Arab Academy for Science, Technology & Maritime Transport

COLLEGE OF ENGINEERING AND TECHNOLOGY

Master of Engineering Program “ENGINEERING MANAGEMENT“

Advanced Operations Management – IM 723

Presentation on : Construction Project (Misr Iran Development Bank)

Supervised by :
Dr. Tamer Ismail

Presented By : Eng.Hossam Mohamed El-Shahat ( 20120915 )

Eng.Amr Hesham Kamal ( 20120910 )
Eng.Shereen Abd-Alaal Gabr ( 20120929 )
Eng.Aya Muhammed Marie ( 20120954 )
 Contents
01 Project Overview

02 Strategy of work

03 Schedule Management

04 Project Time Schedule

 Project
Overview
The project is the establishment of a headquarters for Misr Iran Development
Bank, which is a distinct new administrative building with modern architectural
orientations (smart building) and compatible with the concepts of energy
conservation and compatibility with the environment and is distinguished by its
location in the financial and business district of the New Administrative Capital.

The new administrative capital in the Banks area, with a total land area of
about 9285 meter square (about 2,04 acres), the new B-3 area in the Al-Mal
and Al-Aamal neighborhood, plot No. 1, with a property boundary area of about
5428.67 meter square and a building footprint in The ground ranges between
2566 square meters and 2834 meter square, and the maximum height does
not exceed 38 meters.
The structural requirements allow a basement role, a ground floor, five
repeated as a minimum, a basement floor, a ground floor, and seven floors, as
a maximum, and service rooms on the roof of the building.
Misr Iran Bank wishes to obtain service offers from multidisciplinary and distinguished
consulting offices in the field of smart buildings and green construction, with the aim of
selecting the most suitable ones to carry out design work and supervise the implementation of
the project, provided that the winning bidder shall prepare all necessary documents, drawings,
and such. Tender documents Supervising the process of studying and sorting bids from
contractors to select the most suitable contractor for the construction process, developing
timelines and updating them, and carrying out full supervision tasks on all implementation
phases until the project is completely completed and delivered in primary and final.
 Facility specifications and needs program:
1- Maximum height in meters = 38 meters
2- The minimum building footprint = 2,566 meter square
3- The maximum building footprint = 2834 meter square
4- The minimum occupancy factor = 3
5- Maximum occupancy factor = 3.5
6- The maximum built-up area = 19,000 meter square
7- The permissible minimum number of floors above the ground is a ground floor,
five upper floors and roof rooms
8- The maximum permissible number of floors above the ground is a ground floor,
seven upper floors and roof rooms
Strategy of
work
The scope of services to be provided by ARCHILAB
consists of two main stages which are:
Stage 1: DESIGN
Stage 2: SUPERVISION
 All works of Design extended from client approvals till tender:

1) Conceptual Design
2) Preliminary Design
3) Working Drawings
4) Drawing for License after approved drawings
5) Approvals period Drawings
6) For tender Documents and Working Drawings
7) B.O.Q
8) Receiving and Evaluating Tenders

STAGE ONE: DESIGN

 1. Mobilization
2. Infra-Structure, Roads and fencing
3. Buildings construction
4. Landscaping
5. Project Handing Over.

STAGE TWO: SUPERVISION

 ARCHITECTURAL DRAWINGS

- Floor plans showing; space allocation, cores and shafts, wall thickness, structural elements, fixed
equipment, horizontal and vertical mechanical transportation (as applicable), general dimensions and
openings, and fire zoning and partition type and fire design.
- Roof plans showing preliminary drainage layout and equipment locations if any Large scale partial floor
plans of complex areas of important building components Longitudinal and transverse building sections
showing floor to floor heights, ceiling heights and heights and overall heights Building elevations showing
exterior finishes, opening materials and floor levels Exterior walls sections showing materials, dimensions
and major details Reflected ceiling plans sufficient to show general lighting layouts and special conditions
Internal and external architectural details as required in accordance with the design intent. Wood and
metal work types and general details.
- Door/ window schedule and general details.
- Finish schedule and general details.
- Landscape details.
- Fit out works details for the designated common areas.
- Miscellaneous details.
- Signs and signage.
 STRUCTURAL DRAWINGS

- Framing plans for all buildings’ floors and any horizontal structural elements with all the
required data for the dimension of vertical elements.
- Sections and details showing connections and vertical arrangement of struc¬tural elements.
- Reinforcement tables for all vertical elements with the typical bar arrange¬ment.
- Typical reinforcement details for different connection and special zone.
- Complete calculations for different structural elements.
 ELECTRICAL DRAWINGS

- Detailed indoor lighting design layout.

- Detailed power design layout showing power supply to other equipment (fan coil units, air handling
units, ventilation fans, smoke extract fans, firefighting pump, hot water system, booster pumps,
transfer/circulation pump, motor control, etc.). This also includes power supply to elevators, building
management system… etc.
- Detailed layouts of grounding and lighting protection systems.
- Detailed floor layouts showing the location and details of substations, distribution boards and main
cable risers.
- Main distribution boards, feeders and panel boards schedules.
- Detailed fire alarm design layouts showing detectors, monitoring modules, control modules, fire
control panels, etc.
- Detailed telephone and data system design layouts showing outlets, consolidating points,
switches, etc.
- Detailed drawing of other low current systems such as SMATV, access control, public address,
audio/visual system and AV projection.
- Detailed CCTV system design layouts showing cameras, switches, DVR/NVR, monitors, etc.
- Final schematic diagrams of the electrical systems including power supply, fire alarm, CCTV,
earthling and other low currant systems as deemed required.
 MECHANICAL AND PLUMBING DRAWINGS

- Detailed air conditioning plan layouts showing ductworks, main pipe runs and the outline of
the mechanical equipment such as fan coil units, compressors, AHU’s and the different
ventilation fans.
- Detailed HVAC floor plans indicating main components of each of the proposed systems,
i.e. plant rooms, air-handing units, routing and details of the main air duct and pipe risers.
- Detailed water supply plan layouts showing domestic cold and hot water pipes, water
heaters, required booster and transfer pumps and water tanks capacities and locations.
- Detailed drainage plan layouts showing all floor drains, gullies, soil pipe, waste pipes and
vent pipes in addition to the vertical stacks and risers.
- Detailed firefighting plan layouts showing sprinkler heads positions, horizontal pipes and
main vertical risers in addition to all types of manual and automatic extinguishers as
required supported by computer-generated hydraulic calculations.
- Schematic and flow diagrams for all mechanical systems including chilled/ hot water,
domestic cold and hot water supply, pumps, drainage and firefighting.
 Schedule
Management
Contents of the schedule management process

“
1.Plan Schedule Management (Planning)

 Plan Schedule Management is the process of:

Establishing the policies, procedures, and documentation for planning, developing, managing,
executing, and controlling the project schedule.

 The key benefits of this process:

Provides guidance and direction on how the project schedule will be managed throughout the
project.
 Schedule management plan.

• It’s a component of the project management plan.

• Establishes the criteria and the activities for developing, monitoring, and controlling
the schedule.

 It can establish the following:

• Project schedule model development (Methodology - Scheduling tool)

• Level of accuracy (acceptable range used in determining realistic activity duration
estimates)
• Units of measure (such as staff hours, staff days, or weeks for time measures, or
meters, liters, tons, kilometers, or cubic yards for quantity measures)
• Control thresholds (allowed Variance before some action needs to be taken)
• Rules of performance measurement. ( Earned value management (EVM) rules)
2. Define Activities (Planning)
 Define activities is the process of:
• Identifying and documenting the specific actions to be performed to produce the project deliverables.

 The key benefits of this process:

• Decomposes work packages into schedule activities that provide a basis for estimating, scheduling,
executing, monitoring, and controlling the project work.

 Decomposition
• Each work package within the WBS is decomposed into the activities required to produce the work package
deliverables.

 Rolling Wave Planning

• An iterative planning technique in which the work to be accomplished in the near term is planned in detail,
while work further in the future is planned at a higher level.
• It is a form of progressive elaboration.

 Activity List
• Includes the schedule activities required on the project.
• Includes an activity identifier and a scope of work description for each activity in sufficient detail to ensure that
project team members understand what work is required to be completed.

❑ Milestones
• Is a significant point or event in a project
•Milestones have zero duration because they represent a significant point or event.
 Activity attributes

Activity attributes are the details about the activity. Sometimes the information is entered
directly into the schedule software. Other times the information is collected in a form that
can be used later to assist in building the schedule model.

Activity attributes can include:

• Activity identifier or code.
• Activity name.
• Activity description.
• Predecessor and successor activities.
• Logical relationships.
• Leads and lags.
• Imposed dates.
• Constraints.
• Assumptions.
• Resource requirements and skill levels.
• Location of performance.
• Type of effort.
3. Sequence Activities
 Sequence activities is the process of:

• Identifying and documenting relationships among the project activities.

• The key benefits of this process:

• Defines the logical sequence of work to obtain the greatest efficiency given all project
constraints.

 Types of Relationship between activities:

1- Finish-to-Start: a successor activity cannot start until a predecessor activity has finished.
2- Finish-to-Finish: a successor activity cannot finish until a predecessor activity has finished.
3- Start-to-Start: a successor activity cannot start until a predecessor activity has started.
4- Start-to-Finish: a successor activity cannot finish until a predecessor activity has started.
Lead:
Is the amount of time a successor activity can be
advanced with respect to a predecessor activity.
( Starting the activity before completing its
predecessor )

Lag:
Is the amount of time a successor activity will be
delayed with respect to a predecessor activity.
( Waiting time between activities)
4. Estimate Activity Duration.

 Estimate Activity Duration is the process of:

Estimating the number of work periods needed to complete individual activities with
estimated resources.

 The key benefits of this process:

• Bottom-up estimating : It provides the amount of time each activity will take to complete.
• A method of estimating project duration or cost by aggregating the estimates of the lower
level components of WBS .
• When an activity’s duration cannot be estimated with a reasonable degree of confidence,
the work within the activity is decomposed into more detail. The detail durations are
estimated. These estimates are then aggregated into a total quantity for each of the
activity’s durations.
5. Develop Schedule.

 Develop Schedule is the process of:

Analyzing activity sequences, durations, resource requirements, and schedule constraints to
create a schedule model for project execution and monitoring and controlling.

The key benefits of this process:

Generates a schedule model with planned dates for completing project activities.

❑ Schedule Network Analysis

• Technique used to generate the project schedule model.
• It employs several other techniques such as critical path method, resource optimization
techniques and modeling techniques.

❑ Critical Path Method

• Used to estimate the minimum project duration.
• Calculates the early start, early finish, late start, and late finish dates for all activities without
regard for any resource limitations by performing a forward and backward pass analysis.
• The critical path is the sequence of activities that represents the longest path through a
project.
• A critical path is normally characterized by zero total float on the critical path.
Critical Path Method
ES : Early Start EF: Early Finish
LS : Late Start LF : Late Finish

Total Float: amount of time that a schedule activity can be delayed

without delaying the project finish date.

TF= ( LF – EF ) = ( LS – ES )

Free Float: amount of time that a schedule activity can be delayed

without delaying the early start date of any successor.

FF = ESE - EFB
❑ Schedule Compression
Schedule compression techniques are used to shorten or accelerate the
schedule duration without reducing
scope project the

❑ Crashing:
A technique used to shorten the schedule duration by adding resources.

• Examples of crashing include approving overtime, bringing in additional

resources
• Crashing works only for activities on the critical path.

❑ Fast tracking:
Activities are performed in parallel.

• An example is constructing the foundation for a building before completing

all of the architectural drawings.
• Fast tracking may result in rework and increased risk.
6. Control Schedule

Control Schedule is the process of:

Monitoring the status of the project to update the project schedule and managing changes to
the schedule baseline.

The key benefits of this process:

The schedule baseline is maintained throughout the project.

❑ Data analysis
Control Schedule (M/C)
Earned value analysis

❑ Performance Reviews
Measure, compare, and analyze schedule performance against the schedule baseline such as
actual
start and finish dates, percent complete, and remaining duration for work in progress.
Trend analysis
Examines project performance over time to determine whether performance is improving or
deteriorating
Project Time
Schedule
Thank You