KAIA Project Management Plan[1]

Design and Engineering Services for
King Abdul Aziz International Airport Development Project –
Jeddah
for Saudi Binladin Group
Project Management Works Plan
Issue No. 1
Issue Date: 18th
February 2011
Prepared by: Dr AndrewKimmance (Project Director) 7165
Reviewed by: BasimHasaballah (admin director) 2180

Approved by: Hazem Ibrahim (seniorboard director) 1826
Zuhair Fayez Partnership
Consultants
Architecture, Engineering and
Information Systems
P.O. Box 5445, Jeddah 21422
Saudi Arabia
Telephone:6129999
Facsimile: 6129955

Contents
1 Introduction....................................................................................................................7
1.1 Project History..............................................................................................8
2 Project Description..........................................................................................................9
3 Assignment.....................................................................................................................9
4 Project Scope................................................................................................................ 10
5 Major Milestones.......................................................................................................... 10
6 Team identification .......................................................................................................16
6.1 Project Team Roles and Responsibilities....................................................... 16
6.1.1 Project Director....................................................................................... 16
6.1.2 Technical Project Director........................................................................17
6.1.3 Project Managers.................................................................................... 17
6.1.4 Project Coordinators................................................................................ 17
6.1.5 Technical Quality Assurance (Quality Representative)................................ 18
6.1.6 Design Production Manager.....................................................................18
6.1.7 Discipline Team Leaders........................................................................... 19
6.1.8 Document Controller............................................................................... 19
6.2 Measures of Success................................................................................... 19
6.3 Initiate and Align......................................................................................... 19
7 Operating Guidelines.....................................................................................................22
8 Document Control System............................................................................................. 22

9 Project Risk Management (Strategy)............................................................................... 23
9.1 Raise Risk...................................................................................................25
9.1.1 Risk Identification.................................................................................... 25
9.1.2 Risk Quantification .................................................................................. 25
9.1.4 Risk Form................................................................................................ 29
9.2 Register Risk............................................................................................... 31
9.3 Assign Risk Actions...................................................................................... 31
9.4 Implement RiskActions............................................................................... 32
10 Communication............................................................................................................. 32
10.1 Information Communication Plan............................................................. 32
10.2 External Communication.......................................................................... 33
10.3 Internal Communication.......................................................................... 33
11 Change Management....................................................................................................34
11.1 Change Management Plan.......................................................................34
11.2 Change Control Process........................................................................... 36
11.3 Change Management Record...................................................................38
12 Quality Assurance & Quality Control............................................................................... 40
12.1 Project QualityPlan................................................................................. 40
12.2 Quality Control........................................................................................ 41
12.3 Quality Control Checks – Authority and Responsibility............................... 43
12.4 Key Elements of QA/QC Program.............................................................. 43

12.5 Project QualityAudit Program..................................................................44
12.6 Design Calculations.................................................................................. 44
12.7 Design Drawings...................................................................................... 45
13 Transition and Closure Plan............................................................................................ 46
14 Work Plan Endorsement Statement................................................................................ 47
List of Figures
Zuhair Fayez Partnership Consultants ‫لإلستشارات‬ ‫ومشاركوه‬ ‫فايز‬ ‫زهير‬ ‫شركة‬
Architecture, Engineering and Information Systems ‫عمارة‬-‫هندسة‬–‫معلومات‬ ‫نظم‬
_______________________________________________________________________________
:‫ب‬ . ‫ص‬5445‫جدة‬22214–‫السعودية‬ ‫العربية‬ ‫المملكة‬-+ : ‫هاتف‬91266662699:‫فاكس‬ +91266552699
P. Box 5445 Jeddah 21422 – Saudi Arabia - Tel: +966 2 6129999 Fax: 966 2 6129955

Figure 1: ProjectManagement Work Report …………………………………………………………………………… 6
Figure 2: Jeddah Airport and surrounding area…………………………………………………………………………8
Figure 3: KAIA ProjectSchedule Top Tier…………………………………………………………………………………11
Figure 4: WorkSplit for Contract 421 and 422………………………………………………………………………….12
Figure 5: ProjectOrganisational Chart forthe KAIA Development Project……………………………........20
Figure 6: ProjectProductionArrangement……………………………………………………………………………….21
Figure 7: Model of the Document Control Process…………………………………………………………………….24
Figure 8: Risk Management Process…………………………………………………………………………………………26
Figure 9: Internal Communication Protocol………………………………………………………………………………35
Figure 10: ProjectQuality Plan…………………………………………………………………………………………………42
List of Tables
Table 1: Major Contract Milestones for Package 421.......................................................................13
Table 2: Major Contract Milestones for Package 422.......................................................................13
Table 3: Risk identification..............................................................................................................27
Table 4: Likelihood of risk occurring...............................................................................................28
Table 5: Impact of risk.....................................................................................................................28
Table 6: Priority Rating...................................................................................................................29
Table 7: Priority Score and Rating worked example........................................................................29

Table 8: Risk Form ..........................................................................................................................30
Table 9: Risk Register......................................................................................................................31
Table 10: External Communication .................................................................................................33
Table 11: Internal Communication..................................................................................................33
Table 12: Change Control Process Sheet..........................................................................................37
Table 13: Change Control Register ..................................................................................................39

MANUAL TITLE: PROJECT WORK PLAN Doc Ref:
DOCUMENT TITLE:
Fast Track ‘Design and Engineering Service for the King Abdul
Aziz International Airport Development Project’ KAIA,Jeddah.
Issue No.: 1
Page:5 of 48
Written by: Dr - AGK (7165) Approved by: BMH (2180)
PREFACE
The purpose of the project works report plan presented in
Figure 11 is to demonstrate an awareness and understanding of the project deliverables and scope of work, and to provide a detailed
account to the client of the approach and methodology used to meet project objectives. As well to all concerned Zuhair Fayez
Partnership (ZFP) parties a common source of information regarding project goals, project scope, services description, project
participants, time schedule, production budget, quality procedures, and other pertinent data in order to establish and communicate
project performance expectations to the Client. Zuhair Fayez Partnership’s primary goals for this project are:
1. Higher Perceived Quality.
2. Improved Customer Satisfaction.
3. Competitive Edge.
These benefits achieved by:
1. Improved Management Control, Organization, and Planning.

2. Improved Customer Services.
3. Consistency in Product and Process.
To meet the Owner’s project goals, design the highest quality project for an appropriate construction cost and do so as efficiently and
expeditiously as possible. Both Owner and ZFP goals will be realized through effective communication, creative design, technical
capability, and dedicated effort by all project participants.
This document will be distributed to all concerned parties and as contents are revised or pertinent additional information becomes
available, copies will be distributed for inclusion in the originally distributed copy. Each recipient of distributed revision items is to
remove the superseded items and insert the revised items.
_______________________________________________________________________________

Figure 11: Project ManagementWork Plan (Kimmance,2010)

DOCUMENT TITLE:
Issue No.: 1
Page:7 of 48
Written by: Dr - AGK (7165) Approved by: BMH (2180)
1 Introduction
King Abdul Aziz International Airport (henceforth referred to as KAIA) is the hub of Air Transport in the Kingdom of Saudi Arabia. The
airport was inaugurated in 1981 and comprises of two passenger terminals and three runways. The airport is in all honesty unique,
as it is the principal gateway into the Kingdom for millions of Pilgrims performing Hajj and Umrah each year.
The Western boundary of King Abdul Aziz International Airport (KAIA) is just 4 kilometres to the East of the Red Sea and converging
with the Eastern boundary in the midst of the mountainous region of the Arabian Shield, as illustrated in Figure 2., and at a cost of
£400million.
The airport is roughly situated 20 kilometres to the North of Jeddah City and 90 km West of Makkah (ARP: Lat 21°-40’-52’’N: Long
39° 09’ 18.5’’E). The location of the site is virtually flat with a small slope running from East to West. The airport occupies a vast site
_______________________________________________________________________________

of approximately 10,500 hectares (25,946 acres); although, both Dammam and Riyadh Airports occupy a larger area. The airport has
three runways:
 Runway 16R/34L is 3,800 meters in length and 60 meters wide
 Runway 16C/34C is 3,300 meters in length and 60 meters wide
 Runway 16L/34L is 3,690 meters in length and 60 meters wide
The airport has two passenger terminals. The North, deal with foreign airlines and the South, which for the use for Saudi domiciled
airlines Nasair and Saudi Arabian Airlines (and their code share partner Air France) with both terminal sharing 46 remote stands. In
addition, the airport also has a Royal terminal with 2 stands, a cargo terminal with 7 stands and a Hajj terminal with 34 stands. The
ATC tower at the airport is located between the two terminals and is 60 meters tall.
The airport is situated to the South of Obhur and North of the industrial city of Jeddah. Three main roads surround the bounder of the
airport with the Al-Haramain Expressway running along the Eastern boundary, Madinah Road to the North and West and Al Nuzhah
Street to the South.
1.1 Project History
The redevelopment of KAIA has long been anticipated. The GACA did appoint an international consultant to produce the final
designs for a new terminal building and associated infrastructure. However, they decided to curtail this project and re-tender the
project as fast track design and build. Thus, the design process will run in parallel with construction. The KAIA Development Project
was awarded to the Saudi Bin Laden Group (SBG) in September 2010 with the GACA being advised by Dar Al-Handasah. ZFP has
been sub contracted out by SBG to provide the final designs up to tender documents for key components of the terminal and

associated infrastructure. The NTP (Notice to Proceed) is expected to be issued on 8th January 2011 with ZFP’s involvement lasting
for 300 days from this date, and at a cost of £400million.
Figure12: JeddahAirportandsurroundingarea

2 Project Description
Current airport infrastructure cannot adequately accommodate passenger demand during peak operations. This situation is expected
to deteriorate as passenger demand continues to rise. The General Authority of Civil Aviation (henceforth referred to as the GACA)
has decided that a new terminal is to be built in which all airlines will collocate. This will alleviate congestion and will permit future
expansion.
Three stages of expansion have been envisaged with the first to be completed in 2013 with capacity for 30 million passengers, the
second to be completed in 2020 with capacity for 43 million, and the third phase to be completed in 2035 with capacity for 80 million.
During the first phase, a new terminal building will be located between runways 16C/34C and 16L/34R. The first phase, design and
build of the new terminal and associated infrastructure project is scheduled to take 36 months and will see the airport’s capacity
substantially increase from its current 17 million.
A fast track design and build contract was awarded by GACA to the Saudi Bin Laden Group (henceforth referred to as SBG) for the
construction of the new terminal building and associated airport infrastructure at KAIA. ZFP has in turn been sub contracted by SBG
to provide the final designs up to tender documents for key components of the airport infrastructure.
3 Assignment
The core assignment is to produce fast track designs up to tender documents, and to include all required supporting documents and
approvals to fulfil design deliverables associated with the KAIA Development Project. ZFP has been entrusted to produce designs
that will meet the client’s primary objective, which is to produce fast track designs, on time, within budget and to required schedule.
To this end, it is ZFP’s desire to design functional, inspiring and technological advanced designs that meet the client’s exacting

standards within the allocated time, within budget and to the highest quality standards. ZFP is fully committed to providing excellent
quality consultancy services that demonstrate our competency in producing designs for the KAIA Development Project.
To achieve such a goal it is imperative that both sides effectively communicate and are fully committed to the project. The duration of
ZFP’s involvement in this project will be 300 days from the NTP. There are a number of key project objectives associated with the
development:
 To produce a design that inspires whilst technologically advanced and functional
 To produce a design that takes into account the client’s requirements while adhering to the allocated budget and schedule
 To provide professional services to our client that ensures complete customer satisfaction
 To demonstrate ZFP’s capability in producing quality work
 To ensure a suitable return on investment
4 Project Scope
The project is located at the existing KAIA site, with a new terminal building to be built between runways 16C/34C and 16L/34R. The
title of the project is ‘Design and Engineering Service for the King Abdul Aziz International Airport Development Project’. ZFP is to
provide SBG with the designs up to tender documents for key components of airport infrastructure. The scope of work consists of
the following design stages:
 Data collection and conceptual design stage
 Schematic design and design development
 Final design up to tender documents

 Production of printed documentation
5 Major Milestones
The Project Management Team (i.e. Project Director and Project Co-ordinators) are to tracks all major milestones. This will ensure
that they have oversight of all key milestones and can provide an overview to the Project Team associated with the design phase and
senior management. For simplicity, the contract awarded by SBG to ZFP has two packages 421 and 422 illustrated in Figure 13.
However, to fully appreciate the divisions between the two packages please refer to Figure 4.
DOCUMENT TITLE:
Issue No.: 1
Page:13 of 48
Written by: Dr AGK (7165) Approved by: BMH (2180)

Table 1 and Table 2 display the milestone packages, and the work split for both 421 and 422 is illustrated in Figure 13: KAIA Project
Schedule Top Tier

KAIA Development Project Project Management Plan
Page | 20
4.

Page | 21
Figure13: KAIAProjectScheduleTopTier

Page | 22
Figure14: WorkSplitforContract421and 422

KAIA Development Project ProjectManagementPlan
Page | 23
DOCUMENT TITLE:
Issue No.: 1
Page:13 of 48
Table1:MajorContractMilestonesforPackage421
Milestone
No.
Milestone Description
Calendar Days
from Notice to
Proceed
1
Mobilisation and submission of proper locations of
E/M connection points for all buildings and
submission of the Hydrogeological Studies
90
2 Complete Structural Design 120
3
Complete Overall Final Design works and Radio
Sites Relocation and Dismantle
300
Table2:MajorContractMilestonesforPackage 422
Milestone
No.
Milestone Description
Calendar Days
from Notice to
Proceed
1
Structural Design Completion for foundations of
transportation Centre & Viaduct
75
2
Mobilization, submission of Hydrogeological Studies
and submission of preliminary Architectural drawings to
allow other Contractor to define E/M & ICT devices
locations.
90
3 Structural Design Completion 120
4 Submission of Regional Ground Water Control Study 180
5 Complete Overall Final Design works 300
These milestones are included in the Master Deliverables List and will need to be
tracked with regards in the project schedule. The milestones will be constantly monitored
to ensure submittal deadlines are adhered to. In order to achieve this, a Milestone Chart
and Report will be completed when monitoring the progress. Examples of both the chart
and Report are shown in the following two pages.

Page | 24
Milestone Chart
Main milestone phases shown on the higher chart, and sub-milestones for each phase on charts below
TIME [in suitable units -days, weeks, months, etc.]
MILESTONES Responsibility

Page | 25
Milestone Report
Project No:
Date of Milestone meeting/discussion:
Deliverables due
Due
date
R/Y/G* Action to take to bring deliverable or task back on schedule
* R = RED Flags [critical, off plan - describe in detail: quality, cost, time]
Y = YELLOW[is almost off schedule or will definitelybe off schedule, the precise definition shall be agreed before use]
G = GREEN Flags [to plan or better - show savings]

Page | 26
6 Team identification
The associated project team consists of Project Management, Design and Quality
Assurance Team members, and all speciality groups that need to be involved with the
development of the project. The speciality groups shall be involved in project planning,
scheduling, development and maintenance, and endorsement of the Work Plan. The
following speciality groups are involved:
 Land Surveying
 Architecture
 Roadside and Pavement Development
 Bridges and Structures
 Civil Engineering
 Mechanical, Electrical and Plumbing (MEP)
 Rapid Development
 Program Management
 Environmental Services
 Geotechnical Services
 Utilities
 Abundance of Authories
6.1 Project Team Roles and Responsibilities
The structure of the project team roles and responsibilities are in accordance with the
Project Organisation Chart shown in Figure 5. A number of project team roles have been
described in further detail in order for the titleholder/client to further appreciate the
responsibilities associated with these roles. The Project Production Arrangement is
shown in Figure 16 and illustrates how Project Mangers are to interact with department
disciple leads, the Project Director, CAD technicians and drawers, designers, quality
control and assurance.
6.1.1 Senior Programme Director
Adel Wehbi
 Communicate with the client and ensuring all client’s requirements are all met

Page | 27
 To be the main interface for all external communication
 Communicate with external partners and other stakeholders
6.1.2 Technical Airport’s Project Director and Principal Project Manager
Dr Andrew Kimmance (author)
 Manage and Coordinate the KAIA Development designs and Project Teams
 Set-up and manage the Project Management Framework, Communications,
Production and Operations, Performance and Progress Methodologies
 To liase and coordinate with the Strategic Corporate Board, Senior Project
Director, Clients, Stakeholders, Consultants, and Supply Chain
6.1.3 Project Managers
Nicolas Mohammed Abboud and team Package 421
Luis Kusters Viale and team Package 422
 To be responsible and coordinate a package for which they are assigned in
addtion to the duties outlined under Project Coordinator.
6.1.4 Project Coordinators and Planners
Nicolas Abboud: 421.3 Passenger Terminal Complexes
421.4 Air Traffic Control Complex
Richard Fuentes: 422.2 Load Centres
422.4 Utilities and Main Distribution
Luis Kusters Viale: 421.1 Radio Sites Relocation & Dismantling,
421.2 Interim Facilities,
421.5 Support Facilities
422.6 Support Facilities
Mohamed Yousef: 422.1 Viaduct Transportation Centre & Multi-storey Car Park,
422.3 Land Side Ground Access Components
422.7 Aprons and Taxiways

Page | 28
 Responsible for coordinating technical issues of the project and identifying and
analysing project requirements.
 Identify resource requirements for the project
 Coordinate the procurement of products/services from suppliers and sub
contractors
 Assure that project records, data and documents are properly maintained and
stored for future reference
 Coordinate the development of project design specifications and development
plans
 To be responsible for their various parts of Package 421 and 422 as previously
mentioned above
6.1.5 Technical Quality Assurance (Quality Representatives)
 Understand and interpret ZFP’s quality system requirements as it applies to the
operation and function of departments and to orientate department staff to these.
 Guide, monitor and follow up implementation of all aspects of ZFP’s quality
system as it applies within his department
 Write/co-write/update relevant department procedures, flow charts, process
mapping in coordination with department staff and to distribute, control and
review these when required. Approve them by the relevant department head,
coordinate and issue by the QA Manager.
 Ensure all department quality documents and forms (ie work plans, checklist, etc)
are completed by relevant personnel at appropriate stages and that these are
documented and filed.
 Conduct internal quality audits of other departments as dictated by ZFP’s audit
schedule as and when required.
6.1.6 Design Production Manager
 To coordinate discipline team leaders
 To liase with the appropriate Project Manager or Project Coordinator
 To review all work produced by their design team
 To submitt all work for apprasisal

Page | 29
6.1.7 Discipline Team Leaders
 Coordinate all design team operations
 Design oversight; including meeting requirements of the Design Manual, other
manuals, and the Team Mission.
 Provide technical advice regarding individual design elements.
 Develop and provide project information as needed by specialty groups.
 Concerns from the design team to the project management team.
 Update the design team on decisions/recommendations of project management.
 Maintain the project schedule for the design operations.
6.1.8 Document Controller
 To keep records of outgoing and incoming information including mail, faxes,
email and etc for future reference
 Maintain an inventory log of all documents in the document control room
 Ensure the safe keeping of all documents
 Arranges timely distribution of reports, mail and faxes to the addressee
 Prepares mail bag and documents for courier services
6.2 Measures of Success
What the project management team must accomplish for this project to be successful is:
 Clearly define the scope, schedule processes and procedures and to manage
change effectively.
 Maintain open, effective and timely communication within the team, with
sponsors, the client, other agencies and stakeholders.
 For high quality design work to be produced, within budget and submitted within
the agreed schedule of time.
6.3 Initiate and Align
 Understand all our stakeholders’/client’s needs and concerns and mediating
issues to reach acceptable conclusion.

Page | 30
 ZFP shall ensure that we effectively manage our resources, including funding, by
comparing and reporting work order expenditures to the planned budget.
 Regularly recognise and celebrate accomplishments and successes.
Figure15: ProjectOrganisational ChartforKAIAProjectDevelopment
Design Production Team
CONTRACT
ADMINISTRATION
PROJECT
CONTROL
T &A TEAM2
PROJECT
COORDINATOR
RICHARDFUENTES
T &A TEAM4
PROJECT
COORDINATOR
MOHAMEDYOUSEF
T &A TEAM3
PROJECT
COORDINATOR
LUISKUSTERSVIALE
STEERINGCOMMITTEE
T & A EXECUTIVEDIRECTOR
HazemMustafaIbrahim
AVIATIONDIRECTOR
BasimHasaballah
PROJECTDIRECTOR
AndrewKimmance
422.2- LOAD CENTERS
422.4- UTILITIES AND
MAIN DISTRIBUTION
421.1- RADIO SITES
RELOCATION &
DISMANTLING
421.2- INTERIM
FACILITIES
421.5- SUPPORT
FACILITIES
422.6- SUPPORT
FACILITIES
422.3- LAND SIDE
GROUND ACCESS
COMPONENTS
422.7- APRONS AND
TAXIWAYS
422.1- VIADUCT
TRANSPORTATION
CENTER & MULTISTORY
CAR PARK
421.3- PASSENGER
TERMINAL COMPLEX
421.4- AIR TRAFFIC
CONTROL COMPLEX
T &A TEAM1
PROJECT
COORDINATOR
NICOLASABBOUD
TECHNICAL QUALITY
ASSURANCE TEAM
Dr.Essam Aguib
MECHANICAL
RobertoPunio
ELECTRICAL
SaeedFarag
TRANSPORTATION
JalalSobhi
STRUCTURAL
Dr.Essam Eguib
ROADS
AshrafAhmed
UTILITY
Dr.Mohamed Sobhy
ARCHITECTURE
MoatazSalem
BRIDGES& TUNNELS
MohamedAbdlerahman
PROJECT ORGANIZATION CHART ZFP
King Abdul Aziz International Airport
Package422
PROJECTMANAGER
LuisKusters Viale
Package421
PROJECTMANAGER
NicolasAbboud
SBG/ATKINS/PBS&J
AreenGhafariARUP P+W
SECRETARY DCC
_______________________________________________________________________________

Page | 31
Figure16: ProjectDesignProductionArrangements
CAD Technicians & Drawers
MEP
Utilities
Project
Director
Document
Controller
Bridges & Tunnels
Viaducts & Roads
LEAD
LEAD
LEAD
LEAD
Project Manager
Project Manager
Project Manager
Project Manager
Quality Control & Assurance
Client
Integrated KAIA Project Production Arrangement
Others
Progress
RPD
Cairo

Page | 32
7 Operating Guidelines
Operating guidelines described below explain how the project team will govern itself:
 Team decision-making process
 Voice and respect each other’s opinions
 Voting by thumbs up, sideways and down, 2/3 majority rules.
 All team members support final team decisions.
 Resolve conflicts
 Early and continued involvement of key players (internal and external)
 Team meetings (frequency, who should attend, etc.)
 Team will meet monthly to review project status, progress and
manage change.
 To be attended by the Aviation Director, Project Director, Project
Coordinators of Package 421/422, Project Mangers, Design
Production Manager, Discipline Team Leaders and Technical Quality
Assurance Manager.
 Communication (methods, frequency, chain of command, etc.)
 Please refer to the Communication Plan.
 Manage team change
 Communicate change in a timely manner.
8 Document Control System
Figure 17 shows the Document Control Process that shall be used to ensure all
correspondence are documented, archived and made available to be retrieved at a
future point in time. All information is to be collated by the document controller who will
use the E-Filing System to ensure data is collected, managed and stored in a single
location. Each article of information (i.e. MOM, email, letter, drawing register, etc.) shall
be assigned a unique document number. This will be achieved by documenting the
following information:
1. For incoming information:
 Document source
 Document type

Page | 33
 Destination Department
 From contact (i.e. email, mom, etc)
 Remarks (i.e. title of document)
2. For outgoing information:
 Document source
 Destination
 Document type (i.e. email, mom, etc)
 Remarks (i.e. title of document)
All design leads will submit their deliverables and other correspondence using a
Document Control Tool. The document and associated information will then be stored
creating a comprehensive record of all information related to the project. This will be
instantly retrievable for reference to any personnel who have access to the integrated
system.
9 Project Risk Management (Strategy)
The Risk Management Process for the KAIA Development Project is considered to be a
methodical but simplistic procedure by which the project team identifies, evaluates,
scores, and ranks the various risks associated with the design criteria. Risks are defined
as ‘any event which is likely to adversely affect the ability of the project to achieve the
defined objectives’. The most likely and highest impact risks are to be added to the
project schedule to ensure that the assigned risk managers take the necessary steps to
implement the mitigation response at the appropriate time during the schedule.
Risk Management will be undertaken on the KAIA Project Development through the
implementation of five key stages:
1. The identification of project risks
2. The assessment, logging and prioritising of project risks
3. The response and identification of risk mitigating actions
4. The assignment and monitoring of risk mitigating actions
5. The recording and closure of project risks.

Page | 34
Figure17: Model ofDocumentControl Process (designedbyDrAndrewKimmance)
KAIA PROJECT
(J11-01500)
CONFIDENTIAL
DOCUMENTS
OUTGOING
LETTER's DRAWING's MOM CD E-mail
CLIENT
SUPPLIER
CONTRACTOR
CONSULTANT
421 422
A-
PROJECT WIDE
F-
PASSENGER
TERMINAL
COMPLEX (PTC)
G-
AIR TRAFFIC
CONTROL COMPLEX
(ATCC)
J-
SUPPORT FACILITIES
& MISCELLANEOUS
BUILDINGS
L-
LANDSCAPE &
ARTWORKS FOR
EXTERIOR
(LANDSIDE &
AIRSIDE)
STRUCTURAL
MECHANICAL
ELECTRICAL
ARCHITECTURAL
DOCS (FOR SUBMITTAL
PACKAGE)
INCOMING
L000 - ALL
PACKAGE
L100 - LANDSIDE
LANDSCAPING
L200 - AIRSIDE
LANDSCAPING
L300 - URBAN
LANDSCAPING

Page | 35
DOCUMENT TITLE:
Issue No.: 1
Page:25 of 48
Figure 18 presents an overview of the risk stages and procedures to be undertaken in
order to effectively manage project-related risks. It is very important that once a risk has
been identified that a Project Risk Form is completed which shall include the project
details, risk details, risk mitigation and the approval action details. This form is to be
submitted to the Project Director and if deemed appropriate entered into the Risk
Register. An overview of the five stages of the risk management process: raise risk,
register risk, assign and risk action and implement risk actions are described below.
9.1 Raise Risk
9.1.1 Risk Identification
The first step in the Risk Plan is to identify a likely risk that may affect the ability of the
project to achieve its defined objectives/deliverables. The risk identified is to be
categorised using Table 3. This table may be expanded and updated during Risk
Planning workshops involving key project stakeholders. Each risk identified shall be
assigned a unique identifier number (id).
9.1.2 Risk Quantification
The next stage is to quantify the likelihood of each risk occurring and its impact on the
project and surrounding activities. Following this, each risk is prioritised according to the
likelihood and impact rating.
Likelihood
Once identified, a risk needs to be scored for its likelihood of occurrence as shown in
Table 4.
Impact
Once the likelihood has been established the impact of the risk occurring is calculated
using Table 5.

Page | 36
Figure18: RiskManagementProcess (Developed by Dr Andrew Kimmance)

Page | 37
Table3:Riskidentification
Category© Description id
Requirements  The requirements have not been clearly specified
 The requirements specified do not match the project/client needs
 The requirements specified are not measurable
1.1
1.2
1.3
Benefits  The business benefits have not been identified
 The business benefits are not quantifiable
 The final solution delivered does not achieve the required benefits
2.1
2.2
2.3
Schedule  The schedule doesn’t provide enough time to complete the project
 The schedule doesn’t list all of the activities and tasks required
 The schedule doesn’t provide accurate dependencies
3.1
3.2
3.3
Budget  The project exceeds the budget allocated
 There is unaccounted expenditure on the project
 There is no single resource accountable for recording budgeted
spending
4.1
4.2
4.3
Deliverables  The deliverables required by the project are not clearly defined
 Clear quality criteria for each deliverable have not been defined
 The deliverable produced doesn’t meet the quality criteria defined
5.1
5.2
5.3
Scope  The scope of the project is not clearly outlined
 The project is not undertaken within the agreed scope
 Project changes negatively impact on the project
6.1
6.2
6.3
Issues  Project issues are not resolved within an appropriate timescale
 Similar issues continually reappear throughout the project
 Unresolved issues become new risks to the project
7.1
7.2
7.3
Suppliers  The expectations for specialists/supplier delivery are not defined
 Specialists/suppliers do not meet the expectations defined
 Specialists/Supplier issues negatively impact on the project
8.1
8.2
8.3
Acceptance  The criteria for accepting project deliverables aren’t clearly defined
 Clients do not accept the final deliverables of the project
 The acceptance process leaves the customer dissatisfied
9.1
9.2
9.3
Communication  Lack of controlled communication causes project issues
 Key project stakeholders are ‘left in the dark’ about progress
10.1
10.2
10.3
Resource  Staff allocated to the project are not suitably skilled
 Insufficient equipment is available to undertake the project
 There is a shortage of materials available when required
11.1
11.2
11.3

Page | 38
Table4:Likelihood ofriskoccurring
Title Score© Description
Very Low 20
Highly unlikely to occur; however, still needs to be monitored as certain
circumstances could result in this risk becoming more likely to occur during
the project
Low 40
Unlikely to occur, based on current information, as the circumstances likely
to trigger the risk are also unlikely to occur
Medium 60
Likely to occur as it is clear that the risk will probably eventuate
High 80
Very likely to occur, based on the circumstances of the project
Very High 100
Highly likely to occur as the circumstances which will cause this risk to
eventuate are also very likely to be created
Table5:Impact ofrisk
Title Score Description©
Very Low 20
Insignificant impact on the project. It is not possible to measure the impact
on the project as it is minimal
Low 40
Minor impact on the project, e.g. < 5% deviation in scope, scheduled end-
date or project budget
Medium 60
Measurable impact on the project, e.g. 5-10% deviation in scope, scheduled
end-date or project budget
High 80
Significant impact on the project, e.g. 10-25% deviation in scope, scheduled
end-date or project budget
Very High 100
Major impact on the project, e.g. > 25% deviation in scope, scheduled end-
date or project budget
Priority
The priority of a risk is established by using the impact and likelihood scores. The priority
score for a risk is reached by calculating the mean of the likelihood and impact score:
 Priority = (Likelihood + Impact) / 2
From the priority score, the priority rating can be assigned using the thresholds indicated
in Table 6. A worked example of how to calculate priority score and the priority rating is
shown in Table 7.

Page | 39
DOCUMENT TITLE:
Issue No.: 1
Page:29 of 48
Written by: AGK (7165) Approved by: BMH (2180)
Table6:PriorityRating
Priority Score Priority Rating
0-20 Very low
21-40 Low
41-60 Medium
61-80 High
81-100 Very High
Table7:PriorityScoreandRatingworkedexample
ID Likelihood Impact© Formula Priority
Score
Rating
1.1 20 80 20+80 /2 50 Medium
1.2 80 60 80+60 /2 70 High
1.3 100 40 100+40 /2 70 High
2.1 40 20 40+20 /2 30 Low
2.2 80 100 80+100 /2 90 Very High
2.3 20 80 20+80 /2 50 Medium
9.1.4 Risk Form
Once a risk has been identified and quantified it is important that the information is
collected and forwarded to the Project Director for his immediate attention and further
action. Table 8 shows an example of a Risk Form that must be filled out by the person
who identifies the risk.

Page | 40
Table8:RiskForm
PROJECT DETAILS©
Project Name: KAIA DevelopmentProject
Project Manager: Dr Andrew Kimmance
RISK DETAILS
Risk ID: 10.1
Raised By: George Allen
Date Raised: 15/01/2011
Risk Description:
 CurrentIT infrastructure does nothave the required capacityto hostall KAIA related data.
 This will impacton the productivity as personnel maynot be able to work on the projector
have problems accessing work.Furthermore,itwill impacton the budgetas this is an
unforeseen capital expenditure.Finally,it will also affect the schedule,caused bydelivery
and installation ofnew hardware.
Risk Likelihood:
Very High: 100
Risk Impact:
High: 80
RISK MITIGATION
Recommended Preventative Actions:
 Liaise with ICT to ensure that all available capacity is made available for the KAIA project.
Suggestthat some folders are archived and taken off the serve to release capacity.
Recommended Contingent Actions:
 Order a new server to provide the additional capacityor ensure contacthas been made with
suppliers in order to quickly obtain and install a new server.
APPROVAL DETAILS©
Supporting Documentation:
 Excel documentdetailing the spare capacityof each server.
Signature: Date: 15/01/2011
_______________________
PLEASE FORWARD THIS FORM TO THE PROJECT DIRECTOR (ANDREW KIMMANCE)

Page | 41
9.2 Register Risk
The Project Director will review all risks raised and will determine whether each risk
identified is applicable to the project. The decision will be based on whether the risk
affects the following:
 The deliverables as mentioned in major milestones
 Quality targets as mentioned in the Project Quality Plan
 Delivery targets specified the Project Plan
 Resources targets specified in the Resources Plan
 Financial targets specified in the Financial Plan.
The Project Director will decide if the risk is related to the project and if so he will enter
the details from the Risk Form into the Risk Register. It shall contain a summary,
description of the risk as well as preventative actions and contingency actions, as can be
seen in Table 9.
Table9:RiskRegister
9.3 Assign Risk Actions
The Project Review Group shall complete a formal review of each risk listed in the Risk
Register and decide (based upon the risk ‘impact’ and ‘likelihood’) whether or not to:
 Ignore the risk in the Risk Register if there are no outstanding risk actions and
the risk is no longer likely to impact on the project
 Raise a change request if a change to the project is required to mitigate the risk
 Assign risk actions to mitigate the risk
Summary Description
ID
Date
Raised
Raised
By
Received
By
Description of Risk Description of Impact
Likelihood
Rating
Impact
Rating
Priority
Rating
Preventative Actions Contingency Actions
Preventative Actions
Action
Resource
Action Date Contingency Actions
Action
Resource
Action Date

Page | 42
9.4 Implement Risk Actions
The risk mitigating actions assigned by the Project Review Group are then implemented,
these may include:
 Scheduling each action for implementation
 Implementing each action scheduled
 Reviewing the success of each action implemented
 Communicating the success of each action implemented.
10 Communication
The project team will adopt a number of methods of communication to ensure prompt
flow of information. It is essential that this flow of information is recorded and tracked in a
timely manner in order to enable the management team to take action to avoid delays
and rework.
10.1 Information Communication Plan
The communication plan for the KAIA Development Project is broken into two sub-areas,
Internal and External Communications, and is presented below in both organisation
process and tabular format. Both sub-areas acknowledge that the project
partners/contractors cannot realize their vision nor can the project delivery team attain
our mission without a sufficient, timely and accurate flow of information. The items
addressed below identify what the item is, who is the primary contact, how the
information moves and when it happens. We also recognise that effective
communication demands effective listening and viewing project decisions from all
parties’ perspective.
In order to assure successful delivery of this project, it will be necessary for the project
delivery team to accurately inform each other of their needs, updates and timelines.
Minutes from meetings and workshops will be electronically routed to affected groups
and/or parties as appropriate.
Zuhair Fayez Partnership Consultants ‫شرك‬‫لإلستشارات‬ ‫ومشاركوه‬ ‫فايز‬ ‫زهير‬ ‫ة‬
_______________________________________________________________________________

Page | 43
10.2 External Communication
Timely and meaningful exchange of information external to the project team is critical to
secure a positive commitment from stakeholders and the general public. As indicated in
the table, that information flow may be written or oral, formal or informal, electronic or
verbally exchanged.
Table10:External Communication
What Who How When
Contact with Atkins Project Director e-mail/memo on-going
Contact with SBG Project Director e-mail as appropriate
Contact with others Project Director email as appropriate
10.3 Internal Communication
Effective internal communication is open, honest, continuous and efficient. Table 11
below addresses communication between and among the teams as well as
communication protocols. Figure 19 details the Communication Protocol that will be
followed during the project.
Table11:Internal Communication
What Who How When
Progress meeting Aviation Director,
Project Director,
Project Managers,
Discipline Team
Leaders, Design
Production Manager,
Technical Quality
Assurance Manager
meeting weekly , ever Sunday
Communicate project
progress to senior PM
Project Manager as requested as appropriate
Communication among
all teams
All
e-mail/phone/memo every Tuesday
Distribute & maintain
schedule
Quality Control e-mail/WEB
Create organisational
chart that identifies
Project Director computer software 20/01/2011

Page | 44
Team Structure Technical Director
Request information Project director e-mail 23/01/2011
How do team
communicate
All e-mail/phone
Facilitate distribution of
information
Design team- project
manager
e-mail/verbal as appropriate
11 Change Management
During the life of the KAIA project changes to the project scope, schedule, and
resources may occur. The sources of these changes may be internal or external initiated
by the client/customers. External changes can also result from other stakeholders,
availability of resources, changes in technologies, designs, etc. Whether the effects of
changes are positive or negative, managing change is an important factor for success.
Managing change will require planning, discipline, and communication among the project
team, customers and stakeholders.
11.1 Change Management Plan
As the Change Management Plan is executed, the following should occur:
 Improved relationship with clients, contractors, other stakeholders, improved
financial performance, reduced project delays, better project teamwork, and
improved project quality.
There a number of changes that can be anticipated on the KAIA Development Project,
including but not limited to the following:
1. Scope creep
2. Staff changes
3. Schedule change
4. Change in deliverables
5. Technical change
6. Process/Policy change
7. Resources/Technologies/Materials changes

Page | 45
Figure19: Internal CommunicationProtocol (developed by Dr Andrews)
Incoming
Information
Quality control
APPRAISAL
a) Review
b) Verify
c) Validation
d) Quality control
Outgoing
Information
Technical Quality
Assurance Team
Queries
Responses
Tech Project Director
Dr Andrew Kimmance
Package 421
Project Manager
Nicolas Abboud
Package 422
Project Manager
Luis A. Kusters Viale
Discipline
Team Leaders
Project Coordinator
Mohamed Yousef
Design Production
Manager
Document Controller
System
Record Log
Project Coordinator
Richard Fuentes
NO
YES
ZFP Communication Protocol for King Abdul-Aziz International Airport Project
Managing Director
Adel Wehbi
REGISTER-LOG
Team Approach
Recorded Tacks
Process

Page | 46
11.2 Change Control Process
Changes that could impact on the design (whether they are initiated by the client or through
design development) shall be communicated to the appropriate parties at the earliest opportunity.
Table 12 exhibits a step by step change review process form which shall be initiated to manage
all changes that may occur during the project duration. These changes shall be documented in the
Change Control Register, as shown in Table 13, in order to give advanced warnings of a potential
risk or issue in the form of a Consultants Notification. Such notice shall be issued to the client as
soon as the team becomes aware of any matter that may:
 Increase the cost
 Delay completion or delay meeting a key date
 Impair the performance of the Works in use.
The following steps have been identified as critical in the process to manage change:
1. Identify source and nature of the change
 Determine the type of change (work plan, schedule, technical, etc.)
 Determine the potential impact and process (formal/informal)
 Document origin of change (who initiated it, what precipitated it)
 Identify potentially affected customers and suppliers
 Identify who should lead the analysis/rest of process
 Communicate potential to rest of team as needed
2. Analyse the effects of the change
 How does it relate to purpose/mission?
 Compare change against the current process
 Quantify the change (how much, how long, how much risk)
 Cause-effect analysis
 Brainstorm, analyse, and prioritise strategies
 Identify impacts against agreed upon requirements
 Access profound knowledge

Page | 47
Table12:ChangeControl ProcessSheet
Project Title: KAIA Project Number
Project Director: Dr Andrew Kimmance
CHANGE REQUEST
Originator
Phone:
Date of request Change request no.
allocated by Change Controller
Items to be changed Reference(s)
Description of change (reasons for change, benefits, date required)
Estimated cost and time to implement (quotation attached? Yes No)
Priority / Constraints (impact on other deliverables, implications of not proceeding, risks)
CHANGE EVALUATION
What is affected Work required (resources, costs, dates)
Related change requests
Name of evaluator Date evaluated Signature
CHANGE APPROVAL
Accepted Rejected Deferred Name Signed Date
Comments
CHANGE IMPLEMENTATION
Asset Implementer Date completed Signature

Page | 48
3. Develop a response/action plan strategy
 Document analysis into proposal form
 Identify customers/stakeholders/level of authority for endorsement
 Plan steps for presentation by answering these questions:
o What needs to be done, who will do it, and by when?
o How will quality and customer service be ensured?
o What will be the effects on other project tasks?
o How will the team communicate with the other stakeholders?
4. Communicate strategy and gain endorsement
 Schedule meeting(s)
 Send letter/documentation package
 Gain endorsement and/or feedback
 Adjust strategy as needed and update database
5. Implement change plan and monitor the effects
 Identify responsibilities and timelines for carrying out
 Revise the work plan
 Monitor and evaluate implementation
11.3 Change Management Record
The Change Management Record is a means to document, track, and measure the
impact of change on critical project factors. Use of this Change Management Record will
be considered mandatory, and will include the following information:
 Description of Change
 Decision Description
 Type of Change
 Decision Impact Discussion (quantity/quality)
 Origin of Change
 Who “helped” develop response?
 Lead Manager and Related Project Names

Page | 49
 Analyst
 Location
 Communication both external and internal
 Cost Change estimate
 Time Change Estimate
 Decision Made by and Date
 Justification Description
Table13:ChangeControl Register
Project Title Project Number
Project Manager: Dr Andrew Kimmance
Change
number
Description of change Date
received
Date
evaluated
Date
approved
Date
completed

Page | 50
12 Quality Assurance & Quality Control
The primary objective of the Project Quality Plan is to satisfy the client and meet all the
technical requirements of the project in a professional manner. The purpose of the
Project Quality Plan is to ensure all resources are focused on the quality of work. Quality
Control (QC) refers to the execution of the Quality Assurance (QA) program. QA is
conducted during the project development cycle. QA takes detailed technical
requirements and project objectives and applies a set of measurable methodologies and
standards to ensure that explicit requirements are met, objectives are achieved and the
product is free of defects while being in compliance with prevailing standards. The QC
program encompasses all operations to ensure that all phases of the design and related
work are technically correct, properly documents and all resources are focused on the
quality of the work so that deliverables are of the standard sought by the client and
strictly conform to the appropriate internationally recognised protocols.
12.1 Project Quality Plan
Project Quality Plan (PQP) has been developed and tailored for the KAIA development
Project for the aim of satisfying the clients, and to meet all the technical requirements of
the project in a professional manner. ZFP management is totally committed to total
quality management for all projects, large or small and for all works accomplished under
our name whether the work is done by our own employees or by subcontractors
The PQP is a mechanism that will highlight an actual or potential quality problem before
it causes significant hindrance, confusion or delay. The plan will initiate a systemic
process, which will contain or eliminate quality problems thus ensuring that the project is
not disrupted and remains on time and to budget. The PQP is an integral part of ZFP’s
KAIA development project strategy to ensure that we can achieve our primary goals, as
mentioned at the start of this document. The key sections of the Project Quality Plan is
summarised below and includes the following key elements:
 Competence and expertise of the staff
 Strict adherence to internationally accepted standards, protocols and practices
 Consistent use of Relevant Standard Drafting Procedures
 Adequate supervision of all technical work by management and senior personnel

Page | 51
DOCUMENT TITLE:
Issue No.: 1
Page:41 of 48
12.2 Quality Control
All deliverables and other significant design information shall be checked, reviewed and
authorised in accordance with the process shown in Figure 10 prior to issue. This
verification will provide assurance that the deliverables meet the requirements of the
design standards and any customer requirements are met and any additional changes
incorporate risk mitigation and approval. The series of checks is as follows:
 Single Discipline Check – in-discipline check undertaken by a member of the design
team prior to issue for inter-discipline check.
 Inter-Discipline Check – three weeks before formal issue of a deliverable to SBG, it
will be checked by all disciplines. Comments will be returned after two weeks.
 Technical Review – no later than 10 working days prior to submission, each drawing
or series of drawings and documents will be checked for technical content, accuracy
and completeness by the Design Lead or approved delegate.
ZFP recognize that quality assurance is an on-going inter disciplinary function involving
commitment from each member of the project. We know that the responsibility for
quality assurance and quality control must extend to all levels and divisions within our
organization. We insist that all our management and supervisory personnel make sure
that Engineers, CADD Operators, Draughts men, Technicians, Technical Secretaries
and all other staff members under their technical and administrative control scrupulously
follow ZFP’s quality assurance and quality control programs at all times and for all
projects.

Page | 52
Figure20: ProjectQualityPlan(designed By Dr Andrews)
_______________________________________________________________________________

Page | 53
12.3 Quality Control Checks – Authority and Responsibility
While experience provides the grounding forces for progress, it is the dedications of our
team of professionals that enable us to excel. ZFP’s Quality Assurance and Quality
Control system not only defines the objectives of Quality Assurance but also spells out in
clear terms the authorities and responsibilities of each person involved in the
project. Each Project Manager has the ultimate authority and responsibility for the
quality of work under taken in their area of jurisdiction. Disciplined Engineer Leads are
also responsible for their own quality of work with the project manager being overall
responsible for the quality of the project as a whole. The Lead Engineers and the quality
assurance manager are responsible to check the quality of the project outputs to ensure
that all relevant specifications, codes and standards have been followed in letter and
spirit.
12.4 Key Elements of QA/QC Program
ZFP’s QA/QC Program places particular emphasis on the following major aspects of
Quality Assurances and Quality Control.
 To make sure that only qualified and well-experienced personnel are put to work
on the project from the start through to the completion of the project.
 Staff members are to feel appreciated, with appropriate remuneration offered for
meritorious work and exceptional performance.
 All facilities required for smooth and uninterrupted performance on the project are
made available to the project working team.
 Compliance to Client’s procedures in terms of quantities and dates of submittals
are strictly adhered to.
 Timely resolution of any comments made by the Client to their satisfaction while
ensuring project requirements are met.
 Co-ordination and interfaces with all agencies associated with the project
 Holding regular progress meetings within the company to resolve any bottlenecks
in order to make sure that the project is completed as per the agreed schedule.

Page | 54
12.5 Project Quality Audit Program
The project quality audit program includes the planning, conducting, reporting of the
audit findings, corrective/preventive action plan and follow up. For this project it is
planned to conduct quality audits at 30% and 90% of project progress. The QA manger
is responsible to plan for these audits and to notify auditors and the audited with a
detailed audit schedule including the audit date, time and scope.
12.6 Design Calculations
Design calculations are an integral part of any design project. The accuracy and
reliability of design calculations are essential to ensure design work is based on sound
engineering practices and correct design parameters. Design calculations are the
foundation of any project and it is imperative that due care and attention is given to their
formulation. Their correct computation will ensure the client’s requirements are fully
satisfied and any structure once in situ will be able to function correctly in its
environment. There will be large variations in the requirement of design calculations
depending on the type and nature of the discipline. The respective discipline engineers
working on the airport development project will perform design calculations. However, it
is the Lead Engineers’ responsibility to review all calculations before submitting anything
to the client.
The Lead Engineer will review any calculation to see if they have been performed in
accordance with the requirements of the project ensuring the correctness of the basis
and criteria adopted for the calculation, and the references that have been made for
using different design parameters. Calculations that a Lead Engineer believes warrant
comment will be brought to the notice of the concerned engineer to resolve the issue. If
there is not a satisfactory resolution then the Lead Engineer will bring this to the
attention of the Technical Project Director or Manager for his advice.
The responsibility of checking design calculations will follow a three-step process:
 The Originator – The engineer who performs the calculation
 The Supervisor – The discipline Lead Engineer
 Team Leader – The Project Manager or the Project coordinator

Page | 55
The design calculations will be checked to ensure that the following steps have been
considered:
 Compliance with design guidelines
 Compliance with the design code requirements
 Applicability of assumptions
 Providing all necessary references
 Correctness of design loads, equipment ratings and other parameters
 Proper selection and optimization of engineering system (VE)
 Applicability and proper use of design equations and methodology
 Sanity check of results to identify gross errors
 Proper selection of designed sections, reinforcement, connection details,
materials, equipment, etc.
 Applicability of design to ease of construction
 Correctness of computations
 Completeness and clarify of calculations
12.7 Design Drawings
For engineering items, facilities or projects that shall be ultimately constructed or
operated, the development and presentation of proper drawings play a very important
role in the success of the project. Just as in the case for design calculations, drawings
will also be prepared and finalized by the team responsible. Each member of the team
will have to make a thorough check of each drawing before handing it over to their
colleague and will have to sign each drawing. The checking of drawings should take into
consideration the following:
 Presentation of technical contents
 Conformance to design calculations
 Correctness of technical information
 Completeness of information
 Compliance with drafting standards
 Proper lay-out
 Consistency and clarity

Page | 56
 Completeness of notes
 Completeness of reference drawings
 Correctness of title block information
The responsibility of checking design drawings will be based on the following three-step
process:
 The Originator – The engineer who performs the design
 The Supervisor – The discipline lead engineer
 Team Leader – The Quality Assurance Manager or Project Manager
13 Transition and Closure Plan
Optimal success for this project – realisation of the project purpose - requires delivery of
a quality product resulting in satisfied customers and conducting a deliberate closure –
including an effective “hand-off” to the subsequent phase (construction) and team. Key
parts of the closure plan are:
1. Transition Points
 This project will be transferred to the project Construction Office at the
completion of the design stage.
2. Acceptance of Work
 The work will be accepted after all formal reviews are complete.
3. Demobilise staff and resources.
 The next project for the Design team will be identified one-month prior to the Ad
date for this project. Team members will transition to the new project as their
individual tasks are completed.
4. Close technical elements of the project
 All of the activities, steps and requirements for demobilising, returning or
terminating facilities, equipment and services will be complete.
5. Project closure meeting of ZFP design and management team
 Expectations
 Lessons learned from this project - Based on the requirements of the KAIA
 Lessons Learned process, establish specific project team activities and
responsibilities for identifying, documenting, reporting and compiling Lessons

Page | 57
Learned during the course of the project and, as each transition point is reached,
compiling and reporting the complete Lessons Learned file for the appropriate
area or phase of the work.
6. Evaluate, reward and recognise team members.
 Review requirements and policies regarding rewards and recognition with
Region/Organisation management.
 Based on the work, the conditions under which it will be performed, and the roles,
responsibilities and performance expectations of team members, identify “target
 Performance metrics in key areas that is critical to project success. Develop a
budget around the appropriate awards and targets.
7. Archive project material
 What – Review current archiving requirements with Region/Organisation
management and administrators and determine the specific Archiving
requirements for the project.
 How – Develop specific instructions for the project Team on Record-keeping,
Document
 Management and Preparation for Archiving during the course of the project.
Include instructions for maintaining files, sequestering original documents, dates
and project information on documents, copying documents, and the maintenance
of document logs.
 Based on Transition events, develop file structures that provide the capability of
preparing the appropriate files for archiving as each transition event is achieved
14 Work Plan Endorsement Statement
By committing to this project plan the project management Team Members and
Specialty Groups agree to undertake the duties, responsibilities and directives that it
contains. We the undersigned endorse this Project Management Work Plan and are
committed to actively supporting it. We accept responsibility for fulfilling any aspect of
the plan that applies to us, including providing resources, actively participating, and
effectively communicating. We know what to do and are prepared to act. Our
endorsement is an active and positive statement that ZFP are committed to fulfilling the
responsibilities designated in this Project Management Work Plan.

Page | 58
DOCUMENT TITLE:
Issue No.: 1
Page:48 of 48
HAZIM M. ABDULWAHID
Executive Director
TransportationandAviationDepartment
ZuhairFayezPartnershipConsultants
BASIM M. A. HASABALLAH
Directorof AviationProgramme
ADEL WEHBI
SeniorProjectDirector
ANDREW G.KIMMANCE
ProjectDirector& Technical Manger
_______________________________________________________________________________

KAIA Project Management Plan[1]

Recommandé

Recommandé

Contenu connexe

En vedette

En vedette (13)

Similaire à KAIA Project Management Plan[1]

Similaire à KAIA Project Management Plan[1] (20)

Plus de Dr Andrew Kimmance PhD, MSc, BSc, MAPM, CIOB, AHEA

Plus de Dr Andrew Kimmance PhD, MSc, BSc, MAPM, CIOB, AHEA (15)

KAIA Project Management Plan[1]