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GULF PROJECTMAGAZINEAdvancing the project management profession in the Gulf Region

www.pmi-agc.com

King AbdullahFinancial DistrictFinancially green in Riyadh

ESTABLISHING EXCELLENCE

FOSTERING PMI-AGC STANDARDS

ACROSS THE REGION

January 2013

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The Gulf Project Magazine is a professional

magazine published quarterly by the

Project Management Institute - Arabian

Gulf Chapter (PMI-AGC). It is circulated

to all PMI-AGC members and about 7000

copies of the magazine are distributed

throughout the Gulf region.

PMI-AGC is a non-profit professional

organisation set up to promote project

management in the Gulf region by:

fostering professionalism in the

management of projects; advancing the

quality and reach of project management;

stimulating project management

application to the benefit of the industries,

organisations and the public communities

we serve.

Advertisements

We encourage organisations to advertise in

this widely-read publication and leverage

its widespread distribution at a low cost to

gain exposure, increase the reach for their

products and services and open new doors

of opportunity.

Advertising rates

Inside full page SR6,000

Inside half page SR4,000

Inside quarter page SR2,500

Back cover SR15,000

Inside back cover SR10,000

Editorial & Advertising contact

Email: [email protected]

Phone: +973 17 29 9199

www.pmi-agc.com

Advancing the Project ManagementProfession in the Gulf Region

PROJECT REPORT

King Abdullah FinancialDistrictgrowing greener

18

INTERNATIONAL

FEATURE

From Green to BlackTying sustainability in to

organizational strategy

42MEMBER SUBMISSION

In All Walks of LifeProject Management is

everywhere

28

CONTENTS

ContentsPRESIDENTS MESSAGE 2

EDITOR-IN-CHIEFS MESSAGE 3

NEWS 5-16

PROJECT REPORT 18-27

King Abdullah FinancialDistrict (KAFD)

A cleaner, greener financial district

grows in Riyadh

MEMBER SUBMISSION 28-31

In All Walks of LifeProject management is everywhere - taking

it to the schools

Add Value to your Project 32-33

Adding Value to our 34-35Communities

Taking project management concepts further

The Seven Rs of Value 36-41Engineering Proposals

An attempt to leverage historical value

engineering proposals

INTERNATIONAL FEATURE 42-49

From Green to BlackTying sustainability in to organizational strategy

Effectively Handling 50-53Project Issues, Risks and Actions

Using Social Media - 54-57a Strategic Tool for ProjectLessons Learned

FEATURE STORY

A New Approach for 58-59PMI-AGCs Talent ManagementInitiative

Newly Elected PMI-AGC 60-61Board Takes the Reins

PMI-AGC PEOPLE 62-63

Project Management InstituteArabian Gulf Chapter

2012-2015 Board of Officers

Making project management indispensible for business results.

President - Bahrain RegionAbdul Majeed Al- [email protected]

President - PMI-AGCHashim M. [email protected]

President - Oman RegionMohamed [email protected]

SVP - Membership, Marketing & PRToufic [email protected]

SVP - Volunteer ManagementAbdullah Al [email protected]

President - Kuwait RegionWael H. [email protected]

President - Saudi Arabia RegionNabilah M. [email protected]

President - Qatar RegionDr. Khalid Kamal [email protected]

SVP - Admin & GovernanceAbul Nahid Kamal, MBA, [email protected]

SVP - Professional Development & Education

Ibrahim L. [email protected]

GULF PROJECTMAGAZINE 1

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Firstly, I would like to wish all our

Project Management Professionals

& Members a happy new year. We

leave yet another successful

year behind and look forward to the new

challenging and hopefully prosperous one.

With the rst issue of the year 2013, we

continue to do our best to provide you with

extensive resources & articles to enhance

your project management skills and to keep

you abreast with the local news in the eld.

In this issue, The Gulf Project report

focuses on the King Abdullah Financial

District in Riyadh as it is the rst Middle East

nancial district to match the major global

standards of nancial centers, in terms of

scale, regulation and technology. The issue

also contains numerous submissions from

our PMI-AGC members that continue to

share their knowledge and expertise.

I would like to thank everyone who

contributed to the Gulf Project magazine by

submitting their content. I continue to stress

the importance of our PMI Members to share

and promote their Project Management

expertise to the gulf community. If youre

interested in contributing to the magazine,

kindly forward your articles to Magazine@

pmiagc.bh

The publishing management will

change starting from the next issue as we

try to further enhance the communitys

experience by shifting the responsibility to

another Region. We would like to thank the

publisher for the excellent work that they

have done and we dont hesitate to seek

their assistance in similar matters in the

future.

Enjoy the Issue.

New yearNew goals

Editor in Chiefs Message

MESSAGE

ABDUL MAJEED A L GASSABPRESIDENT, PMI-AGC BAHRAINEDITOR-IN-CHIEF

Emad NaeemiAssistant editorEmail: [email protected]

Dear Members and readers:

Icongratulate all the volunteers and

region leaders who actively participate

in bringing a quality professional

magazine to our members.

Due to active members participation

and a transparent process it is my pleasure

to announce the new roles and faces of

PMI-AGC ofcers. In line with the role

delineation study, PMI AGC Board added

two new board positions earlier this

year. The intent is to champion and add

accountability to key strategic areas that was

lacking our focus. The two new positions

are SVP of Membership, Marketing &

Public Relation; and SVP of Volunteer

Management. In addition, to supporting

growth - especially in Jeddah and Riyadh

- we have elected a new President of Saudi

Arabia, namely Ms. Nabila Al-Tounsi. Due

to the largest membership population in

KSA, PMI-AGC is gearing up to support its

members at Eastern, Central and Western

regions. Key positions are being appointed

by t he leadership in KSA to t ranslate our

strategy to action in KSA. The new blood

and dynamic energy at PMI-AGC is sure to

elevate our commitment and value to our

members.

Although not part of AGC Board , the

recent appointment of AGC Liaison to PMI

Education Foundation (PMIEF) is a key

milestone for our Chapter. PMI-AGC being

the largest donor of PMIEF funds, it was vital

that we have direct liaison and representation

in order to manage the program and work

closely with PMI to bring its benets to the

doorsteps of our members in all regions. In

the same spirit, PMI-AGC is investing in

Outreach Programs and MOUs to reach out

to Universities, non-prot organizations, and

municipalities to spread the knowledge and

tools of Project Management.

This year we are giving even more

autonomy to each region to provide

exibility and to allow customized

services to t the members needs at a

local level. The chapter is also seeking in-

depth collaboration with PMI Region 12

members (KSA, Jordan, Lebanon, etc.) to

share best practices. PMI-AGCs leadership

met the with key region 12, and PMI

headquarter, leaders in Dubai on Sept. 22,

2012 to facilitate better cooperation and

service. The AGC board has formulated

a two year plan going forward. In short,

the 2 year program will focus on the AGCs

14th Conference, Sharing of Best Practices

among the region (Portal, websites, etc.),

Sponsorship growth and Marketing.

Building on precious gains by other

President, we believe the new Board and

active volunteers will continue to deliver

highest returns compared to what is

provided by other professional chapters in

middle-east.

Best regards,

Hashim

HASHIM AL RIFAAIPRESIDENT, PMI-AGC

Presidents Message

JANUARY 2013 GULF PROJECTMAGAZINE 32

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NEWS

Guessing games and toothpick

towers, successes and hilarious

failures, PMI-AGC Bahrains highly

informative presentation - Raising

Project Management Awareness, held

on 11th July 2012, was, as one of the

120 young participants said, It was an

amusing, entertaining and wonderfully

interactive experience.

For the third year in a row,

the Project Management Institute

- Arabian Gulf Chapter (Bahrain

Ofce) - delivered this presentation

introducing the importance of Project

Management to the youth of Bahrain.

The presentation is one of many

conducted as part of the organisations

mandate to increase awareness of

project management in general.

The Director of Presentations and

Community Relations at PMI-AGC

and Manager of PMO in Tamkeen, Ms.

Nada Khonji, along with Mr. Khalid Al

Marzouqi, PMO Specialist at Tamkeen

delivered the highly interactive session.

They included several educational

games and created an unforgettable

experience while delivering the serious

basics of Project Management skills.

The 4 hour-session was attended

by more than 120 youth and covered a

wide range of topics starting from the

denition of a project, the difference

between projects and operations,

concepts of project management, roles

and responsibilities of the project

managers, and the projects life cycle

and processes. It also introduced the

students to the Project Management

Institute (PMI) and the Arabian Gulf

Chapter (PMI-AGC) highlighting its

objectives, benets of memberships

and the accredited Project Management

related certications.

The participants interacted with

each other and participated with

enthusiasm and energy during the

session. They also showed a marked

interest in learning more about the

world of Project Management.

BAHRAIN

Raising Project Management Awarenessat Youth City 2012

GPMNews

Become amember online!

Applying to become a PMI-AGC member is easier than ever with our online application process.

Follow these simple steps:1.

Log in to http://www.pmi.org/Membership.aspx

2.Click on Join/Renew

3.Choose the PMI Membership USD$129 to join

4.This should take you to this website:

http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00100147500

5.Before clicking on Add to Cart, click on Chapter. Then choose country under your PMI-AGC, listed as

Qatar, Saudi Arabia, Kuwait, Oman, Bahrain and Yemen. For example, if you choose Qatar, the contactand chapter charges, US$20 per year, will be listed

6.Click on Join

7.Click to Add to Cart

8.You will now have both in the cart as separate icons: PMI Joining Fees and AGC Joining Fees (US$129

and US$20 respectively, US$149 total9.

Click on Checkout

10.Please complete the application by creating an account, and follow instructions, then pay by credit

card

Welcome to PMI-AGC dear member,and please do not hesitate to contact PMI-AGC for any queries that you may have.


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A win-win exchange between PMI-AGCKuwait & WJO

KUWAIT

PMI AGC Kuwait was invited by Wafra Joint Operation

General Manager Mr. Shabeeb Al-Ajmi to present its

services to the WJO projects group. The move was part of

a programme to improve on WJO organizational project

management and enrich the knowledge of its staff as well as

their performance.

PMI AGC Kuwait President Mr. Wael Al-Jasem along

with PMI AGC Kuwait V P Policy & Governance Dr. Lina

Abu Dhier took this opportunity to high light t he ser vices

and benets that PMI provides to its members and howorganizations/entities can benet from them.

Mr. Al-Jasem explained that through the PMI

membership, members have access to the latest project

management international standards as well as the PMI

library and bookstore, which contain a wealth of information

on projects tools and techniques, case studies, etc. He

explained that what might be of interest to WJO are the PMI

Communities of Practice where members can network with

project practitioners from all over the world exchanging

knowledge, lessons learnt and have the opportunity to

discuss common or unique issues.

In addition WJO staff, who are members, can benet

from PMI membership through the following:

1. Encouraging project management certication for

members working on projects:

a. Certied Associates in Project Management (CAPM)

b. Project Management Professionals (PMP)

c. Program Management Professionals (PgMP)

d. PMI Risk Management Professional (PMI-RMPSM)

e. PMI Scheduling Professional (PMI-SPSM)

2. Participation in PMI Communities of Practice (research

best practices, lessons learnt, and article submissions):

a. Consulting

b. Organizational Project Management

c. Project Human Resource Management

d. Project Risk Management

e. Project Quality Management

3. Targeting one of the under-mentioned PMI project

awards (project managers and teams should comply wit h

the awards criteria to improve on their project delivery):

a. Awards to Honor Project Professionals

PMI Eric Jenett Project Management Excellence Award

PMI Linn Stuckenbruck Person of the Year Award

b. Awards to Honor Organizations for Successful Projects

PMI Distinguished Project Award

PMI Project of the Year Award

c. Awards to Honor Project Management Researchers

and Educators

Project Management Journal Paper of the Year Award

4. By raising the prole of WJO Leadership who work

on strategic projects, as membership with PMI will

demonstrate commitment to project excellence. (PMI

AGC annual individual membership is a mere USD $140).

For more details, the following PMI websites may be accessed:

www.pmi.org, www.pmi-agc.com or www.pmiagckw.org

The WJO Project team will have the ultimate opportunit y

to enrich their project management knowledge and have

access to the latest project tools and practices. In addition

to the services mentioned, it is well to note that PMI offers

seminars and conferences throughout the world, year round.

As a token of our appreciation, PMI AGC Kuwait

presented the following PMI Standards to Mr. Saad Al-Marie

Manager Projects & Facilities Engineering at WJO:

1. A Guide to the Project Management Body of Knowledge

2. The Standard for Program Management

3. Organizational Project Management Maturity Model (OPM3)

4. The Standard for Portfolio Management

At the end of the presentation, Mr. S. Al-Ajmi along

with his projects team thanked the PMI v isitors for t heir

time and effort in sharing their services with WJO. In turn,

the PMI visiting team thanked WJO management for their

interest and hospitality.

NEWS

PMI-AGC Saudi Arabia: Why Science?

GPMNews

SAUDI ARABIA

From the 24-28th June, 2012, the

Diplomat Radisson Blu Hotel was

buzzing with delegates who attended

an intensive training programme

to prepare for the Project Risk

Management Professional (RMP)

Certication Exam held by PMI-AGC

Bahrain.

The objectives of the seminar

were to learn how to minimize therisks of not achieving the objectives

of a project, minimizing the risks for

stakeholders who have an interest in it

(the project), as well as identifying and

taking advantage of opportunities that

may present themselves during that

time-frame.

During the course of the ve

days participants learnt, among other

critical factors, the importance of

project risk management within the

project life cycle, how to understand

what is considered project risk

management best practice, how to

develop a Risk Management Plan,

Undertake Project Risk Analyses - both

Qualitative and Quantitative, Develop

a Project Risk Plan, and Monitor and

Control Project Risk.

This intense and in-depth

curriculum helped the delegates to be

thoroughly prepared for the PMI-RMP

Exam, which they need to take in order

to become certied as PMI Project RiskManagement Professionals. They were

able to master the basic Knowledge

of Project Risk Management by

learning the overall terms, principles,

methodology and concepts through a

hands-on application of Project Risk

Management methods and learnt how

they work in real-life projects.

In addition to the training

materials, each participant also

received a Certicate of Completion, a

valuable textbook on risk management

- Tricks of the Trade by Rita Mulcahy

and a Complete Training Manual.

The Instructor for the Seminar

was Osama Bakir who has more than

25 years of experience in projectmanagement with companies such as

Claymore Inc. Consulting, Toronto,

Canada, PROJACS Middle East,

Riyadh, Saudi Arabia, AT&T and Lucent

Technologies, VA, USA, and Oman

Telecom, Muscat, Sultanate of Oman.

Eng. Mr. Bakir is the President and

the CEO of the PMCTQuest; Canadian

Project Management Consulting and

Training Company, and he offers

project management consulting and

training services in Canada, USA and

almost all the Arabian Gulf Countries

in various capacities.

In this day and age when science is such

an obvious part of our everyday lives,

PMI-AGC Western Chapter, Saudi Arabia

threw out the question to the public.

And the almost 300 participants who

attended, from practically every industry

and nationality in the Kingdom, was

evidence that this question is still a hot

topic. In fact both the subject and the main

speaker of the event, Dr. Essam Sharaf

- currently the Professor of Highway

Engineering, Cairo University and both

a former Prime Minister of Egypt (2011)

and Minister of transport (2004 2005)

proved to be an immense draw.

So, on 29th April, 2012 at the

Radisson Blu Hotel in Jeddah was

bustling with participants and dignitaries

such as the Egyptian Consul General in

Jeddah, Ambassador Ali Al-Asheri. Once

in full swing Dr. Essam Sharaf addressed

several topics that related to Science and

its relation to different concepts and

activities, including: Science and culture,

development and competitiveness,

scientic research and technology,

research and modern transportation, and

NGOs.

The subject drew much interest and

at the end of the event, Ambassador Ali

Al-Asheri along with Mr.Hazim Abdul

Wahid, VP of PMI-AGC Western Region,

presented Dr Sharaf with an honorary

shield to thank him for putting together

this interesting and thought-provoking

presentation.

5-day seminar for exam preparationheld by PMI-AGC Bahrain

BAHRAIN


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Kuwait, May 1st 2012, The Project

Management Institute - Arabian Gulf

Chapter (PMI-AGC) Kuwait along with

the Community of Project Management

(CoPM) and Kuwait Information

Technology Society (KITS) conducted a

technical presentation on Maximizing

PMI Benets.

The informative presentation

was conducted by Mr. Wael Al-Jasem,

President PMI-AGC Kuwait Region

and was held at KITS Rawda, Kuwait.Mr. Al-Jasem, highlighted the many

benets of membership, all designed to

support an individuals career growth

and professional success.

In addition to the supportive

PMI-AGC community he pointed out

certain benets available exclusively to

members. These included resources on

PMI.org such as, the digital edition of A

Guide to the Project Management Body

of Knowledge (PMBOK). As members,

he said, you can download this on your

computer as part of your membership

benets. The book presents a set of

standard terminology and guidelines

for project management and has been

recognised by the American National

Standards Institute. On Amazon, the

book represents a value of $33. Mr. Al-

Jasem also highlighted other valuable

resources such as online access to

business and other project management

books and articles, access to a library

of web-inars that showcase project

management trends and best practices.

In addition, he told attendees that

PMI members receive PM Network,

a monthly publication that keeps

members informed of the latest trends

and news in project management.

More than the academic resources,

the presentation emphasised that

through the chapter members are able

to share knowledge, network with other

professionals through communities

of practice and receive help in getting

certied. Members were urged to take

part in PMIAGC Kuwaits activities

and publications all of which presented

volunteers with opportunities to

contribute to the community and acquire

valuable experience, recognition, as

well as satisfaction. He also indicated

that certied professionals (e.g.

PMP) could earn some Professional

Development Units (PDUs) to maintain

their credentials. The presentation was

followed by a question-and-answer

session through which the attendees

learnt more about how to make the most

of their membership and participation

with the chapter.

The event, which was well-

attended by members from PMIAGC,

KITS and COPM, was concluded by Mr.

Al Jasem thanking Mr. Abdullateef Al-

Abdulrazzaq, Chairman of KITS, for

their cooperation and collaboration and

by presenting Mr Abdulrazzaq with a

memento to display PMIAGC Kuwaits

appreciation. He also mentioned that

the chapter works closely with other

professional bodies for the benet of

its members and project management

community as a whole.

Making the most of your PMI membershipKUWAITOMAN

Breaking new groundThe Project Management Institute Arabian Gulf Chapter

Oman Region, organized the rst event of its kind in Oman

and at no less a prestigious institute than Bank Muscat. The

topic covered the importance in managing projects and

holding Project Management Professional (PMP) Certicates

in particular. It was presented on Tuesday, 10 July 2012 by

two key volunteer members of the PMI-AGC GROUP, Oman

Branch, Mohammed Al-Ghanboosi, President of the Oman

Branch and Saleem Rifai, IT expert and volunteer at PMI

Oman region.

Mohammed Al-Ghanboosi introduced the two-part

presentation by rst expressing his appreciation and thanksto the management of Bank Muscat for hosting this event,

and then by welcoming the attendees who represented

various public and private sector and other organisations

with interests in knowing and improving their knowledge

of Project Management and its related activities. After the

introductory preliminaries, Mr. Mohammed AL-Ghanboosi

gave an overview of the Project Management Institute

and explained the importance that Project Management,

as a discipline, is gaining especially under the current

transformation and the various crises that are impacting

the global economy. These, he explained, further established

the need for effectiveness and competencies in project

management, especially those that impact on large sectors

in critical areas. Mohammed also pointed out that due to

the high demand for experts, today, getting them to come to

the region is becoming ever more competitive. And because

of this there is no option for project managers already here

but to reinforce their ski lls through obtaining international

professional practitioner certicates that are approved and

recognized globally.

The second part of the presentation was delivered by

Saleem Rifai who gave an overview of the history and the

importance of the Project Management Professional (PMP)

Certicate and how today, It has became one of the most

recognised International Certicates in the professional

markets. He also demonstrated how project management is

needed across all elds including Information Technology,

Construction, Banking and other sectors that require that

their projects should be managed and work professionally.

After that Saleem presented the steps needed to be

taken to obtain the PMP Certicate. He also stressed the

importance and means of maintaining the certicate as per

requirements, through continual training, actual practice

and volunteering.

NEWS

GPMNews


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PMI AGC Oman Tuned for IT ProjectsOMAN

Because IT projects are more specialised

and technically inclined, our Project

Management Institute Arabian Gulf

Chapter for the Oman Region developed

and conducted a technical presentation

dubbed PM Tuned for IT Projects

in collaboration with Northwind

Information Systems. The presentation

was held in the Caledonian College Of

Engineering at Al Khoud, and Mr. Rifai

Saleem of Northwind was the facilitator.

The presentation focused on the

challenges and their causes when it

comes to IT projects. These included:

Lack of change management

Poor communication

Insufcient resources

Poorly dened requirements

Inaccurate estimates

Poor risk management

Poorly dened deliverables

Over optimism

No time for management

While discussing the above

challenges usually prevalent in IT

projects Mr Saleem discussed solutions

and methods of addressing these issues

such as the following:

Getting the requirements right

Managing the technology risk

The psychology of signing off the

project

Success is in simplicity

He also gave specic case studies

and demonstrated how these challenges

can be overcome to turn the project into

a success story in ones career.

He also stressed, that although all

Projects require attention to detail and

a greater degree of coordination, this

is even more vital to the success of IT

projects. Rifai said, IT projects, or any

project for that matter, can succeed if the

teams involved are properly coordinated

and every task, milestone and activity is

documented and communicated. He

also emphasised the need to establish

realistic timelines and budgets.

A group of skilled and talented

professionals, belonging to PMI AGC,

aim to impart skills and knowledge to its

members. PMI AGC also encourages the

participation and active contribution of

members in these types of presentations.

Presentations like PM Tuned for IT

Projects prove to be very useful to PMI

Oman members, they also help members

remain at par with counterparts in the

other AGC regions.

PMI continues to accept

membership in Oman and has a wide

range of activities planned for the year

including PMP preparation courses,

technical presentations and site visits.

Those interested in joining may contact

us at [email protected].

Project Management for Lifepresentation for AIESEC

BAHRAIN

NEWS

GPMNews

AIESEC is the worlds largest

student-based organization present

in over 110 countries globally, it

provides its members, who are drawn

from universities and educational

institutions with a unique leadership

experience through global internship

opportunities, global and national

forums, and by partnering with

different organizations.

As part of our goals and as an

extension of PMI-AGCs mandate,


Arabian Gulf Chapter (Bahrain ofce)

delivered a presentation in which

Project Management was introduced to

the young pioneer members of AIESEC

Bahrain.

The presentation, Project

Manage-ment Skills for Life was

conducted jointly by Ms. Nada Khonji,

PMP - Director of non-technical

presentations & Community Relations

at PMI-AGC (Bahrain) who is also the

Manager of Project & Performance

Ofce (PMO) in Tamkeen, and Mr.

Khalid Al-Marzouqi, PMP - PMO

specialist at Tamkeen. It briey

introduced Project Management and

its applications to around 30 young

participants on Tuesday 3rd of April,

2012 at the AIESEC premises in Hidd.

In addition to the explanation

of a projects life cycle and processes,

the presentation covered a wide

range of topics including what

project management is, who project

managers are, and their main roles and

responsibilities.

The session was very interactive

and engaged the audience in many

exercises throughout. It also introduced


(PMI) and the Arabian Gulf Chapter to

the participants while highlighting its

objectives, membership benets and

events organized to raise awareness of

this profession locally and globally.

Finally, both presenters invited

all the young participants to join the

project management family. The merits

of doing so were outlined and included

the ability to contribute, share their

knowledge and experience through the

different channels offered by PMI-AGC,

and enjoy a special student membership

rate that costs only $40 to join.


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PMI-AGC Iraq hold seminar on July 14thIRAQ

The 2nd Board of Directors meeting

of PMI-Arabian Gulf Chapter took

place in advance of the Annual Region

12 meeting on 21 September 2012 at

Intercontinental Hotel, Dubai Festival

City, in Dubai.

The well-attended meeting saw

active participation by the Regions

leaders from Saudi Arabia, Kuwait,

Bahrain, Doha, Qatar & Oman.

The Chapter President Mr. Hashim

Al-Rifaai greeted all the Board ofDirectors, VPs, Regional Directors and

other volunteers who also participated

in this and other meetings, mainly the

VP Meeting and Region 12 which

were also held at the same venue on the

following day.

The Board of Directors meeting

on 21st September mainly discussed

issues, concerns and proposals

concerning PMI-AGCs forthcoming

2-Year Plan. The Board members also

reviewed the status of the upcoming

PMI-AGC 14th International

Conference, Seminars & Exhibition.

This is a major event in the PMI-AC

calendar and is scheduled to take

place on 28-30 January, 2013 at Gulf

Hotel, Juffair, in the Kingdom of

Bahrain.

The meeting wrapped up with

a group lunch and dinner at which

members mingled and exchanged

views. The occasion, as always

presented a good opportunity for

networking and team building.

A good tur nout of professionals f rom

in and around Iraq attended a seminar

conducted by PMI Arabian Gulf

Chapter (PMI-AGC) Iraq on July

14th at Nineveh International Hotel

Mosul - Iraq. The two main speakers

were Mr Hassan Mudhafar and Mr.

Mustafa N. Younis Agha, PMI-AGC

Representative in Iraq.

Mr. Hassan Mudhafar is a

Chemical Engineer and President of

Nineveh Investment Commission as

well as the Consultant to the Nineveh

Governor. He spoke about the many

benets of PMI-AGCs Professional

Development Plan. He explained how

PMI can help individuals to be better

prepared for the next step in their

careers and also gave a brief outline

of the courses available through PMI-

AGC. All these, he stressed, would,

help professionals keep abreast of

developments in Project Management

around the world.

Mr. Mustafa N. Younis Agha,

PMI-AGC Representative in Iraq, and

a Lecturer at the Nineveh Institute of

Technology also briefed the audience

on Project Management and the

benets of membership in PMI.

PMI-AGC Board Meeting DubaiSeptember lecture all about takingstrategies forward

The Project Management Institute

Arabian Gulf Chapter Bahrain

organized Septembers Wednesday

lecture with a presentation entitled:

Strategy implementation through

Project, Program and Portfolio

Management. The presentation was

delivered at the Bahrain Society

of Engineers Auditorium on 19th

September. The speaker at the event

was Ali Shaikh Ali, Manager, Strategy

Implementation and Business

Improvement at Bahrain Airport

Company (BAC), who has in excess

of 10 years of experience in project

and program management. More

than seventy project management

professionals attended the fascinating

lecture and enjoyed an extended

Question and Answer session that had

to be wrapped up due to time limitation.

The presentation covered an

introduction to the various types of

strategies, their main characteristics,

and the situations for which they would

be most suited. Once formed, a difcult

task in its own right, strategies have to

be implemented. And it would be up to

the management team to choose the

right delivery vehicle to make these

strategies work and to implement them

throughout the organization, which is

at the best of times, a challenging task.

During the seminar, the experience

of Bahrain Airport Company in

formulating and implementing its

strategy through the project, program

and portfolio ofce (P3O) was

presented. It was stated that the P3O

model was vital to the very survival

of the company to ensure projects and

programs were delivered efciently

and effectively. BAC recognized

project management was a critical

strategic tool, and thus practiced

project portfolio management to

select, manage and support a portfolio

of projects that had the best chance

of moving the company forward and

keeping it up to date with the operating

environment.

The presenter then discussed

how the strategy of BAC was made by

examining the emergent schools of

thought on this topic, how the strategy

was interpreted into programs and

projects, the structure of the PMO at

BAC, the role of the PMO in projects

and programs governance, and how

portfolio management was adopted for

aligning projects with the strategy. The

presenter then elaborated on the steps

taken, the challenges faced and the

benets reaped from implementing the

P3O model at BAC. The presentation

was concluded with a discussion on

the key success factors and the lessons

learnt, with some statistics that gave an

indication of the achievements made so

far since the concept was introduced

two years ago.

The audiences feedback was

enthusiastic with a variety of questions

and comments that shed more light on

the topics discussed. The evening was

concluded at around 9:30p.m. with the

attendees partaking of light snacks and

having more informal discussions and

social interaction.

PMI-AGC Bahrain is the regional

ofce of the Arabian Gulf Chapter

of PMI. It represents its members

interests in project management

by organising events, conferences,

workshops, training sessions and other

related activities to help members

keep pace with the developments

and advancements in the science and

practice of project management. This

event allowed the attendees to claim

2 Professional Development Units

towards keeping their PMI certication

current.

NEWS

GPMNews

BAHRAIN BOARD


5/22/2018 KAFD

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LOYAC and PMI-AGC sign partnershipagreement in Kuwait

KUWAIT

What happens when a non-prot

organization dedicated to the overall

development of youth and PMI AGC

join hands? A partnership destined to

benet both parties.

And that was the positive outlook

and mood of the day when LOYACS

Founder, Chairperson & Managing

Director Ms Fareah Al Saqqaf and

PMI-AGC Kuwaits President Wael

Hussien Ibrahim Al -Jasem signed an

agreement on Monday July 30th 12 at

LOYACS ofce in Al Qibliya School in

Kuwait City.

With this memorandum LOYAC

will now be able to provide a platform

of opportunities to Kuwaiti youth who

are interested in Project Management.

LOYAC will be in a position to offer

PMI accredited training courses,

workshops, specialized seminars,

scientic conferences and forums.

The agreement will enable

both parties to mutually work on

various elds that are of interest

to both. PMI-AGC will launch a

Communities of Practice (CP) for

PMI in LOYAC and it will promote the

PMI accredited training courses to

raise the competency level of project

management practitioners in Kuwait.

It will help the youth by supporting

their project management initiatives

through organizing technical

presentations and holding eld visits

to major local projects. It will also

work on initiatives wherein Kuwaits

Project management Professionals

will be motivated to participate in PMI

accredited events around the world

to capture the latest trends in Project

Management.

The agreement also integrates with

LOYACS vision of putting Kuwait on

the global map of project management

activities, by nationalizing the

profession in Kuwait.

LOYAC is a non-prot organization

dedicated to the overall development of

youth. It was established in 2002, and

provides programmes for youth from

as young as 6 years old to 28 years.

LOYAC has centres in Kuwait, Jordan

and Lebanon.

The collaboration with PMI-AGC

will support t he youth in var ious ways

and will also assist the existing Project

Management Practitioners in Kuwait.

Best of all, it will encourage the youth

to learn the art of Project Management

based on PMI guidelines from the

experienced mentors of PMI-AGC from

a young age.

NEWS

GPMNews

The Bahrain division of the Project

Management Institute Arabian

Gulf Chapter held a presentation

meeting titled Business Process Re-

engineering My Experience! for

its members and others interested

in the topic. Ms. Farah Al Halwachi

conducted the presentation, which

was held on Wednesday 4th July 2012,

at 7:00 pm at the Bahrain Society of

Engineers in Juffair. The PMI-AGC

President Mr. Majeed Al Gassab. gave

the welcome address and following the

welcome note, the PMI-AGC Bahrain

Region Director of Presentation &

Community Relations, Nada Khonji,

a certied Project Management

Professional (PMP), gave a brief about

the Arabian Gulf Chapter. This included

the different certications provided

by PMI, statistics on AGCs current

members, and the many benets of

joining PMI.

After the opening formalities

and broad information, an exciting

and lively presentation followed. The

presenter, Ms. Farah Al Halwachi a

Chemical Engineer, certied Project

Management Professional (PMP) and a

Certied Business Analysis Professional

(CBAP) shared her exciting experience

of implementing a major improvement

initiative of Business Process Re-

engineering (BRP) for a utilities

company. Her presentation covered

the understanding of the companys

current processes, the elements that

go into developing both an As-is and

Re-engineered Risk Register, the

experience in creating new processes to

close the gaps and ensure all processes

are captured, and analysing and re-

engineering processes.

Ms. Al Halwachi then encouraged

participants to make this session

interactive, by inviting the attendees

to join in and share their knowledge

and experience on the topic. Many

insightful questions were asked and

reected upon during the session it

really proved to be a fruitful session

for both the speaker and participants.

The evening ended with a networking

session between the participants,

and the Q&A session continued over

a light dinner. Talk, discussions and

exchanging experiences owed freely

in the open and friendly atmosphere

created by Ms Al Halwachis

presentation.

Business Process Re-engineering:My Experience!

BAHRAIN


5/22/2018 KAFD

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CALL FOR NOMINATIONS2013 PMI PROJECT OF THE YEAR AWARD (POY-2013)

Dear Members :I would like to take the opportunity to inform you that PMI Headquarters have posted the information

for Call for Nominations 2013 PMI Project Of The Year Award.Information about the program can be found on PMI web site at http://www.pmi.org/About-Us.aspx(scroll down to professional awards). The call for nominations for all 2013PMI Professional Awardsopened on 1 November 2012 with the submission deadline for all awards being 1 April 2013 . The2012 award recipients are also listed on this site. All submission/nominee information, evaluationsand rating sheets are confidential to PMI and will not be disclosed.The PMI Project of the Year Award application, timeline, guidelines, etc. were completely revisedfor the 2013 program. April 1st is now the deadline for all professional awards, including the PMIProject of the Year Award. Information about the 2013 PMI Project of the Year Award can be viewedon this web page: http://www.pmi.org/About-Us/Our-Professional-Awards/Project-of-the-Year-Award.aspxPlease review the documents located in the box to the right of the page text which are labeledApplication Forms and Resources. Below are the hyperlinks below for your convenience.POY Application Document 2013POY Application Guidelines 2013POY Application Contact Information 2013Award Program Release Document 2013Awards Program Permissions Document 2013

For further information on POY 2013 you may contactthe PMI-AGC Head Officethru e-mail at :

[email protected] Yours,PMI-Arabian Gulf ChapterE-mail: [email protected]

Project Management Institute - Arabian Gulf Chapter(PMI-AGC)

Regions : KSA|Bahrain|Qatar|Kuwait|Oman

The benefits of Project Management toGeneral Management

OMAN

A Technical Presentation h ighlighting

the more obvious drawbacks to

management practices that dont have

the benet of a Project Management

approach to planning was the main

subject of PMI-Arabian Gulf Chapters

3rd Technical Presentation held on

Saturday 20th October 2012 in Modern

College of Business and Science in

Oman.

The presentation began with

a welcome note by Mohammed Al-

Ghanboosi, President of Oman Region-

PMI AGC, He delivered a brief update

to the members regarding the status

of PMI community in Oman and

briey highlighted the events that

took place this year and the challenges

and opportunities facing PMI Oman

community.

He then introduced the key note

speaker, Mr. Laith Al Harthi who

gave a presentation on Impact of the

Project Management Style on General

Management from a local perspective.

The presentation highlighted some

of the most apparent negative

management practices in the local

context. It also demonstrated how the

application of Project Management

Principles and PMI Methodology

could play a signicant role towards

narrowing the gap between the existing

management behaviour and that of the

Industrial Standards and Recognized

Best Practices.

Professionals from several

different sectors of industry and

commerce attended the presentation

and a number of the attendees shared

their experiences on the topic.

The presentation was rounded off

with a group dinner and an opportunity

for social interaction and networking.

GPMNews


5/22/2018 KAFD

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Financially

greeninRiyadh

PROJECT REPORT

A greener, cleaner financial district

grows in Saudi Arabia

Gulf Project magazine explores the project in detail.


5/22/2018 KAFD

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Going green is the order of

the day and the massive

1.6 sq.km King Abdullah

Financial District in Riyadh

is at the forefront of a revolutionary

new way of developing and designing a

project. KAFD is designed by Henning

Larsen Architects (HLA) who have

used a variety of alternative energy

and passive design techniques in order

to win its green certication. These

include developing several ecosystems,

water features and judicious shading

to mitigate excess solar gain and

eventually bring the districts

temperature down by an impressive 8

degrees Celsius.

Today, over six years since work

began on the project, Riyadhs King

Abdullah Financial District (K AFD) is

still arguably the largest green project

in the world. It is the brainchild of the

Saudi Public Pension Agency (PPA),

the land owner and prime developer

that set up the Rayadah Investment

Company to oversee the project to

fruition.The Saudi Binladin Group is the

principal design and build contractor

on the project and is responsible for

maintaining the projects aim for

Leadership in Energy and Enviromental

Design (LEED). According to a MEED

report in October, 2012, Mr. Whysal

Numan, a director for LEED at the

Saudi BinLadin Group, said that the

drive to achieve the highest standards

in sustainability has involved a wide

range of initiatives to lift environmental

standards both during the construction

process and well after the opening of

the project, which is scheduled to take

place in 2014.

As energy performance is most

critical for LEED requirements, the

district aims for a 10 per cent reduction

in energy use. According to Mr. Numan,

several strategies have been introduced

in order to achieve this and they include

the use of low ultra-violet materials,

shading device systems, heat recovery

systems and efcient light xtures.

We are aiming to use at least 50

per cent of the materials from recycled

material, Mr. Numan said. This has

involved using recycled steel as well as

porcelain. We are aiming that at least

10 per cent of the total cost will be in t he

form of recycled material and we could

get to 20 per cent and more, he said.

Building materials have been selected

which are extracted and manufactured

within 500 miles of the project site

for a miniumum of 10 per cent of the

cost of the total value of materials

used in the project, The targetted

20 per cent includes extensive use of

sustainable adhesives, paints, ooring

and composite wood all of which are

expected to ensure that this target is

reached.

Other sustainability initiatives

at the project include an erosion

sedimentation control plan to reduce

pollution from dust and to control soil

erosion. One of the simpler measures

taken is land-watering in the project

something that is done each hour and

every day. This, along with measures

such as controlling trafc speed also

help to control dust coming from

the site. The greening of the project

includes diverting at least 50 per cent

of construction waste from disposal in

landll and incinerators and employing

practical ways and means of improving

the indoor air quality so as to reduce

health risks for construction workers.

The project will also use

alternative transport systems, and Mr.

Whysal said, The KAFD is to have

a monorail system with six stations

that will connect with public parking

areas. Special parking areas have been

designated for bicycles and changing

rooms have been provided for people

who come to the district by bicycle.

LEED requirements demand that

water consumption must be reduced by

20 per cent. To achieve this, technology

used in the project includes, among

other measures, dual-ush toilet

systems, low-water ow ttings as well

as judicious use of grey water.

Various retail, nancial,

residential and cultural facilities

will have green roofs that provide

insulation and smart lighting solutions

to further ensure that energy use is

kept to a minimum.

KAFD will be a pedestrian-

friendly centre in Riyadh with a

monorail and solar powered skywalk

bridges, facades will include buildingintegrated solar cells and as far as

possible cladding materials have

been locally sourced according to

World Architecture News so that

the projects carbon footprint will be

further reduced.

THE PROJECTDescribed as the most signicant

real estate development in the Kingdom

of Saudi Arabia KAFD is situated on

what was a vacant 160-hectare site in

the north-east of Riyadh traversed by

a wadi. The project was estimated to

cost SR28billion ($10bn) and will soon

be home to the head ofces of Saudi

Arabias Capital Markets Authority

(CMA), the Saudi Stock Exchange

(Tadawul), the World Trade Centre,

the GCC Central Bank and the Saudi

American Bank (Samba) as well as

several other institutions, service-

oriented companies and suppliers.

Spread over 1.6million square

metres, the King Abdullah Financial

District, on completion, will have 34

towers, 62,000 parking spaces and

accommodation for 12,000 residents.

The KAFD aims to create 44,000 new

jobs and to be the largest nancial

centre in the Middle East.

Key projects currently nearing

completion include the Villas in the Sky,

the Gem Building, Crystal Towers and

the Mosque all of which individually

and collectively are designed to achieve

LEED certication on completion.

VILLAS IN THE SKYThe 34-storey Villas in the Sky

tower is situated on parcel 2.13 of

the development. It is one of the last

buildings in the green thoroughfare

the Wadi and in a transition

PROJECT REPORT


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zone between the public square

and the Wadi. The Tower, a prominent

landmark for the district, offers a gross

oor area of 41,000 sq.m.

The mixed use tower, in keeping

with its location, is an ideal high-rise

building in that its polygonal shape

with four equal sides allows for highly

exible spaces. The upper levels of the

tower have shifted plates that create a

jagged facade. This unusual treatment

creates a visual differentiation of the

various components of t he mi xed-use

building.

The distinctly different

components include a retail section,

a commercial ofce area and above

these a dedicated residential space.

The retail section covers the rst three

storeys that are connected to the Wadi

at the ground level and by footbrdges

Skywalks for easy access at the higher

levels. Fourteen oors above this retail

section are dedicated to ofce space

while the top twelve oors house 22

residential units. The entire tower will

be served by 14 elevaors, ten reserved

for residential use, two for retail and

two will operate as goods lifts.

Other noteworthy design features

include a curtain-wall glass facade

with angled panels that allow the use of

transparent glazing oriented towards

the ground, while sloping light-

coloured cladding provides shaded

interiors and signicantly cuts energy-

consumption.

GEM BUILDINGThis relatively small building on

Parcel 2.10 is so named because of

its jewel-like scale rising to a mere 15

oors. The epithet is further enhanced

by its crystalline form and faceted

facades.

The Gem has a gross area of

33,500sq.m and comprises three

separate buildings a residential block,

an ofce block and a multi-purpose

podium with a terrace overlooking the

garden linked to the green pedestrian

thoroughfare of the district.

The faceted exterior of the

building is wrapped in a h igh-quality

metal-mesh fabric that provides solar

protection and weather-resistance to

local sandstorms. Additionally, the

geometry and siting of the building

create shades between the volumes

and this, along with the KAFD

project-strategy for water-efciency,

reclamation and energy-efcient

technology, all go towards supporting

the projects mandate of sustainability.

CRYSTAL TOWERSThis block, consisting of two

towers of 18 and 26 storeys, is located

between the Financial Plaza situated

at the heart of the masterplan and

the Wadi. Together the towers offer

a gross oor area of 93,000sq.m.for

commercial and retail occupation.

The Towers feature a raised

podium that permits direct access

to the Financial Plaza on the one

side and the Wadi on the other. The

podium provides a shaded outdoor

meeting area while creating a clear

and dramatic entrance to the towers

lobbies. Post-tensioned beams have

been used to create an impressive 70m

span between the towers.

Decorative recessed scaled

crystalline apertures on the towers

are designed to minimise solar heat

gain while optimising views to the

surrounding plaza and landscape.

To root the building in the region

and contribute to the ideals of

PROJECT REPORT


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sustainability, a light local stone

cladding with a long lifespan and low

maintenance costs has been used.

THE MOSQUEThe Mosque is a religious

sanctuary on the east end of Parcel 2.14

and has been built for both v isitors and

residents of the King Abdullah Financial

District. FXFOWLEs design a white,

rectangular volume which gently rests

over a raised pool of reecting water

is a contemporary interpretation of

traditional Islamic symbolism. The

district Mosque is precisely oriented

towards Mecca and surrounded on all

four sides by water. It is accessed by

what appear to be oating walkways

that connect at the plaza level via steps

and a ramp. The main walkway leads to

the primary Mosque entrance, a small

portal positioned on axis with the main

prayer room on the rst level. Once past

this opening, a central corridor leads

to the prayer hall entrance. Ablution

areas and administrative functions are

located on both sides of this corridor.

At the end of the corridor,

entrance doors open to reveal a double

height main prayer room with a central

mezzanine towards the back serving

auxiliary prayer functions. Stair

entrances on either end of a transverse

corridor lead to the mezzanine and roof

levels.

The structure is clad in

white marble, a classical material

traditionally used in mosques to

symbolise purity. The reecting pool

on which the mosque rests is lined with

polished black marble known for its

reective properties.

The surface treatment of the

Mosques exterior begins at the four

corners of the structure. Each faade

is faceted, originating from the corner

and bevelling in towards a focal point

on each side of the building. The

facades are covered with patterned

metal screens of laser-cut aluminum

approximately a quarter inch thick. An

algorithmic interpretation of the eight-

pointed Islamic star, the designers

created the screen by abstracting a star

pattern by scaling and superimposing

it upon itself. The screen is supported

by a steel diagrid, a diamond-shaped

structural frame that is attached to the

solid stone marble border. The result

is an active, visually dynamic, porous

metal and stone faade.

The focal point of the 65-foot x 40-

foot main prayer room is the mi hrab, a

niche on the west wall that is carefully

aligned with Mecca. The marble wall

is engraved with verses from the

Quran. The ligreed exterior screens

create a play of light and shadow on

the Mosques interior that constantly

changes with the season and time of day.

Illumination is provided by concentric

arrays of lighted orbs suspended from

the ceiling to represent the sky.

OTHER PROJECTSSeveral other developments

within the KAFD are at different

levels of completion. These include the

following:

World Trade Centre: this

prestigious building, assigned by

Rayadah Investment Company to

Gensler and Saudi Binladen Group,

is 300m tall and is designed to be an

iconic arhitectural landmark within

the district. Located on a prominent

corner site, the World Trade Centre is

organised around the Wadi and will

eventually house more than 5,000

personnel.

GCC Bank Headquarters: this

state-of-the art ofce space in the

heart of the KAFD development

is tailored specically in response

to contemporary workplace and

environmental demands.

It is clad in a distinctive copper and

stainless steel shell which is designed

to be both aesthetically pleasing and to

protect the interior from solar gain.

PROJECT REPORT

We are aiming to use at least 50 per cent

of the materials from recycled material.


5/22/2018 KAFD

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PROJECT REPORT

Conference Centre: Spread

over an area of 28,350sq.m. the Award

Winning Conference Centre aready

acclaimed by the New York Chapter

American Landscape Architects (for

unbuilt architecture) reects the

angularity of a stark desert landscape.

The design inspiration of this building,

however, belies the high-tech features

incorporated into its construction.

Points to look for include exible

conferencing facilities with operable

walls, a 600-seat auditorium with

full lecture and cinema support, a

digital forum approach that alows all

venues to be internally and externally

networked. Other features that set these

conference rooms on an altogether new

status include the incorporation of

4-wall video environments with walls

that contain retractable projection

screens so users can conduct virtual

video meetings with other conference

rooms in the centre or elsewhere in

the world. Each room is also clad in

electrochromic glass which permits

users to change it at will from clear

to opaque glass and so control light

levels and ensure privacy. A media

cloud in the ceiling of each conference

room permits communication with

attendees mobile media devices and

also allows for wireless sharing and

projection of user content.

On the sustainability front, the

Conference Centre features areas of

glazing that reduce susceptibility to the

desert sun, a ventilation system that

incorporates a solar chimney and uses

solar heat to move air through t he main

atrium spaces. Even the roof contains

indigenous desert grasses to minimise

irrigation requirements.

Wyndham Hotel: This 17-storey,

214-room hotel on Parcel 1.08 is yet

another architectural marvel. Located

on the east side of the KAFD alongside

the Wadi, the hotel a prism-shaped

tower - will have four basement levels,

a three-storey podium and a 9-storey

opening that divides programmatic

functions and allows for views and

sunlight into the buildings mass. The

podium structure houses the hotels

amenities conference facilities, a

multipurpose hall, restaurants, spa and

rooftop terrace. The 5-star business

hotel is managed as a Wyndham

property.

According to the districts

construction covenants all buildings

facing the Wadi must have a multi-

faceted facade. Consequently, the

Wyndham Hotels north side i s made

of a semi-transparent aluminium-

and-glass curtain wall and features

a wavy facade. This is reected on

the south side of the building as well,

however here the surface undulations

are constructed of a more opaque stone

surface to mitigate extreme heat. The

east and west sides of the building echo

the uneven prole with a saw-toothed

design with continuous slab edges that,

while providing visual interest, also

offers shading.

With contruction going apace

and several components of the KAFD

completed or nearing completion,

the King Abdullah Financial District

has raised the bar for sustainable

construction and design. It is years

ahead of other similar projects both

in the region and beyond. As a beacon

for future developments it has led

the way in its use of materials, green

measures during construction and

post-completion, as well as in its sheer

size and concept.

From masterplan to macro-

engineering, the Rayadah Investment

Company has worked with ten of the

worlds best international architectural

practices to deliver an environment

that is sustainable, responsible and

above all livable.


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28

In all

WALKSOF LIFEProject Management is everywhere

Mohammed Masood

PMP, ITIL V3

Customer Project/Program Manager.

MEMBERS SUBMISSION

Mohammed Masood, feels

passionately about the

subject of introducing

Project Management

at school level. To write

this article he undertook

a degree of personal

research and applied his own project-

management approach to life in orderdevelop a platform which would, he

says, work in the schools. He says, my

thoughts take me back to my school

days when I did not have a clear vision

about what I was going to do in the next

v yas. By indcing basic

framework at school level a student

can set goals/visions and treat them

as projects and follow the standard

approach that they learn so that they

are guaranteed no less than success.

This article is an individual opinion, he

hopes that it will promulgate a concept

that is close to his heart.

ABout the Author


5/22/2018 KAFD

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MEMBERS SUBMISSION

Mohammed Masood, feels

passionately about the

subject of introducing

Project Management

at school level. To write this article

he undertook a degree of personal

research and applied his own project-

management approach to life in order

develop a platform which would, he

says, work in the schools. He says, my

thoughts take me back to my school

days when I did not have a clear vision

about what I was going to do in t he next

ve years. By introducing the basic

framework at a school level a student

can set goals/visions and treat them

as projects and follow the standard

approach that they learn so that they

are guaranteed no less than success.

This article is an individual opinion,

but he hopes that it wil l promulgate a

concept that is close to his heart.

Adoption of project management

practices to any goal set or Vision

yields a desirable outcome. Let us take

for example a student, who at an early

age has a long-term vision to become

an engineer, doctor or an entrepreneur,

and wishes to transform that vision

into a reality. The majority of students

strive hard, follow the curriculum and

study in each academic year with a

very nar row vision limited to clearing

or passing the exams irrespective of

knowledge gained as each academic

year passes. In reality the students

never realize that their v ision to become

engineers, doctors or entrepreneurs, is,in and of itself, a project and that the

outcome of this project is the vision that

they had envisaged in the early stages

of their lives. At this stage, the mindset

of the student is not fully focused as he

or she just follows the pattern for study

taught in the school or college.

To develop the immature mind

PMI should consider developing an

introductory, customized, very basic/

fundamental project management

course. This could be introduced at

the school level to assist students and

enable them to construct their own

study plan, evaluate knowledge gained

and consider how the knowledge

gained will eventually apply to the eld

they are eventually looking to join.

A step by step approach via a

fundamental course on project

management at the school level would

denitely help to change the mindset

of students and assist with overcoming

the vague vision of just passing their

exams to a much more focused mind for

gaining knowledge and understanding

how to apply that knowledge to the eld

he or she is studying for. In other words

PMI directly prepares young minds by

putting them into a globally accepted

framework and proven practices.

In todays environment the best

practices of project management

are greatly needed in any eld for

an outcome to be a desirable. The

professional certication in Project

Management then becomes an essential

qualication to meet and fulll the

market demand that of applying best

practices which then becomes thecore requirements for any project.

In my personal opinion, and

from observing and interacting

with those in my community and

those whom I come across as casual

acquaintances, I have seen that

there are many project managers

and would-be project managers who

are interested in becoming certied

Project Managers. However, when

it comes to the assessment of pre-

qualication requirements - as set out

by PMI for PMP Cer tication viz . 35

hours of Project management training

+ 4500 hours if you are a graduate,

or 7500 hours of Project management

training hours needed if you are NOT

a graduate, etc. - I have noticed that

most of them give up on their plans to

complete the certication.

Although there are several

dependent factors we can count here

that are preventing experienced

project managers from becoming

certied Project Managers, one of the

main factors is that they are missing

the fundamental project management

training. The other factor, which I

noted and which is common in the

eld of project management, is a time

constraint. Generally people dont nd

the time to study or attend full day

classes; this is in spite of being support

by the organization with which they

work. One only realizes how signicant

the personal development is after one

becomes a certied Project manager

(PMP). Only then is it understood how

important a role time management

plays, irrespective of the number of

projects one manages and the time

constraints one has.

With the introduction of

fundamental project management

processes and framework at the school

level and in the long term (may be in

less than a decade), PMI will certainly

reap the fruits of and contribution to

young minds of the organized approach

towards achieving a better outcome or

result through the application of best

practices. Moreover, the pre-requisite

of 35 hours needed prior to ling the

application for certication will not

be required if a person is a graduate

and/or has attended a school where

this is taught, as by default he or she

would already have the necessary

pre-requisite. And so, to apply for the

examination he or she should only need

the required experience hours in the

eld of project management.

PMIs research and work have

already proved and convinced the

world that the adoption of project

management practices (PMBOK V4)

has, over the years, become the key to

the success of projects. By introducing

a similar framework at school level

with a different terminology such as

Management of Visions or How to

set the goals and manage them to get

the desirable results, etc. And, given

PMIs track record, introducing the

project management curriculum at

the school level globally shouldnt be

that big a thing. In addition, I strongly

believe that this approach will be

welcomed whole-heartedly.

This methodology of shaping

the mindset of students as to how to

realize their visions or goals through

the application of a PMI recommended

framework is sure to be a success,

because it is a predictable outcome.

However, this is not just limited to

the application of school level goals

or visions but rather the practice of

project management will evolve over

time and will work when they are able

to move into real project management

professions with a little or no effort.

Project management exists

everywhere and in all walks of life, as

it requires a focused mind to observe

all around him, a conscious mind

to visualize goals and act upon it toproactively achieve it at some point in

time. What is required here is to have

a standard approach or best practices

framework to be followed for realizing

goals as every vision or goal anticipates

no less than a good outcome or success.

And to achieve this one needs to apply

proven and best practices. Having this

at the school level means shaping the

mindset to be able to think and apply

all that is learned when it is needed.

In conclusion, I highly recommend

PMI to promulgate this idea,

brainstorm further on the subject

matter of this article and take action if

this in the wider interest of the PMI

organization.


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MEMBERS SUBMISSION

Large projects run for

several years and are often

completed in phases. Almost

all ICT (Information and

Communications Technology) domains

have a life cycle of 5-8 years and ICT

infrastructure is the most signicant

as it is designed and implemented at

the time of construction consuming

most of its life cycle time.

The ICT industry has experienced

dynamic transformation with more

and more data being transported

at ever increasing speeds and so

has the ITS (Information Transport

System). It is imperative to revisit

the ITS infrastructure design for

enhancements and necessary

inclusions, during the project/phase

execution in order to do justice to the

facilitys ICT requirement at a future

date. Enhancements resulting from

design review can be implemented

relatively easily this helps avoid doing

so when the facility is f unctional.

Lessons learnt from phase

closure process and incorporating the

ITS (Information Transport System)

advancements include: infrastructure

design reviews and consultation with

SMEs (Subject Matter Experts) to

establish the visibility for subsequent

phases of the project. This calls for

the project management team to

play a proactive and pivotal role in

enhancing their vision to add value to

their projects. The concept of adding

value to the project is inevitably

important, when it refers to laying ICT

infrastructure.

Prince Mohammad University

project began in the year 2006,

since then the university campus

has several buildings that were

completed in a phased manner. At

the time the project was designed,

the 1G Network was popular, however

in the subsequent years 10G has

taken its place. Information usage

has grown immensely and hence its

transportation system has to keep pace

with it. We adapted the change in ITS

requirement and implemented 10G

ICT Infrastructure to the rest of the

buildings.

With every passing day, ICT

usage scales up and by putting the

right ITS infrastructure in place we

can deliver the projected services.

Project managers are expected to add

value to their project by initiating/

recommending/ implementing

ITS infrastructure enhancement,

put forward by Communications

Infrastructure Designer on board/ on

consultation.

Add value toyour project

by Mohammed Asgharuddin Ahmed

rCDD, DCDC & PMP

Cmmnicains Infasc Dsign

Pinc Mammad univsiy


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There are around 270 Chapters

serving Project Management

Institute (PMI) members and

communities in more than 70

countries around the world and we are

proud to have our chapter, PMI-AGC

among the top performing chapters

in the world. PMI AGC has always

focused on adding value and addressing

the needs of our community. We have

been constantly recognized by business

organizations and practitioners as a

vital contributor that represents PMI in

the region and promotes the discipline

and profession of our practice. PMI-

AGC over and the course of several

years has consistently helped in

spreading awareness of PMI and project

management by reaching out to leading

organizations in the region, interacting

with local governments, hosting

conferences, events, seminars, courses

for local practitioners thus providing

our members with opportunities to

grow, network and earn Professional

Development Units to maintain their

credentials.

We are keen to further enhance the

services we provide to our community

by increasing the portfolio of serv ices

we offer our members in order to help

them with their professional growth.

We want to ensure that organizations

in our geographical coverage obtain

anticipated business results through

the application of PMIs Best Practices.

We are determined to increase

our range of partners starting from

local entities such as universities,

schools, other PMI chapters and all

the way to different complementary

institutes that add signicant value

to our members. Some of our existing

partners include Kuwait Information

Technology Society, Loyac, Ras

AlKhaima Government and Hult

International Business School.

Furthermore, we are strong

believers in the importance of the

internet and online communities.

Therefore, we are planning to venture

into revamping our portal and bundling

it with exclusive features for members

such as a webinars, knowledge base,

articles, case studies, white papers,

discussion forums and blogs. We are

also looking into providing mobile apps

that will keep our members in the know

of all the events that we are hosting in

the region.

To better compete and maintain

that elusive edge in our fast paced

competitive market, professionals

need to build their agility and sharpen

their skills. PMI-AGC is committed to

helping our members in excelling in

their profession by providi ng adequate

infrastructure to will help them achieve

their goals.

MEMBERS SUBMISSION

PMI-AGC Adding Valueto our communities

Bytakingprojectmanagement

conceptsfurther

toufchalabi

PMI-AGCSenioVicePesiden,Membesip,Makeing&Pr

[email protected]


5/22/2018 KAFD

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MEMBERS SUBMISSION

The Seven Rs of ValueEngineering Proposals

An Attempt to Leverage HistoricalValue Engineering Proposals

D. Mammad A. Al-Gamdi, Val Spcialis

Saudi Aramco

INTRODUCTIONSince the establishment of Saudi Aramcos Value

Engineering Program, there have been over 250 value

engineering studies conducted on Saudi Aramcos capital

projects, business processes, standards and procedures.

These efforts have resulted in the development of over

3,000 value engineering proposals (VEPs) all of which were

presented to decision makers for implementation.

In an effort to leverage this great wealth of value

engineering (VE) knowledge to benet current and future

Saudi Aramco capital projects, 34 VE reports were reviewed

and 299 VEPs were analyzed. This resulted in the identication

of seven categories of VEPs that can be utilized to improve the

efciency and effectiveness of value engineering studies.

This article will provide some information on the

current utilization of VEPs in Saudi Aramco projects, the

benets of expanding their use and the study conducted

to identify the seven categories of VEPs: Remove, Replace,

Reduce, Rearrange, Reutilize, Raise and Relate.

SAUDI ARAMCO VALUE ENGINEERING PROPOSALSValue Engineering (VE) is used to improve the value of

those Saudi Aramco capital projects that meet Saudi A ramco

VE implementation criteria. This value is further enhanced

through the implementation of VE on business processes,

standards and procedures that inuence the planning and

execution of these projects.

The value can be improved through the incorporation

of Value Engineering Proposals (VEPs) that are accepted for

implementation in the Design Basis Scoping Paper (DBSP)

and Project Proposal (PP) documents. Curr ently, the benets

of VEPs are limited to the particular projects for which they

were developed.

Saudi Aramco Value Engineering ProgramThe Saudi Aramco Value Engineering Pr ogram (SAVEP)

went through several turning points that shaped its cur rent

form. The main milestones and accomplishments of SAVEP

can be summarized as follows: Prior to 1998 VE was implemented sporadically on

Saudi Aramco capital projects.

1998 The SAVEP was formally established.

1998 Saudi Aramco adopted the Society of American

Value Engineers (SAVE) International VE methodology.

1998 The VE group was formed.

1998 Value Engineering studies (VESs) were facilitated

by out of company VE consultants for a selected number

of projects.

1999 The rst Associate Value Specialist (AVS)

certicate was earned.

2000 The Value Engineering Unit (VEU) was

established.

2000 VE implementation criteria were introduced [One

VE study for projects > $10 Million (MM) and two V E

studies for projects > $50 MM).

2000 VESs were facilitated by Saudi Aramco VE

professionals.

2000 The rst Certied Value Specialist (CVS)

certicate was earned.

2003 VE was rst conducted on SA business processes,

standards and procedures.

2003 Saudi Aramco VE guide was issued.

2006 VEU was merged with the Best Practices Unit

(BPU) to form the Value Practices Unit (VPU).

2006 VE facilitation was outsourced to an approved list

of out of company VE consultants.

2009 VE implementation criteria were revised [One

VE study for projects > $30 MM and two VE studies for

projects > $100 MM).

2011 VE facilitation was resumed by Saudi Aramco VE

professionals with the support of the approved list of out

of company VE consultants.

2011 The Saudi Aramco Engineering Procedure (SAEP)-

367, Value Practices Implementation Requirements, was

issued.

2011 The Value Practices Management System (VPMS)

was developed.

Saudi Aramco Value Engineering Process

Any VES consists of three st ages, the pre-VE session,VE-session and post VE-session. The activities and durations

of these stages are illustrated in Figur e 1.

Figure 1 Stages, Activities and Duration of a VES

Stages Pre-VE Session VE Session Post-VE Session

Activities Data collection Information Phase VEPs finalization Models development Functional Analysis Phase VE Executive summary

Team invitation Creativity Phase Implementation meeting

Coordination meeting Evaluation Phase VE report

Session preparation Development Phase Follow on AFS VEPs

Presentation Phase

Durations 1-4 weeks 2-5 days 1-4 weeks


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MEMBERS SUBMISSION

Saudi Aramcos VE process is similar to the

internationally recognized methodology established by

Saudi Aramco VE International and it is applicable for

capital projects, in addition to business processes, standards

and procedures.

Currently, VE is implemented two times on the 90%

DBSP and the 30% PP of projects that have cost estimates

greater than $100 MM. For projects that are greater than

$30 MM, it is mandated to be conducted one time at either

milestone.

In addition, VESs are being facilitated by Saudi

Aramco VE professionals and out of company approved

VE consultants. It is always recommended for V E studies

to be facilitated by a CVS. However, an AVS with enough

facilitation experience can lead a V E study.

Deliverables of Value Engineering StudiesThe main deliverable of a VES is a VE report that

should provide a rm standing of the implementation status

of the VEPs. In addition, the VE report shall describe Value

Engineering Recommendations (VERs) and capture Value

Engineering Ideas (VEIs). VEPs, VERs and VEIs can be

dened as:

VEP is an idea that has been created, evaluated and

developed in a VE session and has the potential for the

value improvement of the value engineered project. It is

presented for implementation and documented in the VE

report. A VEP that meets the basic function of the project

is considered a value adding proposal when:

- The Life Cycle Cost (LCC) is reduced with increased

quality.

- The LCC is reduced with maintained quality.

- The LCC is reduced with reduced quality, provided

that the reduction in quality is less than the reduction

in LCC.

- The LCC is maintained with increased quality.

- The LCC is increased with increased quality, provided

that the increase in quality is more than the increase in

LCC.

VER is an idea that has been created, evaluated and

developed in a VE session and has the potential for the

value improvement of a futur e project. It is documented

in the VE report.

VEI is an idea that has been created and evaluated in a VE

session and has the potential for triggering future VEPs

or VERs. It is documented in the VE report.

VEPs are developed in a one-page template to provide

details on the base and alternative cases, their LCC estimates

and their advantages and disadvantages. VERs are developed

in a paragraph that provides enough detail for their future

utilization and VEIs are captured in the VE report as a line

item. Figure 2 illustrates the deliverables of a VE se ssion.

Information Phase

Functional Analysis

Creativity Phase

Evaluation Phase

Development Phase

Presentation Phase

Scope

VEIs VEIs VEIs

VEPs VERs VEIs

VEPs VERs

VEPs

Functions (Basic, Secondary, etc.)

Figure 2 Deliverables of a VES

Implementation of Value Engineering ProposalsBy the end of the VE session, a VE executive summary -

that contains the developed VEPs - is sent to decision -

makers prior to the VEPs implementation meeting. The main

purpose of this meeting is to nalize the implementation

status of the VEPs. By the end of the meeting, VEPs will be

classied as Accepted (A), Accepted for Further Study (AFS)

or Not Accepted (NA).

The VE implementation meetings are attended

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