Design Project Management, Space Area Program - Assignment Example

1.0 INTRODUCTION 1 Company Introduction and Operations 2 Company Objectives 3 Services Offered By the Company 2.0 SHAMS ARRIYADH HOUSING PROJECT 2.1 The Villa Collection 2.2 Space Area Program 3.0 SWOT ANALYSIS 4.0 PESTLE ANALYSIS 5.0 PROJECT STAKEHOLDER MANAGEMENT 5.1 Identification of Stakeholders 5.2 Circle Analysis of Project Stakeholders 5.3 Stakeholder Management Plan for Shams Arriyadh project 5.4 Stakeholder Management Plan 5.5 Recommendations on effectively managing the Shams Arriyadh stakeholders 6.0 DESIGN TEAM SELECTION STRATEGY 7.0 RISK MANAGEMENT 7.1 Sources of Risk 7.2 Risk Identification Method 7.3 Risk Control Strategies 8.0 PRINCE 2 ANALYSIS – Project Charter 9.0 GNATT CHART AND CRITICAL PATH ANALYSIS 10. PROJECT EVM ANALYSIS 11. PROJECT ESTIMATE AT COMPLETION VIS-À-VIS BUDGET AT COMPLETION 12. WORK BREAK DOWN STRUCTURE 13. COST ANALYSIS OF VARIOUS ACTIVITIES INVOLVED (Figures Imaginary) 14. RECOMMENDATIONS FOR IMPROVEMENT 15. CONCLUSION 16. REFERENCES 1.0 INTRODUCTION Company Introduction and Operations Dar Alarkan is a prominent Riyadh based Company of Saudi Arabia, engaged in the business of design and construction of Real Estate development. It is focused on design, planning and construction of Residential Housing in accordance with Master Plans and catering to Life-style Housing Clients. The choices include developed plots of land, Apartments, and Villas.The Company was set up in 1994 in response to the growing demand for good quality housing from the burgeoning population of Saudi Arabia. The Promoters are six leading business families of the Country with noteworthy experience in the field. During the initial19 months from June 2002, the Corporate status of Dar Alarkan  was of a Limited Liability Company , with a capital of US Dollars 37 Million ( SAR140Million), which ws subsequently enhanced to USD 1.44 Billion( SAR5.40 Billion), via Private Placement and it was converted into a Private Limited Partnership. It became a Joint Stock Company in 2005 .It was enlisted at the Saudi Bourse in 2007. As of 31st Decenmber 2008, the issued Capital of Dar Al Arkan stood at USD 1.92 Billion (SAR7.2 Billion) consisting of shares of the denominationSAR10 each (USD 2.67). A year later 180 Million bonus shares with par Value of SR10 each were issued to existing share Holders. Retained earnings of past years had funded the above said bonus issue. The spectacular growth of the Company from a Small Scale Real Estate developer to one among the biggest in the Saudi Kingdom was possible only because of the consistent high profitability of operations in the past five years.  Benefiting from the   country’s economic growth, the company has up-scaled its activities. Dar Alarkran is in the vanguard of those providing Master-Plan based development of Life Style accommodation in the private sector, in the KSA. The rapidly growing demand from the Middle Class accounts for the Company’s Growth tempo The Demographic profile of KSA in 2005 had shown a trend of growth in the youth segment prompting the company to be confident of future growth I demand for its products from a steadily expanding number of new Households in the foreseeable future. At the end of December 2008, the financial position of the company was as below:           Figures in SAR USD EQUIVALENT Total assets                                20.16 Billion                             5.38 Billion Share holders’ Equity                 11.74 Billion                              3.13 Billion Total Revenues                          5.61 Billion                                1.50 Billion Net Income                                2.35 Billion                               627 Million Currently Capital Intelligence Ltd has given the Company Credit Rating, “A “with a stable outlook. Besides its headquarters at Riyadh, The Company has Branches and offices all over KSA, including the holy cities of Jeddah, Mecca and Madinah. 1.1 Company Objectives Urban Design and Development and related  Building Activity across regions and cities of  KSA Providing specific design solutions to the buyers seeking to own homes. Providing Investment opportunities in Real Estate that are profitable. Providing innovative housing design and construction solutions for the growing young population. Arranging Funding facility for Home Buyers through appropriate agencies of repute. Establishment of Modern Design Residential neighborhoods with sustainable environmental conservation. 1.2 Services Offered By the Company Dar Al Akran’s comprehensive package of services to its clients includes: Best in Class Structure Warranty for safety for 10 years for the Housing Units.,as per terms and conditions. Tailor - made latest Architectural design features to suit customer preferences. Provision of Safety and security system in all Projects, as standard feature. One year free maintenance service for Housing Units. After Sales service Utilization of latest design and construction technology, software and equipments Synergizing activities with inancial Institutions in order to enable the Buyers to own Housing Units at affordable costs for terms extending up to 25 years. To incorporate emerging highest standard trends in Housing Design and Construction. 2.0 SHAMS ARRIYADH HOUSING PROJECT The Company(DAAR) is presently executing one of its most design and construction significant projects, reflecting the true state of the art in Real estate development—the  SHAMS ARRIYADH project. Both the design and the construction activities for the project are inhouse – to be done by the company. A futuristic habitat, Shams Arriyadh will be the base on which future development of the city will occur. It has become the benchmark against which to judge other modern Developments in Saudi Arabia. Both the serene exteriors and the smart interiors of the homes are avante-garde. The technology is par excellence. For the company the execution of this design and construction project is a major step forward. Dar Al Akran introduces the smart Home- the design wonder of current home Building. Centralized control of atmosphere, heat/cold, household chores like watering of garden, lighting Home security alarms—everything is automated from your couch. Do every thing from drawing the window curtains on getting up in the morning or switching the lights on or pre-switching the Air conditioners in time for it to  be  warm or cold by the time you arrive from work, locking the home as you leave it or opening it on your arrival.. all automatically. Get connected to all Satellite linked facilities without that maze of wires. Round-the –clock security, camera linked surveillance, and the assurance of care free sleep are yours for the asking. 2.1 The Villa Collection There is a villa at Shams Ar Riyadh to suit every discerning taste. Different Architectural features and optional Multimedia Rooms make the choice of a new home a breeze. 2.2 Space Area Program The Shams Ar Riyadh Project has a wide assortment of villas with floor areas ranging from 400 to 1500 square meters, accommodating four to seven Bed rooms. Wide windows that provide panoramic view of the landscape enhance the aesthetics of the place while the housing area is only 42% of the overall area. Styling in the villas follows modern and contemporary norms. The furnishing and finishes are elegant, while the paints in the interior are the best. It can be said that here you get the Housing style you deserve. 3.0 SWOT ANALYSIS Strengths There is a abundance of employment in the sector which makes the Design and Construction sector in Saudi Arabia a strong sector. Efficient networking facilities are available for design and construction companies. Dar Alarkan Real Estate Company can also employ modern networking services to render fast and efficient services. High availability of resources and labor is easily available in the Saudi Arabia architectural design and construction market. Modern and sophisticated technology helps the design and construction companies to offer faster services and lower costs. Softwares are easily available in the market which helps the designers and architects to automate a number of activities while designing a project. Prefabrication for example, allows companies to make the walls in a factory and then send them to the site which helps to complete the tasks much faster. Weaknesses The Saudi Arabian Infrastructure market is concentrated too heavily on middle of market housing projects, as a result of which there are many housing projects that have been completed a year ago and are still lying vacant without any clients to purchase them. With an increase in the market for reselling of homes, the market for new homes has decreased comparatively. An increasing percentage of people are moving into existing homes or on rent rather than moving in new homes. Another weakness that is faced generally by the company is the growing cost of labor in the country. As a result of this, the final cost of the project delivery rises which in turn has to be born by the company. Improvement in the long term career prospects of employees of the design and construction industry in Saudi Arabia is required so that employees are retained for longer periods of time. There is a dearth of good architectural designers in the country and the local market has to look towards the skill and expertise of the designers and architects from other countries. At times, it becomes very difficult for design project managers to combine both the free minded and asthetic minded designers to produce a single design project. Opportunities Recent private sector boom in the design and construction industry in Saudi Arabia has offered a lot of opportunities The Saudi Arabia government has given a green signal to public and private partnerships in design and infrastructure development, which may be a big opportunity for the company. Increased salaries and home loan facility available is in favor of the design construction industry. This gives an opportunity to the clients to be able to spend on housing projects. Automation and computerization has also been integrated within the design phase of the industry of Saudi Arabia. The company has also embraced modern computerized systems which assist in accurate monitoring of designs, schedules and easy recording of expenses and resources. Another opportunity that presents the company is the option of entering into the remodelling and design consultancy sector. As interest rates for home loans increase in the country and many people opting for remodelled houses rather than going for new homes, the company can seek to venture into the remodelling space as well. Also, the company is looking forward to open a separate department for design consultancy. Threats  It is possible that the in stable market conditions, recent global recession,  and volatility may damage the opportunities and may prevent the expansion ventures of the company / project. The current economic situation may hamper the development of the industry as a whole and may adversely affect the project development pattern an company growth. Unstable political conditions and slow legal enforcement methods prevalent in Saudi Arabia  may be a threat. The safety of the design and infrastructure projects is always a threat. Natural calamities like flood, storm, earthquakes etc., may prevent the project completion. Also, Proposed archiectural designs may not be accepted by the clients in one go and may require repeated corrections. Insufficient capacity and skill of designers and project management professionals may also pose a threat to the project and the company in long time. The remodeling companies within the infrastructure sector are growing slowly in Saudi Arabia and this may pose a long term threat to the company business. Finally the ever changing demographic patterns of families may be a threat as the working members may have to move to different locations because of job priorities.  4.0 PESTLE ANALYSIS Political factors – this concerns the policy drawn by the government of Saudi Arabia and the level of intervention the policy applies in the design and construction industry sector. At times, some modern designs may not be well appreciated due to the societal issues prevalent in the country. However, the political set up has been constant in the country and it is expected that no major negative influence will be capped on the design and construction industry of Saudi Arabia. The company can therefore remain at ease with regards to the political set up. However, some land allotment issues might be faced by the company and effective resolution with the Judiciary is required so that no delay is caused in timely delivering the Shams housing project. Also, the real estate investment fund opened up the government will boost client interest in the sector. Opening up of FDI in the design and constructions business will allow the company to invest foreign money and raise more capital for larger housing projects. Further the global reduction in freight charges and lime stones rates will help the company to further boost its business and reap better profits. Economic factors –These consist of the impacts the various issues like home loan interest rates, taxation changes, economic growth of the design construction business, inflation and exchange rates and how they impact the company’s business. The existing interest rates promote investments in the sector as it costs lesser to borrow money from banks in the form of home loans. At the same time, increased income growth of individuals may boost demand for the company business. Social factors – the variations in the social factors decide the demand for the housing projects and the accessibility and motivation of people to work within the sector. Moreover, the trend of rising urbanization in the country will mean more people opting to live in cities with better facilities. In that case, the company can look forward to more business. In the long term, the ageing population will also impact the demand of housing projects. Technological factors – Use of modern technology by the company has brought new business options and opportunities. Use of new techniques for building, designing and construction management has enhanced the company performance. For example, the company management has recently introduced the 3D design system and the ready mix concrete system so that faster design and construction processes can be rendered. This eliminates time delays, quality issues, and space requirements which was originally required for design purposes and preparing cement mixture on the site. Legal factors – these are concerned with the legal issues that are concerned with the design and construction companies. There have been a number of legal alterations in the industry of Saudi Arabia which have significantly affected the clients and company’s behavioural patterns. The introduction of age discrimination and disability discrimination rule in the country and the average increase in the minimum salary may affect the company business dealings and business profits to some extent.  5.0 PROJECT STAKEHOLDER MANAGEMENT Stakeholder management is the systematic identification, analysis and forecasting of actions to discuss, seek advice from with and manage the stakeholders concerned in any project. Stakeholders consist of all those people who are in any way related with the project and will be affected by its activities, (Walker and Wilkie, 2002). In the case of the Shams AR Riyadh project, the identification of shareholders is given below. 5.1 Identification of Stakeholders 1. Dar Alarkan Group 2. Supplier / s 3. Funding companies / individuals 4. Contractor / s 5. Engineering Consultants 6. Designers, architects, quality surveyors. Design consultants, interior designers, and supervision design team individuals 7. Staff and labor force 8. Customers 9. Small business holders who have small time interest in the project 10. Landowners of the Project site 11. People / community living near to the Project site 12. Government decision makers 5.2 Circle Analysis of Project Stakeholders   5.3 Stakeholder Management Plan for Shams Arriyadh project This section studies the aim behind creating a strategic stakeholder management plan and the creation of a step wise plan for the same. (The section is written with ref. to the design aspect and not on general project management) The main aim of the project manager in creating a stakeholder plan will be as follows – Get acquainted with all the involved stakeholders of the project. The design project manager / head of the design team will require to get involved with all his designers in the team. Try to maintain a balance between the active and passive stakeholders and a similar balance between the rewards given to each one of them based upon their contribution to the project, (Morris, and Jamieson, 2004). For example, the project manager may find it difficult to manage a group of designers – both asthetic and freemind ones in one team. Set a standard for managing every shareholder. The design project manager may also lay down policies on how to manage each individual in the design team as per his expertise and experinece. Decide which stakeholder needs to be involved in project planning and measurement of success. As an example, the design project manager can decide which designers will be involved during the prelimimnary part of design planning and which ones will be involved during the latter and more complex part of design process. Develop communication process to be in touch and cooperate with the design team members and guide them through every phase involved during the design planning of the Shams Project. The probable demands and privileges of design team members and rewarding them if possible. 5.4 Stakeholder Management Plan This section proposes an all inclusive six step stakeholder management plan for the Shams Ar Riyadh Project study. (The section is written with ref. to the design aspect and not on general project management) Initiation – The initial step is the identification of the aim (already done above) behind setting up a stakeholder plan. Further, the type of procedure and the documentation required in making a detailed design analysis, evaluation and development plan needs to be structured by the design project manager. Frequent corrections and additions will be required in the making of the design plan as well. Identification – This step consists of a detailed identification of stakeholders of the project, in this case the designers to be included in the design team, (already done earlier). Identification of stakeholders may be done through brainstorming with team members and management, (Walker and Wilkie, 2002). They may be Designers, architects, quality surveyors. Design consultants, interior designers, and supervision design team individuals. Analysis – this step lays significance on performing analysis of the designers and evaluating their potential and capacity to affect the project design planning and implementation activities. The design project manager will need to categorize the design team into sections so as to decide the involvement levels of each deisgner during the design planning. Communication – This step engages in maintaining effective communication between the management and design team so that the management can easily comprehend what the design team is thinking and how they can be u1tilized for producing a sustainable and modern design for the Shams Project.    Follow up – This step consists of regular follow ups and consistent checks on maintaining relationships between the design team and the company management and timely review of all management policies related to design and construction, (Walker and Wilkie, 2002).  5.5 Recommendations on effectively managing the Shams Arriyadh stakeholders This section of the study presents some recommendations for the Project manager of the project on effcetive stakeholder management. (The section is written with ref. to the design aspect and not on general project management) Incentives – Paying incentives or any type of rewards to the design team and at the same time employing selective reward tactics – (better incentives for significant individuals in the design team) may assist the project manager to make these team members get involved more closely during project design and implementation. Incentives may also be used to alter the passive behaviours of some members, (Twort, and Rees, 1995). Opportunities – giving more opportunities to the junior designers in the project design team will increase the participation of these designers, as a result if which the efficiency of the project deisgn and implementation activities will increase. Offering these junior and less experienced designers and architects higher responsibilities and then rewarding them on efficient completion of task is also another manner in which they can be motivated, (Walker and Wilkie, 2002).. Building Expertise – usually, the employees employed at such mega design and construction projects have little expertise. The project manager of ShamsArriyadh project may also plan to augment or build new capacities for the project, i.e. help to boost the methodical / technological / project design related skills of the these shareholders. This may interest the shareholders who initially were disorganized and possessed less or no interest in project activities. Training sessions for the junior designers / architects and other unskilled individuals and professionals within the entire project team will help them to build their expertise for future assignments as well, (Kerzner, 2005). 6.0 DESIGN TEAM SELECTION STRATEGY In such type of mega design and construction projects, the designer - architect selection strategy holds a lot of significance as this has the power to make a huge impact on the performance, quality and timely completion of milestones of the project.  A Designer / Design team is one who is responsible for timely submission of all the designs of each phase of the project, (Boyle, 2003) and be able to make sustainable changes in the design if required as per the recommendations of the design project manager / contractor. In the case of Shams Arriyadh project, the project manager may face the difficulty of selecting the best possible design team from among a host of designers available in the design and infrastructure market in Saudi Arabia. Also, at times it may become difficult for the management to both asthetic and freeminded designers involved in the design project team. In the case of Shams Ar Riyadh Housing project, the best option possible for selecting a designer team is through shortlisting them. The best resources where the project manager can search for good and efficient designers can be industry refferals, business networking sites, contractor recommendations etc, (Bolyle, 2003). The project manager in unison with the contractor can shortlist some designers for the design team. These designers will work together under the supervision of the design project manager to render results on time. Moreover, they can also be employed as packaged employees by the management and can be supervised by the contractor in unison with the project manager of the Shams ArRiyadh project. The project design team may consist of designers, architects, quality surveyors. Design consultants, interior designers, and supervision design team individuals. While selecting the deesigners for the team, it is the responsibility of the project manager to assess the following –  Area Expertise – The Project manager should assess and evaluate the capacity and the skill of the designer and his ability to maintain the design standards as per the project requirements, (Boyle, 2003). Also, the expertise of the designer to integrate modern design and technqiues into design planning of the Shams project. Management style – the manner in which the design team / designer manages his assets and resources and motivates the design team to deliver quality design on time should be evaluated by the project manager during the selection procedure. Also the design planning software methods should be carefully looked upon the project manager. Also, the designer should be able to respond to all the queries made by the management on the issue, compatibility and sustainability of the proposed design and subsequently be able to make alterations if necssary, (Boyle, 2003). Sourcing –The capacity and ability of the designer to gather and access suitable resources from the management and at his own required for the timely completion of the design completion work is significant. The project manager should be able to examine the designer affirmation on economy of scale of budget design, superior infrastructure and design practices, (Güven, 1993). Therefore as studied in the above section, designer strategy holds a lot of significance for design and construction companies whose business partly relies upon the capacity and expertise of the designers and architects. 7.0 RISK MANAGEMENT The term Risk Management may be explained as the process of identifying the Risks inherent or likely to arise during the operation of a system and devising the tools and measures to tackle those risks. Its goal is to manage the challenges that arise from the system, (Project Management Institute, 2003). Functionally, it deals with the analysis of operations, determination of the likely threats, identification of all potential adverse conditions and adopting appropriate measures to check the incidence of such adverse situations in the system. With the objective of providing such a reliable and inclusive Risk Management service, the Project Team of Shams AR Riyadh devised a Plan as below, (The section is written with ref. to the design aspect and not on general project management): A Risk Management committee, responsible for developing the Risk Management Plan will be constituted. With respect to the design, the design team will be instructed to develop a optional design plan in case, the primary plan is unsuceesful due to design reasons or the managemnt may not like the design at all. Goals corresponding to the Project design planning, evaluation and Implementation structure will be set, and Management Approach will be attuned to the goals and department –wise responsibility for Risk Management assigned. An activity Plan that helps the design team to respond to Risk situations in a coordinated manner will be devised. This may consist of making immediate changes in the design plan or responding to short time queries of the management or contractors involved in construction activities. Simultaneously, a Board of external design experts will also be set up, who would independently determine the Risk Profile and evaluate the risks of the design, if in case they exist any. This Board would categorize and examine the risks and create the necessary Risk Management Strategy, in tandem with the Design Team executing the Project. Creating the latest technically advanced Response systems for Risk Management. Setting up a small group of designers, architects and quality surveyors who would on a consistent basis go to the construction site and evalute the construction process and design qualiity. 7.1 Sources of Risk The following are the identified sources of Risk for the Construction Project.: Accidents- accidents may occur due to faulty design applications that may cause injury or harm to employees or the peole involved with the implementation of the Project which might need timely response from the both the Risk Management Design committee and Project implementation Committee, (Boyle, 2003). Resource Loss—The Committee can also be operationalized in situations where the company’s resources are perceived as being lost rapidly- irrespective of whether such resources are work force, equipments, data or allied resources. Financial concerns -The most important concerns of a Company are financial ones. Issues like misuse of funds or internal frauds in departments, theft cases, involving money or materials,risks associated with raising of funds, etc.\ Legal issues-The committee studied the various issues arising from the wrong application of architectural design, laws and regulation created by the Governing body of the Company, (Reiss, 2007) 7.2 Risk Identification Method The Project Management Team will examine the risk factors in consultation with the external independent experts. This exercise helps to substantially reduce the actual occurrence of risks. The methods adopted for this purpose - In consultation with the design team, employees, cases of actual incidents / accidents not anticipated by the nature of operations or incidental to the operations can be documented and action to prevent recurrence initiated. Making small models of the final design and evaluating the advantages and disadvantages of the final design. The Risk Management Committee examines customer complaints in great detail, and the efforts of the company to redress the complaints,to ensure that the customer satisfaction level remains high. Surveys by quality department, designers and architects to determine losses occurring in the implementation of the Project will be carried out and may yield good results, identifying areas and extent of losses. Another method adopted for determining risks was to examine the process chart of operations in the company. Flow Charts and PERT charts can also be used for this purpose. Safety operations, process operations, and facilities will be inspected to assess their safety levels, and comparative advantages or otherwise of the facilities will be determined, safety levels of equipment in use will also be studied and productivity levels also assessed, (Twort, and Rees, 1995). In-house surveys among company’s workers can be done through the circulation of Questionnaires. This exercise helps to create awareness among the workers, giving an accurate picture of the Risks involved. The Risk management committee may further consult design experts and consultants, to know more authentically the risks involved with the existing final design of the project and the appropriate ways to tackle them. 7.3 Risk Control Strategies Having determined the risks associated with the project, the project manager can now proceed to choose methods appropriate to the project for handling the risks and mitigating their impacts. Two methods were most suited for tackling this issue and were accordingly chosen. Risk Control and Risk Financing are the general types of methods chosen in such large scale design and cosntruction projects. Risk control avoids or reduces the adverse impacts of the risks, while risk financing refers to the protection from losses attributable to risks by securing insurance against such risks, (which may also include the design of the project) and effecting compensatory payments for losses already incurred from risks and ensuring maintenance service, besides non-insurance transfer of liabilities etc. Both the methods can be adopted, (Twort, and Rees, 1995). The Risk Control strategies are as below: Risk Avoidance- Certain design patterns and operations which may be risky can be avoided. Prevention of Risk- Reducing overloads and such other factors that contribute to increased risks, which then increase the incidence of accidents, and multiply the losses Risk Reduction- Substituting risky design and methods of work with safer ones Disaggregation of risky operations: Those activities which were perceived as highly risky were separated so as to minimize the risk of abnormal loss to the company. Laying Down Policies - Policy Guidelines and regulations for employees and allied matters need to be clearly spelt out, so as to ensure smooth functioning of the system, and avoid disorder, (Project Management Institute, 2003) 8.0 PRINCE 2 ANALYSIS – Project Charter The various elements of the PRINCE2 analysis for the Shams ArRiyadh Project has been represented in the form of a project initiation charter in this section. Project Charter Prepared By: Date Prepared: Jan 14, 2010 Revision Number: 1.0 Background Dar Alarkan is a prominent Riyadh based Company of Saudi Arabia, engaged in the business of Real Estate development. It is focused on Residential Housing in accordance with Master Plans and catering to Life-style Housing Clients. The choices include developed plots of land, Apartments, and Villas. The Company is presently executing one of its most significant projects, reflecting the true state of the art in Real estate development—the  Shams AR Riyadh housing project. Project Scope Proposed housing scheme is to be constructed at the Shams AR Riyadh site. The Scope is defined as follows: Design and construction of 3189 villas ranging from 400 to 1500 sq. metres Four to seven bedrooms villas with large living areas 42% of the six million square meters will be limited to residential area Risks The Head Contractor may have no compulsion in case; the final results of the project management activities do not match the set up targets. At any point of time, differences may arise between the project manager and the Head contractor which may lead to lack of co-ordination and loss of work, times schedule and quality may be compromised. Poor selection of Designers, Suppliers, Contractors and unskilled work force. Risk Management Approach The Head Contractor and the Project Manager on behalf of the company enter into a contractual agreement based on timely completion of the project and no quality compromises. Regular meetings to avoid any kind of differences between the involved parties. Following a proper Supplier / Contractor selection strategy and paying attention while recruiting the onsite labor and the Design team in particular. Change Management The project manager can also resort to Change management technique if in case, the relationships with the suppliers / contractors and work force are not improving. Also, change management can be applied to decrease the costs, delays and improve quality. (Wild, 2002). Here are some example of change management that can be applied for the Shams ARRiyadh project - Introducing better scope management Making efficient labor and employees recruitment and pay changes Detailed planning and scheduling of milestone targets Rendering design changes in the project Technology changes as suitable Project Organisation  Project team organization chart Quality Management The Quality management for the Shams ArRiyadh project will comprise three phases - Planning, Evaluation and Monitoring Detailed quality plan to maintain quality concerns without raising costs and time lines. Evaluation of design quality through analysis and reviews based on standards set by the management. Monitoring will require regular scrutiny, and quality measurement of raw material being used, the design and construction quality and the safety techniques applied at the project site. Schedule The target start date for the project is 14-Aug-10 The intended completion date for the project is 12-May-13 Costs The total cost of the Sham ArRiyadh project can be easily categorized into the following sub categories - List of Expenditures Estimated Cost in millions 1 Contract Cost XXX 2 Material Cost XXX 3 Engineering consultant (Civil, Design and Structural) cost XXX 4 Pre-project activities XXX 5 Administrative Cost, Manpower Cost and Training XXX 6 Supervision charges XXX   Total Estimated expenditure XXX 9.0 GNATT CHART AND CRITICAL PATH ANALYSIS Gnatt chart - is a pictorial presentation of all activities required to be carried out in a project. These activities are interlinked and all possible linkages can be entered. The duration of each task is entered and the programme then creates an overall schedule with all interlinked and independent activities displayed on the left with duration, start date, finish date, estimated cost etc. and a chart with these parameters displayed in graphical form on the right, (Buttrick, 2000) Critical path - During the planning stage, critical path analysis is done to identify the critical path of the project. A critical path of the project is an activity in which a delay of even a single day will result in a delay in overall project of equal amount. The critical path can be a single activity, a group of activity of a milestone as well. Critical path activities are dealt with utmost priority and focus and all efforts are made to control these activities for the project to complete in the scheduled time. This analysis is called critical path method or CPM, (Buttrick, 2000). (ALL FIGURES IMAGINARY) GNATT CHART AND CRITICAL PATH ANALYSIS 10. PROJECT EVM ANALYSIS 11. PROJECT ESTIMATE AT COMPLETION VIS-À-VIS BUDGET AT COMPLETION 12. WORK BREAK DOWN STRUCTURE 13. COST ANALYSIS OF VARIOUS ACTIVITIES INVOLVED (Figures Imaginary) 1. Earth Work 200.73 2. Concrete 2065.09 3. Form Work 68.00 4. Framw work 3384.01 5. Reinforcement Woks 162.76 6. Flooring,Skriting and Dado 56.97  7. Doors,Windows and Ventilators 20.70 8. Structural Steel 257.94 9. Roofing & Cladding 106.64 10. Painting on concrete & plastered surfaces 107.25 11. Steel Surface Preparation 279.83 12. Waterproofing 22.14 13. Sanitary & Plumbing 56.46  14. Chemical Resistant Linning 21.65  15. False Celing 126.09 16. Dismantling & Mis. Work 96.94 17. Culverts 96.34 Total 3738.13 14. RECOMMENDATIONS FOR IMPROVEMENT This section puts forward some recommendations for the Project Manager. Due to the limitation of the study, the recommendations are given in brief. Construct and administer a strategic policy, operational plans and the budget structure allocated to the project with the limits of cost, quality and time. Administer performance of the design team, contractors and suppliers, and the employees so as to obtain the first class delivery of the project. The project manager may work in co-ordination with the labor contracting groups or local labor contractors to guarantee that staffing and retention objectives are met. Time lines and milestones should be set up with the help of timely delivery of designs, forecasting procedures which may include suitable change control methods. Efficient supervising measures to guarantee on time delivery, procurement and utilization of resources on site. Skilled Expertise and continuity of team leaders is important along with implementing strategies for retaining individuals, knowledge and skills for the duration of the project.  The Project budget to be clearly determined and professionally administered. Application of competent procurement methods for the successful finishing of the project. 15. CONCLUSION The basics that were used while writing the project management report for the Shams AR Riyadh project was plain logic - particularly what can be the challenges faced by the project manager, design project manager,  design problems, general disputes and opportunities with the contractor, analyzing these and presenting amicable solutions for the Shams AR Riyadh project.  The paper deals with the expertise of integrating project management techniques with those of a real time design and construction management project. The paper presented very flexible solutions to the concerns of stakeholder management, risk management, design team formation strategy that are all included in a typical design and construction project.  This paper can, to some extent define the role of the project manager and how he is required to handle the various issues related to project management in practical big sized design and construction projects. However, the paper is not entirely written for the designers, but the paper can be used by them to study some aspects of general project management integrated with design project management issues. 16. REFERENCES Buttrick, R 2000, The Interactive project Workout, 2nd Ed, Prentice Hall, London, 2000. Wild R., (2002) Essential of Operations Management Continuum, UK.  Project Management Institute, The Standard for Portfolio Management, Project Management Institute, 2006. Twort & Rees Civil Engineering Project Management 4th Ed, 2005  Reiss G ((2007) Project Management Demystified Third Ed ; Taylor and Francis London  M. Güven. A Decision Support System for R&D Project Selection and Resource Allocation under Uncertainty. Project Management Journal 24, no. 4, 1993 Kerzner, H. Project Management: A Systems Approach to Planning, Scheduling and Controlling. 9th Ed, John Wiley, 2005. Walker I, Wilkie R, ( 2002) Commercial Management in Construction, Blackwell, UK.  Morris, P. and Jamieson, A., Translating Corporate Strategy into Project Strategy. Project Management Institute, 2004. Project Management Institute, Construction Extension to A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Project Management Institute, 2003. Beardwell, I and Holden L (1997) Human resource Management A Contemporary Perspective; Prentice Hall London  Griff Boyle, 2003, Design Project Management., Design Management, UK Published : June 2003. Read More