Project Management 2d626n

Project management ‫غ‬٠‫اداسة اٌّشبس‬ Management of construction projects ‫ت‬١‫غ اإلٔشبئ‬٠‫ئداسة اٌّشبس‬

Architect Suleiman Najdi ٞ‫ّبْ ٔدذ‬١ٍ‫ٕذط ع‬ٌّٙ‫ا‬

Seminar Objectives ‫ذف ِٓ اٌّسبظشة‬ٌٙ‫ا‬

• The purpose of this seminar is to provide guidelines for use by public and engineers undertaking substantial construction projects, either for the first time or with little prior experience with construction project management.

ً‫ب ِٓ لب‬ِٙ‫ت العخخذا‬١ٙ١‫خ‬ٛ‫ش ِببدب ح‬١‫ف‬ٛ‫ ح‬ٛ٘ ‫ة‬ٚ‫اٌغشض ِٓ ٘زٖ إٌذ‬ٚ ِٓ ٚ‫ي ِشة أ‬ٚ‫ ئِب أل‬،‫شة‬١‫غ اٌبٕبء اٌىب‬٠‫ز ِشبس‬١‫حٕف‬ٚ ٓ١‫ٕذع‬ٌّٙ‫ا‬ٚ ‫اٌؼبِت‬ .‫ع اٌبٕبء‬ٚ‫ٍت ِغ ئداسة ِشش‬١ٍ‫ اٌخبشة اٌم‬ٞٚ‫ر‬

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PROJECT MAMAGEMENT-GRANDTECH for training

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Seminar Objectives ‫ذف ِٓ اٌّسبظشة‬ٌٙ‫ا‬ • provides a comprehensive introduction to construction project management, including the applicability of the principles of project management and of all phases of project development—from project initiation through planning, environmental clearance, real estate acquisition, design, construction, commissioning, and closeout.

‫ك‬١‫ت حطب‬١ٔ‫ رٌه ئِىب‬ٟ‫ بّب ف‬،‫ع اٌبٕبء‬ٚ‫فش ِمذِت شبٍِت إلداسة ِشش‬ٛ٠ ‫ع‬ٚ‫ع ِٓ بذء اٌّشش‬ٚ‫ش اٌّشش‬٠ٛ‫غ ِشازً حط‬١ّ‫خ‬ٚ ‫غ‬٠‫ِببدب ئداسة اٌّشبس‬ ،‫اٌبٕبء‬ٚ ،ُ١ّ‫ اٌخص‬،‫ششاء اٌؼمبساث‬ٚ ،‫ئت‬١‫ش اٌب‬١ٙ‫حط‬ٚ ،‫ػ‬١‫ِٓ خالي اٌخخط‬ .‫بء‬ٙ‫االٔخ‬ٚ ،‫ف‬١ٍ‫اٌخى‬ٚ 4/27/2013


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Seminar Objectives ‫ذف ِٓ اٌّسبظشة‬ٌٙ‫ا‬

To:

Provide tools and ideas for more effectively executing your projects

In a way that:

Develops understanding of the need to execute your projects more effectively

So that:

Develops understanding of some basic project management principals and practices

‫ذ‬٠‫ز اٌّض‬١‫األفىبس ٌخٕف‬ٚ ‫اث‬ٚ‫ش األد‬١‫ف‬ٛ‫ح‬ ٛ‫ ٔس‬ٍٝ‫غ اٌخبصت به ػ‬٠‫ِٓ اٌّشبس‬ ‫فؼبي‬

:ٌٝ‫ئ‬

‫ّه ٌٍسبخت‬ٙ‫س ف‬ٛ‫حط‬ ‫ت‬١ٌ‫غ بشىً أوثش فؼب‬٠‫ز اٌّشبس‬١‫ٌخٕف‬

:ٌٝ‫ ا‬ٞ‫مت حإد‬٠‫بطش‬

‫بث ئداسة‬١‫ّه ٌبؼط اعبع‬ٙ‫س ف‬ٛ‫حط‬ ‫اٌّّبسعبث‬ٚ ‫غ‬٠‫اٌّشبس‬

:‫ث‬١‫بس‬

ٟ‫شدغ اٌؼًّ اٌدّبػ‬٠

Promotes teamwork All your organization's projects will be successful

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‫غ اٌخبصت‬٠‫غ اٌّشبس‬١ّ‫خ‬ ‫ْ ٔبخست‬ٛ‫ف حى‬ٛ‫ببٌّإعغت ع‬


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Hope is not a strategy… ... ‫ت‬١‫د‬١‫ظ اعخشاح‬١ٌ ًِ‫األ‬

• Implementation is never an accident. It is the result of high intention, sincere effort, intelligent direction and skillful execution. It represents the wise choice of many alternatives.

،‫ذ ِخٍص‬ٙ‫خ‬ٚ ،ٞٛ‫دت ػٓ ػضَ ل‬١‫ ٔخ‬ٛ٘ٚ .‫ظ بصذفت ابذا‬١ٌ ٛ٘ ‫ز‬١‫• اٌخٕف‬ .ٝ‫بساث شخ‬١‫ٓ خ‬١‫بس ب‬١‫ االخخ‬ٟ‫ب اٌسىّت ف‬ٙٔ‫ ا‬.‫ز ِب٘شا‬١‫حٕف‬ٚ ٟ‫احدبٖ رو‬

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‫‪Your Projects Cannot Afford to Fail‬‬ ‫ِشبس‪٠‬ؼه ال حخسًّ اٌفشً‬ ‫• ‪ ِٓ ٪66‬خّ‪١‬غ ِشش‪ٚ‬ػبث حىٕ‪ٌٛٛ‬خ‪١‬ب‬ ‫اٌّؼٍ‪ِٛ‬بث حفشً‪ٚ ،‬حأح‪ ٟ‬ف‪ ٟ‬أوثش ِٓ‬ ‫اٌّ‪١‬ضأ‪١‬ت أ‪ ٚ‬ف‪ ٟ‬حخخط‪ ٝ‬اٌّ‪ٛ‬ػذ إٌ‪ٙ‬بئ‪ٟ‬‬ ‫(‪.)deadline‬‬ ‫• وً ػبَ‪٠ ،‬ع‪١‬غ ‪١ٍِ 55‬بس د‪ٚ‬الس بغبب‬ ‫فشً ِشش‪ٚ‬ػبث حىٕ‪ٌٛٛ‬خ‪١‬ب اٌّؼٍ‪ِٛ‬بث ف‪ٟ‬‬ ‫اٌ‪ٛ‬ال‪٠‬بث اٌّخسذة‬ ‫• ا‪٢‬ثبس ػٍ‪ ٝ‬األػّبي‪:‬‬ ‫‪ o‬أخفبض اٌشبس‪١‬ت‬ ‫‪ o‬ػذَ اٌمذسة ػٍ‪ ٝ‬حّ‪ِ ً٠ٛ‬شبس‪٠‬غ‬ ‫خذ‪٠‬ذة‬ ‫‪ o‬اٌفمشاء سظب اٌؼّالء‬

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‫‪PROJECT MAMAGEMENT-GRANDTECH for‬‬ ‫‪training‬‬

‫‪Fail‬‬ ‫‪15%‬‬

‫‪Succeed‬‬ ‫‪34%‬‬

‫‪Over time‬‬ ‫‪or over‬‬ ‫‪budget‬‬ ‫‪51%‬‬

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Benefits of Sound Project Management ‫ع‬ٚ‫ذة ٌٍّشش‬١‫ائذ االداسة اٌد‬ٛ‫ف‬

‫خفط‬ ‫اٌخىٍفت‬ ‫ت‬١ٍ‫اٌى‬ ‫ع‬ٚ‫ٌٍّشش‬

‫دة‬ٛ‫سفغ خ‬ ‫إٌّخح‬ ٟ‫بئ‬ٌٕٙ‫ا‬

•Less overall project cost •Less strain on working capital •Effective use of resources •More timely project completion •Higher quality of the final product

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‫ئٔدبص‬ ‫ع‬ٚ‫اٌّشش‬ ‫لج‬ٌٛ‫ ا‬ٟ‫ف‬ ‫إٌّبعب‬


‫خفط‬ ٍٝ‫اٌعغػ ػ‬ ‫سأط اٌّبي‬ ًِ‫اٌؼب‬

َ‫االعخخذا‬ ‫اٌفؼبي‬ ‫اسد‬ٌٍّٛ

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INTRODUCTION ‫اٌّمذِت‬ Project Management Overview • What is a project? • What is project management? • What is project success? • What factors determine project success?

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‫غ‬٠‫ي ئداسة اٌّشبس‬ٛ‫ٔظشة ػبِت ز‬ ‫ع؟‬ٚ‫ اٌّشش‬ٛ٘ ‫• ِب‬ ‫غ؟‬٠‫ ئداسة اٌّشبس‬ٟ٘ ‫• ِب‬ ‫ع؟‬ٚ‫ ٔدبذ اٌّشش‬ٛ٘ ‫• ِب‬ ‫ حسذد ٔدبذ‬ٟ‫اًِ اٌخ‬ٛ‫• ِب اٌؼ‬ ‫ع؟‬ٚ‫اٌّشش‬


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A Project When a task...

‫ع؟‬ٚ‫اٌّشش‬ ... ْٛ‫ى‬٠ ‫ػٕذِب‬ ‫ٗ ٘ذف ِسذد‬٠‫• ٌذ‬ ‫ٍت‬ِٙ ٗ٠‫• ٌذ‬ ‫خطٍب حىبًِ اٌّؼشفت‬٠ • ‫اٌخبشة ِٓ ِخخٍف‬ٚ ‫إٌّظّبث‬

• Has a defined objective • Has a deadline • Requires integration of knowledge and experience from various organizations

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WHAT IS A PROJECT? ‫ما هىا المششوع؟‬ • Definition of a Project A project is made up of a group of interrelated work activities constrained by a specific scope, budget, and schedule to deliver capital assets needed to achieve the strategic goals of an Agency.

‫ذة ِسذدة‬١‫ػت ِٓ أٔشطت ِخشابطت ِم‬ّٛ‫ع ِٓ ِد‬ٚ‫ْ اٌّشش‬ٛ‫خى‬٠ • ‫ت اٌالصِت‬١ٌ‫ي اٌشأعّب‬ٛ‫ُ األص‬١ٍ‫ ٌخغ‬ِٟٕ‫ي اٌض‬ٚ‫اٌدذ‬ٚ ،‫ت‬١ٔ‫ضا‬١ٌّ‫ا‬ٚ ،‫ٔطبق‬ .‫وبٌت‬ٌٛ‫زٖ ا‬ٌٙ ‫ت‬١‫د‬١‫ك اال٘ذاف االعخشاح‬١‫ٌخسم‬

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• All projects must have a beginning and an end. • Project managers with prior relevant experience help keep projects on track. • Projects are defined by their scope, budget, and schedule. • Project life cycle phases for a typical construction project are initiation, planning, design, construction, commissioning, and closeout. • The level of project management effort depends on project size, type, and phase. 4/27/2013

‫ت‬٠‫ب‬ٙٔ ٚ ‫ت‬٠‫ع بذا‬ٚ‫• ٌٍّشش‬ ٍٝ‫غبػذ ػ‬٠ ‫ع ِغ خبشة عببمت‬ٚ‫ش ِشش‬٠‫• ِذ‬ .‫ست‬١‫ عىخٗ اٌصس‬ٍٝ‫ع ػ‬ٚ‫ابمبء اٌّشش‬ ‫غ زغب‬٠‫ف اٌّشبس‬٠‫خُ حؼش‬٠ • .ِٟٕ‫ي اٌض‬ٚ‫اٌدذ‬ٚ ،‫ت‬١ٔ‫ضا‬١ٌّ‫ا‬،‫ب‬ٙ‫ٔطبل‬ ‫ت‬١‫رخ‬ّٛٔ ‫بة‬١‫سة ز‬ٚ‫ع د‬ٚ‫• ِشازً اٌّشش‬ ‫ػ‬١‫اٌخخط‬،‫ اٌبذء‬ٟ٘ ‫ع اٌبٕبء‬ٚ‫ٌّشش‬ .‫بء‬ٙ‫االٔخ‬ٚ ،‫ف‬١ٍ‫اٌخى‬،‫ذ‬١١‫اٌخش‬ٚ ُ١ّ‫اٌخص‬ٚ ٍٝ‫ؼخّذ ػ‬٠ ‫غ‬٠‫ذ ئداسة اٌّشبس‬ٙ‫ خ‬ٜٛ‫• ِغخ‬ .‫اٌّشزٍت‬ٚ،‫ع‬ٛٔ ،‫ع‬ٚ‫زدُ اٌّشش‬


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Characteristics of Projects ‫صفات المششوع‬ :‫• ٔطبق‬ :‫ت‬١ٔ‫ضا‬١ٌّ‫ا‬ٚ • :ِٟٕ‫ي اٌض‬ٚ‫اٌدذ‬ٚ •

• Scope of work • Budget • Schedule

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Project Management Objectives ‫أهذاف إداسة المشاسيغ‬ • to execute a project so that deliverables can meet scope requirements on budget and schedule, and at acceptable risk, quality, safety, and security levels. • Successful projects balance project scope, cost, and schedule with needs and project constraints. 4/27/2013

ٓ‫ّى‬٠ ‫ث‬١‫ع بس‬ٚ‫ز ِشش‬١‫• ٌخٕف‬ ‫ت ِخطٍببث إٌطبق‬١‫ حٍب‬ٚ ‫ئٔدبص٘ب‬ ،ِٟٕ‫ي اٌض‬ٚ‫اٌدذ‬ٚ ‫ت‬١ٔ‫ضا‬١ٌّ‫ظّٓ ا‬ ،‫دة‬ٛ‫اٌد‬ٚ ،‫ٌت‬ٛ‫ ِخبغش ِمب‬ٍٝ‫ػ‬ٚ .ْ‫بث األِب‬٠ٛ‫ ِغخ‬ٚ ،‫اٌغالِت‬ٚ ‫اصْ ٔطبق‬ٛ‫غ إٌبخست ح‬٠‫• اٌّشبس‬ ‫ي‬ٚ‫اٌدذ‬ٚ ‫اٌخىٍفت‬ٚ ‫ع‬ٚ‫اٌّشش‬ َ‫ِغ زبخبث اٌّغخخذ‬ٚ ِٟٕ‫اٌض‬


.‫ع‬ٚ‫لبث اٌّشش‬ٛ‫ ِؼ‬ٚ 13

Step to success ‫ إٌدبذ‬ٜٛ‫ة ٔس‬ٛ‫خط‬ • Successful projects balance project scope, cost, and schedule with needs and project constraints. • Identification of the needs, project constraints, and resource requirements early in the project life cycle help projects meet their objectives. 4/27/2013

ْ‫اص‬ٛ‫ اٌخ‬ٛ٘ ‫ع إٌبخر‬ٚ‫• اٌّشبس‬ ‫ي‬ٚ‫اٌدذ‬ٚ ،‫اٌخىٍفت‬ٚ ‫إٌطبق‬،ٓ١‫ب‬ َ‫بخبث اٌّغخخذ‬١‫ ِغ ازخ‬ِٟٕ‫اٌض‬ .‫ع‬ٚ‫د اٌّشش‬ٛ١‫ل‬ٚ ‫بخبث‬١‫ ازخ‬ٍٝ‫• اٌخؼشف ػ‬ ،‫ع‬ٚ‫د اٌّشش‬ٛ١‫ ل‬ٚ ،ٓ١ِ‫اٌّغخخذ‬ ‫لج‬ٚ ٟ‫اسد ف‬ٌّٛ‫بخبث ِٓ ا‬١‫االزخ‬ٚ ‫غبػذ‬٠ ‫ع‬ٚ‫بة اٌّشش‬١‫ِبىش ِٓ ز‬ .‫ك أ٘ذافٕب‬١‫ حسم‬ٟ‫ف‬


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Threats ‫لبث‬ٛ‫اٌّؼ‬ • The greatest risk to project success is scope creep.

ٛ٘ ‫ع‬ٚ‫ ٔدبذ اٌّشش‬ٍٝ‫• أوبش خطش ػ‬ .‫عغ إٌطبق‬ٛ‫ح‬

• The project manager will need to ‫ع‬ٚ‫ش اٌّشش‬٠‫ ِذ‬ٌٝ‫ف حسخبج ئ‬ٛ‫• ع‬ ِٓ ‫شاث‬١١‫ٌّؼبٌدت ِثً ٘زٖ اٌخغ‬ address such changes through CIP ِٓ ‫ت‬١ٔ‫ت ثب‬١ٍّ‫خالي حخبغ ػ‬ retracing of the CIP process and .‫ذ‬٠‫ع خذ‬ٚ‫ ئرْ ِشش‬ٍٝ‫ي ػ‬ٛ‫اٌسص‬ٚ obtaining new project authorization.

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PROJECT DEVELOPMENT ‫تتطىيش المششوع‬

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PROJECT DEVELOPMENT ‫تتطىيش المششوع‬ ‫الهذف مه هزا الفصل‬

PURPOSE OF THIS CHAPTER • This chapter discusses the process for developing a Capital Improvement Plan (CIP) including: • how a CIP is prepared, • the organization needed to a CIP, • the identification of capital asset needs, • how to prioritize projects within a CIP, • financial planning to balance capital expenditures with other uses of funds and sources of available funding, • and ways in which projects are authorized.

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‫يىالش هزا الفصل ػملية لتطىيش خطة‬ :‫)بما في رلك‬CIP( ‫لتحسيه سأس المال‬ ،CIP ‫كيف يتم إػذاد‬ ،CIP ‫حاجة المىظمة لذػم‬ ،‫تحذيذ االحتياجات مه األصىل الشأسمالية‬ ،CIP ‫كيفية تحذيذ أولىيات المشاسيغ ضمه‬ ‫التخطيط المالي لتحميك التىاصن بيه الىفمات‬ ‫الشأسمالية مغ استخذامات أخشي مه األمىال‬ ،‫ومصادس التمىيل المتاحة‬ .‫والطشق التي يأرن بها للمششوع‬


• • • • • • •

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• During project development, the ‫ حسذد‬،‫غ‬٠‫ش اٌّشبس‬٠ٛ‫• خالي حط‬ Agency identifies the need for a ،‫ع‬ٚ‫وبٌت اٌسبخت ِٓ اٌّشش‬ٌٛ‫ا‬ project, assesses the project’s ٟ‫ع ف‬ٚ‫ب اٌّشش‬١‫ُ حشح‬١‫م‬٠ٚ ranking in importance relative to ‫غ‬٠‫ت ٌٍّشبس‬١‫ت إٌغب‬١ّ٘‫األ‬ other projects, analyzes its ،‫ب‬ٍٙ٠ّٛ‫سًٍ ِخطٍببث ح‬٠ ،ٜ‫ألخش‬ funding requirements, and ‫ع‬ٚ‫أرْ ٌٍّشش‬٠ ْ‫حمشس ِب ئرا وب‬ٚ decides whether to authorize the .‫ز‬١‫ببٌخٕف‬ project for implementation. • Not all projects in a CIP can be ٓ‫ّى‬٠CIP ٟ‫غ ف‬٠‫ظ وً اٌّشبس‬١ٌ • immediately implemented due to ً٠ّٛ‫سا بغبب اٌخ‬ٛ‫ز٘ب ف‬١‫حٕف‬ funding and other constraints. .‫د‬ٛ١‫ش٘ب ِٓ اٌم‬١‫غ‬ٚ 4/27/2013


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FILLING THE GAP ‫ة‬ٛ‫ًِء اٌفد‬ • development process requires a ‫مب‬١‫اصٔب دل‬ٛ‫ش حخطٍب ح‬٠ٛ‫ت اٌخخط‬١ٍّ‫• ػ‬ careful balancing of project costs ً٠ّٛ‫ اٌخ‬ٚ ‫ع‬ٚ‫ف اٌّشش‬١ٌ‫ٓ حىب‬١‫ب‬ against available financing . .‫اٌّخبذ‬ • identify any gaps between its ‫ي‬ٛ‫ٓ األص‬١‫ ثغشاث ب‬ٞ‫ذ أ‬٠‫• حسذ‬ existing and needed assets. .‫بت‬ٍٛ‫اٌّط‬ٚ ‫دة‬ٛ‫خ‬ٌّٛ‫ا‬

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PROJECT DEVELOPMENT AND CIP PROCESS CIP ‫ت‬١ٍّ‫ػ‬ٚ ‫غ‬٠‫ت اٌّشبس‬١ّٕ‫ح‬

• Integrate Agency Goals into CIP • Evaluate & Select Capital Assets for CIP • Fund & Authorize Projects

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CIP ٌٝ‫وبٌت ئ‬ٌٛ‫• دِح األ٘ذاف ا‬ ‫ت‬١ٌ‫ي اٌشأعّب‬ٛ‫بس األص‬١‫االخخ‬ٚ ُ١١‫• حم‬ CIP‫ي‬ ‫غ‬٠‫ األرْ ٌٍّشبس‬ٚ ً٠ّٛ‫• اٌخ‬


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‫اٌخّ‪ٚ ً٠ٛ‬االرْ ٌٍّشش‪ٚ‬ع‬

‫حم‪ٚ ُ١١‬االخخ‪١‬بس األص‪ٛ‬ي ي‪CIP‬‬

‫ِصبدس حّ‪ ً٠ٛ‬اٌىبٌت‬

‫‪ٚ‬ظغ اٌّشش‪ٚ‬ع ببغبس‬ ‫اٌّشاخؼت ‪ٚ‬اٌّ‪ٛ‬افمت‬

‫‪CIP‬‬

‫حصٕ‪١‬ف ‪ ٚ‬اخخ‪١‬بس اٌّشبس‪٠‬غ‬

‫اٌّ‪ٛ‬افمت ‪ٚ‬حّ‪ ً٠ٛ‬اٌّشش‪ٚ‬ع‬ ‫ٌٍخٕف‪١‬ز‬

‫ػٓ غش‪٠‬ك اإلغبس‬ ‫اظبفت اٌّشبس‪٠‬غ‬ ‫اٌّخخبسة اٌ‪ ٝ‬وبٌت‬

‫‪CIP‬‬ ‫اٌز٘ب ئٌ‪ ٝ‬بذء‬ ‫اٌّشش‪ٚ‬ع‬

‫دِح األ٘ذاف اٌ‪ٛ‬وبٌت ئٌ‪CIP ٝ‬‬

‫خشد اٌشأط اٌّبي اٌسبٌ‪ٟ‬‬ ‫‪ِّ ٚ‬خٍىبث اٌ‪ٛ‬وبٌت‬

‫‪ٚ‬ظغ سؤ‪٠‬ت‬ ‫‪ِّٙٚ‬تاٌ‪ٛ‬وبٌت‬

‫حسذ‪٠‬ذ اٌثغشاث‬ ‫اٌسبٌ‪١‬ت ِمببً ٌالصِت‬ ‫ِٓ األص‪ٛ‬ي اٌشأعّبٌ‪١‬ت‬

‫حط‪٠ٛ‬ش خطت اٌ‪ٛ‬وبٌت‬ ‫االعخشاح‪١‬د‪١‬ت‬ ‫األ٘ذاف ‪ٚ‬اٌغب‪٠‬بث‬

‫حم‪ ُ١١‬اٌخ‪١‬بساث‬ ‫ٌخؼبئت اٌثغشاث ف‪ٟ‬‬ ‫أص‪ٛ‬ي سأط اٌّبي‬ ‫٘‪ ٛ‬خ‪١‬بس‬ ‫ئٔشبء اص‪ٛ‬ي سأط اٌّبي ؟‬

‫ئظبفت ِشش‪ٚ‬ع‬

‫وّششر ًٌ ‪ٚ‬وبٌت ‪CIP‬‬

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‫‪PROJECT MAMAGEMENT-GRANDTECH for‬‬ ‫‪training‬‬

‫‪4/27/2013‬‬

INTEGRATE AGENCY GOALS INTO CIP CIP ٌٝ‫وبٌت ئ‬ٌٛ‫دِح األ٘ذاف ا‬ • Assessing the capital resources needed to achieve the Agency’s goals • Identifying gaps between current and needed capital resources • Evaluating alternative approaches to filling the gaps

4/27/2013

.‫وبٌت‬ٌٛ‫ ِغ أ٘ذاف ا‬CIP‫خغك‬٠ • ‫ت اٌالصِت‬١ٌ‫اسد اٌشأعّب‬ٌّٛ‫ُ ا‬١١‫• حم‬ ‫وبٌت‬ٌٛ‫ك أ٘ذاف ا‬١‫ٌخسم‬ ‫اسد‬ٌّٛ‫ٓ ا‬١‫ذ اٌثغشاث ب‬٠‫• حسذ‬ ‫ب‬ٙ١ٌ‫اٌسبخت ئ‬ٚ ‫ت‬١ٌ‫ت اٌسب‬١ٌ‫اٌشأعّب‬ .‫اث‬ٛ‫ٍت ًٌّء اٌفد‬٠‫ُ ِٕب٘ح بذ‬١١‫• حم‬


22

INTEGRATE AGENCY GOALS INTO CIP CIP ٌٝ‫وبٌت ئ‬ٌٛ‫دِح األ٘ذاف ا‬ • To identify any gaps between current and needed resources you will need an inventory of current capital assets. • confirm that the Agency’s goals and objectives align with the Agency’s mission. • Soliciting the opinions of operations, maintenance, and engineering personnel . 4/27/2013

‫اسد‬ٌّٛ‫ٓ ا‬١‫ ثغشاث ب‬ٞ‫ذ أ‬٠‫• ٌخسذ‬ ‫ي‬ٛ‫ خشد األص‬ٌٝ‫ت عخسخبج ا‬١ٌ‫اٌسب‬ .‫ت‬١ٌ‫ت اٌسب‬١ٌ‫اٌشأعّب‬ ‫وبٌت‬ٌٛ‫بث ا‬٠‫غب‬ٚ ‫• حإوذ أْ أ٘ذاف‬ .‫وبٌت‬ٌٛ‫ّت ا‬ِٙ ‫حخالءَ ِغ‬ ٚ ،‫بٔت‬١‫اٌص‬ٚ ٓ١ٍِ‫• اٌخّبط آساء اٌؼب‬ .ٓ١‫ٕذع‬ٌّٙ‫ا‬


23

INTEGRATE AGENCY GOALS INTO CIP CIP ٌٝ‫وبٌت ئ‬ٌٛ‫دِح األ٘ذاف ا‬ • Asset type, location, and status • Physical condition and maintenance needs • Use and level of performance • Ownership of the asset when the service is contracted out. • Comparing resources available with resources needed with enable you to identify any gaps and begin planning to fill them. 4/27/2013

‫اٌسبٌت‬ٚ ،‫لغ‬ٌّٛ‫ا‬ٚ ،‫ي‬ٛ‫ع األص‬ٛٔ • ‫بٔت زبخبث‬١‫اٌص‬ٚ ‫ت‬٠‫• اٌسبٌت اٌّبد‬ ‫ األداء‬ٜٛ‫ِغخ‬ٚ َ‫• االعخخذا‬ ‫خُ اٌخؼبلذ ِغ‬٠ ‫ت األصً ػٕذِب‬١‫• ٍِى‬ .‫ب‬ٙ‫اٌخذِت ب‬ ‫اسد‬ٌّٛ‫اسد اٌّخبزت ِغ ا‬ٌّٛ‫• ِمبسٔت ا‬ ٞ‫ذ أ‬٠‫ حّىٕه ِٓ حسذ‬, ‫اٌالصِت‬ ‫ػ ًٌّء‬١‫ اٌخخط‬ٟ‫اٌبذء ف‬ٚ ‫ثغشاث‬ .‫اغش‬ٛ‫٘زٖ اٌش‬


24

INTEGRATE AGENCY GOALS INTO CIP CIP ٌٝ‫وبٌت ئ‬ٌٛ‫دِح األ٘ذاف ا‬ • Construct the capital asset • Purchase the asset • Modify and/or renovate an existing asset(s) • Contract out the activity the asset would • Lease the asset • Share the asset with adjacent agencies • Privatize the activity the asset would . 4/27/2013

‫ت‬١ٌ‫ي اٌشأعّب‬ٛ‫بٕبء األص‬ ‫ي‬ٛ‫ششاء األص‬ ‫ي اٌمبئّت‬ٛ‫ذ األص‬٠‫ حدذ‬ٚ‫ أ‬/ ٚ ً٠‫حؼذ‬ ‫ب‬ٙٔ‫ ِٓ شأ‬ٟ‫ػمذ إٌشبغبث اٌخ‬ .‫ي‬ٛ‫حذػُ األص‬ ‫ي‬ٛ‫اعخبخبس األص‬ ‫سة‬ٚ‫وبالث اٌّدب‬ٚ ‫ِشبسوت األصً ِغ‬ ُ‫ذػ‬٠ ْ‫خصخصت ٔشبغ ِٓ شأٔٗ أ‬ .‫ي‬ٛ‫األص‬


• • • •

• • •

25

• When the first of these options, constructing the capital asset, is selected, then the project is added to the list of candidate projects for the Agency’s CIP

4/27/2013

ٖ‫ي ٘ز‬ٚ‫بس أ‬١‫خُ اخخ‬٠ ‫• ػٕذِب‬ ‫ي‬ٛ‫ األص‬ٍٝ‫ بٕبء ػ‬،‫بساث‬١‫اٌخ‬ ‫ع‬ٚ‫خُ ئظبفت اٌّشش‬٠ ،،‫ت‬١ٌ‫اٌشأعّب‬ ‫غ اٌّششست‬٠‫ لبئّت اٌّشبس‬ٌٝ‫ئ‬ CIP. ‫وبٌت‬ٌٛ


26

• Important to Know ‫المهم أن وؼشف‬ • Agency’s strategic plan is helpful ‫اءِت‬ٌّٛ ‫ذ‬١‫وبٌت ِف‬ٌٍٛ ‫ت‬١‫د‬١‫اٌخطت االعخشاح‬ for aligning the Capital .‫وبٌت‬ٌٛ‫ أ٘ذاف ا‬ٚ ‫ٓ سأط اٌّبي‬١‫خطت حسغ‬ Improvement Plan to Agency goals. ُ٘ ٓ١‫ٕذع‬ٌّٙ‫ا‬ٚ ،‫بٔت‬١‫اٌص‬ٚ ، ٓ١ٍ‫اٌّشغ‬ • Operating, maintenance, and ‫داث‬ٛ‫خ‬ٌّٛ‫ِبث ػٓ ا‬ٍٛ‫ذ ٌٍّؼ‬١‫ِصذس خ‬ engineering personnel are a good source of information on the status .‫ذة‬٠‫ي اٌدذ‬ٛ‫ زبخت األص‬ٚ ‫ٌت‬ٚ‫اٌّخذا‬ of current assets and new assets ‫وبٌت‬ٌٛ‫ٕ٘بن بذائً ًٌّء زبخبث ا‬ needed. ٟ‫ي اٌخ‬ٛ‫ األص‬ٚ ٗ‫ت ِغ ِب حٍّى‬١‫د‬١‫االعخشاح‬ • There are alternatives to filling strategic needs with Agency .‫ش٘ب‬٠‫حذ‬ owned and operated assets. 4/27/2013


27

• • •

•

EVALUATE AND SELECT CAPITAL ASSETS FOR CIP CIP‫ت ي‬١ٌ‫ي اٌشأعّب‬ٛ‫بس األص‬١‫اخخ‬ٚ ُ١١‫حم‬

• Adopt a standard review and approval framework • Use established criteria to rank and select projects • Maintain a long-term CIP.

4/27/2013

‫ئغبس‬ٚ ‫بس‬١‫• اػخّبد ِشاخؼت ِؼ‬ ‫افمت‬ِٛ ‫ش اٌّسذدة‬١٠‫• اعخؼّبي اٌّؼب‬ ‫غ‬٠‫بس اٌّشبس‬١‫اخخ‬ٚ ‫ف‬١ٕ‫ٌخص‬ ٜ‫ اٌّذ‬ٍٝ‫ػ‬CIP ٍٝ‫• اٌسفبظ ػ‬ .ً٠ٛ‫اٌط‬


28

EVALUATE AND SELECT CAPITAL ASSETS FOR CIP CIP ‫ي‬ ‫ت‬١ٌ‫اٌشأعّب‬ ‫ي‬ٛ‫األص‬ ‫بس‬١‫اخخ‬ٚ ُ١١‫حم‬ • “Project Request Package” • Project overview • Benefits discussed in of of Agency goals and objectives (addressing asset gap) • Economic assessment (net present value, full life cycle cost, and funding requirement) • Financing (grant, debt, and/or innovative financing) • Project budget estimate • Major milestones and deliverables • Risk assessment. 4/27/2013

“Project Request Package” • ‫ع‬ٚ‫ اٌّشش‬ٍٝ‫• ٔظشة ػبِت ػ‬

‫بث‬٠‫غب‬ٚ ‫ث دػُ أ٘ذاف‬١‫ائذ ِٓ ز‬ٛ‫ب اٌف‬ٙ‫• ِٕبلشخ‬ )‫ي‬ٛ‫ة األص‬ٛ‫وبٌت (ِؼبٌدت اٌفد‬ٌٛ‫ا‬ ًِ‫ وب‬،‫ت‬١ٌ‫ت اٌسب‬١‫ّت اٌصبف‬١‫ (اٌم‬ٞ‫ُ االلخصبد‬١١‫• حم‬ )ً٠ّٛ‫ِخطٍببث اٌخ‬ٚ ،‫اٌخىٍفت‬ )‫ً اٌّبخىشة‬٠ّٛ‫ اٌخ‬ٚ‫ أ‬/ ٚ ،ْٛ٠‫اٌذ‬ٚ ،‫ً (ِٕست‬٠ّٛ‫• ح‬


‫ع‬ٚ‫ت اٌّشش‬١ٔ‫ضا‬١ِ ‫ش‬٠‫• حمذ‬ ‫اإلٔدبصاث‬ٚ ‫ت‬١‫غ‬١‫• اٌّؼبٌُ اٌشئ‬ .‫ُ اٌّخبغش‬١١‫• حم‬

29

EVALUATE AND SELECT CAPITAL ASSETS FOR CIP CIP ‫ي‬ ‫ت‬١ٌ‫اٌشأعّب‬ ‫ي‬ٛ‫األص‬ ‫بس‬١‫اخخ‬ٚ ُ١١‫حم‬ • Important to Know • Projects need to be ranked and selected because Agencies face funding and other constraints. • Established criteria are necessary for ranking projects. • A project priority is established based on a complex mix of community requirements, government mandates, board priorities, operations, and organizational strengths and weaknesses. 4/27/2013

‫ُ أْ ٔؼشف‬ٌّٙ‫• ا‬

‫ حسذد‬ٚ ‫ أْ حصٕف‬ٌٝ‫غ ئ‬٠‫• حسخبج اٌّشبس‬ ِٓ ‫ش٘ب‬١‫غ‬ٚ ً٠ّٛ‫اخٗ اٌخ‬ٛ‫وبالث ح‬ٌٛ‫الْ ا‬ .‫د‬ٛ١‫اٌم‬ ‫ف‬١ٕ‫ت ٌخص‬٠‫س‬ٚ‫ػت ظش‬ٛ‫ظ‬ٌّٛ‫ش ا‬١٠‫• اٌّؼب‬ ‫غ‬٠‫اٌّشبس‬

ٍٝ‫ع بٕبء ػ‬ٚ‫ت اٌّشش‬٠ٌٛٚ‫ظ أ‬١‫خُ حأع‬٠ • ‫ح ِؼمذ ِٓ ِخطٍببث اٌّدخّغ‬٠‫ِض‬ ‫ ٔمبغ‬ٚ ،‫بث‬١ٍّ‫اٌؼ‬ٚ ،‫بث اٌّدٍظ‬٠ٌٛٚ‫أ‬, .‫ ٔمبغ اٌعؼف‬ٚ ‫ت‬١ّ١‫ة اٌخٕظ‬ٛ‫اٌم‬


30

FUND AND AUTHORIZE PROJECTS ‫التمىيل واالرن للمششوع‬ • ٟ‫ب‬

4/27/2013

• ٟ‫ب‬


31

Staged Authorization ‫مشاحل التفىيض‬ • project. Stages are selected based on completing a useful segment of the project that either: • Provides better information on the costs, risks, and benefits of the project before committing the Agency to the full costs and funding of the project; or • Delivers a component of the total project that itself is a useful asset that fills an identified asset gap where the resulting benefits exceed the staged project costs.

4/27/2013

ٍٝ‫ع بٕبء ػ‬ٚ‫بس ِشازً اٌّشش‬١‫خُ اخخ‬٠ٚ • ٞ‫ع اٌز‬ٚ‫ذ ِٓ اٌّشش‬١‫بء ِٓ خضء ِف‬ٙ‫االٔخ‬ :‫ئِب‬ ‫اٌّخبغش‬ٚ ‫ف‬١ٌ‫ِبث أفعً ػٓ اٌخىب‬ٍٛ‫فش ِؼ‬ٛ٠ • ‫وبٌت‬ٌٛ‫ع لبً االٌخضاَ ا‬ٚ‫ائذ ِٓ اٌّشش‬ٛ‫اٌف‬ٚ ٚ‫ع؛ أ‬ٚ‫ً اٌّشش‬٠ّٛ‫ح‬ٚ ‫ف اٌىبٍِت‬١ٌ‫ اٌخىب‬ٌٝ‫ئ‬ ٌٟ‫ع اإلخّب‬ٚ‫ٔبث اٌّشش‬ٛ‫غٍُ أزذ ِى‬٠ • ٟ‫ذة اٌخ‬١‫ي اٌّف‬ٛ‫ أزذ األص‬ٛ٘ ٗ‫ ٔفغ‬ٞ‫اٌز‬ ‫ث‬١‫ذ٘ب ز‬٠‫ حُ حسذ‬ٟ‫ي اٌخ‬ٛ‫غذ فشاغب األص‬٠ ٖ‫ ٘ز‬ٟ‫ع ف‬ٚ‫ف اٌّشش‬١ٌ‫ص ػبئذاحٗ حىب‬ٚ‫حخدب‬ .‫اٌّشزٍت‬


32

Project Authorization Documentation ‫وثائك تشخيص المششوع‬ • The topics addressed in the “Project Request Package” that resulted in the project being selected, incorporated into the CIP, and authorized for implementation. • Attachment or reference to Agency decision to implement the project (such as Board action item). • Description of project. • Summary budget and funding. • Summary milestone schedule. • Assigned project manager. • Authority delegated to project manager. 4/27/2013

Project Request " ٟ‫ب ف‬ٌٙٚ‫ حٕب‬ٟ‫غ اٌخ‬١‫اظ‬ٌّٛ‫• ا‬ ٜ‫ع خش‬ٚ‫ أعفشث ػٓ ِشش‬ٟ‫" اٌخ‬Package .‫ز‬١‫أرْ ٌٍخٕف‬ٚ ،CIP ٟ‫أدسج ف‬ٚ ،ٖ‫بس‬١‫اخخ‬ ‫ع‬ٚ‫ز اٌّشش‬١‫وبٌت ٌخٕف‬ٚ ‫ لشاس‬ٌٝ‫ ئشبسة ئ‬ٚ‫• ِشفك أ‬ .)‫(ِثً بٕذ اٌؼًّ ِٓ اٌّدٍظ‬


.‫ع‬ٚ‫صف اٌّشش‬ٚ •

.ً٠ّٛ‫اٌخ‬ٚ ‫ت‬١ٔ‫ضا‬١ٌٍّ ‫خض‬ِٛ • .ِٟٕ‫ي اٌض‬ٚ‫• ٍِخص اٌدذ‬ .‫ع‬ٚ‫ش اٌّشش‬٠‫ٓ ِذ‬١١‫• حؼ‬ .‫ع‬ٚ‫ش اٌّشش‬٠‫ٌت ٌّذ‬ٛ‫• اٌغٍطت اٌّخ‬

33

PROJECT INITIATION • PURPOSE OF THIS CHAPTER • how to plan an authorized project. • Project Requirements Definition (PRD) • Project Management Plan (PMP) • ing planning documents including the quality management, risk management, and contract plans. 4/27/2013


34

Project Initiation Phase • the Agency plans how the authorized project is to be implemented. (what the project is to deliver and documenting) PRD. • project delivery method, assesses the type and size of resources needed (PMP). • Role of the Agency in Project Initiation • Project initiation by the agency manger’s • Agency can retain a (PMC) 4/27/2013


35

Project manager ‫ع‬ٚ‫ش اٌّشش‬٠‫ِذ‬ • The project manager is assigned by the Agency

• project manager must have adequate authority to exercise the responsibility of forming and managing a team for of the project. • The project manager must have prior experience managing similar projects in the past. • The project manager’s task now is to prepare the PRD. 4/27/2013

ً‫ع ِٓ لب‬ٚ‫ش اٌّشش‬٠‫ٓ ِذ‬١١‫خُ حؼ‬٠ • ‫وبٌت‬ٌٛ‫ا‬

‫ع‬ٚ‫ش اٌّشش‬٠‫ْ ِذ‬ٛ‫ى‬٠ ْ‫دب أ‬٠ • ‫ت ٌّّبسعت‬١‫اٌغٍطت اٌىبف‬ ‫ك‬٠‫ئداسة فش‬ٚ ً١‫ت حشى‬١ٌٚ‫ِغإ‬ .‫ع‬ٚ‫ٌذػُ اٌّشش‬ ْ‫ع ا‬ٚ‫ش اٌّشش‬٠‫ ِذ‬ٍٝ‫دب ػ‬٠ • ‫ خبشة عببمت باداسة‬ٚ‫ْ ر‬ٛ‫ى‬٠ .ٟ‫ اٌّبظ‬ٟ‫غ ِّبثٍت ف‬٠‫ِشبس‬


36

DEFINING THE PROJECT • Project Requirements Definition • project manager refines and details what the project is required to accomplish in of the products/services the project will deliver and the scope of work • common understanding

4/27/2013


37

Important to Know • A Project Requirements Definition defines what the project will accomplish. • The Project Requirements Definition is the authoritative reference document of what the project is all about. • Acceptance of the Project Requirements Definition by Agency executives confirms a common understanding of the project between the executives and the project 4/27/2013


38

PLANNING THE PROJECT • Capability and Capacity Assessment • project manager assesses the levels of resource capabilities and capacities • Capability is a measure of a resource’s skill levels, experience, and ability to perform. • Capacity is a measure of the quantity of the resources. • The project manager may • need to consult with peers or consultants 4/27/2013


39

Project Delivery Strategy • A project delivery strategy determines the: • Work done by the Agency and the work that is contracted out to consultant and/or construction contractors • Degree of control the Agency maintains over how the work is done and the control transferred to contractors through contracting out • Assignment of risks associated with the project work undertaken by the Agency and contractors. • important that the Agency, through the project manager, retains the ultimate authority and ability for the effective management of the project. 4/27/2013


40

Project Management Plan • a road map on how to get the project done. • The PMP sets out how the project is to be managed, executed, monitored, controlled, and closed through the phases • The PMP is a “living” document and is updated as the project progresses

4/27/2013


41

ing Management Plans • Quality management plan The quality management plan describes how the project will comply with the Agency’s quality policy in of the project procedures. • Risk management plan • Contract management plan

4/27/2013


42

ing Management Plans (Risk management plan) • how the project is organized and the procedures used to manage the project risks, addressing in the plan: • Roles and responsibilities of project staff in risk management • Identification of project risks • Categorization of risks in of probability of occurrence and impact on project cost, schedule, scope, and/or quality • Risk handling should the risk event occur, through either o Assumption – Accepting the consequences of the risk. o Avoidance – Changing the project deliverable design or work methods that lead to the risk. o Control – Developing measures to reduce the risk’s probability of occurrence, continually re-evaluating the risk, and having in place contingency plans to adopt that mitigate the impacts of the risk. o Transfer – Sharing or transferring the consequences of the risk with others, for example, through insurance or warranty provisions.

4/27/2013


43

ing Management Plans (CONTRACT MANAGEMENT PLANNING) • determines what products/services are to be delivered by the project team and those that will be contracted out. • Contract Procurement Planning

4/27/2013


44

ing Management Plans (CONTRACT MANAGEMENT PLANNING) •

Contract Procurement Planning

•

Types of contracts to be used. Choice of contract type depends on the nature of service/product purchased and choices on the division of risk between the owner and contractor; see Chapter 9.

•

Who estimates the expected contract price.

•

Who develops the scope of work statement for the contract.

•

Use of standardized procurement documents and any special documents needed.

•

Integration of procurement lead times into the project schedule.

•

Incorporating contractual delivery dates into contracts that coordinate with the project schedule.

•

Use of performance bonds and/or insurance contracts to meet the project’s risk management objectives, including liability and insurance conditions and minimum limits to be met by the contractor.

•

Establishing evaluation criteria to assess the selection of contractors; see Chapter 9.

•

Definition of the procurement procedures for: preparation of procurement documents, advertising, bidder conferences, any bidder prequalification, receipt of proposals/bids, bidder interviews, selection, contract price negotiation, contract award and handling of protests. (In many instances the procedures used for project procurements will be those the Agency already has in place.)

4/27/2013


45

ing Management Plans (CONTRACT MANAGEMENT PLANNING) • Contract istration Planning • The role of contract istration is to make certain the contractor meets its contractual obligations, the Agency adheres to its contractual obligations, and the Agency’s legal rights are protected. 4/27/2013


46

ing Management Plans (CONTRACT MANAGEMENT PLANNING) • Important of PMP and the contract management plan • Delivering the project scope on time and within budget. • Making certain contract parties meet their contractual obligations and protecting the organization’s legal rights.

4/27/2013


47

• The contract management plan sets out how this is to be achieved, addressing: • Who has the authority to direct and approve the contractor to perform work • How the contractor’s work is monitored and performance reported • Process by which changes to the contractor’s work are requested, approved, and the contract modified • What inspections and audits are to be conducted of the contractor’s work • How the contractor requests payment and payment requests are reviewed and approved • What financial audits are to be conducted on contractor payments • How contract documents, correspondence, and other records are managed. (Chapter 9 provides additional information of what constitutes good project documentation for handling important contract istration activities such as contract changes and request for payment.) 4/27/2013


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PLANNING, ENVIRONMENTAL CLEARANCE, REAL ESTATE ACQUISITION • Planning • functional analysis, • alternative studies, • site selection, • hazardous material • geotechnical studies, • utility • third party coordination 4/27/2013


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PLANNING, ENVIRONMENTAL CLEARANCE, REAL ESTATE ACQUISITION • Role of Consultants/Contractors • Important to Know • Early role definition for project team is necessary to balance the authority and responsibility. • Consultants who take on the planning phase and take the project through environmental compliance are conflicted out of performing the final design. • The Project Management Plan revision in this phase will highlight unique features related to the planning phase 4/27/2013


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PLANNING STUDIES • Functional studies are prepared to define and document the s’ requirements. • Alternative studies evaluate feasibility of potential solutions to meet s’ needs. • Site selection requires thorough consideration of transportation needs and impacts of operations on the environment. • Technical investigations and studies are undertaken to prove technical merits and flaws of the recommended alternatives and selected sites. • Permitting 4/27/2013


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DESIGN • translation of the project requirements into detail drawings and specifications • Design Phase takes the project requirements through design criteria and conceptual design to the final design and construction documents for a contractor to bid on. 4/27/2013


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Role of the Agency in Design • design phase to be a success, project manager must commit the time necessary. • appropriate understanding of the project's scope. • timely reviews and approvals should be given . • construction capital cost estimates are developed during design, review the estimates, including the constraints ,balance the cost estimates within the budget. 4/27/2013


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Role of the Agency in Design • In general , your role as a project manager is to: • Review and approve design concepts, preliminary engineering, and final engineering • Provide and coordinate design review comments • Participate in VE and risk assessment sessions • Manage the design consultant’s efforts • Monitor design costs and schedule • Oversee QA • Approve baseline capital cost and schedule • Approve the construction bid package.

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Role of Design Consultants • prepare the construction bid package. • scope of work for conceptual design, preliminary engineering, and final design.

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Role of Design Consultants • Establish design criteria and assess and address project risks. • Perform conceptual design and preliminary engineering in of the environmental clearance documents. • Perform technical studies, develop engineering criteria, and conduct VE and risk assessment. • Estimate capital cost and construction schedule throughout the design process. • Prepare final design drawings and specifications and coordinate design submissions and reviews. • Develop and apply internal QA/QC criteria for the review of deliverables. • Update capital cost estimates and construction schedule throughout the design process. • Produce final design drawings and specifications for the construction bid package.

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DESIGN PHASES • Project Scoping • An effective way of containing project costs is to control the project scope during the initial Scoping and design • The following costs should be considered and refined throughout the project development process:

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DESIGN PHASES • • • • • • • • • • • •

Agency Project istration Surveys – Topographical and Boundary Real Property and ROW Acquisition Geotechnical Investigation Engineering for Design and Construction Cost Estimation VE Peer Reviews Utility Services to Site Construction Construction Inspection/Management Owner Furnished Equipment

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Conceptual Design and Preliminary Engineering • included during the conceptual design process include assessing the spatial area requirements

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Design Criteria • satisfy the needs of the Project Requirements Definition (PRD). • design criteria must not change (unless) Important to Know Design Criteria • Codes • Design Standards • Document Standards – Drawings , Specifications, Estimate, Schedule, and Calculations • Project Requirements Definition • Design Schedule • Project Budget

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Alternative Analysis • different concepts for the project within the identified design criteria.

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Conceptual Design • design consultant will develop graphic plans based on functional requirements and safety as identified for the preferred alternative. • analyze the project site(s) • architectural plans, • elevations, • Landscaping plan, • site boundary, and topographic surveys. 4/27/2013


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Conceptual Design • • • • • • • • • • • • • •

Important to Know Code Analysis Zoning Analysis Topographical Survey Boundary Survey Existing Utility Survey Geotechnical Survey Environmental Survey Space Programming Alternative Layouts Alternative Cost Analyses Community Outreach Traffic Impacts Noise Abatement

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Preliminary Engineering • • • • • • • • • • • •

Important to Know Layout Refinement Available Utility Service Analysis Architectural and Engineering Systems Definition Preliminary Plans, Elevations, Sections, Schedules Discipline Coordination Outline Technical Specifications Preliminary Analyses and Calculations Preliminary Construction Schedule Preliminary Staging Plans Preliminary Cost Estimate Completion of Site Surveys and Right-of-Way Certificates • Finalize Geotechnical Investigations • Finalize Environmental Investigations

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Final Design • The final design team will develop the • construction bid package that contains the final drawings and specifications for the project • required to solicit and obtain construction contract bids.

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Final Design • Important to Know • Final Design • Final Plans, Elevations, Sections, Schedules

• Detail Development • Final Technical Specifications • Discipline Coordination • Summary of Work Preparation • Temporary Facilities and Controls Defined

• Local Legal Requirements – Bid Forms, Bonds, Prevailing Wages, Etc. • Final Design Calculations • Final Construction Schedule • Final Construction Staging Plans

• Construction Cost Estimate Update • Environmental permits 4/27/2013


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DESIGN MANAGEMENT • • • • • • • • •

Finalize project scope of work and budget. Make certain that the design team is performing the work and services required by the scope. Provide assistance and guidance to the design consultant. Prepare and monitor the project schedule. Monitor project cost including cost of design, ROW acquisition, utility relocations, construction, etc., to keep costs within budget. Review and coordinate reviews of all design submissions, preliminary and final real property and ROW plans, design drawings, special provisions, specifications, and estimates. Accept and evaluate the quality of deliverable. adherence of the design consultant to the QA/QC plan. Coordinate and oversee design review meetings, constructability reviews, and plan checks. Coordinate between the Agency and involved third parties (e.g., environmental agencies, municipal officials, municipal authorities, utility companies).

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DESIGN REVIEWS • Adherence to design criteria, environmental documents • Quality of the design • Identification of errors and omissions • Building codes compliance • Operational and functional objectives are met • Coordination between engineering disciplines • Adherence of cost estimates to the budget • Designers’ before progressing further • Design is biddable, constructible, and costeffective • Interface compatibility: adjacent project elements and the existing transit system • Final construction contract documents comply with the design criteria, environmental document, codes, and regulations.

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DESIGN REVIEWS • Important to Know • Design reviews involve a formalized, structured approach to assure interdisciplinary coordination and compliance with design criteria and environmental, site, and operational constraints. • Design reviews are conducted to assure quality of products in development. • Design reviews generally occur at the following points in the design process: design criteria, conceptual, preliminary engineering, or 30 percent, 60 percent, 90 percent, 100 percent, and bid documents.

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VALUE ENGINEERING • Important to Know • Value Engineering is a systematic, multi-disciplined approach designed to optimize the value of each dollar spent. To accomplish this goal, an independent team of architects/engineers identifies, analyzes, and establishes a value for a function of an item or system. • Value Engineering is to satisfy the required function at the lowest total cost (capital, operating, and maintenance) over the life of a project consistent with the requirements of performance, reliability, maintainability, safety, and esthetics. • Value Engineering on a project should be performed early in the design process before major decisions have been completely incorporated into the design, at or near the end of preliminary design, or at 30 percent of design. • Value Engineering review could add function and cost that have not been thought through previously.

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PEER REVIEWS • Peer review can be applied to any problem or situation where a second opinion can be useful. • Peer reviews are intended to take advantage of the lessons learned by other agencies having done similar work in the past.

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CONSTRUCTABILITY REVIEWS • Important to Know • Constructability reviews are necessary prior to completion of final design and preferred at 60 percent design to make certain what is depicted on the final drawings, technical specifications, and construction bid documents can be built.

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CONSTRUCTABILITY REVIEWS • • • • • •

• • • • • • • •

Eliminate construction requirements that are impossible or impractical to build. Maximize constructability, recognizing the availability and suitability of materials, the capability of labor resources, and the standards of practice of the construction resources. accurate depictions of site conditions with regard to access, utilities, and general configuration. Make sure of the adaptation of designed structures and features to the project site conditions and constraints. Determine adequacy of work and storage space including contractor access to the site. Determine appropriate construction durations and milestones. requirements for QA/QC during construction. Clearly define procedures for scheduling outages and the feasibility of utility interruptions. Determine requirements for Agency-provided materials, equipment, services, and utility connections. Make certain that designs can be constructed using methods, materials, and equipment common to the construction industry. Pay attention to the requirements of the public including adjacent land use functions, existing transit patrons, and persons with disabilities. Make sure coordination is included with all operating elements of the existing transit system. Make certain adequate provisions are provided for access, staging, and storage of waste and supplies; parking for worker and construction vehicles; and mitigation of environmental impacts during construction.

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RISK ASSESSMENT • Important to Know • Project risk is an unexpected event or circumstance that has a chance of occurring and that may prevent a project from meeting its schedule and cost estimate/budget. • Project risks can be divided into two main categories: design/construction risks and financial risks. • o Design/construction risks include weather conditions, contractors' inability to carry out the project, unforeseen site conditions, permitting delays, and so forth. • o Financial risks include revenue shortfalls, changes in the project cash demands, and changes in interest rates, among other things. • Risk is defined in of an event (what may occur to the detriment of the project), its probability (how likely it is to occur), and the amount involved (dollars of maximum possible loss or number of losses that could occur). 4/27/2013


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QUALITY ASSURANCE AND QUALITY CONTROL • Agency Oversight • project manager, are responsible to assure capital funds are spent wisely

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QUALITY ASSURANCE AND QUALITY CONTROL • Quality Control in Design Quality Control – the act of taking measurements, testing, and inspecting a process or product to make sure that it meets specification. It also includes actions by those performing the work to control the quality of the work. Products may be design drawings or specifications, manufactured equipment, or constructed items. Quality Control also refers to the process of witnessing or attesting to, and documenting such actions. 4/27/2013


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QUALITY ASSURANCE AND QUALITY CONTROL • Quality Assurance – making certain the project requirements are developed to meet the needs of all relevant internal and external agencies, planning the processes needed to assure quality of the project, making sure that equipment and staffing is capable of performing tasks related to project quality, making sure that contractors are capable of meeting and do carry out quality requirements, and documenting the quality efforts. 4/27/2013


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CONSTRUCTION • PURPOSE OF THIS CHAPTER • manage project construction by contractors, third parties, and the Agency’s own forces. • schedule, cost, and change controls; configuration management and document control • and partnering and value engineering (VE) incentives. 4/27/2013


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Construction Phase • construct the project’s facilities, and fabricate and install equipment. • The work is done in accordance with the plans and specifications developed during the design phase. • facilities and equipment are integrated and tested in the commissioning phase. 4/27/2013


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Role of the Agency in Construction • assure good performance during construction • timely and decisive decisions. • clear lines of communication and delegated authority.

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Role of the Consultant Construction Manager • acts as the Agency’s representative with the contractors, • oversees what work the contractors perform pursuant to the contract drawings and specifications, inspects the work as acceptable, and recommends payment of contractor invoices.

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Role of the Design Consultant(s) in Construction • who produced the contract drawings and •

•

•

•

specifications and “sealed” them with their professional engineering seal, Receive and respond to construction contractor Requests for Information (RFI), communicated from the contractor to the designer through the CM. An RFI is a request by the contractor for clarification of the design intent of the drawings and specifications. Review and recommend acceptance of contractor submittals called for in the drawings and specifications with respect to the construction deliverables. Review change requests and estimate costs for change orders. Make periodic visits to the site to assure design compliance and provide certification efforts as required by the permitting agency.

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Role of the Contractor in Construction •

Perform construction work defined by the contract drawings and specifications using means and methods that are the contractor’s responsibility. • Obtain the permits related to the work for which the contractor is responsible. • Develop and implement a quality control (QC) plan for inspection and testing of the work. • Develop and implement a safety plan to ensure a safe work site. • Deliver submittals defined by the contract drawings and specifications, such as o Shop drawings, manufacturer’s drawings, calculations and data, and product information. o Contract schedule updated monthly noting progress and looking ahead to work. o Requests for payment ed by reports as called for in the contract. o Record drawings of the as-built work. o O&M manuals and training of Agency staff called for in the contract specifications. • Submit RFIs to the CM to obtain clarification of the design intent. • Submit Requests for Change (RFC). 4/27/2013


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CONSTRUCTION MANAGEMENT

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Division of Management Responsibilities between the Agency and Construction Manager

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Contract Management and istration

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Project Management Process ‫ع‬ٚ‫ت اداسة اٌّشش‬١ٍّ‫ػ‬ • The project management • The project management process process begins with begins with identification of the identification of the requirement, project requirement, project constraints, constraints, resource needs, and resource needs, and establishment of realistic objectives to meet the strategic establishment of realistic objectives to meet the strategic goals goals

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Project Management is: : ٟ٘ ‫غ‬٠‫اداسة اٌّشبس‬

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PM 89

Project Management is: : ٟ٘ ‫غ‬٠‫اداسة اٌّشبس‬

Causing a Planned Undertaking to Happen.

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.‫الغ‬ٌٛ‫ ا‬ٟ‫الل‬١ٌ ‫ك ِخطػ‬١‫حسم‬


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Project Manager’s Role • A project’s execution is planned and controlled by the project manager. The project ,manager is assigned by the Agency • must have adequate authority to exercise the responsibility of forming • and managing a team for of the project. The project manager must have prior • experience managing similar projects in the past.

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