nos. per day- the target assumed
48 Nos. per day – 2 crews daily)
3. SECTION ‐ 10800: TOILET ACCESSORIES
Work in this section includes installation and fixing in position of toilet accessories - complete with all the
fittings as shown in the schedule but not limited to the following:
a. Furnish and install toilet, bath and custodial accessories.
b. Furnish toilet and bath accessory templates, to locate anchorage reinforcement, to trade
responsible.

o As the production of (crew of 2 Mason and 2 helper , assumed 10 Nos. per day- the target
assumed 30 Nos. per day – 3 crews daily).
2.3.10 DIVISION ‐ 14: CONVEYING SYSTEM
Work in this division includes supply and installation of conveying system but not limited to the
following:
a. Electric passenger / service elevators.
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b. Electrical cabling, conducting and wiring for the conveying system up to the outgoing terminals
of the isolating switch provided by electrical trade.
c. Electrical lights and socket outlets in the car as well as the lift well, including wiring and
accessories.
d. Alarms, communication devices, accessories and wiring thereof.
e. Steel work such as guardrails, hoisting beams, supports, cat ladders, etc.
Submission of relevant model / manufacturer is required for approval by the Engineer.
o Quantity: 13 Nos.
o As the production of item is depending on civil works and will take the project period with
crew of 12 masons
2.3.11 DIVISION ‐ 15: MECHANICAL WORKS
1. Section 15260: Plumbing Insulation
Water Supply Pipe / drainage Pipe
o Quantity: 15953 M, lump sum works.
crew of 30 masons.
2. Section 15300: Fire Protection System
Fire Protection Pipe
crew of 46 masons
3. Section 15500: Heating, Ventilation and Air Conditioning Systems

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HVAC Pipe
crew of 40 masons
HVAC Duct
o Quantity: 674670 Kg, lump sum works.
crew of 40 masons
2.3.12 DIVISION 16‐ ELECTRICAL WORKS
Laying Cables / Installing Cable Trays
crew of 224 masons
2.4 Sequence of work execution

The plan for executing the work activities as shown in the CPM schedule shows that the most
critical activities effecting the critical path in the project are the following activities:
o Shoring ,dewatering and excavation

o Concrete works
o Electro mechanical works
The division for executing the Activity Sequencing will explain in detail below how the contractor
will execute these works to insure that these activities will not affect the critical path and will finish
in time.
2.4.1 Earthwork Excavation, shoring, dewatering, Backfilling and Compaction:

As described in the project specification, a programmed of work intended to be carried out, area by
area, will be submitted to enable the Engineer to assess the consequences of the clearing and
stripping works.
o A topographical survey will be conducted at the beginning of the work, determine the boundary
line with additional 1-to-1.5 meters as working space for the shuttering in front the shoring line.
o A topographical survey will be conducted at the beginning of the work, determine the boundary
line with additional 1to 1.5 meters as working space for the shuttering before the shoring line.
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o In the front of shoring line, dewatering work also will start, after that will start excavation works.
Excavation shall be made to the full dimension required to the shoring line, and shall be finished
to the prescribed lines, and grades.
o Excavation activities will be arranged with regard to the safety of the works and the personnel on
site. Excavate surfaces which will remain permanently exposed will be finished off in a neat and
workmanlike manner and will be graded manually to provide adequate surface for concrete
works.
o All Shoring works shall be made safe and protected if necessary. These protections will include
temporary support including bracing where necessary, the diversion of water and the provision
dewatering system and maintenance of such protections to insure the dry surface to start the
concreting works.
o All surplus or unsuitable excavated materials will be deposed to spoil banks at the location
accepted by the Engineer.
o Fill and backfill materials will come, as much as possible, from excavations of nearby structures.
o No fill will be placed in any section of the works until the foundation has been inspected and
approved by the Engineer.
o The backfill materials will be placed in such manner as to ensure that they can be satisfactorily
compacted without damage to the structure.
2.4.2 Foundation works
After checking the execution of shoring and dewatering system works and placing over the layer up
to plain concrete level as required, fixing the wood shutter of the plain concrete and after spraying
the Anti-Termite Treatment will follow.
o Water proofing specified sheets will be installed under the raft area. Protection board layer on
retaining wall, the outside area will be laid and compacted above the water proofing area. The next
stage will be fixing of the shutter for the raft in order to start the installation of the steel
reinforcement, and then the shuttering phase prior to casting the concrete.
o Subsequently the following works should be implemented accordingly starting from shuttering,
reinforcement steel to casting floor slabs & beams. The basement column, retaining walls, elevators
shaft (i.e. vertical elements) will succeed the foundation work and lead the casting of roof beams
and slabs (i.e. Horizontal elements).
o Ramp Footings will be carried out after completion of waterproofing for basement walls and
backfilling till the bottom of ramps foundation level.
o Tow crews will be available for executing the foundation works. The sequence of works and
movement of works will show in the attached plan.
Example of Method Statement for Pouring Concrete at Raft Scope
The Method Statement covers all activities required for foundation – Raft Concrete Pouring.
If any deviation between this Method Statement and Contract Documents exists, then Contract
Documents shall prevail.
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No concrete shall be placed until forms; reinforcing steel and other embedded materials (Water
Stops) have been checked and approved by the Engineer. Such approval shall not relieve the
Contractor of his responsibilities for the quality, safety, accuracy or efficiency of the work.
o Equipment
This equipment’s will be concrete supplier responsibility, with the main contractor:
1. Concrete pumps : 2 Working Pumps + 1 Stand By
2. Concrete vibrators : 3 + 3 Stand By
3. Air compressors : 1 + 1 Stand By
4. Transit mixers : 30 (9 m³ capacity) & 10 (12 m³
capacity)
5. Generators : 2 Nos.
6. The expected duration for casting is approximately 24 hours for every
zone foundation.
7. The starting time for pouring concrete is 6.00 pm.
8. The estimated quantity of concrete is 2000 m³.
9. The suppliers will supply the concrete will be from the approved
suppliers.
o Approval
1. Checklist will be submitted for taking approval for pouring.
2. 2-Concrete will be placed after taking the approval of Formworks & Reinforcement steel, any
other embedded items line & levels.
3. Prior to inspection formwork will be thoroughly cleaned off all tying wire, nails, any other
unwanted material. Dust will be removed by compressed air prior to pouring.
4. Pouring will start when ambient shade temperature is below 40°C
5. -a) 2 Nos. of pump will be stationed at site and 1 Nos. of pump will be kept as standby.
b) 2 persons from safety personnel will be engaged to control the Traffic movement to support
continuous supply of the concrete to the pump.
o Placement
1. Cool ingredients if required before mixing to maintain the specified concrete temperature at the
time of placement. Mixing water may be chilled or chopped ice may be used to control
temperature, provided water equivalent of ice is calculated to total amount of mixing water.
2. Saturate the cleaned surface of Concrete Joint with water and slush with a coating of 1:1 ½
Cement-Sand grout.
3. Concrete will be placed in position within two and half hours of time loading.
4. The location of the pumps will be as shown in the detailed drawing.
5. Pouring will start as soon 5 Nos. of concrete mixers are available at site to maintain continuous
pouring. 30 Nos. of transit mixer (9 m³ capacities) & 10 (12 m³ capacities) will be engaged to have
continuous supply of concrete at site.
6. The temperature of the concrete when placed shall not exceed 30° C nor shall concrete be mixed
or placed when the shade air temperature is 40° C or above or is expected to reach such a level
during concreting, without special permission from the engineer.
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7. The placing of concrete will start from the center of the Part of raft and will be worked outwards
as concreting progresses.
8. Air compressor will operate vibrator to compact the concrete at a frequency mentioned in the
Project specification. Stand-by vibrator of different diameter will be available. All concrete work
shall be divided into several layers and vibrator shall be penetrating into previous layer to avoid
cold joint. Each layer should be max. 50 cm. Helping crew will be at site for other logistic help
Mechanical, Electrical, Welder and Carpenter crew will be available.
9. Concrete cubes will be taken at site under the supervision of Consultants M/s KUWAIT
ENGINEERING GROUP and our Lab Technicians. Testing and frequency of sampling as per ACI
318.
The number of cubes will be taken as agreed 6 Nos. /100 m³.
10. There will be one check point for sampling and testing of fresh concrete as shown in the
attached sketch.
11. Concrete surface will be broom finished.
12. The fresh concrete shall be deposited in horizontal layers progressing from the lower
portion to the higher portion of the structure.
13. Concrete shall not be allowed to free fall more than 0.50m (Drop height) to avoid
segregation. Where necessary to avoid segregation, placing shall be by means of pumping, trunks,
chutes etc. Pump hose should be max. 1.0 m from the bottom of raft.
14. Concreting shall proceed continuously over the area between construction joints.
15. Curing: The surface of the raft casted will be damped and covered by Polythene sheeting
to prevent water evaporation. Curing is for 7 days / after initial set, monitor 7cm water above
concrete surface.
16. Daily report to be submitted.
o Safety
1. Safety tool box meeting will be held prior of casting date if necessary.
2. All the staff involved in the casting will be briefed about safety rules and regulations of the
project and strictly followed. Proper safety precautions will be taken while pouring concrete.
3. All the labor/technician/engineer will wear personal protective equipment (Safety shoes, helmet,
eye protection glass etc.) to adhere with safety regulation.
4. Proper fencing and barricading will be done to ensure easy movement of transit mixer and other
vehicle during casting.
5. Temporary safety barriers will be made all around the raft boundary to be casted and provision
of proper entry/ exit will be made of easy maneuvering
6. Wooden plank will be kept on walk way areas for safe and easy movement of E.R. inspection.
7. Logistic plan for transit mixers movement on site to be agreed with ER Site Engineer.
8. During casting at night time sufficient lighting will be provided around the raft and concrete
pumps.
9. Location of taken cubes will in safe places.
2.4.3 Concrete Formwork movement (walls, columns and slabs):
1. -Formwork System will be submitted in compliance with contract requirements describing all
materials, fabrication, erection and removal of formwork.
2. -Design loadings will accommodate the worst combination of at least the following criteria:
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o Self-weight of formwork
o Pressure of concrete
o Reinforcement weight
o Construction loads (including wheeled or motorized carts)
o Wind loads
o Impact loads caused by placing.
3. -Formwork will be erected, shored, braced, and maintained, according to specifications and
manufacturer's product catalogue &design to support vertical, lateral, static, and dynamic loads, and
construction loads that might be applied, until concrete structure can support such loads.
4. -Formwork will be constructed so concrete members and structures are of size, shape, alignment,
elevation, and position indicated, within tolerance limits of the contract specifications in such a
manner to:
o Vibration and compacting concrete
o Provide a safe work platform, with handrails, ladders and stairs for elevated work.
o Sufficiently rigid to maintain the correct position, shape and tolerances.
o Demountable without shock, disturbance or damage to concrete.
o Allow form boards and framework to be adjusted accurately to line and level.
5. -Conduits or pipes will be located so as not-to reduce the strength of the construction.
6. -Pipes and pipe accessories through concrete walls and floors will be provided as far as possible
from each other, and shall be positioned and built-in during construction. Where it is not
practicable to cast pipes
o Equipment
1. One No. of 52M. Concrete pump and pump of 48M as standby Pump.
2. 2 Nos. of petrol engine vibrator with 1 No. of vibrator 45mm dia. & 1 No. of vibrator 70mm dia.
3. 2 Nos. vibrator 60mm & 70mm as standby.
o Approval
Allow free movement and accessibility under formwork
1. Concrete inspection request has to be submitted for taking approval for casting the Slab.
2. Concrete will be placed after taking the approval of Reinforcement steel, any other embedded
items, formworks & levels.
3. Prior to start pouring, the area of the slab will be cleaned thoroughly off any binding wires, nails
and any unwanted materials. And also the dust deposited in the slab will be removed by compressor
air prior to Pouring.
4. Concrete Pouring will start when ambient shade temperature starts falling below 40 °C.
5. a) 1 Nos. Pump will be stationed at site (as shown in sketch) and 1 No. pump will be kept s
standby.
b) 4 Persons from safety personnel will be engaged to control the Traffic of transit mixers and to
ensure uninterrupted supply of concrete to the pump.
o Placement
1. Concrete will be cast in the slab within the standard allowable time for the concrete from the
time of batching.
2. Bonding agent will be applied to old concrete before starting as per the approved manufacturer
data sheet.
3. The location of the pumps will be as shown in attached drawing.
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4. Pouring will start as soon as 27 M3 (3 Transit mixers) has reached at site from supplier to
maintain continuous pouring. 15 numbers of Transit Mixer (9M³ & 12M³capacities) from supplier
will be engaged to have continuous supply of concrete at site.
5. Concrete temperature will be checked by calibrated approved concrete Thermometer. Concrete
temperature will not be exceeding 30 degree Celsius. Slump test will be carried out in the presence.
Slump of the concrete will be as per approved design mix.
6. 2 nos. of electrical vibrator motor & petrol engine will be operated using 1 No. of dia. 45 mm, 1
no. of dia. 70mm &1 no. of 60mm to compact the concrete at a frequency mention in the Project
Specification. 1 no of stand by vibrator of different diameter will be kept as Stand by. 6 number of
skilled labor will be on the platform to perform the compacting of the concrete by use of the
Mechanical vibrator. All concrete work shall be divided into several layers and vibrator shall be
penetrating into previous layer to avoid cold joint. 5 numbers of helping crew will be at site for
other Logistic help. Mechanical, Electrical, Welder & Carpenter crew will be available
7. Concrete cubes will be taken at site under the supervision. Frequency of sampling will be as per
specification requirements.
8. There will be one check point for sampling and testing of fresh concrete as shown in attached
drawing.
9.Curing: The surface of the slab cast will be sprayed by Cure Y 40 or Master Cure 106 as curing
compound to avoid cracks, also draped with wet hessian and covered by polyethylene sheet above.
When concrete initial set occur water will be supplied on the top of the slab for a period of 7 days.
o Safety:
1. All the staff involved in the casting will be briefed about safety Rules & Regulations of the
project and strictly followed. Proper safety precautions will be taken while pouring concrete.
2. All the labor / technician / Engineer will wear personal protective Equipment (safety shoes,
helmet, eye protection glass etc.) to adhere with safety rules & regulations.
3. Proper fencing, barricading and flash lights will be installed to ensure easy movement of transit
mixer and other vehicles during casting.
4. Temporary safety barriers will be made all around the slab boundary to be cast and provision of
proper entry / exit will be made for easy maneuvering.
5. Logistic plan for transit mixers movement on site to be agreed with ER Site Engineer.
6. During Casting at night time, sufficient lighting arrangement will be done around the slab and
concrete pumps.
7. Personal vehicles should be park away from work area safe place.
2.4.4 Construction Method Statement Concrete Casting:
Basement (B2):
1-Raft – Basement (B2):
o The Raft foundation will be casting as per schedule.
2-Walls – Basement (B2):
o The concrete walls formwork of the basement will start by system Doka or equivalent H20 and
shall be constructed into (5) segments available and each segments with lengths 12MR + Internal &
external core segments for each core.
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o Each cycle will take 3days (1st day for install the shuttering, 2nd day for steel reinforcement
fixation & 3rd day for shuttering & casting)
3-Column– Basement (B2):
o 12 no. of column sets will be used for casting the columns, the small and regular shape will be
moulds as the one third of the no. existing in the basement and this group to be casted one time.
o Each cycle will take 3days ( 1st day for install the shuttering, 2nd day for steel reinforcement
fixation & 3rd day for shuttering & casting)
4-Slabs - Basement (B2):
o Formwork for the concrete slabs will be after the completion of walls and columns. It will be by
one set of shuttering for B2 slab complete roof.
o The casting concrete will follow the shuttering movement
o For Construction Slabs for floors (B2,B1,GF, 1st, 2ND, 3rD , Roof), we will use Shuttering for
Slabs covered for 2 sets to cover Slabs of Basement-2
o After casting, Basement-2 will be moved to 1st floor slab and gradually 2ND floor slab will be
moved from GF slab.
o For Striking / Removal of Concrete Shuttering the Minimum periods will be as per the
Specification.
Soffit Formwork to Slab 6 days

Props to Slab 15 days
o According to the above mentioned HOT intend to release the horizontal Pipes for bracing after 6
days from casting date and the vertical Props for the Soffit Formwork Slabs after 7 days, whilst
ensuring that the C.O.M.B. after 7 days exceeds 75%.
o HOT will support the Slab by other vertical jacks and will keep them until the above slabs are
constructed. HOT will repeat the above for the remaining slabs.
o The remaining Props for the slabs will be released after 15 days and further support jacks will be
fixed until the above Slabs are constructed.
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Roof Slabs Moving Shuttering
Table 11: Roof slap moving shuttering sets:
Floor Set No.

BASEMENT2 Set No.1
BASEMENT1 Set No.2
GROUND FLOOR Set No.1
1ST FLOOR Set No.2
2ND FLOOR Set No.1
3rD FLOOR Set No.2
4rD FLOOR Set No.1
5th FLOOR Set No.2
Roof slab Set No.1
2.4.5 Construction Method Statement Finishing & Services Works:
o After the completion of curing period for horizontal elements & dismantling of supports, the
finishing works will commence on each floor, with inside block masonry as the leading activity.
o The installation of service pipes, water-proofing for wet areas, door frames tiling works,
marble/wooden cladding work, HVAC ducting, elevator guide rail/cable work etc. & plaster
work will succeed block masonry in each area.
o Plastering work will be succeeded by installation of Mech. equipment’s , supports for false
ceiling works etc., leading to first coat of putty & paint.
o Installation of water heaters, switch fuses, fire alarm detectors, telephone/T.V. Cable & outlets,
digital control units, low voltage works, access doors etc. will be carried out after first coat of
putty & paint.
o The major finishing work that are to follow the final coat of paint are installation of finishing of
flooring, works related to final fix of electromechanical accessories & conveying system.
 Finishing works will include the following:
o Masonry block works & gypsum board partitions

o Wall finishes such as plaster, painting & ceramic tiles for wet area
o Ceiling works such as gypsum board and tiles, metal and wood ceiling
o Flooring works such as terrazzo tiles, marble tiles, resilient flooring, carpet tiles, rubber tiles,
raised flooring, ceramic flooring for wet areas as well as epoxy paints for the basement area.
 Electromechanical works shall include the following:
o Water supply & drainage piping

o HVAC ducting & piping
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o Electrical conducting and wiring
o Equipment such as generators, pumps, AHUs and exhaust fans
o Sanitary fixtures & toilet accessories
o Electrical accessories
 The Sequence of finishing/electromechanical works per each floor will be usually as

follows:
o Excavation works
o Concrete works
o Masonry Works.
o Electromechanical Works conduits embedded in masonry
o Plaster preparation/door frames.
o Water Proofing Works.
o Sanitary Piping.
o Plaster Works.
o Electromechanical Works, ducting, pipes ……etc.
o Painting Preparation Works.
o Electrical Wiring.
o Suspension System for Ceilings.
o Wall Cladding Works.
o Flooring Works.
o Gypsum Partition Works.
o Carpentry/Glazing Works.
o Suspended Ceilings Finish.
o Electromechanical Equipment/Accessories/Fittings.
o Specialties & Equipment.
o Final Painting Coats.
o Carpet Works.
The logical relationships between the above mentioned works are taken into consideration within the
project time schedule to achieve the optimum coordination of work on site.
 Finishing & Electromechanical works strategy:
As per the Zoning strategy of the finishing works, the execution of works will be carried out as
follows:
Dry Areas:
 The finishing works will include the following:
o Plaster & Paint for wall.
o Gypsum Board & Tiles for false ceiling.
o Marble tiles, Vinyl tiles, Terrazzo Tiles, Ceramic Tiles and Carpet tiles for Flooring.
o The sequence of works are planned to be carried out as follows:
o Block works & First fix electromechanical works such as electrical conduits, ducting & piping
o Installation of door frames.
o Plaster works.
o Paint preparation & Putty.
o Window frames.
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o Screed for flooring (vinyl and carpet tiles).
o First fix gypsum board partition + door frames + first fix Electromechanical.
o Insulation & closing gypsum board partition + Paint preparation & Putty.
o Installation of HVAC ducts, FF pipes, electrical conduits above ceiling.
o False ceiling suspension system.
o Installation of false ceiling services tiles
o KFD visual inspection prior closing false ceiling
o Painting of ceiling
o Flooring tiles (Marble, Terrazzo, Ceramic)
o Fixing door leaves & window glazing
o Doors & windows hardware
o Painting Coats
o Final fix electromechanical
o Final painting coat
o Installation of floor tiles.
 Corridors:
The finishing works will include the following:
o Plaster & Paint for walls

o Gypsum Board & Tiles for false ceiling
o Marble tiles & Vinyl Tiles
 The sequence of works are planned to be carried out as follows:
o Block works & First fix electromechanical works such as electrical conduits, ducting & piping
o Installation of door frames
o Plaster works
o Paint preparation & Putty
o Screed for flooring (Vinyl or carpet)
o False ceiling suspension system
o Installation of false ceiling services tiles
o KFD visual inspection prior closing false ceiling
o Installation of Marble tiles
o Fixing door leaves & window glazing
o Final fix electromechanical\
o Final painting coat
o Installation of floor tiles
 Wet areas
o The finishing works will include the following:

o Ceramic walls
o Plaster & Paint for ceiling
o Ceramic Flooring
o Sanitary fixtures & Toilet accessories
The sequence of works are planned to be carried out as follows:
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o Block works & First fix electromechanical works such as else conduits, water supply & drainage
pipes at low level
o Waterproofing works
o Plaster works
o Ceramic for floors
o Doors Leaves
o Installation of Sanitary fixtures and toilet accessories
o Wall lockers
 Staircases are
The finishing works will include the following:
o Plaster & Paint for walls

o Plaster & Paint for ceiling
o Marble tiles Flooring
o Handrails
The sequence of works are planned to be carried out as follows:
o Block works & First fix electromechanical works such as elect conduits
o Plaster works
o Paint preparation & putty
o Fixing Terrazzo tiles skirting
o Fixing steel to the handrail
o 2nd coat painting
o Doors Leaves
o Fixing handrails
o Final Painting coats
2.5 Commissioning
This section will describe the commissioning plan, schedule and procedure in order to meet the
requirements specified in CONTRACT.
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2.5.1 Commissioning Organization
o Commissioning team will be assembled during the detailed engineering phase and will consist
of commissioning manager, plan/scheduling engineer, procedure/co-ordination engineers for
management and process, instrument, mechanical and electrical engineers for commissioning
works.
o The commissioning personnel shall be experienced and qualified in similar field production
facilities.
o The commissioning manager will be appointed by project manager and keep close relationship
with procurement, HSE, construction and other department manager, when needed, for the
commissioning work.
o Engineering /vendor’s commissioning specialists shall be present at job site for technical
support service.
2.5.2 Commissioning Responsibility
1) The commissioning responsibility is briefly described below, which will be detailed after the
establishment of the commissioning team.
a) Commissioning team
o Preparation and compilation of plan, schedule and procedure for all commissioning activities.
o Review of operation and maintenance manual.
o Review of commissioning spare parts list.
o Pre-start-up audit.
b) HSE Department
o Safety training of all commissioning personnel.
o Safety audit which shall be carried out before produced water feeding in chiller lines.
o Daily HSE management meeting during commissioning phase.
c) Construction Department
o Final leak test for piping.
o Function testing of instrument, control and safety system including loop checking.
o Electrical equipment system testing, test on lighting, power.
o Maintenance support for commissioning at job site.
2.5.3 Commissioning Plan
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o 1) The commissioning plan shall be prepared and compiled by HOT and her subcontractors and
report to PAAET, to discuss the total commissioning plan with Authorities and Consultant.
o 2) The content of the plan is listed below for reference.
o Preface.
o Detailed design data, fluid flow rate for commissioning and start-up.
o Commissioning and start-up sequence and schedule.
o Manpower and equipment resources, consumables.
o Emergency maintenance service.
2.5.4 Commissioning Schedule
o The personnel of commissioning Organization will be at the construction site before mechanical
completion to prepare for commissioning. The commissioning schedule will detail all activities.
o The schedule shall also indicate the engineering, engineers and vendor’s specialists who will
participate in the commissioning.
o Vendor’s specialists will be requested to support the commissioning.
o The engineering technical service shall at least include process, mechanical, electrical,
instrument and telecommunication.
o The vendor’s specialists would be present at site, if any default or deficiencies are found and
technical support is needed.
2.5.5 Commissioning Procedure
As a general description of commissioning and startup for the project, the major procedure is
summarized as follows:
o Commissioning and startup for electrical system to ensure that all electrical systems are
powered properly,
o Commissioning and Startup for Instrumentation System to ensure correct operating parameters.
o Commissioning and Startup for Mechanical works start System.
o Commissioning and Startup for HVAC System.
2.5.6 Step for Hand-Over Documents
o Once the Provisional Acceptance Certificate for Project is issued by MPW, the work is
considered being handed over to MPW. The provisional acceptance dossiers shall include the
following:
o Operation and maintenance manual.
o Commissioning procedures.
o Commissioning plan and schedule.
o All calibration sheets and records.
o All vendor data book and utility equipment site acceptance tests reports and certificates of
utility equipment.
o Performance tests sheets for process equipment which shall be handed-over after 72 hours
stable operation.
o The hand over document may be prepared portion by portion which will be made applicable for
provisional acceptance.
2.5.7 Owner Involvement
During commissioning phase, MPW shall play a very important role and close cooperation shall be
kept.
2.5.8 Handover Procedure
Initially HOT Interim operation group and owner’s staff will begin to develop deficiency lists for
all systems before electro-Mechanical Completion. In the same time, they will start sending official
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letters for Authorities to inspect the site and give their approvals for releasing the electric power
supply, the attached organization chart explain the steps to get the formal approvals, and samples
for the approvals required.
Close to the system handover date communicated by Construction to Operation, a joint
Owner/Consultant walk down will rigorously detail any deficiencies that indicate non-conformance
with project specifications if they found, deviations or omissions from contract drawings,
operability problems or safety concerns. These items will be given priority and returned to
construction for completion or rectification. Any design changes will be negotiated through an
agreed upon change order system. Handover of each system with remaining items outstanding will
be verified by MPW Interim Operation Group and commissioning activities can commence.
Remaining items are worked off by construction, design changes implemented and the systems and
areas are turned over. The Project Manager and his team can then prepare and submit the Final
Account for the project to the owner to release the Final Payment as contract procedure.
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3. Human Organization Plan
This section addresses the staffing, processes and issues relating to the project. This includes:
organisational planning; staff acquisition and team development.
Human plan
organization and Team
Manpower plan staff Aqusition
Responsibilities development
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3.1 Organizational Planning
HOT will organize and perform all project activities on a dedicated project team basis. The entire
contract will be carried out under the direction of the nominated Project Manager (Project manager)
who will have total responsibility from contract award through project completion. It is intended
that the contract will be managed by a project organization where the Project manager and other
key personnel will be stationed at the construction site in order to achieve the project objectives
within the required schedule.
We illustrated our proposed organization Chart that included the required positions and will submit
to the Consultant
The project team will be comprised of managerial staff experienced in management, coordination,
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procurement and construction in Kuwait and will have adequate on site capabilities and
commensurate authority, for running the project with recourses to assistance from the head office
because of the importance of the project.
To understand the work program within the schedule, HOT will perform all site work with its own
force and subcontract specialized Works.
3.1.1 HOT Staffing

Staffing will compose of the following:
o Project Manager
o Project Team Leader
o Project Coordinator
The personnel who will be assigned to the above posts will be introduced during Kick-Off Meeting.
However, HOT will appoint representative to be responsible for the Project Management role for
this project who is the approving body for all the issued for approval documents/drawings required
on this project.
HOT as the main contractor who will be responsible for the Engineering, Procurement,
Construction and Commissioning of this project will directly communicate with (KEG-MPW).
HOT will be reporting to (KEG-MPW) for all engineering matter of this project.
3.1.2 Project Roles & Responsibilities

Project Organization Chart will be submitted to (KEG-MPW) showing the Key Personnel and
Management Level. The following Key Positions serve in the Roles as described and are
accountable for the Responsibilities as briefly outlined below:
Table3: Main positions and Responsibilities of project team and Recruitment Criteria
position Responsibilities skills

Accountable to HOT Management, for the Communication Interpersonal
Project Manager overall successful execution of the Project. Problem Solving
Ensures that all Engineering services are Time Management
provided in accordance with the Project Negotiation
Schedule. Coordination
Ensures that all the execution of the Overall Professionalism and
Project Plan. Confidence.
Provide engineering representation to the Owner
as requested by contract document.
Report to HOT Team Leader
Focal point for all correspondence for the project
works and documentation.
Responsible for assisting the Project Manager in Problem Solving
Deputy Project executing the overall Project. Time Management
Directs daily activities of the project team. Negotiation
Manager
Responsible for meeting engineering productivity Coordination
objectives. Research
Responsible for overseeing engineering and Analytical
design and coordinating inter-disciplinary work. Communication
Responsible for the development and Reporting
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implementation of project procedures and the
project quality plan.
Responsible for coordinating document control.
Responsible for auditing quality system.
Responsible to ensure conformance with budget Time Management
Planning Engineer and schedule goals. Coordination
Assist project management in identifying Research
variances, formulating recovery plans, revising Analytical
and updating schedules, processing change orders Communication
and preparing cost and hour reports and forecasts Reporting
Will provide all the reporting requirements as
referenced in Project Reporting.
QA / QC Engineer Responsible for checking, verifying and Coordination, Liaison
validating the design in accordance with the Planning, Communication
Quality Assurance Plan included in HOT’s Time management, Analytical
Quality Procedures Reporting
The above personnel are identified on the Organization Chart with extensive work experience and
to be approved by KEG-MPW.
3.1.3 Project Interface

The project interface will be interpersonal in nature, meaning that communications and reporting
relationships will be kept internal to the project team. The reporting relationships are detailed in the
organizational chart under section 3.1.
3.2 Manpower Plan

The numbers of manpower required by category are listed in the below Table. These are
indicative and the number of labors is likely to be as scheduled.
The exit strategies for manpower are arranged to assign them full time with the possible to work 2
shifts some times between them. This means that it the functional manager will ensure that there is
acceptance from the employees to be shifted their duties between others, or their will be overtime
hours sometimes according to work needs. The employees are to be informed of their future in the
company before they step across onto the project. This will ensure they will stay with the company,
because they will feel like there has been no loss of status or unnecessary build-up of work.
3.3 Human Resources Administration and Staff Acquisition

This section details what attributes the project staff should have and how they will be acquired.
3.3.1 Staffing Pool Description

It is anticipated that the project manager will be able to hand pick their team, and as such should
use the following template to assist in the decision making process. Below is an example of the
template that should be used.
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Table 8: Project team selection criteria
Category Responses Rating
Previous
Experience
Personal
Interests
Personal
Characteristics
Availability
Competencies
Proficiencies
3.3.2 Recruitment Practices

It is expected that all staff for this project will come from within the company, and as such will
have already been through the process used by the company.
3.3.3 Project Staff Assigned

All staff, once selected will be required to work on a full-time basis for the length of time they are
required for their role, as detailed in the WBS.
3.3.3.1 Project Team Directory

The template below is to be used by the project team when taking down details of relevant
members and project parties.
Name Role Functional area Phone Mobile Ph. Fax Email
3.4 Team Development
3.4.1 External Feedback

The Project Manager is to evaluate the team’s performance informally as required and formally
every quarter or on completion of the allotted task for the project. Categories for the assessment
criteria include: budget/cost consumed during the project lifecycle versus forecast, each member’s
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output with regard to the overall project schedule and the required quality. After internal assessment
within the project team, PM is to seek senior management/director for feedback on if the
expectations have been met. Expectations of any project parties and customer satisfaction must be
achieved.
3.4.2 Performance Improvements

Each team member is to be assigned their own individual schedule of tasks, and these will be used
as a benchmark for measuring work improvement and effectiveness in the future. Any conflicts
within the team should be dealt with immediately with fairness and sensitivity, and should focus on
the issues, not the personalities involved. The PM needs to be sensitive and consult if necessary
with others who witnessed or were involved in the incident.
3.4.3 Input to Performance Appraisals

The PM is to set the standards and criteria of performance appraisals as set out above and these are
to follow the SMART theory (Specific, Measurable, Attainable, Results oriented, and Time
specific). If any team member requires significant development during the project, then this is to be
factored into the planning for that individual’s workload. The PM will also identify upon
completion a number of development areas and align either courses or on-the-job
training/experience to develop the team member.
On a monthly basis, each project staff member is to provide feedback, whether positive or
constructive to other members that they have worked with in this project. This should be a formal
anonymous process whereby individuals do not feel threatened and know that the feedback is only
to assist them to get better in the future. At the completion of each major work task that the
individual is responsible for the PM will evaluate the performance against the requirements of the
customer, sponsor and programme director. At the completion of the project, all team members will
undergo a full performance assessment including the performance and improvement of
performance on each different work task that they undertook. Again the PM will seek to identify
courses/ training that will assist the team member to get better at their given role.
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4. Quality plan
The final deliverable of this project is a quality plan that will be used by the project manager to
develop a strategy to identify and secure materials, equipment, manpower, logistics, and suppliers
for ongoing construction of project. The project manager must ensure quality management at all
phases and milestones from research to documentation, to approval, and to implementation are
maintained and controlled. Project Quality Management must therefore be taken seriously as a
critical process necessary to ensure that the project will satisfy customer requirements. The project
manager should place sufficient emphasis on implementing, managing, monitoring, and controlling
all strategies and measures prescribed in the Quality Planning, Quality Assurance and Quality
Control sections below to achieve the desired project outcome or deliverable.
1. Document & Data Control

‐ The Document & Data Control system shall be in line with the requirements of the General
Specification and Conditions of Contract.
‐ All documents will be recorded & controlled as per methodology as agreed with
Client/Consultant.
‐ The scope of document and data control shall be applied to all internally and externally
generated documents and classified as controlled documents.
‐ Externally and internally generated documents will be controlled via the use of relevant
document control register. Status of Documents submission and approval will be updated by
the Document Controller in accordance with the Procedure for Technical Submittals every
time a submission is made and on a daily basis.
‐ Engineering Shop-drawings are subject to Document & Data Control Procedure and shall be
controlled in terms of:
1. Identification and numbering system
2. Preparation and approval cycle
3. Changes and Revisions
4. Preparation of Submittals and approval
5. Progress reporting of approval status
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‐ The Document Controller will Issue a weekly submittals status reports. Follow up on
submissions will be done by HOT Project Manager / Project Quality Manager ensuring
necessary corrective and preventive action is taken to minimize any possible delays in the
submittal process.
‐ Documents Identification Numbering System: A project specific documents, submittals and
transmittals numbering system will be agreed with Consultant and will be fully implemented.
All documents will have full reference number, revision number and date; in addition
controlled documents shall identify the authority of preparation, review by and approval.
2. A. Control of Engineering Submittal
‐ The Senior Structural/Architect Engineer has the overall responsibility for technical
submittals, ensuring compliance with Contract Specifications and Drawings and has it
approved by the Consultant.
‐ Technical submittals will be made in accordance with the requirements of the acceptance
criteria of Contract Documents. This shall also apply to submittals made by the
Subcontractors.
B. Control of Engineering Drawings
‐ The Senior Structural/Architect Engineer is responsible for establishing a List of all required
shop drawings based on Contract Drawings. The list shall be submitted to Client/Consultant
Personnel for review and approval. Approved Drawings numbering system shall be used as
detailed in the Appendix 4. Wherever practical, the changes will be indicated by clouding
and placing the revision number in a triangle beside the cloud. (As is practically possible)
‐ Shop drawing submittal and approval status is tracked using the Shop Drawing Submittal
and Approval Log based on submittal schedule to avoid Construction delays. Preparation of
shop-drawings will comply with the acceptance criteria outlined in the Contract documents.
‐ The systems and software used for the preparation of drawings will be compatible with those
of the Client/Consultant Personnel. Shop drawings will include the following:
1. A title box that indicates the Project Name, Project Location, revision number and date,
drafter's signature, checker's signature, and drawing description, signed off for coordination.
2. Drawings will not exceed AO size and will be submitted for review and approval in the
manner and in the number stipulated.
3. Prior to any submittal, the person responsible as Coordinator (Senior Structural/Architect
Engineer/MEP Coordinator) will review all drawings including those of subcontractors, for
conformance for completeness, accuracy, coordination, and compliance with the Contract
Documents
3. A. Execution Control
‐ The construction activities shall be controlled by the use of this Quality Plan, HSE Plan,
Master Construction Schedule, Inspection and Test Plans, Project Specific Procedures /
Method Statements and Check Sheets together with the contract and approved shop drawings
and specifications.
‐ Familiarity and knowledge of contract specifications / drawings and strict adherence together
with the regular interaction / monitoring / in-process inspections will ensure that work is
executed to contract requirements.
‐ The Project Manager together with his site team will ensure that the work is executed in line
with the relevant procedures, suitable equipment are used and the work is monitored at
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various stages as required by specifications and identified in the Quality Control Plans and
relevant procedures.
‐ Inspection will be done using calibrated instruments at predefined inspection times as per the
approved Inspection Test Plan. (ITP).
B. Procurement & Materials Control
‐ All items forming a part of the permanent works are subject to a formal submittal, review
and approval process as required by the Contract Specification.
‐ Approval of any such material, product or service must be obtained in writing from
‐ Client/Consultant prior to proceeding to the procurement stage.
‐ Materials will only be ordered after the Employer's Personnel / Engineer's written approval
to a material, product or system. The progress of procurement, from order to delivery is
measured against each measurable stage of the process.
‐ Submittals/ approvals and procurement are each the subject of dedicated procedures as part
of the Project Management System.
‐ Materials / Subcontractors to be used in the works are first submitted for Client/Consultant
Personnel approval. Materials and Subcontractors will be selected from List of approved
Manufacturers/Suppliers/Local Agents available in tender documents.
Alternative/Substitution Procedure should be followed for companies not included in the
approved suppliers list. Criteria for selection of suppliers and subcontractors besides
complying with Specifications like registrations with Client/Consultant and local authority
registrations will be complied with. Where there are proprietary items and the above criteria
cannot be adhered to, Client/Consultant Personnel would be placed on the actual picture with
details during submission for approvals.
4. Planning Control
‐ The Planning Engineer shall develop schedules for: Materials, Subcontractors submittals,
approved Inspection Test, shop drawings. The schedule is used as a baseline for monitoring
the progress of all submittals.
5. Project Communication and Coordination
Communication with Client - Project Manager - Consultant – Subcontractors

/ Suppliers - Local Authorities:
hot Project Manager shall establish communication system specific for this Project (as per
methodology as agreed with Client/Consultant) in accordance with the requirements
outlined in the relevant Contract Documents/ Conditions of Contract in order to avoid
unnecessary delays and problems and ensure effective management between HOT and all
other parties involved during the Project Execution Phase.
The system shall include efficient and effective flow of information amongst project parties
including such items as:
1. Flow of Information to and from all project parties as agreed with the Project Manager
2. Materials submittals including suppliers and subcontractors.
3. Drawing submittals including suppliers and subcontractors.
4. Progress Meetings
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5. Enquiries and order handling, including request for information, design change request,
instructions, etc.
6. Contract correspondence.
7. Client complaints and other reports relating to nonconformities.
8. Client responses relating to conformity of product and or / or service.
9. Other contractual issues as outlined in the conditions of contract
4.1 Quality Planning

Quality planning establishes the basis from which the project manager will monitor and control
quality. Based on the approved project scope and outcome, the critical components of the quality
plan are the quality statements and the quality policies. The project manager is expected to use
the quality statement and policies to monitor and control quality throughout the project but
particularly at all milestone points through to the final project. The quality policies are based on the
following three main and important quality statements - which are focused on the final project, the
strategic plan.
Quality Statements:
The final situation of this project must be of highest standard, quality, and meets the approved
performance specifications and requirements of the client and top management.
Quality Policies:
1. Recruit skilled, knowledgeable, qualified, experienced, and professional employees and project
team including project manager and project technical manager.
2. Specific job descriptions of every project member must be detailed to monitor and control
quality.
3. Proper and consistent scheduling must be done to ensure consistent performance by all team
members.
4. Research and data collection sources and subcontractors must be current, reliable, genuine, and
up to date.
5. Data analysis tools and techniques must be appropriate and relevant for the project.
6. Frequent quality review meetings must be conducted to ensure quality specifications are met at
every milestone point.
7. Detailed editing must be done to ensure quality.
8. Change and risk management plans must be carefully followed to monitor and control changes
and risks.
9. Final project plan must be of quality, standard, and specifications that satisfy the needs of the
critical client and top management.
10. All schedule, cost, and performance management and control plans must be strictly followed to
identify and manage changes, mitigate risks, and ensure quality project outcome.
4.1.1 Quality Management Plan

This quality management plan ensures that the project manager effectively manages the
implementation of the quality policies and describes the procedures and framework for
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implementing quality assurance and quality control. Monitoring and controlling of quality will be
conducted mainly through a review and auditing process. The members of the review and auditing
team include the project Qs, senior procurement engineer, and technical manager and lead by the
project manager. Their specific job responsibilities are described in table 3 below.
Table 3: Quality review and Audit team
Quality Review and Audit Team Job Responsibilities

Project Manager- Team Leader 1. Quality monitoring and control review and
audit process and arrange audit meetings.
2. Quality policies are implemented
throughout the entire project.
1. Ensure that project is on budget and
cost associated with quality control is
Project Quantity surveyor- Cost Auditor accounted for through critical
milestone audit points.
2. Conduct professional audits and
report any changes that will affect
quality
1. Ensure that all research and data
gathering sources are reliable and
current
2. Ensure that research is professionally
senior procurement engineer - Chief conducted
Editor
3. Edit drafts and report to review team
on status and progress
4. Make draft reports and plans
available to review team at every
review meeting for milestones
completed
1. Ensure that quality is maintained at
all milestone points
technical manager -Performance Auditor 2. Ensure that all critical events and
activities are carefully implemented
3. Audit for any deviations, identify
cause, and report for corrective
actions
Knowing the members of the quality audit and review team and their respective responsibilities, the
project manager should use the quality review and audit meeting plan framework below as a quality
management plan. This plan is made as a closed looped quality monitoring and control system.
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Framework 4: Quality Management Improvement Plan
Quality Audit and Quality Deviations /Defects in Resolutions and

time, cost, and performance recommendations adopted
review team Meeting
specifications identified and and plans made for
Convened thoroughly discussed. immediate corrective
actions

Reports on the Approved Quality PM to report to client and

corrective actions improvement top management on critical
including normal audit recommendations and changes in scope, cost,
reports are ready for the resolutions are implemented schedule, and performance
next quality audit and by respective project teams for approval and additional
review meeting
resources
The project manager must use the quality management plan to ensure that project quality is
maintained. The project quality review and audit team serves as the quality assurance mechanism
for systematic monitoring and controlling of quality. Senior management and project clients
approved quality standards must be maintained or improved throughout the project life cycle to
provide confidence and trust in the final outcome of the project. The quality management and
improvement plan – the closed looped quality audit and review process – also serves as a
continuous quality improvement mechanism for the project manager to systematically monitor and
control.
4.3 Quality Control

The final deliverable of this project is a strategic goal for the client and the top management of
contractor. This should primarily ensure development of an effective and efficient Quality control
system to facilitate achievement of the objectives of the project. Quality control is considered very
critical in all phases of the project to achieve its objective. The quality of the project (strategic plan)
of this project importantly depends on how well the project performance process is controlled and
monitored. The project manager and the project team should therefore ensure that the project
performance process, costs, and time are carefully monitored to detect unusual changes from
normal implementation variances/deviations. Corrective actions should be immediately taken to
ensure that the project performance is on schedule/time, budget, and within the planned standards
and quality. The following table presents the quality management, improvement, and checklist plan
for the project throughout the entire project life, significantly from the performance process,
costs/budget, and schedule/time control perspectives.
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Table 15: Quality Control Plan
Activity Activities Performance Process Cost/ Budget Time/ Schedule

level
1. Project manager must 1. Project Quantity surveyor 1. Time/schedule
1 Project ensure that must conduct financial audits must be
Management performance and and cost audits at all conducted to
process audits are milestone points ensure that lower
done at all milestone throughout the project life level activities are
points throughout the 2. Report any variances implemented on
project life from the cost baseline to time to achieve
2. Report any process project manager to take higher level/
and performance necessary actions milestone
deviations to relevant activities
client and top 2. Causes of delays
management and take or early execution
immediate corrective must be
actions investigated and
necessary actions
immediately taken
to ensure quality
Strategy for Research on current subcontractors& suppliers and type, kind, quantity, and
2 security of quality of services & materials is a crucial milestone activity of the project.
suppliers & sub- The research method, type, time allocation, sources of information, and
contractors qualifications and skills of research officers are critical for quality research
outcome. This high level activity is the core activity of the project; hence,
adequate funding and time must be allocated to achieve high performance and
quality.
1. Research problem/ 1. Adequate funding 1. Sufficient time must
area must be properly must be allocated for be allocated for
2.1 Research for stated and quality research quality research
subcontractors specifically defined outcome outcome
2. Research must be
2. Appropriate research 2. Research must be
conducted within the
design, methodology conducted within the
planned schedule
and type must by planned budget
/time
employed 3. Any deviation/ 3. Any delays/ over-run
3. Genuine and reliable variance to the cost to the time scheduled
sources of data are baseline must be must be notified and
used for literature notified and investigated
review investigated
4. Corrective actions
4. Research officers 4. Corrective actions must be immediately
must be qualified and must be immediately taken to rectify
have necessary taken to rectify
research skills and
knowledge
1. Research problem/ 1. Adequate funding 1. Sufficient time must
Research current area must be properly must be allocated for be allocated for
2.2 suppliers stated and quality research quality research
specifically defined outcome outcome
2. Research must be
2. Appropriate research 2. Research must be
design, methodology conducted within the
planned schedule
and type must by planned budget
/time
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employed 3. Any deviation/ 3. Any delays/ over-run
3. Genuine and reliable variance to the cost to the time scheduled
sources of data are baseline must be must be notified and
used for literature notified and investigated
review investigated 4. Corrective actions
4. procurement officers 4. Corrective actions must be immediately
must be qualified and must be immediately taken to rectify
have necessary taken to rectify
research skills and
knowledge
1. Appropriate data 1. Adequate funding 1. Sufficient time must
3 Data Analysis analysis methods must be allocated for be allocated for
(qualitative or quality data analysis quality data analysis
quantitative) must be 2. Data analysis must
2. Data analysis must be
used to analyse data be conducted within
the planned
2. Data analysis process planned budget
schedule/time
must be clearly 3. Any deviation/ 3. Any delays/ over-run
defined and free of variance to the cost to the time scheduled
personal influences baseline must be must be notified and
and subjective notified and investigated
information investigated
3. Analysed data must 4. Corrective actions must be immediately
be accurately must be immediately taken to rectify
tabulated and taken to rectify
presented for
documentation
1. Results of analysed 1. Adequate funding 1. Sufficient time must
4 Documentation data must be must be allocated for be allocated for
/Drafting accurately documentation, quality
documented including overhead documentation
costs 2. Documentation
2. First draft written and
process must be
edited by senior 2. Documentation
executed within the
procurement engineer process must be
planned
Second draft written executed within the
schedule/time
and edited by planned budget
3. Any delays/ over-run
technical manager 3. Any deviation/ to the scheduled time
3. Third draft written variance to the cost baseline must be
for project manager baseline must be notified and
and team’s edition notified and investigated
before the final draft investigated
goes to project 4. Corrective actions must be immediately
director, clients, and must be immediately taken to rectify
top management for taken to rectify
approval
1. Quality research 1. Adequate funding 1. Sufficient time must
output (project plan) must be allocated for be allocated for
5 Approval Process must be ready for project plan professional
presentation and presentation presentation of the
approval. project plan
2. Planning and
2. Planning and
2. Official presentation coordination process
coordination process
plan must be for project plan
for presentation must
coordinated presentation must be
be executed within
executed within the
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3. Project plan to be planned budget the planned
officially and 3. Any deviation/variance schedule/time
professionally to the cost baseline 3. Any delays/ over-run
presented to project must be notified and to the scheduled time
sponsors, director, causes/sources baseline must be
clients, and project investigated notified and
parties for approval investigated
4. Project plan must be must be immediately 4. Corrective actions
approved for taken to rectify must be immediately
implementation taken to rectify
5. Funding provisions
5. Any comments and must be made for any 5. Time allowance must
criticisms for changes to the cost be made to cater for
improvement must be baseline during the any changes to the
noted and actions presentation scheduled time
taken accordingly baseline
1. Implementation 1. Adequate funding 1. Sufficient time must
should be according must be allocated for be allocated for
6 Implementation to strategic plan strategic plan strategic plan
and execution implementation implementation
2. Implementation
2. Implementation
process should be 2. Implementation
process must be
according to planned process must be
executed within the
quality procedures executed within the
planned schedule
and standards planned budget/
/time
3. Performance costing
3. Any delays/ over-
audits/checks must be 3. Any deviation/ runs to the scheduled
conducted through variance to the cost time baseline must be
meetings at every key baseline must be investigated and
milestones/ notified and identified
deliverables causes/sources
investigated
4. Any deviations must must be immediately
be accounted for and 4. Corrective actions taken to rectify
sources identified for must be taken sources
immediate corrective immediately
5. Time allowance must
actions rectification
be made to cater for
5. Budget provisions any changes to the
must be made to cater scheduled time
for any contingencies baseline
during the course of
strategy
implementation
1. Performance audit/ 1. Adequate funding 1. Sufficient time must
risk management must be allocated for be allocated for
committee must be strategic plan strategic plan
Review of established implementation implementation
reviews review process
7 Effectiveness 2. Performance audits/
2. Review process must
checks must be 2. Review process must
be executed within
conducted through be executed within the
the planned
meetings at every key planned budget/costing
schedule/time
milestones/ 3. Any deviation/ 3. Any delays/ over-
deliverables variance to the cost runs to the scheduled
3. Any baseline must be time baseline must be
deviations/changes notified and causes investigated and
must be accounted /sources investigated identified
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for and sources 4. Corrective actions 4. Corrective actions
identified for must be taken must be immediately
immediate corrective immediately taken to rectify
actions rectification sources
5. Budget provisions 5. Time allowance must
must be made to cater be made to cater for
for any contingencies any changes to the
during the course of scheduled time
strategy baseline
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Framework 5: Quality Control Process
Project management
Suppliers and sub‐
contractor Research
Data Analysis
First Milestone First Quality audit point
Research information PM meeting with senior
and Report procurement engineer
Strategic Plan
Documentation and
drafting
Second Milestone Second Quality audit point
Strategic Research on PM, technical manager &
current sub‐ Project team Meeting
contractors& suppliers
Strategic Plan Presentation
and Approval
Third Quality Audit Point
Change Review and
Certification Meeting
Implementation and
Execution
Fourth Quality Audit Poin
Performance Progress
Review for Effectiveness
review/audit committee
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Quality planning, control, and monitoring are considered continuous processes throughout the life
of the project. Most importantly, quality audits and review meetings are planned for at every
milestone points as illustrated in framework 5, quality control process above. This is to ensure that
project is implemented according to approved scope and performance specifications, quality,
budget, and timeline. It is important that the project manager follows the specified quality plan and
control process.
4.4 Assumptions and constraints

While project quality control and management plans are carefully formulated and established to
achieve planed quality goals and objectives, it may not be implemented according to these plans in
practice. Hence, the following four assumptions are made for the project management and team’s
consideration.
4.4.1 Rework
Proper and adequate project planning is considered the standard protocol of the project; hence, this
project probability for significant final product rework is rated 0.1%. It is assumed that the quality
plans, controls, framework, and processes established are sufficient for the project manager to
ensure strict precaution to prevent any project changes such as extra requirements, performance
deviations, scope creeps, staffing needs, budget and time constraints. Furthermore, the quality
program is also assumed into consideration to prevent any complexity and risks, hence bottom line
is affected and project costs are not allowed to doubled or tripled from initial cost forecasts as a
direct result of rework. The project manager should also identify reasons for poor quality and
demonstrate how quality affects the overall project performance and deliverable.
4.4.2 Customer Dissatisfaction

The client is designed to produce a quality project that will ultimately satisfy the
demands/expectations of the customers. The project manager is therefore assumed to continuously
review and set proper quality expectations, and clearly communicate and demonstrate how clients’
requirements are incorporated and presented in the project's output. Project manager should ensure
that all involved parties (customers and client) are on the same page, and maintain open lines of
communication and a unified direction. This is especially important when new requirements affect
in-progress projects. In these scenarios, the project manager should help client and determine an
optimal way to incorporate changes. The project manager should provide options on how the new
changes can be incorporated and identify the risks associated with the changes to help ensure
continued quality.
4.4.3 Missed project expectations

Without proper quality control, project output can easily miss performance targets, client and
customer expectations. Therefore, it is assumed that the project manager will accordingly perform
quality checks/audits at every project milestones/deliverables to meet the project objectives and
strategic goals. Project manager should keep project efforts aligned with project targets, by
executing planned audits at major quality checkpoints and taking corrective actions throughout the
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project life cycle. Conducting project team reviews and manager reviews are considered common
practice to keep efforts on target. Project manager should also consider involving customers, client
and top management review the project before deadlines for all major deliverables.
4.4.4 Poor utilization of resources

Poor project quality plans can negatively affect the project team’s capabilities to utilise project
resources effectively. Conversely, poor utilization of resources can negatively affect the project
deliverable, ultimately customer, and client satisfaction. The project manager is therefore assumed
to resolve this problem by implementing the project according to quality control and management
plans, hence avoid running a higher risk of greater project failure. It is also assumed that there are
adequate project resources and proper resource alignment is made and allocated to every activity
for successful project outcome. The project manager is assumed to perform his responsibilities to
ensure that project deliverables are coordinated along with proper quality controls that are
integrated within a holistic project management approach.
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5. Project Planning
This section covers the intended strategies to manage time for the life of the project. It includes
defining and sequencing of the activities and estimating their duration.
Planning & Programming

HOT utilizes the Critical Path Method (CPM) for its project planning and has standardized the
latest version of Primavera Project Planner (P6) as its dedicated planning software.
During the tendering phase, the technical team studied and prepared the tender Technical Proposal
with its corresponding tender CPM program, which is detailed to a level providing assurance in
utilizing it as a model for project execution.
In general, immediately after Contract award, and in order to save precious time during the
mobilization phase, the same team marshals the planning effort forming a project setup team, which
includes the Project Management team that will execute the project.
In the meantime, the Tender Program is upgraded into a preliminary construction program to guide
the project team effort during the mobilization phase. The project setup team operates then as a task
force to study the project scope of work and execution methodologies. This concentrated effort
includes a detailed study of temporary and permanent works, including Engineering, Procurement,
and Construction activities and integrating the coordinated input into a detailed CPM program to
the required degree of detail.
The team objective is to construct the project within the required time, cost, safety and quality. The
team output deliverables are the detailed Construction Method Statement and the Contract Baseline
Program with all its detailed schedules and control parameters. The CPM program network
activities are also loaded with permanent material quantities, manpower and equipment
requirements and are often cost-loaded as required.
The approved program prepared in accordance with contract conditions (article14) then serves as a
proactive instrument to furnish all the required data on a system-based and timescale using multiple
summary levels and a flexible Work Breakdown Structure (WBS).
The program of Works normally includes as a minimum the following requirements:
o Mobilization
o The Engineering Submittal Program
o The Procurement submittal and delivery program
o The Construction Program
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o Cost-Loaded Program with a detailed Schedule of Values
o Manpower Loaded Program
o Schedule of Construction Equipment and Vehicles
o Critical Indicators Report including a Procurement schedule control form.
o Execution method statements coordinated with Engineering, Construction, and the respective
suppliers/ subcontractors.
o Support Data
o Short term and coordination program
o Weekly program updates with critical path analysis and progress measurement.
o Program Adjustments and Revisions
o Progress Updates Control Forms by section, area, trade, or as may be required.
The planning and scheduling activities for the Project will be carefully planned in accordance with
the requirements of conditions of Contract to cover the construction and post construction or
project closeout stages including Subcontractors work. Schedules/ planning activities include the
following:
o Baseline Program
o Cash Flow
o Manpower/Labour Histograms
o Equipment Schedules
o Material Procurement Schedules
o Shop Drawing Schedules
o Daily / Weekly / Monthly planning activities
o Project Close Out Schedules
o As Built Documents / Drawings
5.1 Activity Definition

Activity coding
The activity coding mentioned herein below shows the coding structure for the schedule. The
activity code will be used along with the Activity ID to make the coding structure for the schedule
to show Phase, Scope, Level, Zone, Subzone, Div. No., The activity ID consists of six (6) levels of
coding that will be used for sorting the project and in facilitating the time schedule following up
and updating.
Table 9: Activity coding:
Using fourteen Digits as following
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Activity ID
1 2 3 4 5 6 7 8 9 10 11 12 13 14
1 = PHASE 1 character
2-3 = SCOPE 2 character
4-5 = LEVEL 2 characters
6-7 = ZONE 2 characters
8-9 = SUBZONE 2 characters
10-11 = DIV. NO. 2 character
12-14 = Activity No. 3 characters
PHASE
S Project Start & Project Key Milestones
M Mobilization
E Engineering
C Construction
A Authorities' Approvals
T Testing & Commissioning
H Project Handover
SCOPE
GN General
SC Subcontractors
MT Material
SD Shop drawings
CO Composite drawings
PR Procurement
SS Substructure
SA Superstructure building A
SB Superstructure building B
LB Building lobby
BR Bridge
EX External works and Landscape
S1 Security booth # 1
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LEVEL
GN General
SU Submittal
AP Approval
Al All Building Levels
FO Foundation
B2 Basement 2
B1 Basement 1
GF Ground floor
1F 1st floor
2F 2nd floor
3F 3rd floor
4F 4th floor
5F 5th floor
RF Roof
ST Stairs
SH Shafts
EV Elevators
EL Elevations
EX External works and Landscape
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ZONE
GN General
AZ All Zones
01 Zone 01
02 Zone 02
03 Zone 03
04 Zone 04
05 Zone 05
06 Zone 06
A1 Zone A1
A2 Zone A2
A3 Zone A3
B1 Zone B1
B2 Zone B2
B3 Zone B3
EE East Elevation
WE West Elevation
NE North Elevation
SE South Elevation
EB East boundary wall
WB West boundary wall
NB North boundary wall
SB South boundary wall
X1 External area zone 1
ST Structural DWGs
AR Architectural DWGs
MC Mechanical DWGs
EL Electrical DWGs
KF KFD
KM Kuwait Municipality
ME Ministry of Electricity & Water
MP Ministry of Public Works
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SUBZONE
GN General
S1 Subzone 1
S2 Subzone 2
S3 Subzone 3
S4 Subzone 4
S5 Subzone 5
SH Shelter area
SR Shooting range area
BA Labs areas
VL Elevator lobby
TK Water tanks area
LB Library area
WT Wet Area
EL Electrical areas
MC Mechanical areas
PK Parking area
AD Auditorium
01 Staircase # 01
02 Staircase # 02
03 Staircase # 03
04 Staircase # 04
05 Staircase # 05
06 Staircase # 06
07 Staircase # 07
08 Staircase # 08
09 Staircase # 09
10 Staircase # 10
11 Staircase # 11
12 Staircase # 12
13 Staircase # 13
14 Staircase # 14
15 Staircase # 15
RM Ramp Area
P1 Elevator # P01
P2 Elevator # P02
P3 Elevator # P03
P4 Elevator # P04
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P5 Elevator # P05
P6 Elevator # P06
P7 Elevator # P07
P8 Elevator # P08
P9 Elevator # P09
0P Elevator # P10
1P Elevator # P11
1S Elevator # S1
2S Elevator # S2
DIV
GN General
01 General Requirements
02 Site Works
03 Concrete
04 Masonry
05 Metal Works
06 Wood and Plastics
07 Thermal & Moisture Protection
08 Doors and Glazing
09 Finishes
10 Specialties
11 Equipment
1A Laboratory Equipment
12 Furnishings
13 Special Construction
14 Conveying System
15 Mechanical
16 Electrical
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Project Zoning:
Zoning from Raft foundation to Basement 1 level
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Zoning (A1, A2, A3, B1, B2 & B3) from Ground floor to Roof floor
Zoning (X1, X2, X3 & X4) for External works
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5.1.1 Activity List
Please see below the activity list for this project. All constraints and assumptions are listed in the
project document.
o Excavation works
o Concrete works
o Masonry Works.
o Electromechanical Works conduits embedded in masonry
o Plaster preparation/door frames.
o Water Proofing Works.
o Sanitary Piping.
o Plaster Works.
o Electromechanical Works, ducting, pipes ……etc.
o Painting Preparation Works.
o Electrical Wiring.
o Suspension System for Ceilings.
o Wall Cladding Works.
o Flooring Works.
o Gypsum Partition Works.
o Carpentry/Glazing Works.
o Suspended Ceilings Finish.
o Electromechanical Equipment/Accessories/Fittings.
o Specialties & Medical Equipment.
o Final Painting Coats.
o Carpet Works.
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5.2 Duration & Productivity Rate
HOT prepare the productivity rate table below to show no. of crew for each main activity and
estimate time completion for the activity works which is shown in the schedule:
Table 10: productivity rate
No Division Productivity
Crew
No. Item Item description Rate per
(Manpower/Equipment)
Description day
1 Div.02 Excavation Works 400 m3 2 loader
3 roller+3compactor+ 3
2
Div.02 Backfilling 120 m3 labors
3 Div.02 Preparation of building 300 m2 4 Labors + 2 Compactor
4 Div.02 Curbstone 150 m 6 masons
5 Div.02 Interlock tiles 60 m2 8 masons
12 carpenters + 4 labor +
6
Div03 Concert slab 90 m2 12 Steel Fixers
8 carpenters + 4 steel
7
Div03 concrete columns 20 nos. Fixers + 4 Labors
8 Div03 Precast concrete cladding 90 m2 9 mason + 1 crane
9 Div03 Concrete Topping/Screed 80 m2 10 concreter + 2 finisher
10 Div03 Lighting concrete 90 m2 8 concreter + 2 finisher
2 Block work mason + 2

11
Div04 Block works 30m2 Labor
12 Div04 Glass block works 10 m2 2 Mason + 2 Helper
2 Handrail mason + 2
13
Div05 Handrails 20 m helper
14 Div07 Waterproofing membrane 60 m2 1 WP mason
15 Div07 Protection Board 60m2 1 WP mason
16 Div07 Building Insulation 100m2 1 Mason + 1 Helper
17 Div07 Concrete Pavers for roof 60 m2 2 Tile Layer + 2 Helper
2 Cladding Mason + 2
18
Div07 Metal panels cladding 60 m2 Helper
19 Div07 Aluminum Flashing 60 m2 1 Mason + 1 Helper
25 Div07 Fire stop 40mr 1 Mason + 1 Helper
2 Doors carpenters + 2
20
Div08 Door frames 10 nos. helper
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21
Div08 Door leaves 10 nos. helper
22
Div08 Door hardware 10 nos. helper
4 Metal Masons + 2
23
Div08 Frameless 60 m2 helper
2 Plaster mason + 2
24
Div09 Cement plaster 1st stage 120 m2 Helper
2 Plaster mason + 2
25
Div09 Cement plaster 2nd stage 60 m2 Helper
2 ceramic mason + 2
26
Div09 Ceramic walls for wet area 24 m2 helper
2 ceramic mason + 2
27
Div09 Ceramic skirting 60mr helper
G.B partition Studs+1st Layer

28 4mason + 2 Helper
Div09 +Insulation 40m2
29 Div09 G.B partitions Closing 100m2 4 mason + 2 Helper
30 Div09 Gypsum false ceiling 40m2 2mason + 2 Helper
31 Div09 Metal false ceiling 60m2 2mason + 2 Helper
32 Div09 paint preparation 80m2 2 painter
33 Div09 Painting coat 80m2 2 painter
34 Div09 Vinyl Tiles 50mr 2 Tile Layer + 2 Helper
35 Div09 Rubber Tiles 50mr 2 Tile Layer + 2 Helper
36 Div09 Granite Flooring 24 m2 2 Tile Layer + 2 Helper
37 Div09 Terrazzo Tiles 10m2 2 Tile Layer + 2 Helper
38 Div09 In-situ Terrazzo tiles 10m2 2 Tile Layer + 2 Helper
39 Div09 Carpet Tiles 80m2 2 Tile Layer + 2 Helper
40 Div09 Wood Flooring 20m2 2 Mason + 2 Helper
41 Div10 Wall & Corner guards 14 no’s 2 Mason + 2 Helper
42 Div10 Toilet Accessories 10 nos. 2 Mason + 2 Helper
43 Div10 Access Flooring 24 No’s 2 Mason + 2 Helper
44 Div10 Internal Sign 24 No’s 2 Signage Mason
2 Finishing Carp. + 2
45
Div12 Furniture 20 seat helper
46 Div22 Laying Water supply pipes 60m 2 plumber + 2 helper
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47 Div22 Laying Drainage pipes 48m 2 plumber + 2 helper
48 Div21 Laying Fire Fighting Pipes 48m 2 FF Pipe Fitter +2 helper
49 Div23 Laying HVAC Ducts 150kg 2 Duct Fitter + 2 helper
50 Div23 Duct Insulation 40m 2 Duel Fitter + 2 helper
51 Div23 HVAC Piping 40m 2 Pipe Fitter + 2 helper
52 Div26 Installing Cable Trays 30m 2 Electrician + 2 Helper
53 Div26 Electrician Conducting 48m 2 Electrician +2 Helper
54 Div26 Wiring Works 400m 3 Electricians + 3 helpers
55 Div26 Laying Cables 40m 6 Electricians + 6 helpers
5.3 Schedule Development

This section details the start and finish dates and how to manage the timelines for the project. The
schedule assumes that the standard hours of the project are 8 hours per day 5 days per week,
excluding public holidays.
5.3.1 Project Schedule

For this portion of the plan we have used the Critical Path Method (CPM). See below for the
Project Network Diagram. A summary for work schedule (Master Schedule) will be done after
signing contract.
5.3.2 Schedule Management Plan

Internally, if there is a schedule change or if a delay in any specific task is identified before the
activity becomes late, the Project Manager is to reallocate the necessary resources according to the
changes that have occurred.
5.3.3 Resource Requirement Update

In the event of corrective actions being approved by the Project Manager, where there are cost or
resource implications, these are to be tracked and included in the budget. This will be done by
formal notification to the project Quantity Surveyor and Technical Manager via email and followed
up in writing.
5.3.4 Constraints and Assumptions

The constraints on this section include standard hours to be worked, because it limits the ability of
workers to complete tasks by their allotted time.
The assumptions for the schedule are: the number of required employees can complete their allotted
task on time; attendance of the employees will remain constant as full-time. Finally, there will be
no significant and unrecoverable ‘lags’ in the proposed schedule.
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5.4 Schedule Control
5.4.1 Performance Analysis and Reporting
Once the Contract Baseline Program is established, it then serves as the basis of comparison during
the execution phase through the periodic schedule updates. Once approved by Client/Consultant,
the program is then implemented and updated weekly and published with the required comparative
reports to all concerned parties. The reports include a critical path analysis, critical indicators
report, progress and performance evaluation reports, and resource and cost reports among other
reports that may become necessary through schedule revisions and management requirements.
Performance is measured in terms of production man-hours, and also by cost and commitments.
This is done by comparing planned, earned, and actual loadings to individual activities as per the
necessary detail. The reports include tabular and graphic histograms and S-curves of the above
elements. The software used for the tabular analysis is either MS Excel spreadsheet software, or
MS Access Database software depending on project requirements.
A further measure of performance is the critical indicators report, which includes elements of the
above performance measurement system, in addition to a critical path analysis report identifying
potential problem areas for mitigation efforts.
Our control form formats are normally custom made to satisfy project requirements; hence our
formats will be adapted to the requirements of Client/Consultant after Contract Award.
(Records will be maintained as per documents and data control procedure)
5.4.2 Performance and Progress Evaluation and Control

The Progress Control and Performance reports are evaluated by the Site Project Management on a
regular basis. For major issues, the necessary action to mitigate potential delays, cost over-runs, and
to improve efficiency will be agreed and implemented by the Project Manager and his team as
necessary-Further in-house control procedures are in place within the team. These include a
monthly cost control report related to production output of resources, and identifying the
construction supervisory performance from site engineers to trade foremen. All our tabular reports
are updated and published weekly and are in computerized database format; their relevant data
values are updated and input into the CPM program and monitored weekly.
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5.4.3 Schedule Updates
A schedule update is considered to be anything that changes the start or finish time of another work
activity down to the tasks. These include any tasks that affect higher-level tasks. To assist in
schedule management once a task is complete, the activity sequence will be updated via software.
In addition, the person in control of completing the work activity is to advise the project manager
and anyone whose task it will affect. For more information on the channels of communications and
how to communicate with these specific project parties, see the communications section of this plan
at section 9.
5.4.4 Corrective Actions

In the event of a completion time that will affect another task either by allowing it to start earlier or
forcing it later, a formal schedule update request must be submitted to the project manager with a
corrective actions proposal including an estimated cost of any such proposal. If accepted by the
project manager – with no corrective actions available – they will notify the project sponsor,
program manager and any relevant internal and external project parties.
In addition, the project manager will inform the other team members affected about the change to
schedule and seek any possible corrective actions from that work group to get the project back on
time.
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6. Project Cost Management
This cost management plan serves to effectively and efficiently allocate resources for development
of a strategic plan for security and transportation of project resources. The main components of the
project cost management section include resources planning, cost estimation, cost budgeting, and
cost control. Significantly, the cost management plan serves as a control mechanism for standard
comparison, a baseline from which to measure the difference between the actual and planned use of
resources. The project manager should deploy resources to accomplish planned project objectives –
drawn from the project activities – hence, resources usage should be monitored carefully to detect
over or under utilisation of resource expenditures. When making cost estimations and allocating
costs to resources requirements of the project, cost control measures are established to cater for
changes to the budgets of individual work activities. Cost estimations are made considering the
market prices for goods and services in local market and in conformance labour laws and minimum
wage standards/requirements.
6. 1. Resource Planning
Resource planning is one of the core components of this project plan. Core resources determination
is explicitly based on the project activities and project scope statement presented in project scope
management section. Consideration must be equally given to physical resources such as indirect
cost (computers, printers, telephones, copy papers, and human resources and intangible resources
such as time and energy). The quantity and quality of resource requirements to develop the strategic
plan for security and transportation of project components are presented in the project budget cost
budgeting. Identified resources should facilitate implementation of the tasks in the project activates
and are consistent with organisational policies. The resource requirements planning are identified
throw table attached in section3.3 which presents the summary of all resources in quantity, type,
and quality needed to efficiently complete both high and low level work activities from initiation to
termination of the project.
6.2 Cost Estimating

Cost estimations are made considering market prices for goods and services in the local market and
in conformance with current labour laws and minimum wage standards/ requirements. When
making cost estimations and allocating costs to core resources requirements, and to reach to the
bottom price for the tender, no consideration is given to uncertainties such as inflations and
changes in the market. And to avoid any contingencies‫ ﺣﺪﻭﺙ ﻁﺎﺭﺉ‬in cost we built our prices into
the initial individual cost structures as a measure to control any changes to the budgets of individual
work activities. The budget is therefore not flexible to cater for any uncertainties and the
budget itself forms the cost control mechanism. The units (per man-hours, per quantity, and per
day) determinants of total cost estimations for every resource requirements are based on the
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individual work requirements of the work activity. For simplicity and ease of reference, all cost
estimations are presented in concert with the cost budgeting section.
6.2 .1 Cost Management Plan

The project cost budget employed as an effective resource expenditure control and management
mechanism. Every activity in the WBS, both high and low levels, is allocated a cost and that is the
cost baseline/benchmark to be used to measure project budget performance during the project life.
Significantly, the cost budget serves as a control mechanism for standard comparison, a baseline
from which the project manager can measure differences between the actual and planned use of
resources. Current or potential deviations detected must be rectified whilst notifying project
sponsors, project team, and other relevant stakeholders, through their preferred communications
medium.
6.3 Cost Budgeting

Resources planning and cost allocation is forecast, giving adequate consideration to the individual
high and low /sub level activity requirements of the work breakdown structure. The budget is
planned to facilitate achievement of the objectives of the project...
6.4 Project Schedule and Risk Management Plan

The work activity is the basis from which the baseline cost is determined. The project budget is
based on the work activities where resource requirements (time and quantity) are scheduled from
initiation to completion. Any changes or potential changes to project schedule must be catered for
and the project manager must take necessary measures where possible to inform project owner and
consultant for approval of immediate corrective actions.
6.5 Cost Control
Deviations from the cost baseline should signify critical cost performance signals of the project.
Budget overrun or underutilization should be importantly considered as a major change to the
budget. Hence, the project technical manager must investigate the cause of the variance and make
necessary recommendations to the project manager for corrective actions where who must undergo
quick and immediate auditing. The project technical manager will remain a key professional to
keep track of project cost performance throughout the project life. Most importantly, conduct
budget reviews in every planned milestone and project phase. The strategies for cost control
actions to be taken by the project technical manager include:
a) Monitoring cost performance to detect and understand variances from plan.
b) Ensuring that all appropriate changes are recorded accurately in the cost baseline.
c) Preventing incorrect and inappropriate or unauthorised changes from being included in the cost
baseline, and
d) Recommend the project manager take necessary actions to bring cost within acceptable limits.
Based on the project technical manager’s recommendations, the project manager should:
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a) Schedule meetings and Inform appropriate HOT Top Management of the changes;
b) Ensure that changes to the cost baseline are minimised, authorised and agreed upon by all
Project Parties; and
c) Take necessary actions to rectify the changes and manage actual changes when and as they
occur.
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7. Communication plan
The Project Communications Plan is the most important component of this project plan. Hence, the
communication management plan process for this project is to ensure timely and accurate
generation, collection, analysis, dissemination, storage and ultimate disposition of project
information. The communications plan establishes the critical links, networks, and reporting
structures between the project manager, Owner, Consultant, and project members/team that are
necessary for success of the project. Timely dissemination of knowledge about the project is
essential to the project’s success. Project participants naturally desire knowledge of what the status
of the project is and how they are affected; hence management must provide required information
on time. The more that people are educated about the progress of the project and how it will help
them in the future, the more they are likely to participate and benefit.
This plan provides a framework for informing, involving, and obtaining buy-in from all
participants throughout the duration of the project. The project manager needs to manage all critical
networks, points, and parts of the communications planning, information distribution, performance
reporting, and administrative closures to successfully achieve the objectives of the project.
7.1 Communication organisation plan

A pure project organisation is suitable for this project, which means all personnel; engineers,
financial, accounting, administrative, implementation, management, and control functions are
executed as a self-contained unit to achieve the project objectives of time baseline, cost baseline,
and performance objectives and goals. The performance, time, and cost objective outcomes should
be tied to the main schedule and directed towards achieving the objectives and goals of the Project
schedule. The communication plan therefore follows the pure project organisation chart of
command/channel of communication which is simple but considered very effective and
comprehensive to facilitate successful achievement of project and program objectives and goals.
The organisational structure below should facilitate the project’s communication process and the
line direction of communication between all project team.
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Framework 2: Channels and structure of communication
Bottom Project Consultant Office
Project Client &
Up
Project Manager
Project Engineer Construction Technical Manager

Manager
Vertical
Communication
Project
Accountant
Qa/Qc engineer Surveyor
Top Site engineer Project Forman

Down
Middle out
Horizontal communication
7.1.1 Communications Methodology
Based on the above pure project organisation and communication structure, this project should
utilise three dimensional communications methodologies for effective communication between all
project stakeholders.
Top-Down (vertical)
It is critical that the project manager and his team seek support and direction from the project
director and client. Change proposals from these stakeholders must be communicated effectively
through the project manager. The project manager must continuously communicate with its team to
keep the project on time, on budget, and achieve performance quality. The top-level stakeholder
leadership of the project organisation is critical for a unified project and program goal achievement.
This should be seen as 'hands-on' change management for the success of the project.
Bottom-Up (vertical)
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The project manager must update performance progress reports and communicate changes in time,
budget, and performance (quality) or scope to the owner top-level. There must be no surprises,
every contingency must be accounted for and immediately reported. The project team must always
provide timely and accurate reports to the project manager on their specific task performance and
any changes to their individual schedules, budget, and task scope. The project manager must make
sure that the communication requirements in this network are executed and followed by all
concerned to keep the project on schedule, avoid surprises and ensure quality.
Middle-Out (horizontal)
All the project team of the project (main contractor and subcontractors) need to establish strong
communication between them to maintain alignment of their individual task objectives and goals to
the objectives and goals of the main project. The project manager must establish and maintain
effective communication with his project team to ensure compatibility of this project to the goals
and objectives of the project. There must also be effective communication between the project team
to ensure proper coordination between complementary tasks and alignment of work units to project
goals and objectives.
7.2 Owner/Consultant Office
The important of Owner/Consultant Office for this project must be given equal preferences in
keeping them informed of the progress of the project’s performance. Effective communication is
very crucial for the success of this project. The project manager must know that communication is a
two way process. The project manager must constantly report on project performance via status
reports to the project director, Consultant Office and clients, and must also be prepared to
communicate bad news. Effective communication skills are needed for conflict management within
the project team. The important Owner/Consultant Office of this project include:
1. Project Owner
2. Project Client
3. Project Director/consultant
4. Project Manager
5. Construction Manager/CEO
6. Project team
7. External related sponsors (Media, Government etc...)
7.2.1 Project Communication Management Plan

The communication requirements of all the project parties, communication methodologies, type of
communication, and frequency of communication necessary to facilitate effective implementation
of this project plan are presented in the table below. Adequate consideration is paramount for the
success of this project.
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Table 7: Communication Plan
Communication
Project Requirements Modes and Frequency and
Parties Mediums communication
points
End of
Performance Written
milestones/
reports Reports
Project Owner Deliverables
Start of the
Project Plan Written Plan
project
Status reports Written Brief Monthly
Start of the
Project Client Project Plan Written Plan project
Written Time of
Change requests
Request Occurrence
Written
Status Reports Monthly
Reports
Project Written
Change Requests Time of
Director / Request Occurrence
Consultant
Project Plan Written Plan Start of the
project
Written audit Every milestone
Audit Report report point
Client requests
Owner
Written
Committee requests When requested
Project requests
Manager
Director requests
Team requests Team meetings When requested
Performance Written report Every milestone
reports point
Conflict Team meetings On occurrence
Directions, Continuous
instructions and Written
advice communication
through
Written goals meetings Beginning of
Project Team and objectives every task
Performance of Written job Beginning of
specifications/job specifications every task
descriptions and
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Performance descriptions Continuous
appraisals and
motivation
Financial Bank Accounts Fortnightly
Rewards
Risk Risk Reports Written report
management presented at
Committees, Audit reports member’s
Audit, change meeting
management,
Performance Change reports
review) on cost, time,
and performance
Performance
Reviews
External Business Laws, policies, Report when

parties(Media, environment regulations, necessary/ as
Government regulatory and and ethical and when need
etc. policy standards arises
compliance
All Owner/Client communications are critical inward requirements. It is assumed that the outward
communication of one Owner/ Client becomes the inward requirement for another Owner/ Client.
7.3 Record Management & Information Distribution
The project manager must ensure that all performance reports, change proposals, audit reports, and
other needed information is made available to all the relevant stakeholders on time, in the required
format, and accurately. In reference to the communications plan, the project manager must make
sure all stakeholders follow the modes of communication in providing each other’s communication
requirements. The main communication modes for distribution of project information are written
hard copy reports, briefs and meetings. However, the project manager can maintain urgent
communication between top-level stakeholders and the project team through email. The project
manager must maintain project records in an organised fashion through colour coding for written
reports, briefs, memos, letters, and minutes and specific folders for electronic copies.

7.4 Project Issues Identification & Resolution (Action Tracking)
Performance reporting is one of the important parts of the communications plan. Project manager
should make sure that all necessary information on progress and status of the project and how
resources have been utilised to achieve the milestones must be reported accurately, in the right
format, and on time. Providing the needed information in precise but in detail and as simple as
possible is very crucial for effective communication of the requirements of the stakeholders. Hence,
this project should focus on reporting on every milestones on the scope, schedule (time baseline),
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cost (cost baseline), and performance (quality) including any changes, risks, and procurement
requirements.
The Project Manager must be at the centre of coordinating with all the related parties for the
milestone status, monthly progress, change and risk management, and final project deliverable
reports, briefs, and meetings. Every related party should participate in the reporting and meetings.
The Project Manager should prepare in advance for the reporting activities to avoid delays and
achieve milestone objectives. All performance should contain the following information in
accordance with the project scope and plan.
1. Summary of tasks completed in milestones on cost, time, and quality
2. Summary of any critical changes and risks, including recommendations,
3. Summary of tasks scheduled for completion for the next milestone, and
4. Summary of issue status and resolutions.
7.5 Administrative Closure
Successful execution of all the project management functions such as planning, organising, staffing,
implementing, coordinating, leading, controlling, monitoring, and evaluating by the project
manager significantly depends on effective and efficient communication. The project manager is
expected to spend almost 95% of the project management time communicating with the team
members, client, top management, and other critical project parties to ensure consistent
performance and quality achievement. The project is expected to meet the approved objectives of
performance specifications of quality, on budget, and on schedule and satisfy the business need of
the client and sponsor. After completion of the project with meeting these objectives, the next
critical part is how to effectively communicate this project to the consultant and client. The project
manager should ensure the following criteria are done before, during, and after the presentation of
the strategic plan to the consultant, top management, and client.
1. The project manager must conduct project closure at every milestone to ensure that the project
meets the objectives of approved performance specifications, quality, budget, and schedule and
proper records are kept for monitoring and control,
2. Before final presentation, a final review meeting must be conducted to ensure the project
outcome (strategic plan) reflects the approved quality and performance specifications,
3. Arrange and coordinate project launch/presentation meeting according to project schedule,
4. To convince the project client, sponsor, and top management to formally accept the final
project (strategic plan), the project manager’s presentation should focus on:
a) Communicating the achievement on the approved project scope specification,
b) The achieved objectives of performance (quality, budget, and schedule (time), and
c) The project benefits to the consultant, client, and top management.
5. Allow time for project client, sponsor, and top management to respond and officially accept the
project,
6. After the acceptance, officially close the presentation by confirming that the project has met
the business needs of the client, sponsor, and top management, and,
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7. Finally arrange for archive of all-important documentation – including milestone closure
reports, final project strategic plan, and correspondence, project review and audit meeting minutes,
change management, and risk management reports.
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8. Project Risk Management
This section details the risk management plans for the project including the probability of an
occurrence and the consequences on the project’s objectives, affecting the target output in schedule,
budget, and/or quality. It also contains the processes for risk identification, analysis, evaluation and
control.
8.1 Risk Management Planning
8.1.1 Organisational Risk Management Policies

The Construction Manager is to select appropriate employees as members of the Risk Management
Committee. The project manager must be included since direct assessment of risk is related to the
project.
8.1.2 Roles and Responsibilities
Table16: Roles and Responsibilities of project team

Role Responsibility Decision-
making
Authority
Project Team Member:  Understand the user needs and Low
Site engineer, project project processes
engineer, technical manager,  Communicate project goals, status
project construction and progress throughout the project
manager. to personnel in their area
 Review and approve project
deliverables
 Coordinates participation of work
groups, individuals and stakeholders
 Provide knowledge and
recommendations
 Helps identify and remove project
barriers
 Assure quality of project plan is up
to the standards
 Identify risks and issues and help in
resolutions
Project Manager  Manages project in accordance to High
the project plan
 Provide overall project direction
 Direct/lead team members toward
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project objectives
 Handle problem resolution
 Manages the project budget and
schedule
Risk Management  Assess any risk-type activities High
Committee:  Response to individual risks
Qc/Qa Engineer, safety  Approves major funding and resource
engineer, planning engineer, allocation strategies, and significant
technical manager, project changes to funding/resource allocation
construction manager,
Project manager  Resolves conflicts and issues
 Provides recommendations to the Project
Manager
Senior Management/Director  Assess/evaluate/approve the overall project Medium
8.1.3 Client Risk Tolerances

The Risk Management Committee must gather necessary details regarding the extent to which client
will accept risk. This will be done by interviewing the contract document, contract scope for the
nominated subcontractors for audio-visual works and the consultant which are involved in the Risk
Management Plan, and indicating who will need to be assessed as the project continues.
8.1.4 Risk Management Plan

The information contained within the Project Plan will likely change as the project progresses.
While change is both certain and required, it is important to note that any changes to the Project Plan
may impact at least one of three critical success factors: Available Time, Available Resources
(Financial, Personnel), or Project Quality. The decision to make modifications to the Project Plan,
including project scope and resources, should be coordinated by the Project Manager. Identified
risks must be monitored continuously to ensure that countermeasures can be employed at the earliest
possible time in the process. The PM and Project team must continuously scan the environment for
new risks, and develop strategies to combat them. The template to be used for risk management is
below:
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Table 17: Risk Management control template
Activity Potential Probability Rating Impact Risk Control Responsible Time‐ Frame Monitor /

Hazards / Risks Rating Measures Person Review

The methodology for risk management plan is detailed in the table below.
Table 18: Risk Management Plan
8.2 Risk Identification
8.2.1 Risk Categories
Step Processes required
1 As soon as a change which impacts project scope, schedule, staffing or spending is identified, the Project
Manager will document the issue.
2 The Project Manager will review the change and determine the associated impact to the project and will
forward the issue, along with a recommendation, to the Risk Management Committee for review and
decision.
3 Upon receipt, the Risk Management Committee should reach a consensus opinion on whether to
approve, reject or modify the request based upon the information contained within the project site, the
Project Manager’s recommendation and their judgment. Should the Risk Management Committee be
unable to reach consensus on the approval or denial of a change, the issue will be forwarded to the
Project Sponsor, with a written summation of the issue, for ultimate resolution.
4 If required under the decision matrix or due to a lack of consensus, the Project client shall review the
issue(s) and render a final decision on the approval or denial of a change.
5 Following an approval or denial (by the Risk Management Committee / Senior PM / CEO), the Project
Manager will notify the original requestor of the action taken. There is no appeal process.
Technical, quality and performance risks – This involves all risks associated with technical activities
such as IT systems; quality risks such as drafting; and performance related which in this project
relates to quality.
Project Management Risks – This includes all risks associated with managing the project. This
includes allocation of resources.
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Organisational risks – This includes all risks associated with ongoing organisational support such as
resourcing and continued maintenance of the project as a priority.
External risks – This includes all risks relating to things out of our control, such as legal and
regulatory changes.
The probability and consequences ratings in the table below are based on a qualitative analysis and
the overall rating is based on the matrix as detailed below:
High M H H
Medium M M H
Probability Low L M M
Low Medium High
Consequence
Table 19: Probability of Risk Occurrence Matrix

# Risk Probability Consequence Rating Mitigation Strategy
1 IT systems Ensure that backup copies of
failing for an drafts are made by all team
members. Seek notification
extended High Medium High from power authority of any
period of time scheduled or unscheduled
power outages.
2 Staff required for Specify in the charter and
the project will the HR division of this plan
that those employees from
not be released to other functional areas be
complete work. Medium High High assigned to the project
manager for the duration or
their work tasks plus the
review time.
3 Resourcing is Make sure that the plans
removed from this include full transfer of
project to a higher control of the budget for this
priority project project to the project
Medium High High manager and accountant.
Ensure that there is a
commitment in writing, via
the plans, to the full funding
of this project.
4 Managers and Provide clear ‘hurt
editors do not statements’ detailing what
complete their happens if the deadline is
assigned duties in Medium Medium Med not met when presenting
the timeframe drafts or decisions to senior
agreed managers.
5 Lack of interest or Inform the client of this
support from issue and progress on it at
consultant each meeting. If a sense of
management this is happening, then
Medium Medium Med inform the sponsor and have
them reinvigorate the
excitement towards the
project at their level, whilst
managing the project.
6 The quality of the Train the staff to be able to
staff is not high Medium Medium Med do what is required or reject
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enough some of the names in
preference of more suitably
experienced people.
7 OH&S requirements Sign up to get updates from
regarding some of the law websites and OH&S
the materials –or regulators for each state.
activities causes a This will notify us of any
delay in research and Low High Med change well before it occurs.
analysis stage based
on interpretation of
the law.
8 The time allocation As with financial, ensure
is insufficient every key stakeholder has a
copy of the schedule. Again,
Low High Med ensure the change
management processes are
followed.
9 The drafters do not Ensure meetings are
produce something conducted specifically to
that requires Low Medium Med convey expectations for
minimal editing researchers, analysts and
customers.
1 Conflicts with As with the above financial
0 resources from resource issue, ensure that
another project there is documentation to
Low Medium Med demonstrate the full control
of the budget is with the
project manager and not the
functional business areas.
8.3 Risk Response Planning

If a risk comes to fruition all team members must follow the same process. This is detailed in the
table below.
Table 20: Risk Response Plan
Step Processes required
1 Inform all team members and the PM and fill out a line in the risk register – see
template 1/3 below.
2 The PM must review the risk and inform the Risk Management Committee of the risk
and a timeline and strategy for the mitigation of the risk. There is a template risk
treatment schedule (template 2/3 below) that must be completed as well as an action
plan (template 3/3 below) with more detail, to be filed for further use.
3 The PM informs all team members via identified communication methods (email,
bulletin boards and in person, where appropriate) of the new addition to the risk
schedule and action plans.
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Table 21: Risk register, treatment schedule, and action plan Templates
Template 1/3 – Risk Register
Risk Register Compiled

by:………………..…... Date:………
Reviewed
by:…………………..… Date:……...
Function/Activity: ……………………………..
Risk Level of
Category What and how Consequence Likelihood Existing Risk
can it happen
Controls
Template 2/3 – Risk Treatment Schedule
Reviewed by:……………………..Date……..……
Function/Activity:………………………….
Risk Possible Preferred Risk Rating Risk Rating Action Time frame How will it be
Treatment Options BEFORE AFTER person monitored?
Options
Template 3/3 – Risk Action Plan

RISK ACTION PLAN
Item
Risk
Location/Function
Summary (RECOMMENDED RESPONSE AND IMPACT)
1) Proposed Actions
2) Resource Requirements
3) Responsibilities
4) Timing
5) Reporting/Monitoring
8.4 Risk Monitoring and Control

This section identifies the processes used to monitor and control risks to the project either identified
or not. It involves how to report new risks, where risk knowledge is held (database).
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8.4.1 Workaround plans
There will be risks that have not been identified previously that may come up during the project.
These will need to follow the same identification processes that have been outlined in part ====
Quality Assurance and the response planning that is identified in part ===Quality Control
If the risk management committee deems that the risk is substantial enough to impact the feasibility
of the project in to the future, then the corrective actions, detailed under scope control (written
change requests) must be followed and the project and programme managers, informed.
8.4.2 Risk Database

All identified risks; once paperwork is completed, using the identified templates is to be entered into
the risk management database. This will allow the risk management committee to monitor and
control all risks and assess if change management needs to be implemented to avoid unexpected
project failure. All staff will have access to add or retrieve information from this database because
all staff will need to deal with different risks as part of their ongoing duties.
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9. Project Procurement Management
The Procurement Management sets forth guidelines and processes that are to be followed to ensure
measurable and satisfactory performance against contractual obligations. This section describes the
functions and activities necessary for the team to manage supply material and subcontractors.
Additionally, it defines and documents the selection, procurement and management of suppliers and
vendor efforts, ensuring quality performance and on time delivery at the best-cost value to the
organisation.
9.1 Procurement Planning

The purpose of this plan is to describe the processes, governing procedures, roles and
responsibilities, personnel (experience), and tactical steps to be used in executing the subcontracts,
purchase orders and material scope for the project management.
According to the WBS and staff responsibilities, the two members (technical manager and quantity
surveyor) will research the materials, suppliers and sub-contractors, and analyse the market
condition. The project manager will decide the Terms & Condition for working with the suppliers,
which will be mentioned in the contract that will also contain the cost and quality standards of the
materials and the works required.
It will be decided by the project manager and the project Qs whether to rent or purchase an item. A
Time and Material (T&M) contract will be signed between the organisation and the suppliers. The
contract documents will be held by the project manager and can be reviewed from time to time
according to the situation. The Statement of Work will be provided by both parties detailing how
they are going to work and what the parallel arrangements will be if problems arise. This will be
open to change, but must follow the stated change management procedures outlined in Integrated
Change Control.
The core of the plan to choose the qualified suppliers or subcontractors to full fill the scope required
and described in the specification (division related to the chosen activity) in the price mentioned in
the budget plan, on lump sum price basis covering the all quantities in the contract document.
9.2 Solicitation Planning

It involves the preparing of the documents needed to support solicitation. These are controlled
documents, maintained by the project. They will be available through contacting the PM only, which
all of the supplier’s administrators and buyers will have access to. The project manager will act as a
Procurement manager. The procurement manager will lead the effort to develop the solicitation
document that states the business need and requirements for the desired work. The solicitation
document consists of a Statement of Work and/or Request for Proposal .The solicitation document
shall be developed using the guidance of the procurement manager and the managing director. It will
clearly describe the tasks and deliverables required, and the contract terms that will apply. The
solicitation document will include the requirements to be fulfilled as part of providing the product or
service, either by referencing a separate requirements document (e.g., a Requirements Specification
Document) or by explicitly including them in the solicitation document. It will also include or
reference the evaluation criteria that will be used to evaluate and accept the requested product or
service.
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The procurement manager will develop a Proposal Evaluation Plan for evaluating the proposals. It
will describe the specific evaluation criteria (such as qualifications, methodology for completing the
work, references and cost), and the methods that will be used to apply the criteria. The criteria must
be documented and approved by the Procurement manager prior to the release of the solicitation
document. The procurement manager can/may recruit additional team members to assist with the
proposal evaluations based on the expertise in pertinent subject areas and their past experience with
solicitations. The Procurement Manager will train the proposal evaluation team members on the
purpose of the solicitation, the requirements, evaluation criteria and evaluation methods for the
solicitation prior to reviewing any proposals.
9.3 Solicitation
The procurement manager will work to conduct the solicitation in accordance with the process
requirements of the chosen contract type and according policies and practices. The Procurement
Manager will provide a mechanism for bidders to ask questions and to receive clarification and
responses to the requirements of the solicitation and the solicitation process. The Procurement
Manager will lead the evaluation team members in the review and evaluation of received proposals.
The team will evaluate the proposals in accordance with the Proposal Evaluation Plan and
documented evaluation criteria, and will select the most qualified bidder based on the evaluation
criteria. The bidders’ cost and schedule estimates will be reviewed for comprehensiveness and
reasonableness. The winning will be selected based on the proposal meeting the solicitation
requirements and providing the best value based on scoring from the evaluation process.
9.4 Source Selection

The project manager and his team members will use experience and judgment in determining the
number of bids and the most advantageous combination of price, quality, delivery, service and
dependability when making purchases for the Company. It is organisation policy to procure material
and service requirements competitively to the greatest extent possible. Therefore, the project
manager and his team members apply their skill and experience to conduct negotiations and obtain
competitive bids whenever it is in the best interest of the company and its customers.
9.5 Contract Administration

Once a supplier has been selected, and at the conclusion of negotiations, the selection must be
approved by PM. Once those approvals are obtained, the contract is awarded to the supplier. The
contract will be specifically tailored for inclusion of all Contract data elements, Statement of Work
and Specifications.
All data is shown on the contract including but not limited to part number, quantity, schedule, cost,
terms and conditions, quality codes, etc. Detailed information, special instructions, and other
requirements will be also included in the contract. The contract documentation will be maintained in
a uniform file format as mandated by the PM and is maintained in the contract administrator’s office
file. Suppliers will be monitored on cost and schedule performance to their original commitment.
Monitoring consists of routine telephone calls, e-mail, formal monthly Technical Exchange
Meetings (TEM), which cover contractor Cost and Schedule Performance, and allows the parties to
discuss any other issues or concerns, such as staffing issues, contractual issues, etc. Supplier
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progress on each item procured includes, but is not limited to, a review of adherence to quality
requirements, completion percentage based on original schedule commitment, critical materials
deliveries, tests, key progress demonstrations, risk mitigation points, and cost incurred to date.
Design Reviews and Technical Exchange Meeting minutes are the responsibility of the Project
Manager.
9.6 Contract Closeout

Once the contract is complete, the suppliers will send a written letter to the company that the
contract is complete. And if the company wants to renew it the PM will have the power to renew it.
The PM will have the power to terminate the contract in between if the suppliers are not fulfilling
the evaluation process. And another supplier will be given contact.
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10. Conclusion
The focus was in planning the development of the strategy to ensure the construction of project, in a
manner that guarantees company to use the best communication, coordination and problem solving
mechanisms. This should have minimal programming efforts, so the whole strategy is planned
keeping in mind the importance of scheduling, budgeting, accuracy/quality, human resources,
communication, risks and procurement to develop the strategic plan in every possible detail. As the
company enters this important project for the Ministry of Public Works, it is important to develop a
strategy to secure the construction of project.
The benefits of the outcome of this project is that it will allow the company to execute a strategy that
will enable it to secure her equipment and resources without expending additional resources (human
and otherwise).
Strict adherence to the policies and procedures contained within the above project plan will enable
efficient and effective execution of the objectives. This will mean that there will be a coherent and
executable strategy once this plan has been completed.
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Attachment No. 1
Staff job description

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1. Project Manager
- Reports to: HOT head office.
- Basic Function:
 Ability to manage the project in terms of Time, Cost and Quality.
- Duties and Responsibilities:
 Familiarize / study the contract documents and develop basic plan for project execution and control.
 Direct the preparation of project procedures. Monitor the preparation of project schedule, through
project planner. Build up excellent / mutual relations with the Engineer and Owner at Project site.
 Enhance the project execution methods through technical knowledge in Project Management and
Construction Industry.
 Develop organization chart for project, review project position descriptions, and outline duties,
responsibilities and restrictions for key project personnel.
 Ensure effective implementation of safety regulations specified in company Safety Manual/ Safety
policy, throughout project execution.
 Ensure that QA / QC measures are implemented at project site.
 Organize project manpower requirements. Continually review project personnel performance and
recommend changes in structure and personnel, if necessary.
 Ensure better Co-ordination between subcontractors and all parties at project site.
 Direct all work at project site to meet contract obligations. Develop and maintain a system for
decision making within the project team whereby decisions are made at the proper level. (Who is
doing what?)
 Ensure proper work execution at site, utilizing the expertise of qualified / efficient site staff.
 Monitor project activities in compliance with company policy and philosophy and general corporate
policies. Interpret, communicate, and comply with the contract, the approved plans, project
procedures and directives of the client.
 Optimization of company resources on project.
 Closely monitor project activities for conformity to contract scope provisions.
 Ensure that project activities are within the approved time schedule.
 Effectively manage the project within the approved budget.
 Reserve Company rights on applying contract terms and conditions on all parties.
 Exercise proper control on productivity of manpower and equipment at site in addition to material
control and consumption at site.
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2. Deputy Project Manager
- Reports to: Project manager.
- Basic Function:
 Heads the construction team, and assist the Project Manager for successful execution of the project
in a close coordination with subcontractors, suppliers and with all other staff involved in the project.
 Prepares work plan and schedules each phase of the project to which he is assigned, responsible for
day to day operation of project, assign duties, responsibilities and performance goals.
 Coordinates with Project manager and Planning Engineer in selecting equipment and machinery
required, prepares program for optimum utilization.
 Ensures that site engineers adhere to performance goals at each stage of the project, ensures
performance goals are attained within the time and cost limitations established.
 Prepares project status reports, informs Project manager of any changes in scope of work that would
affect the schedule or cost, prepares supplemental fee proposals as required.
 Follow up with Client for approval of checklists for completion of work & coordinate for other
issues related to execution.
 Follow the contract drawings, standard specification and BOQ in construction.
 Coordinate with Subcontractors, Surveyors, material engineer etc. for timely execution of work.
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3. Senior Architecture Engineer (Head of site tech. office)
- Basic Function:
 Responsible for project control activities: planning, cost control and field quantity installation. Has
full technical responsibility for interpreting, organizing, executing, and coordinating assignments.
Responsible for the results of these functions.
 Supervise and review the preparations of construction method statements with construction
personnel.
 Preparing technical and material submittals.
 Planning and maintaining project budget and schedule Planning.
 Attend progress meetings, discuss and suggest technical proposals.
 Take part in the project management review and risk management review.
 Coordinate between the construction and engineering teams ensuring that the construction
requirements are conveyed to the engineering teams and that the engineering deliverables satisfy the
construction requirements.
 Managing the cost analysis and cost control of site activities.
 Coordinate with quantity surveyors or payment appreciations and change orders.
 Review subcontractors' invoices.
 Follow-up with subcontractors during negotiations and offer award or subcontract terms,
performance and payments.
 Documenting project issues/conditions.
 Maintaining organized and detailed project records.
 Conduct coordination meetings between the Contractors and subcontractors or suppliers.
 Oversee the preparation of composite drawings and ensure conclusion on a timely manner.
 Raise technical queries to A/E
 Assist Project Manager in carrying out the daily operations effectively from monitoring works to
resolving operational issues of the project.
 Coordinates construction scheduling and communication and acts as a liaison to project management
concerning bids, subcontracting, progress and delays.
 In charge of details architectural shop drawings preparation and their submittal in accordance with
contract specifications and contract drawings.
 Coordinate work with other disciplines such as architectural, mechanical, electrical, etc.
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 Make sure that any changes or revisions that may occur during site construction progress or due to
site constraints are reflected on the architectural shop drawings and all project team members fully
aware from the same.
 Advise Construction Manager for any site discrepancies and resolve it through the query to the
consultant.
 Analyses, interpret the approved shop drawings on site.
 Clarify any doubts or ambiguities of the shop drawings, details and installation processes, to the
subcontractor and site project team.
 Response for follow up and site coordination of multidisciplinary trades in relation with
architectural drawings to ensure successful construction process.
 To check architectural materials finishes for their compliance with specified quality in the contract
& specs. Prior to submitting for consultant approval.
 To attend site progress meeting and incorporate any instructions received from consultant / owner in
the shop drawings.
 Preparation of architectural SD’s & material submittal logs (E1 logs), in coordination with the
project manager, subcontractors and senior planner.
 Maintain & update the E1 logs in a regular basis.
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4. Safety Engineer
- Basic Function:
 Checking that all safety procedures are complied with in the construction operations.
 Manage, plans, and directs the HSE technical and business function on project and facilities.
 Implementation and further development of safety program and project HSE execution plans.
 Reviews proposed HSE legislation and standards.
 Conducts HSE training courses for supervisors and project managers.
 Participates in personnel planning and development.
 Conducts performance evaluations and career counselling sessions.
 Conduct weekly site safety meetings with parties involved in the execution of the project and to
prepare safety reports.
 Monitoring all safety regulations, procedures and requirements to be followed by all personnel.
 Checking all working methods and its compliance with safety requirements.
 Close cooperation with Project manager and Supervising Engineers is essential for successful and
safe completion of the project.
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5. Planning Engineer
- Basic Function:
 Prepare master project schedule and plans during construction stage; participate in establishing the
project Method Statement.
 Prepare detailed forecast and actual output for all disciplines
 Prepare resource histogram, progress curves, internal reports, issue week look ahead schedule &
weekly/monthly progress reports.
 Monitor projects progress and advise action to Project Manager to meet the schedule if delayed.
 To work with all project disciplines to supervise and ensure understanding of total project schedule
needs and integration of schedule activities.
 To supervise project schedule, manpower and quantity reporting and to ensure the preparation and
presentation of the Critical Items Action Report.
 To participate in and supervise project schedule analysis and studies of problem areas to determine
criticality of schedule activities and recommend alternatives for schedule improvement to project
team for discussion and/or decision.
 Interface with project site management and client counterparts for specific planning and scheduling
tasks.
 To provide comments and recommendations for planning and scheduling requirements relative to
staffing and project control.
 Update the construction schedule (CCS) week by week, based on the percentage work complete
taken from all the seniors, including the sub-contractors.
 Prepares reports on progress curves, actual vs. planned (Planned/Achieved/Forecast) and highlight
critical issues that have delayed or may impact the progress.
 Prepare pre meeting report before 3 days from the meeting to show the progress work through the
previous month.
Page 109 of 123

6. Quantity Surveyor:
- Reports to: Construction Manager.
- Basic Function:
 Take off quantities of the project and prepare the payments.
 Prepare cost loaded schedule together with the Planning Engineer, as well as comparison of prices
for all activities.
 Prepare progress client payment monthly on client format and procedure.
 Prepare progress payment monthly for subcontractors and vendors on company format and
procedure.
 Arranging payment schedule, budgetary and progress of payments.
 Undertaking, evaluates cost analysis and variations claims.
 Advising on a procurement strategy, cost and contractual issues.
 Preparing, monitoring, analysing & reporting costing for the duration of projects.
 Analysing outcomes and writing detailed progress reports.
 Evaluate contractor’s submittals on measurement of quantities.
 Prepares quantity take-off based on issues for construction and shop drawings for substantial
variation orders
 Prepares evaluation cost & cost estimate.
 Review and Evaluate cost analyses submitted by contractor through RFP’s (request for proposal)
and RFAS (request for approval subcontractor.), and provide recommendation to the Project
Manager.
Page 110 of 123

7. Safety Officer:
- Reports to: Safety Engineer.
- Basic Function:
 Monitoring the implementation and operation of the safety plan.
 Responsible to the project manager on a day-to-day basis for weekly inspection and reports.
 Verifying the correct reporting for accidents and dangerous occurrences, and the certification of
equipment and operatives.
 Day-to -day scrutiny of operations on site with regards to safe systems of work, including protective
equipment, materials and subcontractors.
 Ensure that all accidents and dangerous occurrences are reported and any necessary remedial action
is taken
 Ensure that all lifting gears including chains and slings etc. are properly recorded and that test
certificates are obtained and renewed.
 Ensure that all documents related HSE are correctly maintained at all the times and made available
to the company safety manager, Engineer & Engineer representatives.
 Ensure that sub-contractors are working in safe manner and complying with the safety regulations.
 Coordinate; provide orientation on the occupational health services & safety of the company.
 Acting as pathways to HSE rules and regulations
 Coordinates occupational safety program with Safety Manager.
 Oversee a comprehensive fire and safety program.
 Acting as pathways to liaison with applicable fire departments.
 Provide training on various health and safety issues, disaster plans, Fire safety, CPR, first aid
administration, crisis prevention intervention etc. to all employees.
Page 111 of 123

8. Project Engineer:
- Reports to: Construction manager.
- Basic Function:
 Responsible for timely execution of all required project activities as per contract document.
 Preparing complete, accurate and timely submittal for construction projects based on project
drawings and specifications.
 Accountable for receiving approved submittals from Engineer representative or Engineer and
notifying the Project Manager of potential schedule impact.
 Assist Construction Manager by preparing all necessary back up relating to change requests.
 Responsible for timely completion of all required project close-out documents per contract.
 Distribute contract documents to subcontractors, including drawings, specifications and general
conditions.
 Schedule all required construction meetings with required personnel, subcontractors, architects and
owners.
 Inform management of productivity, costs, quality control, document management and processing of
applications for payment. Notify management of any issues that arise which affects quality, budget,
progress and safety.
 Monitor staffing needs, evaluate performance, address employee relation issues as warranted for
staff
 Coordinate work function between Planning Engineer & Architect and supervise the Site Engineer,
Foreman & Safety Personnel.
 Coordinate & oversee construction activities of the Sub-contractors with regards to civil works.
 Prepare spread data for the work progress and report directly to the Project Manager
 Checking construction materials and verifying them
 Program all item of works in the project to be implemented.
 Monitors weekly programs of work, assess & evaluate project accomplishment.
 Ensure efficiency of works as well as the project implementation schedule.
Page 112 of 123

9. Procurement Engineer: Not required (Procurement Department will do the
responsibilities):
- Basic Function:
 Responsible for applying and understanding the utility procedures, policies and standards.
 Review / assess technical Specification, BOQ (Bill of Quantity) and Drawings to determine suitable
sub-contractors and suppliers.
 Review sub-contractors and suppliers quotations in coordination with the Project Manager & QS, to
determine best price and deliver date.
 Review technical and commercial specifications of materials received from the subcontractors and
suppliers.
 Reports directly to Project Manager.
 Ensure direct, effective and timely communications, request for actions, and responses to requests,
routine reporting and sharing important information to Management, Project Managers, Lead
Engineers and all supervised staff, conducting routine and working meetings as appropriate.
 Be fully aware of the budget and schedule for his work.
 Ensure adherence to Scope of Supply; identify variations in a timely manner, whether initiated by
Client or internally. Obtain the Project Manager’s approval of direction and any impact upon the
project budget or schedule prior to implementation.
 Prepare purchase orders or requisitions for materials. Subcontractor selection and periodic
evaluation as per the procedures. Be fair and unbiased while dealing with subcontractors &
suppliers. Recommend subcontractors/suppliers who meet all Company’s / Client’s requirements.
 Review tender, contract / subcontract or order documents for terms and conditions, and other
comments for consideration and evaluate commercial terms.
 Assists on cost and schedule estimates. Review delivery schedules.
 Issue Purchase Orders and approve invoices of payment
 Interacting with the subcontractors, manufacturers and suppliers, negotiating the best prices and
following up with timely deliveries.
 Prepare the material procurement logs (E2 log) in coordination with Planner, Project Manager,
Discipline Engineers and all concerned subcontractors.
 Maintain & update the E2 logs in a regular basis.
Page 113 of 123

10. Site Engineer:
- Reports to: Project engineer.
- Basic Function:
 To act as main technical advisors to subcontractors, operatives and crafts people with respect to the
construction site.
 To level, survey and set out the site, together with the approved Site Surveyor.
 To ensure that all the materials used are according to the specifications.
 To oversee the requisition and selection of the materials.
 To manage the site on a day to day basis that includes supervising and monitoring the labour force,
subcontractors & reports directly to Construction Manager.
 Ensure & follow the quality control methods in place.
 Ensuring the cleanliness and sanitary of the site.
 Advising the workers on the construction process and addressing their concerns.
 Solving construction problems as soundly as possible.
 Identify sequence of works and methodology of contract.
 Oversees all supervision of all project civil works and reports directly to Construction Manager.
 Checking quality of sub-contracted works.
 Coordinate with AE Inspection for the checklist.
 Checking evaluation billing for sub-contractor regarding Variation Order in civil works
 Reconciliation of quantity & cost for change order and additional works
Page 114 of 123

11. General Foreman:
- Reports to: Site Engineer.
- Basic Function:
 Knowing and understanding the requirements of HSE standards policies and procedures.
 Identifying needs for crew safety training and facilitates delivery of training.
 Expedites answers to any technical safety questions, participating in safety/incident investigations
and reviews.
 Ordering manpower as required per project, giving clear direction of task to workers in order avoid
repetitive mistakes.
 Recognizing, addressing and resolving issues/problems among workers.
 Setting and maintaining work standards and outlining behavioural and professional expectations
 Identifying and verifying the field equipment work which includes all tools and materials required
by the labourers are available and complete
 Identifying needs and deficiencies by forecasting and communicating these to superiors.
 Translating work plan into prioritized work plan for all and each subordinates
 Communicate and liaison with workers & engineers.
 Supervise, coordinate & schedule daily construction activities as well as overseeing the execution of
works and reports directly to Assistant Site Engineer.
 Maintain safe working conditions on a job site
 Create an efficient working environment, keeps production costs low and helps maintain workers
morale
 Prepare & submit reports on employee performance, working conditions and productivity.
 Monitors employees to ensure workers compliance with the safety regulations & standard
 Verifies workers are using provided safety gear, and he inspects the job sites to identify and correct
possible safety hazards
 Delegate to civil foreman the responsibility of enforcing safe working procedures among workers
 Assist site engineer to coordinate with the AE inspection for checklist
Page 115 of 123

12. Land Surveyor:
- Reports to: Construction manager.
- Basic Function:
 Verify the accuracy of survey data, including measurements and calculations conducted at survey
sites
 Direct or conduct surveys in order to establish legal boundaries for project properties and sites
 Record the results of surveys, including shape, contour, location, elevation, and dimensions of land
or land features.
 Calculate heights, depths, relative positions, property lines, and other terrain characteristics
 Prepare all data, charts, plots, maps, records and documents related to surveys.
 Plan and conduct ground surveys designed to establish baselines, elevations, and other geodetic
measurements
 Coordinate finding with the work of engineering and construction personnel, clients, and other
concerned parties.
 Adjust surveying instruments to maintain accuracy.
 Analyse survey objectives and specifications in order to prepare survey proposals
 Direct aerial surveys of specified geographical locations
 Determine specification for photographic equipment to be used.
 Locate and mark sites selected for prospecting activities
 Execute and comply works as per the approved Shop Drawings.
Page 116 of 123

13. Laboratory Technician: (Not required by contract)
- Reports to: construction manager.
- Basic Function:
 Conduct routine to complex laboratory tests on construction materials to verify conformance to
construction documents and specifications.
 Performs construction materials inspections in compliance with project specifications, plans and test
procedures.
 Follow proper procedures, prepares accurate computation and legible data sheets.
 Prepare daily inspection reports and test reports.
 Prepares preliminary reports for review by the QA/QC prior to submittal to client.
 Support QA/QC by providing testing and inspection level oversight to help provide assurance that
project elements are constructed in conformance with the project plans and specifications.
Page 117 of 123

14. Civil Foreman:
- Reports to: General Foreman.
- Basic Function:
 Checking with the General Foreman with the daily construction schedule.
 Assessing job priorities and assigning construction crews to their appropriate job responsibilities.
 Making sure site workers have tools and equipment needed for job in order to ensure a good output.
 Overseeing the work and making sure it runs smoothly and as per the plan.
 Making sure safety precautions are followed including updating safety kits in case of any
emergencies during the work.
 Communicating with the supervisor regarding the construction crew both positive and negative.
 Giving clear directions to workers as to what needs to be done to avoid repetitive mistakes by the
workers
 Making sure company rules are followed by construction crew.
 He should make sure jobs are completed on time.
 The foreman should ensure tools like sprayers, ladders, and traps are returned & organize.
 Evaluate quickest and easiest way to a job without sacrificing quality of the work being done.
The Job Description for the Electrical Team (subcontractor Employee) for Different Kind of
Works and their responsibilities:
Page 118 of 123

15. Sr. Electrical Engineer (Subcontractor Employee):
- Basic Function:
 Managing the Entire Engineering services, follow up and negotiate the work with the supplier.
Supervise the total Electrical and Low Voltage Systems for ongoing projects right from the
preliminary stage up to the completion, such as material approval and its procurement and along
with As-Built drawings follow-up with MEW, KFD & MOC for its early approvals.
 Reviewing & follow-up of Electrical Log for Materials & Shop drawings,
 Reviewing & follow-up of Electrical Logs for Procurement of Materials,
 Negotiate with supplier for Material Procurement.
 Preparation of Technical Submittals for Electrical Materials and follow-up with Consultant / Client
for approvals.
 Oversee the preparation of Shop drawings, co-ordination drawings and submit for Consultant /
Client Approval.
 Follow-up with the suppliers for finalizing the materials.
 Follow-up with the Material Inspection Reports (MIRs)
 Preparation & follow-up for Monthly Payments.
 Prepare the As-Built drawings for Electrical, Fire Alarm & Telephone for submission of Authorized
Ministries.
 Follow-up with MEW for Power on.
 Prepare As built drawings and close out submittals.
 Prepare, maintain and update the (E1 logs) for Shop drawings and materials, and (E2 logs) for
material procurement (for electrical works).
 Advise main contractor of executed work percentages for scheduling updates & payments
 Participate in preparation of composite drawings and coordination meetings
 Conduct testing and commissioning with A/E.
 Follow-up with Electrical, Low Voltage Site Works, & Site activities for all trades. Installation,
Testing & Commissioning.
Page 119 of 123

16. Electrical foreman:(subcontractor Employee):
- Reports to: Electrical Site Engineer.
- Basic Function:
 Studying the Shop drawings, co-ordination drawings, Composite thoroughly.
 Executing the Site Works and follow-up with electricians
 Daily Reporting to Site Elect. Engineer & Sr. Elect. Engineer regarding the site activities.
 Co-ordination with Civil Contractor / HVAC / Plumbing / Fire Fighting & other sub-contractors.
 Inspection of Electrical works, Checklists etc.
 Inspection of Material Inspection Reports (MIRs) etc.
 Follow-up with Store keeper for Consumables & other Materials,
 Installation, testing & commissioning of all type of work described in contract documents.
The Job Description for the Mechanical Team (subcontractor Employee) Including the
HVAC & Plumbing staff For Different Kind Of Works and their responsibilities:
Page 120 of 123

17. Sr. HVAC Engineer:(subcontractor Employee):
- Basic Function:
 Familiar with all aspects of HVAC engineering and have ample experience in this field.
 Keep regular contact with clients, architects, contractors and suppliers.
 Knowledge of industrial HVAC applications.
 Process the basic concept into technical documents and specifications.
 Review Contractor's staff qualifications and CVs to ensure that they are qualified for the Project at
hand.
 Put into place quality assurance procedures to ensure that procedures for review and inspection of
installations are maintained throughout the project period.
 Prepare, maintain and update E-1 Log for Materials & Shop drawings,
 Prepare, maintain and update E-2 Log for Procurement of Materials.
 Negotiate with supplier for Material Procurement,
 Oversee the preparation of Shop drawings, co-ordination drawings and submit for Consultant /
Client Approval.
 Review materials and equipment to ensure that they are in accordance with the specification.
 Respond to Contractor's request for information to clarify ambiguities.
 Attend regular meetings with the Construction team, and the Client.
 Report on progress and help resolve issues where they arise.
 Review 'As Built' drawings and 'Operation and Maintenance Manuals'.
 Prepare As built drawings and close out submittals.
 Conduct testing and commissioning with A/E.
Page 121 of 123

18. HVAC foreman: (subcontractor Employee):
- Reports to: HVAC Site Engineer.
- Basic Function:
Plans and lays out work from oral and written instructions; assigns and supervises the work of
plumbing personnel engaged in the installation, repair, and
19. Sr. Plumbing Engineer: (subcontractor Employee):

- Basic Function:
 Be able to lead and mentor junior engineers, engineers and designers level staff on all of their
responsibilities.
 Review code related items with engineers to ensure compliance.
 Perform at a responsible charge level of meeting exp design and quality levels.
 Ability to QC all work of plumbing engineering staff.
 Apply risk management procedures daily to minimize exp & client's exposure to problems.
 Creates the narratives (basis of design) for the SD work.
 Perform front-end loading of plumbing systems.
 Develop and monitor plumbing work plans in conjunction with PM.
 Manages work plans and deliverables on multiple projects within budgeted hours.
 Writes, studies and reports for plumbing systems when needed on projects.
 Understand and apply engineering principles and fundamentals.
Page 122 of 123

20. Plumbing foreman: (subcontractor Employee):
- Reports to: Plumbing Site Engineer.
- Basic Function:
 Plans and lays out work from oral and written instructions; assigns and supervises the work of
plumbing personnel engaged in the installation, repair, and maintenance of water, air, gas, sewer,
steam, and hot water heating and distribution systems; supervises and inspects the installation and
repair of plumbing pipes, sinks, traps, valves, faucets, vents, pumps, and similar equipment, fixtures,
and apparatus.
 Estimates job labour and materials costs; maintains job and cost records; requisitions materials,
supplies, and equipment.
 Conducts regular inspections of work in progress and on completion; participates in the more
complex plumbing tasks.
 Confers with officials on proposed plumbing projects and makes recommendations.
 Recruits and trains skilled and trades helper personnel.
 Establishes safety and work performance standards for subordinates.
 Performs related work as required.
Page 123 of 123

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CLIENT: The General Authority of Civil Aviation (GACA)

PROJECT: DEVELOMENTOF KING SAUD BIN ABDULAZIZ-

The works includes but not be limited to the following:

(1) Structural works

(2) Architectural works

(3) Mechanical works

(4) Electrical works

(5) External works

(7) Equipment Works

o Engineering and Scope Statement Construction and Commissioning

1.2 Purpose of project Plan

1.3 Objectives of Project

Table No. – project Objectives

Project Mobilization. To be completed

Technical Submission – As per scheduled submission dates,

Product Quality. Request for inspection and test -90%

Project Progress and Planned milestone dates

Client / Consultant Satisfaction. Complaints / Issues are resolved

1.4 Essentials and Measures

1.4.1 Early Preparation and Fast Mobilization

1.4.2 Timely Performance of Engineering Design

1.4.4 Quality and Safety

Consultant zuhair fayez

Contractor (MAS ECC)

Project No. SPA/189

Contract Duration: 1095 Days

Maintenance Duration: 720 Days

Contract Sign Date &

Project Completion Date

Contract Value: 49,681,138.000 K.D

1.7 Basis (Contract Document)

Tender Documents (I) Tendering Procedure

3. Form of Tender & Annex

4. Bid Bond Form

7. List of Tender Documents

Tender Documents (II) – Condition of Contract including Following

1. General Condition of Contract

3. Law of Tender ( valid)

1. General Specification for Building by MPW Kuwait 1990

2. Technical specification for Expressway

3. Specification of Ministry of Electricity & Water

6. Bill of Quantities (B.O.Q.)

7. Schedule of Price Analysis

8. Annexure if any exist

Table 1: Contractual terms

1.2 Value of Performance Bond (10), 10 % of Contract value

4.2 Completion period 43 1095 days

As per clause 6 of Doc(

Maintenance period 720 days from Primary

Penalty for Absence of As per article 15 for

1.9 Facility Description

Basement 2 Floor Area = 23,713 m2

Total Built up Areas = 101,656 m²

Their principal activities are:

2.2.1 Manpower Resources

Table 2: Construction Main Equipment available on the site:

Each one will hold the following activities below:

o Transfer all the equipment’s and materials to its place required

2.2.4.2 The temporary site facilities shall include the following:

Engineer’s Site Offices