TECOM - PROPERTY

1. TECOM - PROPERTY Workshop On DESIGN MANAGEMENT Adil Abdalla Engineering Project Management Department December 2003

2. COVER-STORY The Knowledge Village…! Choosing the image of the knowledge village as a cover for this presentation, interprets the true story …! Sq ft 1,000,000 of built up had been delivered within 13 months, to celebrate the success of TECOM.. Dhs 109 per sq ft as construction rate was not recognized or recorded before worldwide.. No hint or tip was addressed to appreciate the efforts behind these records, which “Genies” missed.. KV represents the gap and missed-competencies between business and technical teams in TECOM.. This is the core trigger of this presentation..

3. Agenda Why..? • Ambiguities between Business & Technical staff • Negative affects on both Business & Reputation What..? • Vision & Mission; PM work-frame • Design Procedures; Definitions, Sequencing, Liabilities • Controls; Celebrating Success How..? • Collectively exchange understanding on Design Management • Practically improve both Quality & Procedures

4. CHAPTER 1 BACKGROUNDS

5. LANDHOLDING PREMISES OPERATING REALTY VALUE CHAIN Vision Business Plan Partner Relations Mission Project Management Operation Management

6. STAKEHOLDERS Owner Client Satisfied Customers Solicitant Parties Project Manager Operator The Project of a Building

7. Proposal & Terms of Payment Buyer CONTRACT Saler Specifications & Deliverables Service Or Product ENGAGEMENT

8. Initiative Of Business Inception Start Up Documents Design Competition Appointment Of a Consultant Tendering Management Tender Documents Design Management Awarding a Contractor Construction Management Handover Documents Building Management Assessment Of Business BUSINESS LIFE CYCLE Milestones Processes Quality Processes Milestones

9. CHAPTER 2 PRINCIPLES

10. PM WORK-FRAME Carried out by the Sponsor apart from Project Life Cycle Initiation Budget Ends with the appointment of the Project Manager Planning Historical Records or Lessons Learned Continuous processes ended by signing off the handover document on execution works Solicitation Improvements or Change Orders Execution Construction Design Control No milestones are applicable Handover Close-out

11. PROJECTIZED MATRIX

12. TIPS..!! • A Project Manager is a “UNIT” consists of: • Project Manager Dhs/Month 25,000 (Salary is Dhs 17,500) • Clark of Work Dhs/Month 6,000 (Salary is Dhs 4,200) • Planner Dhs/Month 15,000 (Salary is Dhs 10,500) • Total 46,000 • PM Service is “1%” of overall construction value: • Total Construction Value Dhs 100,000,000 • PM Service @ 1% Dhs 1,000,000 • Duration of Project Months 20 • Monthly PM ExpensesDhs 50,000 • A PM can “MAXIMALLY” manage 4 small projects: • Review and plan updates Hours/Week/Project 3 • Communications Hours/Week/Project 10 • Reporting Hours/Week/Project 2 • Total allocated time Hours/Week/Project 15 • Total working hours Hours/Week 45

13. Service Orientation Customer TASK UNIT Task Partner Business Plans Norms & Standards Product Service SOW

14. Flow of Quality Audit Previous Document Scope Or Feasibility Previous Step of WBS Deliverable Or Requirement Review Or Request IN Document Current Step Of WBS Task Unit Back To Technical Approval Resultant Management Approval No OUT Next Step of WBS Yes Document Next Document PROCESS

15. SYSTEM PROCEDURES Needs Scope Initiation ZA Strategy Acceptance Business Unit EPM Estimates Baselines Business Agreement Execution EPM Acceptance Sales Deliverables TCCC Business Partner Partner Relations Disorders Claims Operations HSSE Satisfaction Acceptance Actions FM Measurements

16. BUSINESS INCUBATION Perspective Tenants SALES Initiation & Planning Design Management Construction Management Satisfaction Partner Relation Management Facility Management

17. CHAPTER 3 TERMINOLOGIES

18. CONCEPTUAL DESIGN Document on architectural configuration that interprets: Design Brief, and Client’s Preferences on both Environment and Artistic Merit. Attached details highlight: Area Analysis, Initial Cost Plan, and Significant Engineering Concepts. Appointed Consultant Formal Acceptance Client’s Acceptance Technical Guidelines

19. PRELIMINARY DESIGN Document that proves incorporation Between accepted Architecture and Engineering requirements The project is tangibly measured and cost are almost realistic Parameters of specifications are set for acceptance Appointed Consultant Formal Acceptance Technical Units Technical Acceptance

20. DRAFT FINAL DESIGN Tendering Document proves Constructability of accepted designs as per the agreed specifications and areas configuration Scope, Cost, scheduling and Deliverables are clear and defined Appointed Consultant Formal Acceptance Technical Units Technical Acceptance

21. FINAL DESIGN Design Approval Document generated to satisfy the Construction purposes and set reference to Accept or Reject construction works It is well preserved as Design Record and trigger of operation tasks and management Appointed Consultant Formal Acceptance Technical Units Technical Acceptance

22. AREA ANALYSIS Document shows interpretation of area requirements that meet the business plan and the compulsory spaces required to host not only engineering c components, but also function support Document is ruled by urban regulation and parameters Appointed Consultant Formal Acceptance Within Allowed Exceeding Allowed Client’s Acceptance Authority’s Acceptance

23. COST PLAN Document generated from the rates, cost and overheads known for the various materials and services required to construct a particular premises and handing it over operational to the client The document is generally established on market prices, predictions of works required, and frequently revised Appointed Consultant Formal Acceptance Within Budget Above Budget Client’s Acceptance

24. CHANGE ORDERS Meeting Business Targets: Yet, the most dispute..!! Client/Sponsor had approved a project plan, but frequently requests changes to meet certain unveiled targets. Technical units say it is too late as the project plan was already approved. Space Architecture: All tangible features of space that establish marketing and sales. Improvements: Technical managers want to apply modifications to meet new or missed standards of industry. Changes should be within the approved budget. Client can reject if architecture will change. Professional Responsibilities: PM is an “AGENT” employed to assure delivery of the project according to the “Charter”, which is “NOT” detailed descriptions.

25. VALUE ENGINEERING Optimizing Performance & Cost Mainly to weight various Alternative solution for the Technical components that Maintain the quality measures And reduce overall cost Deliverable must be within approved budget Appointed Consultant Formal Acceptance Technical Acceptance Revised Cost Plan

26. COST PERFORMANCE * TECOM rates included “Partitions” and full fit-outs Gardiner & Theobaldis a UK Consultants, who provides international program, project, cost and construction management. G & T branch in Dubai is only performing researches and monitoring of industry index and report to HQ. Simply G&T is “Construction’s Machesney”

27. PM QUALITY Quality: Only conformance to requirements and fitness of use in particular project; has nothing to do with the generally known as optimum performance Quality Plan: identifies the major deliverables, completeness and correctness criteria, quality control activities and quality assurance activities Quality Assurance: refers to the process used to create the deliverables Quality Control: refers to the activities associated with the creation of project deliverables

28. CHAPTER 4 COMMISSIONING

29. Success!! TECOM ICT Beneficiaries MEDIA FM Inputs Realty Infrastructure THE VISION

30. Success!! TECOM Stakeholders Analysis CRM Inputs Quality Measures THE MISSION

31. MEASUREMENTS Success!! TECOM Requirements Scores KPIs Quality Controls

32. Potential Customer Sales Zoning Authority Property Engineering Works Projects TCCC Business Partner HSSE Attraction Growth Facility Management Procurement Ambassador Loyal Partner Relations Technology ServiCorp Customer Satisfaction Where We Are?

33. Service Orientation Sales Projects FM TCCC Business Plans Norms & Standards Real Estate EPM (Projects) Benchmarking Innovations Solicitation Framework SLA Improved Communication Performance Reporting Professional PM Total Quality Management Lessons Learned

34. INITIATION Business Plan Client Acceptance STANDARD BASELINE DOCUMENTS TERMS OF REFERENCES Cost Estimates Area Analysis Quality Plan Schedule Space Finishing Appointment Of Consultant When EPM is only a service unit..!!

35. DESIGN DEVELOPMENT Client Baseline Documents Conceptual Design EPM Soil Investigation Preliminary Design EPM Cost Plan Draft Final Design Client Final Design TENDER DESIGN ACCEPTANCE

36. DESIGN MANAGEMENT CLIENT Deliverable Request Guidelines Of Building Design ZA Eng. Conceptual Design Approved FM EPM Re-do HSSE IT CLIENT Deliverable Request Assessment Of Adaptation To Building Standards ZA Eng. Design Approved FM EPM Re-do HSSE IT Deliverable Request ZA Eng. Final Design Issuing Final Approval On Design FM Approved EPM HSSE Re-do IT Tender TCCC CLIENT

37. DESIGN DELIVERY Business Plan Client Acceptance & Awarding Contract Design Development Cost Plan Measurements AreaAnalysis Specification Tendering Process, Return & Analysis Schedule Working Drawings Consultant’s Recommendations

38. THINGS TO DO.. Organizational Development SOW + SLA + Stakeholders Analysis + KPIs + TPM HCR Development SOW + Acquisition + Appraisal + Professional Training EPM Development SOW + KPIs + QM + Business Development + PMIS PM Development SOW + KPIs + PM Training Design Management Baseline Documents + System Procedures

39. CLOSE OUT THANK YOU…! Adil Abdalla PMP, PMI, APM, ICOMOS, IAPE Dec 2003