The Bahrain Aviation Industry - Case Study Example

Project Management Name: Tutor: Course: Date: Executive summary The aim of this project is to construct a general aviation terminal for VIP landing, gliders and corporate business jets in Bahrain. The Bahrain aviation industry expects improvement in the performance of its economy once the terminal is complete. The project execution plan starts with the scope where it provides the aim, deliverables, tasks, cost and duration of the project. The project then develops a method statement to show commitment to compliance in health and safety laws of Bahrain. Appropriate project assumptions are made relating to the triple constraints and how they can affect the project. A list of tasks is provided alongside their duration, responsibility and the expected product. The project then develops the organizational breakdown structure (OBS), work breakdown structure (WBS) and risk assessment matrix (RSM). This is following by a scheduling plan that highlights major phases in the construction of the terminal as well as training of personnel to assume operations of the new terminal once it is commissioned. The project also provides a project calendar and estimates of costs based on bill of indices of Gulf countries. The project ends with adoption of agile methodology which has more flexibility in use during such mind rending project work. Table of Contents Project Management 1 Name: 1 Tutor: 1 Course: 1 Date: 1 Executive summary 2 Table of Contents 3 Project scope 4 Method statement 4 Assumptions 5 Project tasks and durations 5 Work breakdown structure (WBS) 6 Organizational breakdown structure (OBS) 8 Risk Assessment Matrix (RAM) 10 General aviation terminal project Gantt chart 12 Project calendar 14 General aviation terminal construction cost estimates 15 Project methodology 16 Reference list 17 Project scope The aim of this project is to design and construct a general aviation terminal in Bahrain to incorporate gliders, parachutes and corporate business jet flights. The project is funded by Bahrain Aviation Company (BAC) and designed by Nourah and Jumanah of Victoria University, Melbourne. The objectives of this project is to design a quality project tailor made for landing and take-off of celebrities and increase economic growth of Bahrain through infrastructural development. Located inside Barhain international airport, the project deliverables includes obtaining permits and approvals, drafting method statements, developing work plans, designing the terminal, tendering and awarding winning bidders, construction of the terminal and commissioning of the final project. Specific tasks include; design briefs, meetings, developing project plans, selecting contractors and sub-contractors, actual construction of the terminal, opening ceremony for the completed project. The project will take 3 years 8 months starting March 2015 and expected to be complete in November 2018 at a cost of 1.4 million Barhaini Dinar (BHD). Method statement Bahrain Aviation Company (BAC) will convene a meeting with all the stakeholders to discuss project plans, implementation, and health and safety of employees and members of the public. A health and safety plan will be drafted in accordance with the Ministerial order No. 8 of 2013 providing regulations on occupational safety and health in establishments and constructions. Public management plan will be adopted to control movement and access by the members of the public to the construction site or the airport (Flanagan & Norman, 2003). The construction area will be barricaded with iron sheeting and caution signage placed in strategic places. The construction workers will occupy some of the offices in Bahrain International Airport (BIA) and tools, materials, machines and equipment will be kept in existing airport godowns. A waste management plan will provide for collection and disposal of waste materials from the project. Water and electricity to be used on the site will be accessed from the main airport. Noise and dust from the construction project will be controlled using noise reduced equipment and machines (Rowland-Jones, 2008). Assumptions 1. The project client (BAC) will hold contingency funds to finance alternative terminal designs and meet project changes 2. The duration of the project will not be changed unless BAC finds it necessary 3. Employees will be drawn from different countries and their expertise maximized in design, construction and implementation 4. The project effort will be contribution of each employee in terms of quality, time and competence in their specific areas (Tatsiopoulos & Panayiotou, 2000). 5. Project milestones and deliverables shall be completed according to the work plan Project tasks and durations Task Duration Responsibility Product Kick-off meeting 2 days BAC director Design brief Feasibility studies 21 days Project manager Feasibility report Seek approvals and permits 3 days Project manager Title deeds and leases Prepare site plans 2 days Quantity surveyor Work plans and method statement Develop sketches and technical designs 30 days Designers Sketches and maps Develop the concept 15 days Planning team Conceptual design Create design plans 20 days Design team Technical designs Inspect and check technical design 30 days Project manager Technical inspection Prepare and action tenders 15 days Procurement manager Tender notice Award tenders to best bidders (suppliers and contractors) 30 days Procurement manager Tender awards Recruitment hire construction and aviation terminal employees 10 days HR manager Interviews and vacancy adverts Prepare site 2 months Project manager Temporary offices, accommodation Implementation of work plans 12 months Project manager Construction phases Monitoring and tracking work progress Every 2 months Project manager Progress reports Finishing the general aviation terminal 2 months Project manager General aviation terminal Commissioning ceremony 1 day BAC director Project ready for use Work breakdown structure (WBS) The general aviation terminal will adopt a work breakdown structure as follows; Organizational breakdown structure (OBS) The general aviation terminal project will have the following project organizational structure; Risk Assessment Matrix (RAM) The general aviation terminal construction project will be based on the risk matrix as shown table below; Impact Definitions Rating --> Very Low Low Moderate High Very High Cost Impact of Threat Insignificant cost increase 20% cost increase Cost Impact of Opportunity Insignificant cost reduction 5% cost decrease Schedule Impact of Threat Insignificant slippage 6 months slippage Schedule Impact of Opportunity Insignificant improvement 3 months improvement Probability 1–9% 10–19% 20–39% 40–59% 60–99% Probability Rating 5 - Very High 5 10 20 35 4 - High 4 8 16 28 3 - Moderate 3 6 12 21 2 - Low 2 4 8 14 1 - Very Low 1 2 4 7   1 2 4 7 Very Low Low Moderate High PROJECT TITLE: GENERAL AVIATION TERMINAL CONSTRUCTION PROJECT RISK ASSESSMENT REGISTER Risk Likelihood Impact Risk indicator Control mechanism Responsibility Score Last minute budget changes and underfunding of the terminal construction project Low (2) High (7) BAC source accounts Regular meeting with financiers and progress meetings with construction team Project manager 14 Supplier and sub-contractors unable to meet deliverables due to financial difficulties High (4) High (4) Annual finance audits Check and monitor supplier organizations for individual finance procedures Procurement manager 16 Limited or lack of working space for construction staff Moderate (3) Moderate (4) Undertake safety and health assessments Develop a health and safety risk assessment plan Site engineer 12 Lack of resources on site Low (2) Low (2) Task taking longer Minute meetings to discuss and check against construction control program Project manager 4 Appropriately unqualified construction staff selected and hired to implement the project High (4) High (4) Appraisal and recruitment process HR to manage recruitment process, training plan for researcher developed and implemented HR manager 16 General aviation terminal project Gantt chart Project calendar 2015 2016 2017 2018 March January January January April February February February May March March March June April April April July May May May August June June June September July July July October August August August November September September September December October October October November November November December December December Design phase Actual construction Completion N/B: Project working days does not include Fridays and public holidays Work starts at 8. 00am and ends at 6.00 pm with lunch and tea breaks of 1 hour each General aviation terminal construction cost estimates Item Cost (BHD) / unit Total (BHD) Duration of supply Labor 8/hr 150,000 2 years Building blocks 2,000,000 blocks 75,000 1 month Water/power connection 3/m3 & 2/watt 15,000 2 years Equipment /machines Hoists, earth movers / trucks, lorries, forklifts, cranes 200,000 2 ½ years Permits and approvals 10,000 - Steel (sheets and wires) 100 Rolls 120,000 4 months Cables Different sizes 35,000 2 months Off-site assembly Various 75,000 8 months Petroleum Diesel and petrol 50,000 3 years Roofing sheets 1200 rolls 64,000 1 months Window panes and frames - 55,000 1 week Joinery materials - 45,000 2 weeks Contingencies - 450,000 3 years Total 1,400,000 3 years 8 months Project methodology The general aviation terminal construction project uses the agile methodology because of its flexibility and interactivity. It uses lean techniques and capabilities from suppliers such as off-site components and input of the client (Smith, et al. 2013). Work is completed in every work cycle and inspected for quality and specifications. With progressive prototypes and technical design dummies the project is able to overcome the long-term challenges of uncertainty and innovation (Richet, 2013). The expectation of this methodology is to meet customer requirements of developing a terminal for celebrities, highest level of comfort for customers, responsive to hot climates, and achieve 5 stars in Green star rating. The architectural designs will make best use of designers in the market (Jumanah and Nourah of Victoria University in Australia). Reference list Flanagan, R & Norman, G 2003, Risk Management and construction, UK: Blackwell. Richet, J L 2013, Agile Innovation. Cases and Applied Research, n°31. ESSEC-ISIS. Rowland-Jones, R Thomas, PT & Page-Thomas, K 2008, Quality Management tools & techniques: profiling SME use & customer expectations. The International Journal for Quality and Standards. London. Vol. 5, pp. 56-78. Smith, NJ Merna, T & Jobling, P 2013, Managing risk in construction projects, John Wiley & Sons. Tatsiopoulos,I. P. and Panayiotou, N., 2000, The integration of activity based costing and enterprise modeling for reengineering purposes. International Journal of Production Economics, Vol. 66, no. 1, p. 33-44. Read More