Project Management Theory and practice

Street Lighting:

A detailed study of the Business Bay1&2 developments reveals the main access roads to the development and the digressing of the same into interweaving roads in and around the development. Needless to say, considering the nature of the development (commercial and residential mix), functional road lighting is the required element to bring the development to life. Night time visual guidance for motorized vehicles and pedestrians being the main objective for road lighting, there is much need to study nature of the road and the density of traffic. The lighting solutions shall aim for minimum light pollution in the surrounding areas keeping in view of the surrounds.

Telecommunications (incl. it/fibre optics):

An initial assessment by Dubai Internet City (DIC) indicates a requirement for two Tecom plots to serve the area and shall be located strategically. DIC are aware of the scope of the development and planned to commence the detailed works at external area which shall be hooked up with the existing network in the locality.

District Cooling:

District Cooling is becoming an increasingly popular method in Dubai of providing chilled water for air-conditioning systems. There are major benefits that can be accrued from the installation of such systems such as overall reductions in demand for electricity and lower use of refrigerants that can cause environmental harm. There are also negative aspects including increased demand for fresh water and a requirement for additional reservations within service corridors. Another aspect to consider is that District Cooling may not be applicable to all situations as it lends itself better to high density land uses such as commercial business districts and residential areas based on apartment blocks, than it does to low rise low density residential areas.

To summarise the key points, District Cooling:

• R educes capital investment for developers.

• Reduces overall electricity demand.

• R educes investment in electrical infrastructure.

• R educes environmental impact.

• Increases water demand.

We have had detailed discussions with Empower, the service provider for District Cooling, and have allowed for six district cooling plants strategically located.

Potable Water:

It is to be expected that the existing network will be abandoned and replaced with new pipes. The capacity of the new network is derived from the demand assessments based on estimates of populations. The identified water requirement, 79,000m3, will be distributed in a pressurised network for which DEWA would ultimately be responsible.

Storm Water:

Storm water will be drained from the site using a positive gravity network discharging directly to the Creek. Any pollutants would be removed prior to discharge by the use of petrol and oil interceptors. The total catchment has been divided into 12 networks and outfalls. This includes surface water from the Burj Dubai development. The runoff from the catchment areas has been calculated based on the Dubai standard 1 in 5 year storm return period.

Sewerage:

The choice of network system is dependant on population density and topography. For this development, gravity systems are proposed. In both Phases of this development there are secondary water bodies to negotiate.  At present there is no capacity for connection to the Dubai Municipality’s main sewerage network until 2008. We have arranged with Emaar (Client and developer of Burj Dubai) on the Burj Dubai development to temporarily connect into their STP until such time Dubai Municipality (DM) allow us to connect Phase 1 & 2 in to their network.

Irrigation:

The irrigation for Phase 1 & 2 will be supplied from the Dubai Municipality’s treated sewage effluent. Connections for the irrigation network are from Doha Street and Sheikh Zayed Road. The irrigation network will provide irrigation for the roads, medians and other public landscaped areas. The irrigation demand is calculated on the basis of 15 L/m2 /day for general landscaping and 227 L/day per tree. Within each Phase of Business Bay an underground storage tank and pumping station will be provided. The tank will store sufficient water for one day’s irrigati

2. Structures:

Project comprises of 5 no bridges (RB 3,RB 4,RB 5,RB 6,RB 7), 2 no service tunnels (ST 4 and ST 5), 7 no cause ways(CW 4,CW 5,CW 7,CW 9,CW 11,CW 12) and 2 no irrigation tanks(Irrigation tank 1 and Irrigation tank 2). Please see dwg no 2 in appendix A.

Bridges:

Major bridges are RB 3 and RB 4 which are crossing over the creek and are under construction, while RB 5 and RB 6 are crossing the main Road and Transport Authority) RTA road 800. Bridges are post tensioned box girder bridges. Post tensioning work is awarded to sub contractor. There are reinforced earth walls for bridges and at some sound embankments. Reinforced earth walls are designed and supervised by sub contractor and constructed by the contractor. A short summary explaining about these 5 no bridges is as follow:

Service tunnels:

These are the giant structures (2 no) having a length of 230 m and width of 35m approx. Both of them are having same formation levels i.e. -14.50m.There are entry shafts which provide the entry corridor to different services, such as DEWA and DEWA ED. Service tunnels will join or connect the two side services from one edge of creek to another edge, which will provide the continuity of services. A short detail of these structures are as follow:

Irrigation Tanks:

Business bay is a prestigious project .Therefore 2 separate irrigation tanks are part of the project to provide water for irrigation purpose for that much big area. There are LV and transformer rooms and also plant room along with storage reservoir for cooling. This will certainly cater for the water required for landscaping purposes. Short summary is as follow for these tanks:

Cause Ways:

To provide a consistent flow to creek water through different roads, project encompasses 7 cause ways, which is part of a much larger project. There are 2 and 3 cell cause ways for passage of water through it. All causeways are having formation levels -1.0 m.

3. Roads:

It constitutes of 5.89 kilometer of local roads distributed within the project community and 14.36 kilometer of collector road for the traffic access of main dubai RTA roads.  The local roads are mainly single carriage way of 2 lanes whereas the collector roads are dual carriage with 3 lanes for each carriageway. There are dual 2-lane carriageway roads; single carriageway roads (with parallel parking); service roads (with angular parking), off-street parking; signalized junctions; and roundabouts. Please see dwg no 3 in appendix A.

The types of pavements and data for roads are as given below:

3. Project Objectives:

The objectives of the project must be made known to all project personnel and all managers, at every level of the organization. If this information isn’t communicated accurately, then it is entirely possible that upper level managers, project managers, and functional managers may all have a different interpretation of the ultimate objective, the situation that invites conflicts.

Each project must have at least one objective. Project objective must be;

• Specific, not general.
• Not overly complexed.
• Measurable,tangiable and verifiable.
• Appropriate level, challenging.
• Realistic and attainable.
• Established within resource bounds.
• Consistent with resources available or anticipated.
• Consistent with organizational plans, policies and procedures.

Page=290, 7.1 objectives, Project Management, Harold Kerzner 9th edt.

 Business Bay project goal is as follows:

 “Business Bay will set a global example of a well-planned, managed and visionary city centre in a unique location that will emerge from the desert”.

The refined objectives for Business Bay are as follows:

• Business bay to provide a convenient mix of uses to become a complete, sustainable urban city destination  
• Business Bay will help Dubai become the region’s capital for business and commerce
• Business Bay to have a full complement of support infrastructure and services  
• Business Bay should offer an integrated public transport system including train, Light rail transit (LRT), bus and taxi, together with efficient service vehicle access and car parking  
• The development would offer convenient access to public open space, the Creek and other waterways and include provision for walking and riding trails.
• Innovative architecture on an international level to match with impeccable urban design on a human scale to reflect local and regional culture and climatic conditions.  

In summary the key aims of the project focus on:

• Sustainability
• Mixed use high value development
• New focus / identity
• Mix of transport with heavy public transport emphasis
• High quality environment

The Project other Objectives can be visualized as:

Quality:A vibrant mixed-use community development that will provide offices, residential, commercial, retail, hospitality, entertainment, cultural and public facilities that are equal to and exceeding the expectations of international and regional business users, visitors and residents

Contemporary Culture: A contemporary city-centre environment to reflect local and regional cultural values

Global Position: A globally recognizable new urban image of Dubai containing:

• streetscapes and urban forms that are responsive to human scale
• convenient connectivity between developments
• waterfront focus
• innovative contemporary design
• controlled massing envelope and skyline profiles
• internationally recognized design quality and standards
• Urban Environment:

A vibrant waterside environment for residents, business users and visitors

• -Natural Environment:

An environmentally responsive and ecologically sustainable urban fabric that provides a seamless integration of recreational and landscape design elements.

• Street Scale:

Planning, Massing and Detail Design for the streetscapes and podiums of Business Bay shall respect human scale and human needs by providing a comfortable year round environment.

• City Scale:

It is technically comparable to the standards found in other great cities of the world. It would encourage architects to develop tower forms and designs that respond to climatic and cultural influences from the region, without reversion to direct historical reference and pastiche.

• Urban Scale:

View corridors and breezeways would connect to the Creek Waterfront;

• Lower, less intense developments would be located strategically, to provide visual and spatial relief in the urban core.

4. Project Constraints:Military Area: 

52.44 hectors of the project area in its north east part is under the occultation of UAE Military, from the pre project time, for the relocation of military area a time period of 7 months was envisaged at the commenced time.

Humanitarian Centre (UNICEF): 

33.375 hectors of the project area in its south east is occupied (pre project) by the Humanitarian Centre of UNICEF.

Infrastructure & Plots affected by the above constraints is clearly shown in Drawing no 4 see appendix A.

Section 1

(Part B)

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1. Statement of Work (SOW):

This is a narrative description of the end results to be provided under the contract and the work required for the project.

Page=407, 11.6.Statement of work, Project management Harold Kerzner, 9th edt.

The Business Bay is planned to create a new central business district (CBD) for Dubai.  The task will be developed in three phases as described below. Phase 1 and 2 contain the area behind Burj Dubai development, between Interchange No 2 on the Sheikh Zayed Road and Doha Street. This Contract launches the development of Business Bay development and will entail the construction of the roads and infrastructure for phases 1 and 2.

The location of Business Bay phase 1 & 2, (shown on Drawing No.1 see appendix A) for ease of reference covering a project area of 436.60 ha.

The scope of works for this contract comprises the following:

1. Site preparation (grading works)

2. Road works, consisting of: dual 2-lane carriageway roads; single carriageway roads (with parallel parking); service roads (with angular parking), off-street parking; signalized junctions; and roundabouts.
3. A foul sewerage collection system.
4. A storm water drainage system, to discharge to the new creek
5. Irrigation network, sourced from DM irrigation main, and will include storage tanks and pumps.
6. District cooling system, limited to the excavation of trenches for steel transmission mains and civil works for valve chambers and for the pipelines.  The overall district cooling system will be installed by EMPOWER, with whom the Contractor shall maintain all necessary liaison and co-ordination.
7. Lighting of the road network.
8. Electricity services, limited to the laying of suitably sized ducts to enable DEWA-ED to install the cabling and sub-stations to service the needs of telecommunication centers, irrigation pumps, sewage pumping stations, storm water pumping stations and street lighting, etc.
9. Water distribution network, connecting to DEWA-WD transmission mains.
10. Telecommunication works, limited to the laying of suitably sized ducts and manholes for the laying of cable by others in future.
11. A dedicated fire-fighting water supply network to include hydrants, holding tanks and pumps.
12. Bridges, service tunnels, cause ways, irrigation tanks, sub stations.

This Contract provided for the initial geotechnical investigation for the proposed development of the Business Bay and New CBD zone of ‘La Ville Contemporaine’. This proposed development by Dubai Properties includes dredging an extension to the existing Dubai Creek from the Ras al Khor area to the coast at Jumeirah and shall have features like state-of-the art commercial, retail and housing developments partly in a waterfront environment.

The main project works involve the major development of the whole project area as part of the Business Bay and New CBD developments. The project include hotels, high-tech commercial buildings, low- and high-rise apartments, villas, recreation areas and waterfront developments, together with the associated civil and marine infrastructure to service the above.

Project Organization Breakdown Structure (OBS):One of the first requirements of the project startup phase is to develop the organizational chart for the project and determine its relationship to the parent organizational structure.

Page=174, 4.11 project organizational chart, Project Management, Harold Kerzner 9th edt.

The method used for identifying task execution responsibilities and thereby creating the OBS is responsibility charting, which combines the functional organization of resources basis in the traditional organizational chart with the horizontal identification of project responsibilities period.

P 382, 15.7, Managing Construction Projects, Graham M.Winch.

For OBS diagrams please see Appendix B

2. Project Work Breakdown Structure (WBS):A WBS is a product orientated family tree subdivision of the hardware, services and data required to produce the end product. The WBS is structured in accordance with the way the work will be performed and reflects the way in which project costs and data will be summarized and eventually reported. Preparation of the WBS also considers other areas that required structured data such as scheduling, configuration management, and contract funding and technical performance parameters.

P 414 & 415 11.9.Work Breakdown Structure, Project Management, Harold Kerzner 9th edt.

The WBS, at its full level of detail, assigns an identifier code to each task – these can be derived from Uniclass or can be proprietary. The WBS is in which the construction project is broken down progressively into all its constituent tasks.

P 242, 10.7, Managing Construction Projects, Graham M.Winch.

The WBS is in which the construction project is broken down progressively into all its constituent tasks.

235, 10.3, developing a budgetary system, Managing Construction Projects, Graham M.Winch.

For WBS diagram please see Appendix B

3. Key Mile Stones:

This part of the Development Guidelines establishes procedures for the review of any and all development projects within Business Bay. It includes but is not limited to:

1. Preliminary screening of development projects to ensure development content and land use elements are consistent with the Master plan for the site and The Zoning Authority intentions, before detailed design work is carried out.
2. Site plan review to ensure that designs reflect the planning and urban design requirements of the Master plan, and that the provisions of the Development Guidelines are complied with.
3. Final design review and The Zoning Authority permit issuance.
4. Review to ensure that projects are in compliance with the Development Guidelines of the Zoning Authority.
5. Review procedures for Development Guidelines exceptions, variances and conditional uses.

The project key milestones are as given below. Dates for some activities are not clear because of the constraints/physical obstructions.

• Lead consultant’s procurement for design, planning & execution
• Preparation of master plan
• Infrastructure final design
• Award of contract & signing of agreement for infrastructure
• Permits & no objection certificates (NOC) from authorities
• Mobilisation
• Commencement of construction for infrastructure
• Completion of bridges RB3 phase 1 south side
• Completion of bridges RB4 phase 2 north side
• Completion of bridges RB5 phase 2 south side
• Completion of bridges RB6 phase 2 south side
• Completion of bridges RB7 phase 2 south side
• Completion of roads & services Phase 1 north side
• Completion of roads & services Phase 1 south side
• Completion of roads & services phase 2 north side
• Completion of roads & services Phase 2 south side
• Completion of service tunnel 4
• Completion of service tunnel 5
• Completion of landscaping
• Commissioning & testing of services
• Roads commissioning
• Inspection of authorities
• Final as-built &completion certificate
• Handing over to the client

4. Task Responsibility Matrix:

Matrix Organizational form:

The matrix organizational form is an attempt to combine the advantages of the pure functional structure and the product organizational structure. This form is ideally suited for companies such as construction that are “project underscore driven”.

Page=102, 3.6 Matrix Organizational form, Project Management, Harold Kerzner 9th edt.

Section 2

Quality Management:

Definition:

The Kodak definition of quality is those products and services that are perceived to meet or exceed the needs and expectations of the customer at a cost that represents outstanding value.

The ISO 900 definition is “the totality of feature and characteristics of a product or service that bears on its availability to satisfy stated or implied needs.

Page=833, 20.1 Definition of Quality, Project Management, Harold Kerzner 9th edt.

ISO 9000

1. Introduction:

1. The project quality management covers the program of policies, procedure and detail responsibilities require insuring that the materials and component of project will be constructed satisfactorily in conformance with applicable contract standards in order to accomplish the task professionally.

2. The purpose of the quality management is to provide efficient and thorough project management and contract administration to ensure that the construction facility meets the requirements for;

1. Quality.

2. Programme.

3. Cost.

2. Communication:

1. All correspondence and documentation to be referenced with the contract.
2. Entries to be identified as out going or incoming. These shall be in the form of a documentation register spreadsheet that can be sorted or filtered.
3. Project manager to sign all out going site correspondence but in his absence his deputy/replacement to sign.
4. The project manager to mark appropriate copies of the documentation to the concerned staff for action or information.
5. Instructions and drawings from the consultant should be covered by a document transmittal sheet.
6. An appraisal of new or revised instructions from the consultant is to be made to      determine any implications on costs and programme.
7. To ensure that consultant and contractor’s personnel involved with the project can be      readily contacted a personnel contact detail schedule should be prepared, which shall include the company, person’s name, position, telephone, fax, mobile, pager number,  internet, should be prepared.

3. Temporary Facilities and Services:

1. Temporary facilities and services to be provided as required under the contract.
2. A layout plan for facilities and services should be prepared.

4. Programme and Progress:

1. At the start of contract an overall contract programme to be prepared that has to show the work in sufficient details to allow proper monitoring and control. The format and details of the programme will take into account any particular requirements of contract.
2. At weekly intervals or at times as decided by project manager the progress of the contract should be monitored against the programme. This should be in the form of a print out showing activities that are in progress and their relation against programme.
3. The reasons for any delays to be ascertained and any required action to be taken to recover delays.
4. Look ahead programme should be prepared that showing the work planned for following 2 weeks progress.

5. Contract Personnel:

Refer to OBS diagrams, Appendix B

6. Engineering Queries:

1. Contractor should raise technical query, when there is anything unclear regarding design/contract specification or contract drawings.
2. A register of all design queries shall be maintained.

7. Material Procurement:

1. The office engineer to prepare a schedule of all the materials required for the project.

2. The project manager should initially be responsible for requisitioning the major   materials and main office purchase department should be involved in discussions with prospective suppliers.

3. The store keeper with the approval of project manager would then to take action for permanent and temporary works materials i.e. indent materials to be purchased in material requisition form.

4. The proposed materials with all relevant documents as required in the contract specification proving compliance should be compiled by the material engineer and submitted to the consultant for review and approval.

5. Cost code allocation of completed local purchase orders to be checked and initiated by the senior quantity surveyor/main office and then passed to the project manager for approval.

8. Site Store Control:

1. The method of handling and transporting all materials and equipments should be carried out strictly in accordance with the manufacturers recommendations and in a manner to avoid damage or deterioration.
2. The storekeeper to ensure that material and equipment are placed in predetermined locations and suitable environmental conditions both in the stores and on site.
3. If in doubt as to suitable storage conditions, the store keeper to refer the matter to the project engineer. Storekeeper should be responsible for receiving all bulk materials such as cement, sand or aggregate, steel, timber, water and diesel.
4. Construction materials that are prone to deterioration such as chemicals , sealants and paints to be kept in a appropriate temperature temperature controlled environment and where appropriate identified as toxic or dangerous.
5. All dry cementitious products to be protected against moisture and rain.
6. The store man should maintain a register of goods received and make a computer spread sheet indicating the quantity, unit price, total value, supplier, date of receipt, description of material.
7. Where indicated on the purchase orders an inspection release certificate and certificate of conformity to accompany the goods.

9. Meetings:

1. To ensure that the construction is progressed adequately regular progress meetings should be held weekly on site with the clients, consultants and contractors staff.

2. 2.Agenda points for the meetings should be:

1. Programme.
2. Status of progress.
3. Status on materials submissions and approvals.
4. Status on subcontractors.
5. Status on method statements.
6. Inspection and test plans.
7. Any other business.
8. Details of next meetings.

10. Subcontracts:

1. The selection of a sub-contractor to be on the basis of recent similar projects being completed successfully.
2. Seek consultant’s approval of sub contractor.
3. Main office to prepare a draft sub contract agreement.
4. The requirement to be assessed during site and head office monthly meetings. Sub contractor with similar experience for a particular work should be selected.

11. Method statements:

1. A method statement is recommended when the clear definition of the sequencing and interfaces between different trades allows a better flow of information and definition of the responsibilities of the parties involved.
2. The status on the preparation submission and approvals of method statements to be maintained on the register of method statements.
3. All works procedures to be approved by Project manager.

12. Inspection and Testing:

Inspection is conformity evaluation by observation and judgement accompanied as appropriate by measurement, testing or gauging.

P 290, 12.3, Inspection, Managing Construction Projects, Graham M.Winch

1. The control on the quality of the materials and workmanship to be maintained by using approved forms and inspection and test plans
2. Quality control inspections on the works to be carried out by the main contractor’s personnel.

13. Inspection-Measuring and Test Equipments:

1. The purpose of the procedures out lined in this section to ensure the accuracy of instruments and equipments used for setting out the works, inspecting and testing the materials used in the permanent works and inspecting and testing completed works
2. The instruments and equipment used for inspection, measuring and testing on site samples/completed works should be checked regularly by the persons who use them.
3. The office engineer should obtain documentary evidence of the calibration of the instruments used for setting out the works and should pass the certificates to project engineer or material engineer.
4. Project engineer/materials engineer to retain the certificate concerning the accuracy of the equipment and instruments and will retain the instrument and equipment check sheets after they have been completed.

14. Inspection and Test Status:

1. Where appropriate ,control procedures to be established so that it is known whether a product has:

• Not been inspected.

• Been inspected and approved or

• Been inspected and rejected.

2. If there is any reason to believe that the products delivered fall below the required standard the matter will be referred to the project manager.
3. The inspection status of a complete structure to be covered by the submission of the appropriate completed inspection and test forms.
4. Project engineer should be responsible for marking up drawings with the dates and location of work done/completed.

15. Construction Plant:

1. At the commencement of the contract the project engineer will prepare a list of the construction plant required for the works with dates of mobilisation and demobilisation.

2. The actual plants on site shall be recorded on the daily plant and labour return form.

16. Drawing Control:

1. The office engineer to prepare a schedule of shop drawings/contract drawings for the project.
2. A register should be maintained on site to give the status on the drawing approval from the consultant.
3. The register to maintain details of the particular revision and issue of the drawing.

17. As Built Drawings and Records:

At the end of the project a complete set of the corrected As- Built Drawings to be submitted to the consultant.

18. Quality Records:

1. Quality records of the work procedures, inspection and testing documentation, back up inspection sheets, certificates, production drawings and any as found or as built information to be well maintained.
2. The documents to be stored in a fire and water/vermin proof location with access normally restricted to QA personnel.
3. Quality assurance records:

1. Quality plan
2. Method statements
3. Check/inspection sheets certificates
4. Engineering queries and relevant correspondence
5. Defect notices and concession applications

4. The quality records that demonstrate that the QA system has been compiled with are the completed standard formats and site register.

Section 3

Critical Path Method

The essence of the method is to array graphically all the different tasks in temporal sequence, forming a network of task dependencies; it is essentially “a method of sinking method of presenting information. CPM was developed by DuPont and the US navy.

P 258, 11.2, Critical Path Method (CPM), Managing Construction Projects, Graham M.Winch

For CPM diagram please see appendix B

Abbreviations

• CDB        Central Business District
• LVC        La Ville Contemporaine
• DEWA        Dubai Electricity & Water Authority
• BB        Business Bay
• TECOM        Telecom
• DIC        Dubai Internet City
• DM        Dubai Municipality
• RTA        Road & Transportation Authority
• EMPOWER        Authority for District Cooling
• LRT        Light Rail Transit        

References:

Business bay project quality management plan

BS 5750: part 0: Section 0.2:1987

  : definitions, project management definitions, stakeholders.

Projct related documents.

Page=102, Project Management, Harold Kerzner 9th edt.

Page=174, Project Management, Harold Kerzner 9th edt.

Page=290, Project Management, Harold Kerzner 9th edt.

P 414 & 415 11.9.Work Breakdown Structure, Project Management, Harold Kerzner 9th edt.

Page=833, 20.1 Definition of Quality, Project Management, Harold Kerzner 9th edt.

ISO 9000

P 242, 10.7, Managing Construction Projects, Graham M.Winch

P 258, 11.2, Critical Path Method (CPM), Managing Construction Projects, Graham M.Winch

P 290, 12.3, Inspection, Managing Construction Projects, Graham M.Winch

P 235, 10.3, developing a budgetary system, Managing Construction Projects, Graham M.Winc

P 382, 15.7, Managing Construction Projects, Graham M.Winch

P 1, 1.2, constructing the Team, Sir Michael Latham, Final report, July 1994.