Full Real

Project Management

Case Study
Based on PMP Approach

DR . AHMED EL SENOSY
Dr. Ahmed Al Senosy | www.linkedin.com/in/alsenosy
 for purchase the full book please visit
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 TABLE OF CONTENT

Project Description 1

Project Initiating 2

Project Planning 7

Project Executing 31

Project Monitoring and Controlling 39

Project Closing 43

Dr. Ahmed Al Senosy | www.linkedin.com/in/alsenosy

 Practical implementation of the project management processes is essential to ensure the
achievement of a clear understanding of project management central concepts, tools, and
approaches.
This chapter provides in detail a practical implementation of the project management
processes in a construction project; all project management process groups are covered
and considered.
By completing this chapter, the reader will be capable of applying a structured project
management approach to real-life projects; the following sections are presented:

1. Project Description

2. Project Initiating

3. Project Planning

4. Project Executing

5. Project Monitoring and Controlling

6. Project Closing

1. Project Description

TPE is an organization that comprises real estate, development, engineering, and

construction specialties.
TPE has currently agreed with a business analysis entity named PCA to study the
feasibility of developing and constructing a residential compound in a new district in
Riyadh city; the primary objectives of TPE is increasing the profit in addition to
improving the marketplace.

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 PCA has conducted the feasibility study and the results show that the mentioned project,
if comprises 120 residential villas in addition to infrastructure, services and amenities,
and landscape works and executed within three years, could achieve the required profit
and could improve the marketplace of TPE organization, thus, TPE has decided to go on
and initiate the project.

2. Project Initiating

The real estate and development unit of TPE organization are considered the project
sponsor, represented by the general manager Hany Mahmoud.
The project manager has been assigned from the engineering and the construction unit,
his name is Sameh Ahmed; he has been working as a project manager in the same
organization for more than ten years, and he had successfully completed three similar
projects considering the defined project objectives.
It was agreed that the project would be executed in two phases; phase 1 has been planned
to include 50 villas to be completed after 20 months of the project start (which has been
planned to be on March, 1st 2015); while phase 2 has been planned to include 70 villas to
be completed by the project finish date, which is February, 28th 2018. The project budget
has been expected to be $120 Million.
As there are some special works related to the electromechanical system, these works
have been agreed to be awarded to a nominated subcontractor MEV.
The project charter has been developed showing the high-level project information as
shown in Figure 1, which includes:

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 Project information Expected budget

Project objectives Nominated subcontractors/suppliers

Project scope Stakeholders

Key deliverables Project success criteria

Key milestones Sign off

High-level risks

Figure 1: Project Charter

Project Information

Project: Developing Residential Compound Project in New District in Riyadh.

Sponsor: Hany Mahmoud (TPE real estate and development unit).

Project Manager: Sameh Ahmed (TPE engineering and construction unit).

Project Objectives

1. Achieve the required profit, which equals to or greater than $11 Million.
2. Improve the marketplace of TPE organization to be the leading organization in this
field.

Project Scope

1. Developing the required design and shop drawings works.

2. Executing the construction works of 120 villas in addition to related
infrastructure, services, and landscape works.
3. Performing the required testing and commissioning works.

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 Key Deliverables

1. 120 high luxury villas (turnkey).

2. The landscape is comprising external pools.
3. Services and amenities including a shopping mall, GYM, tennis courts, and football
court.

Key Milestones

1. March 1 st, 2015: Project start

2. October 31 st, 2016: Completing phase 1 of the project (50 villas) with related
networks and services.
3. February 28th, 2018: Completing phase 2 (70 villas) with related networks and
services.

High-Level Risks

1. Running over budget.

2. Delay in completing the project.
3. Competitive projects to be carried out in the same district.
4. Observing new requirements which may affect project budget negatively.

Expected Budget

$120 Million.

Nominated Subcontractors / Suppliers

MEV (for electromechanical systems).

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 Stakeholders

1. Sponsor: Hany Mahmoud (TPE real estate & development unit)

2. Project manager: Sameh Ahmed (TPE engineering & construction unit).
3. CEO of nominated subcontractor (MEV): Mazen Ibrahim.
4. Customers: the residents of the developed units (project deliverables).
5. Residents nearby the project location: could be affected negatively by the
construction works).
6. The municipality and governmental authorities: have an effective role in obtaining
permits and licenses.

Project Success Criteria

1. Completing phase 1 and phase 2 of their defined milestones.

2. Completing the project within the defined budget.
3. Achieving customers’ satisfaction regarding requirements and expectations.
4. Achieving the expected marketplace and value.

Signoff

Project Sponsor: Hany Mahmoud (TPE real estate and development unit)

Date: March 1st, 2015.

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 The stakeholders are initially identified considering their identification
information, assessment information, and classification. This
information has been recorded in the stakeholder register as shown in
Figure 2 which presents a portion of the developed stakeholder
register. This information should be updated at the start of each project
phase/stage.

Figure 2: Stakeholder Register

Position in Contact Details

Name Project Role Classification
organization (email / mobile)
Hany
PMO Manager Sponsor [email protected] External
Mahmoud

Project
Sameh Ahmed Project Manager [email protected] Internal
Manager

CEO of MEV
Mazen Ibrahim [email protected] External
subcontractor

Subject Matter
Ahmed Samir [email protected] External
Expert

Tarik Subject Matter

[email protected] External
Mohamed Expert

General manager in
Kamal Fadel [email protected] External
municipality

Customer (previous
Fareed Sami 0005859348 External
project)

Mohamed Customer (looking

0016555219 External
Tawfik for new villa)

Adnan Saad Resident nearby site 0015420454 External

Osama QA / QC
Auditor [email protected] Internal
Mohamed Manager

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 3. Project Planning

The project manager leads the process of developing project management plan. The
project management plan comprises subsidiary management plans and baselines. The
project management plan is initially developed with the available information then it is
progressively updated throughout the project.

3.1 The scope management plan

is a subsidiary plan of the project management plan; it documents how
the scope could be defined, managed, controlled, and validated. A
portion of the developed scope management plan is shown in Figure 3.

Figure 3: Portion of Scope Management Plan

Scope Management approach

 Scope management is a main responsibility of the project manager.

 The scope should be defined considering the requirements collected from the
project stakeholders in order to produce a project scope statement; a WBS has to
be performed, and a scope baseline should be established.
 No scope changes are allowed without an approved change request; any approved
change should be updated in the project management plan and communicated to
relevant stakeholders.
 The scope should be validated to obtain a formalized acceptance which could be
utilized effectively in the project closure phase.

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 Scope Definition

The scope should be defined considering the following:

• Project charter;
• Requirements documentation;
• Organizational culture, and structure; and
• Industry requirements.
The scope definition produces a project scope statement which includes:
• A detailed description of scope;
• Project deliverables;
• Acceptance criteria; and
• Project boundaries and exclusion.

3.2 The requirements management plan

defines how the requirements could be collected, analyzed, managed,
and traced. A portion of the developed requirements management plan
is shown in Figure 4

Requirements Management approach

• Requirements should be collected by interviewing and conducting questionnaires

with identified stakeholders, especially customers and end users.
• The collected requirements should be presented in requirements documentation
and should be linked to their origin and business objectives in a requirements
traceability matrix in order to be monitored effectively.

Requirements Classification and Prioritization

• Requirements could be classified using affinity diagrams.

• In case of applying voting, plurality should be achieved.

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 3.3 The schedule management plan
documents the established criteria and activities for developing,
monitoring, and controlling the schedule; it includes the scheduling
methodology and tools, accuracy level, measuring units, and control
thresholds. A portion of the developed schedule management plan is
shown in Figure 5.

Units of Measure

Duration units: Days.

Staff / Labour units: Hours.
Equipment units: Hours.

Intervals for Schedule Updating

The project schedule should be updated Monthly (end of each calendar month).

Control Thresholds

If Schedule Performance Index (SPI) is less than 0.7, then the schedule needs to be
adjusted to consider the current progress status and plan how to recover the delays.

Figure 5: Portion of Schedule Management Plan

3.4 The cost management plan

describes how the project costs will be estimated, structure, managed,
and controlled; it includes the reporting formats, accuracy level,
measuring units, and control thresholds. A portion of the developed
cost management plan is shown in Figure 6.

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 Units of Measure and Level of Precision

Cost: Dollars $.
Level of Precision: Round up to the nearest integer ($1566.678 round to $1567)

Process Description

 Costs should be estimated using bottom-up estimating, or parametric estimating

techniques.
 The budget should be determined, and cost baseline should be established
considering the developed project schedule to obtain time-phased budget.
 Costs should be monitored and controlled effectively by applying earned value
management; the reporting period should be monthly (at the end of each calendar
month).

Control Thresholds

If Cost Performance Index (CPI) is less than 0.88, then the budget should be re -
evaluated, and more control actions should be applied on site.

Figure 6: Portion of Cost Management Plan

3.5 The quality management plan

defines the quality standards and documents how the quality will be
managed and controlled. A portion of the developed quality
management plan is shown in Figure 7.

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 Quality Assurance Standard for Schedule Management

• The schedule is developed and maintained following the approaches defined in the
schedule management plan.
• Meetings are conducted to develop and periodically review the project schedule.
• Actions recorded in schedule review meetings are documented and tracked.
• Changes to the project schedule are following a structured approach as defined in
the change management plan.

Quality Control Standard for Schedule Management

• All task dependent activities should be loaded with resources.

• Resources should be leveled and do not exceed a predefined limit.
• Activity ID length should be consistent in all activities.
• All activities should have activity codes to facilitate reporting.
• The schedule planned dates should match the agreed dates.

Figure 7: Portion of Quality Management Plan

3.6 The resource management plan

describes methods for identifying and acquiring resources; it defines
roles, responsibilities, authority, and competences. It presents the
organization charts, the required training, and methods for developing
the team and controlling resources. A portion of the developed
resource management plan is shown in Figure 8.

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 Methods for Team Development

• Establishing monthly offsite events.

• Awarding the best employee at the end of each calendar month.

Required Training

• Project Management Professional (PMP) preparation course.

• Building Information Modelling courses.
• Communication and leadership training.

Figure 8: Portion of Resource Management Plan

3.7 The communication management plan

includes the communication requirements of stakeholders, the
information needed and the methods and responsibilities of sending
and receiving, and communication methods and technologies. A portion
of the developed communication management plan is shown in Figure
9.

Figure 9: Portion of Communications Management Plan

Information Needed (Responsibility and Frequency of Distribution)

• Schedule performance: needed by project sponsor; distributed by the project

manager (Monthly).
• Cost performance: needed by project sponsor; distributed by the project manager
(Monthly).
• Daily progress for each discipline: needed by project manager; distributed by each
discipline senior/manager (Daily).

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 Communication Technologies

 Emails: pushing memos, and reports.

 Meetings: progress review, resolving issues and conflicts, and managing
stakeholders’ expectations and needs.
 Schedules’ Databases: illustrating day-by-day progress, the percentage of
completion, actual start and finish dates, etc.

3.8 The risk management plan

comprises methodology, roles and responsibilities, budget, and timing
of conducting risk management activities; it also contains definitions of
probability and impact, probability impact matrix, stakeholder risk
tolerances; and reporting formats. A portion of the developed risk
management plan is shown in Figure 10.

Risk Management Methodology

• Engaging project stakeholders and project team should identify risks effectively in
order to obtain a comprehensive risk register.
• Risks should be prioritized by using qualitative approaches considering the
probability and impact of risks.
• Quantitative analysis should only be performed if needed.
• Risk response planning should be conducted.
• Unconditional responses should be updated in the project management plan.
• Trigger conditions should be defined for conditional responses.
• Responses should be implemented as planned.
• Risks should be monitored, assessed for validity, and new risks should be
identified and analyzed.

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 Probability and Impact Definitions

Scale Probability Impact on cost Impact on time

Very high >70% >$5m >8 months

High 51-70% $3m-$5m 5-8 months

Medium 31-50% $1m-<$3m 3<5 months

Low 11-30% $.05m-<$1m -1<3 months

Very Low <10% <$0.5m <1 month

Probability and Impact Matrix

Figure 10 : Portion of Risk Management Plan

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 3.9 The procurement management plan
defines the activities needed to complete the procurement process
effectively; it presents the responsibilities related to procurement
and a list of prequalified sellers. A portion of the developed
procurement management plan is shown in Figure 11

Figure 11 : Portion of Procurement Management Plan

Nominated Subcontractors

 MEV: for electromechanical systems.

Contract Type

The contract should be fixed price contract.

Procurement Statement of Works (SOW)

 Providing the required works for the following systems for 120 villas:
o Fire alarm system;
o Telephone and data system; and
o CCTV system.
 The subcontractor is responsible for:
o Providing shop drawings for approval;
o Providing samples for materials to be used for approval;
o Delivering required materials;
o Installing first fix (conduits);
o Installing second fix (wires and cables);
o Installing third fix (final system fixture);
o Testing the systems;
o Handing over the system; and
o Providing one-year warranty for fixing systems’ failures.

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 3.10 The stakeholder engagement plan
documents the appropriate approaches for involving stakeholders in
decision making and execution. It shows the current and desired
levels of project stakeholders. A portion of the developed
stakeholder engagement plan is shown in Figure 12.

Figure 12 : Portion of Stakeholder Engagement Plan

Stakeholders Engagement Strategy

• Customers/end user should be involved early in the project, especially in the

collect requirements process, so that their needs and expectations are met in the
final output of the project (product).
• The sponsor should be involved at the end of the phase to ensure the alignment of
the project with the high-level strategies and to increase the chance of the final
project acceptance.
• The sponsor should be involved when there is a need to utilize management
reserves, or when there is a problem regarding completing the project with the
current budget, or in case if it is observed that project will not achieve its
objectives if completed.
• Informal meetings should be conducted with residents nearby the site to change
them from negative stakeholders to neutral or supportive stakeholders; they
should be convinced that the presence of such project in the district will improve
the market value of all residential areas in the same district.

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 Current and Desired Levels of Stakeholders

• Sponsor:
o Current Level: Supportive.
o Desired Level: Supportive.
o Actions to recover gap: no action needed.
 Residents nearby site:
o Current level: Resistant.
o Desired level: Neutral or supportive.
o Actions to cover gap: informal meetings; discussing the effect of the project on
the market value of the whole district; and conducting friendly activities and
events with them.

3.11 In order to achieve the project objectives and meet stakeholders’

needs and expectations, requirements have to be collected; the
stakeholder register is a main document that has been considered to
collect requirements. Interviews have been conducted with
customers/end users to determine their requirements in order to be
considered if appropriate in the project scope. The results of the
conducted interviews produce requirements documentation, which is
shown in Figure 13 .

Figure 13 : Portion of Requirements Documentation

Business Requirements

• The project has been taken to achieve a specific profit (greater than or equals to
$11 Million)
• The project has also been taken to improve the marketplace of the organization.

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 Stakeholders Requirements

The customers/end users defined the following requirements:

• There should be a large green landscape area.
• A shopping mall should comprise all the residents’ needs such as market,
stationary, and pharmacy.
• There should be enough sports centers and courts.
• Kids’ area should be available.

Project Requirements

• The required permits should be obtained from relevant authorities before starting
construction works.
• A time-buffer should be considered between the delivery of materials and starting
installation to allow proper testing and recording of all materials.

Figure 13 : Portion of Requirements Documentation

3.12 Requirements traceability matrix

has been developed to track requirements and ensure their alignment
with the project objectives. Figure 14 shows the developed
requirements traceability matrix.

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 Figure 13 : Portion of Requirements Traceability Matrix

Requirement Business Project

ID Design Development
Description Goals Objectives

Stakeholder
Large green satisfaction More profit
REQ Will be
landscape leading to the as marketing Considered
001 considered
area. better will be easier
marketplace

Shopping mall Stakeholder

is comprising satisfaction More profit
REQ Will be
all the leading to the as marketing Considered
002 considered
residents’ better will be easier
needs. marketplace

Stakeholder
satisfaction More profit
REQ Sports centers Will be Will be
leading to the as marketing
003 and courts. considered considered
better will be easier
marketplace

Stakeholder
satisfaction More profit
REQ Will be Will be
Kids’ area. leading to the as marketing
004 considered considered
better will be easier
marketplace

Complete
REQ Obtaining project on
Considered Considered
005 building permit time and
within budget

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 3.13 After determining the requirements, the scope has been defined
in detail; the define scope process produces the project scope
statement which includes a detailed description of the scope of work,
this could include the detailed design drawings and the
corresponding bill of quantities (BOQ); Figure 14 shows a portion of
project scope statement.

Project Description
The project the development of residential compound project by TPE organization. The project
comprises 120 villas and the related infrastructure networks and landscape. The electromechanical
systems should be executed by a nominated subcontractor MEV. More details are presented in design
drawings (Appendix 4), and Bill of Quantities (Appendix B).

Consecrations
• October, 31% 2016: Completing phase 1 of the project (50 villas) with related networks and
services.
• February, 28" 2018: Completing phase 2 (70 villas) with related networks and services. Limited
budget of $120 Million.

Project Deliveries
• $120 high luxury villas (turnkey). Landscape comprising external pools. Services and amenities
including shopping mall, GYM, tennis courts, and football court.

Project Exclusion
• $120 high luxury villas (turnkey). Landscape comprising external pools. Services and amenities
including shopping mall, GYM, tennis courts, and football court.

Figure 14 : Project Scope Statement

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 3.14 After the scope has been defined; the Work Breakdown Structure
(WBS) has been created. The created WBS is shown in Figure 15
which shows the representation of the created WBS in the scheduling
tool for further decomposition.

Figure 15 : WBS Representation in Scheduling Tool

3.15 After creating the WBS, the next step is defining the project
activities. Each work package of the created WBS has been
decomposed into activities which represent the required efforts and
actions to complete this work package; this produces a complete
activity list. Figure 17 shows a portion of the defined activity list in a
scheduling tool/software.

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 Figure 17 : Portion of Defined Activity List

3.16 The defined activities

are then linked together with logical relationships in order to
sequence activities and create the schedule network diagram. Figure
18 shows an example linking and sequencing activities.

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 Figure 18 : Sequencing Activities

3.17 Resources are then estimated

by defining the type, and amount of the resources need to complete
each activity; this is usually performed considering the physical
quantity produced by this activity; for example, 1 hour of mason’s
effort produces 1.4 square meters of masonry works, thus, if the
physical quantity of a masonry works activity is 14 square meters,
then the required man-hours (effort) to perform this activity equals
to 10 hours of masons’ work. Figure 19 shows an example of
resource requirements assigned to activities.

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 Figure 19: Sequencing Activities

3.18 Based on the estimated resource requirements and resources

availability; durations of activities are estimated; for example, if
masonry works activity requires 40 hours of mason work, and only
one Mason is available with eight working hours per day, then the
activity duration equals 40 divided by 8 equals five working days.
Figure 20 shows a portion of estimated durations assigned to
activities.

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 Figure 20 : Assigning Durations to Activities

3.19 Based on the developed activity list, the sequencing of activities,

assigned resources and assigned durations, the project schedule has
been developed considering the required project dates and
constraints. A portion of the developed schedule is shown in Figure
21

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 Figure 21 : Developed Project Schedule

3.20 Concurrently, project costs have been estimated considering

bottom-up estimating by breaking each item into more detailed
components and requirements to obtain accurate estimates. Figure
22 shows a portion of the cost estimation.

Figure 22 : Estimating Costs

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 3.21 After estimating costs and developing the project schedule, the
estimated costs are assigned to their corresponding activities in the
project schedule in order to obtain a time-phased budget; the output
of this process is the cost baseline, which could be represented by S-
curve as shown in Figure 23.

Figure 23 : Cost Baseline

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 3.22 Risk management processes
are then performed; risks are identified by involving several
stakeholders in order to produce a risk register, this has been done
via interviews, and brainstorming considering the available and
extensive experience of the involved stakeholders; each identified risk
has been prioritized through qualitative risk analysis process
considering the probability of occurrence and the impact; the results
identified priority group of risks where responses and actions should
be focused on. Figure 24 shows the risk register after being updated
with the qualitative risk analysis process.

Figure 24 : Risk Register after Qualitative Risk Analysis

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 3.22.1 Quantitative risk analysis is then performed to evaluate the
combined effect of individual risks and the overall risks on the
project objectives; probability distributions have been defined to
represent the impact of risks; for example, the risk “Delay in
obtaining required permits from related authorities” could follow
triangular distribution to represent its expected duration as follows:
8 days (optimistic), 13 days (most likely), and 16 days (pessimistic).

Other risks are represented considering the same concept in a

simulation tool/software that utilizes Monte Carlo simulation to
perform its function; the results show the project finish date plotted
against the corresponding level of confidence as shown in Figure 25;
while Figure 26 shows sorting of project risks (Tornado diagram /
Sensitivity analysis) considering their influence on the project
objective being studied (time).

Figure 25 : Project Finish Date and Confidence Levels

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 Figure 26 : Portion of Tornado Diagram / Sensitivity Analysis

After finalizing the risk analysis process, risk responses

have been defined as shown in Figure 27.

Figure 27 : Risk Register after Plan Risk Responses

“ The results of risk management planning processes are used to update /

re-planning the project management plan and baselines to consider the risk
effect on the project objectives and to incorporate the corresponding actions
in order to control the risks and prevent/mitigate their effect on the project
objectives. “

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 4. Project Executing

It is worth to mention that the project management processes of executing process

group are performed without considering a specific order.
Concurrently, while the planning process is being performed, the project team has been
started to be formed and acquired progressively via acquiring resources process.
The project manager applied and considered the following techniques while acquiring
resources :

• Negotiation: the project manager has negotiated with the functional

manager and other project managers in the same organizations for
specific team members; the project manager has applied his
interpersonal skills to acquire these members as he believes that they
could contribute to the success of the project.

• Pre-assignment: there is one nominated subcontractor (MEV) for the

electromechanical system. The project manager has applied conduct
procurement process to consider this pre-assignment, and he has built
an agreement between TPE Organization and MEV Company as shown
in Figure 28.

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 Figure 28: Portion of Agreement between TPE and MEV

Date of Contract

March 15th, 2015

Contract Parties

 TPE Organization represented by Engineer Sameh Ahmed (Buyer).

 MEV Company represented by Mr. Mazen Ibrahim (Subcontractor).

Contract Background

TPE organization is in the process of developing the residential compound project.

Thus, TPE has entered into this contract with MEV company to complete the works of
electromechanical systems as per the contract documents.

Contract Price

$22 Million

Contract Duration

30 Months starting from the agreement date

Order of precedence

1. Contract Agreement.
2. Contract Particular Conditions.
3. Contract General Conditions.
4. Design Drawings.
5. Bill of Quantities.
6. Specifications.

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 Direct and Manage project work process is achieved continuously throughout the project,
and it is considered the umbrella for all the executing processes. The project manager in
this project has performed the following:
• Leading the execution of the construction work at the site by directing and managing
the responsible team members to deliver the required materials and assign the
needed resources to several work disciplines, such as concrete work, finishing work,
etc.
• Managing the nominated subcontractor by coordinating the civil works and the
electromechanical system works to minimize clashes and conflicts and save time.
• Producing deliverables which are consistent with the project management plan; these
deliverables include completed villas, completed phase, completed networks, etc.
• Implementing all the approved change requests.
• Collecting work performance data, which shows the progress percentage and the
actual dates of activities, as shown in Figure 28.

Figure 29: Work Performance Data

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 4.2 Implementing risk responses
that have been planned is also performed while directing and
managing project work. From these responses, one unconditional
response which is “providing two electrical generators to be
utilized during construction if a power failure occurred.”

Quality has been managed via manage quality process by ensuring that all the work
performed is executed as per specific procedures, standards, and guidelines; for example,
before delivering and pouring concrete, the project manager ensures that the following
processes have been defined and considered:
• Standards and specifications for concrete mix design have been defined;
• The concrete batch plant is complied with standards and specifications;
• Concrete has been checked via slump test before pouring; and
• Workforce experienced with concrete pouring are available.
Manage project knowledge has been achieved by the project manager by reviewing the
lessons learned of previous similar projects; the main item that has been considered is
the importance of continuously involve stakeholders throughout the project phases to
increase the chance of final acceptance and for achieving stakeholders satisfaction, and
thus, achieve project objectives.
Manage stakeholder engagement has been performed as follows:

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 4.3 At the start of construction works, and throughout performing
the excavation and the concrete works have resulted in noise and
traffic issues nearby the site; at this stage, the project manager
focused on meeting with the surrounding residents to discuss that
the project adds value to the whole district. He also conducted
many friendly events with these residents to maintain effective
relationship with them and decrease their resistance to the
project.

4.4 Throughout the construction works, the project manager

focused on involving the customers/end users to know their
preferences regarding the decoration, final finishes, and fixtures;
this was achieved by providing a prototype which comprises
several options which are within the project budget; several end
users showed their preferences which helped the project manager
to produce deliverables that achieve customer satisfaction.

4.5 The project manager has involved the project sponsor in

decisions related to project budget when the contingency reserve
has been inadequate. The sponsor had the authority to apply
management reserves.

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 4.6 It is important to mention that the main important factor in achieving a
successful stakeholder engagement is the application of effective
communication management via manage communication process as follows

• Interactive communication has been considered between the project

manager and the residents nearby the site; this method created an effective
relationship between the project manager and those residents and changed
them from resistant stakeholders to neutral and supportive stakeholders.
• Push communication method has been applied to distribute project reports,
and memos as per defined in the communication management plan.
• Formal written communication has been considered in the contractual
issues when dealing with the nominated subcontractors; this type of
communication helped to preserve the rights of all parts.

4.7 Throughout the project, manage team process has been applied effectively
by the project manager; a major conflict has occurred between the technical
office manager and the construction manager regarding a connection detail that
was ambiguous in the shop drawings, the construction manager claimed that
this details should have been more clear while the technical office manager
stated that the current level of detail is enough for experienced construction
manager to deduce any minor missing details; the project manager applied
collaborative/problem solving technique by conducting a separate meeting with
each of the conflict parties and emphasising the importance and the value of
each of them in the project; he conducted them a meeting including both parties
and stated that they are all one team and he proposed a procedure for
clarifying such ambiguous issues in the future so that no conflicts will occur;
both parties were very satisfied with the project manager action.

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 3.8 In addition to managing the team, the project manager has applied
develop team process by defining a monthly team building event, which
sometimes was hanging out with the team, traveling to a resort, etc. This
activities improved the cohesion between team members and results in
increased productivity. Team performance has also been evaluated and
assessed producing team performance assessments (example shown in
Figure 30 that have been utilized in determining rewards, required
training and improvement, etc.

Very Very
Item Low Medium High
Low High

The team is focused on results 

The team is optimistic most of


time

Conflicts are solved internally 

Different points of view are


valued

Figure 30: Team Performance Assessment

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 5. Project Monitoring and Controlling
Monitoring and controlling processes are carried throughout the project; they are not
performed in series with executing processes, but they are performed in parallel with all
project management processes.

5.1 Control scope

has been effectively performed by the project manager by ensuring that
the work carried out is only the work defined in the scope; he did not
consider for application a verbal proposal by the technical office manager
to increase the grade of the granite in some facades as he considered this
gold plating that is not matching with the project defined scope.

5.2 The project manager

has controlled schedule by utilizing the work performance data produced
via executing processes and analyzing this data to produce work
performance information. The work performance data used in controlling
schedule includes actual start dates of activities, actual finish dates of
activities, the percentage of completion of activities, and remaining
durations of activities. This information has been analyzed to produce
work performance information such as Schedule Performance Index (SPI)
and Schedule Variance (SV). The project finish date on the updated
schedule represented the forecasted finish date; this date has been
checked continuously to maintain the project schedule and protect it from
slippage.

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 5.3 Costs
have been controlled by applying earned value management (EVM). The
collected work performance data mainly included incurred actual costs.
This information has been analyzed by allocating this costs to their
corresponding control accounts and comparing actual costs to earned
values by using Cost Performance Index (CPI) and Cost Variance (CV).
The forecasted cost at the end of the project (estimate at completion
EAC) has been also evaluated continuously to ensure that the project
will be completed within the defined budget.

Monitoring and controlling project works has involved representing

the work performance information through work performance
reports as shown in Figure 31.

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 Phase Zone Planned Earned Actual SPI CPI
value Value cost

Phase 1 1 123,520 126,350 120,415 1.02 1.05

2 118,426 119,423 118,965 1.01 1.00

3 95,269 93,413 96,532 0.98 0.97

4 18,650 25,269 26,610 1.09 0.95

Phase 2 5 16,123 18,650 19,120 0.92 0.98

6 14,625 16,123 12,553 0.87 1.28

7 14,625 12,111 0.81 12.21

Whole project 427,879 413.853 406,306 0.97 1.02

Figure 31: Work Performance Report Example

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 5.5 Resources have been controlled in the project by ensuring the
availability of the needed resource to carry out the planned work.
The actual number, amounts, or time units of project resources have
been documented and compared to the planned number, amounts, or
time units at the same time point to identify if any gaps existed and
to proceed through recovery actions. Figure 32 shows the actual
number of excavators at site compared to the planned number of
excavators at the same time, which indicates that more excavators
should be acquired to follow the plan effectively.

Figure 32 : Actual versus Planned Excavators

5.6 Risks have been monitored to check their validity and the adequacy of contingency
reserves, and to identify any new risks that could impact the project. The project
manager continuously ensured that the risk management processes had been done as
defined in the risk management plan. A new major risk has been identified during
performing the construction works, which is “the main supplier responsible for

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 5.7 delivering the porcelain tiles is facing financial problems that may prevent
him from providing the required amount of porcelain on the required time”;
the analysis showed that this risk is a high priority risk and response action
has been defined as follows “obtain other quotations from other suppliers to
be ready for instant delivery if the main supplier fails to fulfil the
requirements”, the defined response action has been implemented effectively.

5.8 Stakeholders engagement has been monitored throughout the project by

the project manager by ensuring that they are involved in the required times
and phases as defined in the stakeholder engagement plan; also
communications has been controlled by ensuring that all reports are
delivered at the required intervals as defined in the communication
management plan; and that the communication methods are applied
effectively as planned (interactive communication/meetings with sponsor,
formal written communication with subcontractor, etc.).

5.9 One of the challenges that faced the project manager was dealing with
changes and performing integrated change control; by involving the
customers/end user throughout the project, a new requirement has evolved,
where many customers are preferring to have an indoor basketball court
while keeping only one open tennis court instead of having two tennis courts.
The project manager has raised a change request to the change control board
(CCB) which contains the project sponsor and other subject matter experts;
the CCB evaluated the impact of the change request and approved it. The
approved change has been updated in the change log and communicated to the
project team for updating project plans and baselines, and to be considered
for implementation. Figure 33 shows a portion of the submitted change
request.

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 Change Request Main Information

Subject: Adding one basketball court and omitting one tennis court.
Date: October 15th, 2015.
Requester: Sameh Ahmed.
Requester Role: Project Manager.

Change Request Description

By involving the customers/end users, it was observed that most of them prefer to
have one basketball court while keeping one tennis court instead of having two tennis
courts. Complying with their expectations and requirements is essential for achieving
the marketing objectives.

Impact on Project

• There will be no impact on the project schedule finish date as the activities related
to implement the change request are not critical activities (analysis attached in
Appendix A).
• There will be an extra cost of $60,000 (analysis attached in Appendix B).

Change Control Board Decision

Approved

Required Updates

• Change log.
• Project management plan.

Communicate to

• Project manager (will distribute to all responsible parties).

• Customers/end users.

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 5.9 To increase the chance of final project acceptance, validate scope
has been applied by the project manager to obtain formal acceptance
for project deliverables; the project manager has been obtaining
formal acceptance for each zone/subzone in each project phase to
facilitate obtaining the final acceptance at the end of each phase. The
formal acceptance obtained via validate scope has been used then in
the project closing process.

5. Project Closing

The project manager performed close project or phase process twice; once after
completing phase 1, and the other after finalizing phase 2 and all remaining works. The
project manager has performed the following tasks:
• Ensured that the lessons learned are collected and archived to be used in future
projects.
• Ensured that all issues have been resolved.
• All payments and issues related to the nominated subcontractor MEV have been
finalized and settled and no open claims.
• Completed and ensured the transition of the final product (the villas in addition to
related landscape and networks) to the organization and the customers.
• The prepared final report that presents the project objectives and how they have
been met.
• Released the project resources.

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 6.1 The project manager
performed close project or phase process twice; once after completing
phase 1, and the other after finalizing phase 2 and all remaining works.
The project manager has performed the following tasks:
Ensured that the lessons learned are collected and archived to be used
in future projects.
Ensured that all issues have been resolved.
All payments and issues related to the nominated subcontractor MEV
have been finalized and settled and no open claims.
Completed and ensured the transition of the final product (the villas in
addition to related landscape and networks) to the organization and the
customers.
The prepared final report that presents the project objectives and how
they have been met.
Released the project resources.
Figure 34 shows a portion of the developed final report.

45 Dr. Ahmed Al Senosy | www.linkedin.com/in/alsenosy

 Project Objectives Performance

• Objective 1: Achieve the required profit, which equals to or greater than $11 Million.
• Performance: This objective has been achieved.
• Objective 2: Improve the marketplace of TPE organization to be the leading
organization in this field.
• Performance: The marketplace of TPE organization has been improved, but still it
is not the sole leading organization in the field; more projects are required to
achieve this strategic objective.

Milestones Performance

Phase 1 has been completed before the required date; while phase 2 has been
completed exactly on the required time.

Lessons Learned

• Customers/end users should be involved extensively to achieve their satisfaction

with the final product.
• It is important to track to minimize the interval for tracking and monitoring the
subcontractors to avoid and reduce delays and conflicts.
• Some standard productivity rates defined in the organizational process assets are
not reliable and should be updated with the actual rates attached in the report
appendix.
Figure 34 : Portion of the Final Report

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 DR .. AHMED
DR AHMED EL
EL SENOSY
SENOSY
[email protected] alsenosy

0114643772-126 / 00966563444456

Dr. Ahmed Al Senosy | www.linkedin.com/in/alsenosy