Design Management Manual

Design Management Manual
1 19-Aug-2010
Design Management Manual
Contents
1. MANUAL COVER SHEET............................................................................................................. 5
2. INTRODUCTION............................................................................................................................ 6
2.1 THE FIRM................................................................................................................... 6
2.2 QUALITY SYSTEM....................................................................................................... 6
3. ABOUT THIS MANUAL................................................................................................................. 7
3.1 EGEC QUALITY POLICY............................................................................................. 7
3.2 MANUAL COMPOSITION............................................................................................... 8
3.3 USE OF MANUAL........................................................................................................ 8
4. COMPANY ORGANIZATION CHART..........................................................................................9
5. DEPARTMENTS ORGANIZATION CHARTS............................................................................10

5.1 GEOTECHNICAL, HEAVY CIVIL & MARINE...................................................................10
5.2 ARCHITECTURE DEPARTMENT...................................................................................11
5.3 STRUCTURAL DEPARTMENT......................................................................................12
5.4 ELECTRO-MECHANICAL DEPARTMENT.......................................................................13
5.5 TRANSPORTATION DEPARTMENT...............................................................................14
5.6 ENVIRONMENTAL & SANITARY DEPARTMENT..............................................................15
5.7 PROJECT MANAGEMENT DEPARTMENT......................................................................16
6. PROJECT ORGANIZATION CHART.........................................................................................17
7. DETAILED PROJECT ORGANIZATION CHART......................................................................18
8. ENGINEERING SERVICES......................................................................................................... 19
8.1 GEOTECHNICAL, HEAVY CIVIL & MARINE SERVICES:..................................................19
8.2 ARCHITECTURE DEPARTMENT SERVICES:..................................................................19
8.3 STRUCTURAL DEPARTMENT:.....................................................................................19
8.4 ELECTRO-MECHANICAL DEPARTMENT SERVICES:.......................................................19
8.5 TRANSPORTATION ENGINEERING SERVICES:..............................................................20
8.6 ENVIRONMENTAL & SANITARY DEPARTMENT SERVICES:.............................................20
8.7 PROJECT CONTROL & MANAGEMENT SERVICES:.......................................................20
9. DESIGN TEAM MEMBERS......................................................................................................... 22
10. PROJECT MANAGER................................................................................................................. 24
11. PROJECT STAGES..................................................................................................................... 25

11.1 STAGE 1: PRELIMINARY PLANNING STAGE (5% STAGE).............................................25
11.2 STAGE 2: DESIGN CONCEPT STAGE (30% STAGE).....................................................26
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11.3 STAGE 3: SCHEMATIC DESIGN STAGE (60%).............................................................26
11.4 STAGE 4: FINAL DESIGN STAGE (90%).....................................................................26
11.5 STAGE 5: READY FOR CONSTRUCTION STAGE (100%)..............................................26
12. DELIVERABLES OF PROJECT STAGES.................................................................................27
13. PROJECT MANAGEMENT PROCESSES.................................................................................28
14. COMMUNICATION PROCESS CONTROL................................................................................29

14.1 INTERNAL KICK OFF MEETING FOR DESIGN TEAM (INCLUDING SUB-CONSULTANTS IF
APPLIED).................................................................................................................. 29
14.2 INTERNAL MEETINGS (INCLUDING MEETING WITH SUB-CONSULTANTS IF APPLIED).........30
14.3 CLIENT KICK OFF MEETING........................................................................................ 30
14.4 EXTERNAL MEETINGS................................................................................................ 30
14.5 CLIENT REQUEST OF INFORMATION...........................................................................31
14.6 INTERNAL REQUEST OF INFORMATION (IRFI).............................................................31
14.7 SUBMITTALS & CLIENT COMMENTS ON EGEC SUBMITTAL...........................................31
14.8 SUB-CONSULTANT SUBMITTAL AND EGEC COMMENTS.............................................32
14.9 MONITORING OF PROJECT COMMUNICATION..............................................................32
15. TASK CONTROL......................................................................................................................... 33
16. TIME CONTROL.......................................................................................................................... 34

16.1 PLANNING................................................................................................................ 34
16.2 MONITORING OF TIME CONTROL................................................................................34
17. COST CONTROL......................................................................................................................... 35
17.1 PLANNING AND FOLLOW UP.......................................................................................35
17.2 MONITORING AND EARNED VALUE.............................................................................36
17.3 REVISING RESOURCES ASSIGNMENT.........................................................................36
17.4 REVISING BASELINE MH........................................................................................... 36
18. PROJECT PROGRESS EVALUATION......................................................................................37
18.1 EVALUATION METHOD............................................................................................... 37
18.2 MONITORING OF COMPLETION PERCENTAGE.............................................................37
19. DOCUMENT CONTROL PROCESS........................................................................................... 39
19.1 DOCUMENTS............................................................................................................ 39
19.2 DOCUMENTS ARCHIVING AND ACCESSIBILITY.............................................................39
20. CONTRACT CONTROL PROCESS...........................................................................................41
21. QUALITY CONTROL PROCESS................................................................................................ 42

21.1 DEFINITION OF QUALITY CONTROL............................................................................42
21.2 METHOD OF QUALITY CONTROL................................................................................43
21.3 ELEMENTS OF QC LOOPS.........................................................................................47
21.4 STAGES OF QUALITY CONTROL PROCESS.................................................................47
21.5 REPORTING.............................................................................................................. 48
22. DUTIES OF TEAM MEMBERS................................................................................................... 49
23. WORK FLOW............................................................................................................................... 52
APPENDIX A: ARCHITECTURE DELIVERABLES.....................................................................................53
APPENDIX B: STRUCTURE DELIVERABLES........................................................................................... 54
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APPENDIX C: MEP DELIVERABLES FOR VARIOUS PROJECT STAGES.............................................55
APPENDIX D: INFRASTRUCTURE DELIVERABLES................................................................................68
Appendix E: Forms for Project Management Processes Control.....................................................................69
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1. MANUAL COVER SHEET
5 19-Aug-2010
2. INTRODUCTION
2.1 The Firm

EGEC is a multi-disciplinary engineering consultancy firm founded in 1986 in Cairo,
Egypt. EGEC is a share holding company with a capital of L.E. 1.8 million, and is a
registered House of Expertise in Egypt.
Over some 23 years of hard work and aspired commitment to quality, EGEC has gained
a solid reputation as one of the top consulting firms in Egypt. EGEC had also founded
sister companies in the Gulf area; "EGEC - House of Expertise" in Sharjah, the United
Arab Emirates, "EGEC Saudi Arabia" in Jubail, Saudi Arabia, "EGEC Qatar" in Doha,
Qatar and "EGEC Libya" in Tripoli, Libya. A separate company has also been
established "EGEC - Project Management" in Cairo, to undertake project management
assignments in Egypt and elsewhere.
The outstanding reputation of EGEC is based on its most valuable asset; some 500
highly dedicated and carefully trained engineering staff covering most engineering
disciplines. EGEC’s experience covers a wide range of projects including residential,
commercial and public buildings/complexes, industrial facilities, and infrastructure as
well as heavy civil works such as tunnels, dams and marine works. EGEC projects have
wide geographical coverage including Egypt, Qatar, Saudi Arabia, United Arab
Emirates, Yemen, Oman, Sudan, Algeria, Indonesia, Bulgaria and USA.
2.2 Quality System

The basis of our Quality System is the industry standards/ best practices and the
guidance of the ISO 9001:2008 requirements. This ensures that both quality and
commercial issues can be positively managed in a way that will provide the company
good returns on investment through increased efficiency and reduced waste.
This Quality System Manual is considered a document that introduces and refers to the
documents of the complete Quality System of the company.
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3. About This Manual
3.1 EGEC Quality Policy

EGEC has a mission that all at top management level, at mid management level and at
staff level work hard to accomplish. This mission consists of the following three tasks:
a. EGEC was established with the aim of providing quality engineering and project
management services, capable of competing with international firms operating in
Egypt, North Africa and the Middle East.
b. EGEC is keen to attract, maintain and develop a coherent team of highly educated
and well trained engineering professionals and support staff, and to provide
opportunities for professional growth in a conductive and caring work environment,
equipped with advanced work tools.
c. EGEC is strongly committed to achieving client’s satisfaction and trust through
professional support; helping clients identify their needs and translating these
needs into creatively engineered projects, with persistent and strong emphasis
on, ethics, quality, safety, economy and efficiency .
7 19-Aug-2010
3.2 Manual Composition
This manual is one of the steps that are taken by EGEC to accomplish its mission. The
manual is prepared to help EGEC design engineers understand the various
management procedures for completing a design project with the quality and standards
that is accepted by EGEC as per EGEC mission statement.
The manual is divided into several sections to cover subjects of interests to project
management of design phase of a project. Sections that are covered in manual are the
following:
a. Defining of stages of design phase of a project
b. Defining scope be covered in each stage of project stages
c. Planning for proper management of design phase of a project
d. Defining management processes which includes the following:
i. Communication process control
ii. Task control process
iii. Time control process
iv. Cost control process
v. Document control process
vi. Contract control process
vii. Quality control process
e. Defining duties of each team member
3.3 Use of Manual

To make use of the manual and to maximize its benefits as a step in accomplishing
EGEC mission, the following are adopted:
a. Make manual available for reference when needed by engineers who are
involved in operation of design phase of projects.
b. Teach the content of manual as a course of 15 hours, at 3 hours sessions to
EGEC engineers who are working as PM or APM in current projects. Engineers
who successfully pass the examination held at end of course will be given an
EGEC course passing certificate. Attendants will have hands on practice for
course contents during the course.
c. Make continuous monitoring and follow up on all engineers involved in design
projects by quality control unit in EGEC to ensure proper utilization of the
manual.
d. Revise and update the manual periodically based on comments received by
users.
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4. Company Organization Chart
9 19-Aug-2010
Departments Organization Charts
4.1 Geotechnical, Heavy Civil & Marine
Geotechnical, Heavy Civil & Marine Engineering Department

Director
Dr.
Dr. Hisham
Hisham Hafez
Hafez
QA/QC
QA/QC Contact
Contact
Person
Person Eng.
Eng. Mona
Mona
Moneer
Moneer
Department
Department Admin
Admin
Support
Support
Geotechnical Investigation Manager Geotechnical & Marine Engineering

Dr.
Dr. Mohamed
Mohamed Shokry
Shokry Manager
Dr.
Dr. Magdy
Magdy Gad
Gad
Field Laboratory
Laboratory Testing
Testing Analysis
Analysis &
& Design
Design Construction
Field work
work Group
Group Construction
Leader Group
Group Leader
Leader Group
Group Leader
Leader Supervision
Supervision
Leader
Mossaad Aseel
Aseel Ektemal
Ektemal Mohamed
Mohamed Osama
Osama
Mossaad Ibrahim
Ibrahim
Piling
Piling &
& Earth
Earth work/
work/
Geologists Geologists Senior Foundation
Foundation Grading
Grading Group
Group
Engineers Group Leader
Leader
Group Leader
Leader Mohamed
Ahmed
Ahmed Ali
Ali Mohamed
Zaghloul
Zaghloul
Technicians Chemists Junior Technicians Technicians

Engineers
Technicians Draftsmen Surveyors Surveyors
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4.2 Architecture Department
Architectural Engineering Department Director

Dr.
Dr. Mohamed
Mohamed Naiem
Naiem
QA/QC
QA/QC Contact
Contact Person
Person
Eng.
Eng. Nihal
Nihal Raslan
Raslan
Architectural
Architectural Department
Department Manager
Manager
Eng.
Eng. Osama
Osama Abougebba
Abougebba
Department
Department Admin
Admin Support
Support
Design
Design Group
Group Leader
Leader Construction
Construction Supervision
Supervision Group
Group Leader
Leader
Eng.
Eng. Ahmed
Ahmed Hisham
Hisham Eng. Mohamed Hussien
Eng. Mohamed Hussien
Senior Engineer Project Managers
Junior Engineers Senior Engineer
Draftsmen Junior Engineers
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4.3 Structural Department
Structural Engineering Department

Directors
Dr.
Dr. Adel
Adel Abdel
Abdel Gawwad
Gawwad and
and Dr.
Dr. Mohamed
Mohamed Naiem
Naiem
QA/QC
QA/QC Contact
Contact
Person
Person Eng.
Eng. Amani
Amani
Tharwat
Tharwat
Structural Design Director Construction

Supervision Director
Director
Department
Department Admin
Admin Support
Support
Dr. Dr.
Dr. Adel
Adel Abdel
Abdel Gawwad
Gawwad
Dr. Mohamed
Mohamed Naiem
Naiem
Design Manager Quantity Survey Manager Supervision Manager

Dr.
Dr. Nasser
Nasser Zaki
Zaki Eng.
Eng. Ashraf
Ashraf Adel
Adel Eng.
Eng. Abdel-Rady
Abdel-Rady
Groups Leader Groups Leader Groups Leader Groups Leader Groups Leader Groups Leader
Dr. Nasser Zaki Dr. Sameh Dr. Moh. Gomaa Eng. Ashraf Adel Eng. Tarek Eng. Sayed El
Alrefay Zayed Araby
Team Leader Team Leader Team Leader Team Leader Team Leader Team Leader
/Senior Engineers /Senior Engineers /Senior /Senior /Senior /Senior
Engineers Engineers Engineers Engineers
Junior Junior Junior Junior Junior Junior

Engineers Engineers Engineers Engineers Engineers Engineers
Draftsmen Draftsmen Draftsmen
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4.4 Electro-Mechanical Department
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4.5 Transportation Department
Roads & Transportation Engineering

Department Director
Dr.
Dr. Rashad
Rashad Elmitainy
Elmitainy
QA/QC
QA/QC Contact
Contact
Person
Person Eng.
Eng. Roads & Transportation Department
Omaima
Omaima Abdel
Abdel Aziz
Aziz
Manager
Eng.
Eng. Hatem
Hatem Mokbel
Mokbel
Department
Department Admin
Admin
Support
Support
Design Manager Construction Supervision

Eng.
Eng. Hatem
Hatem Mokbel
Mokbel
Manager
Roads
Roads && Bridges
Bridges Traffic
Traffic Studies
Studies
Transportation
Transportation Group
Group
Group Leader
Leader Airports
Airports Group
Group Group Leader
Leader Regional
Regional Group
Group
Group
Group Leader
Leader Eng.
Eng.
Eng. Omaima
Omaima Abdel
Abdel Leader
Leader Eng. Hatem
Hatem Mokbel
Mokbel Leader
Leader
Aziz
Aziz
Senior Senior Senior Senior Senior

Engineer Engineer Engineer Engineer Engineer
Junior Junior Junior Junior Junior

Engineers Engineers Engineers Engineers Engineers
Draftsmen Draftsmen Draftsmen Draftsmen Draftsmen
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4.6 Environmental & Sanitary Department
Environmental & Sanitary Engineering Department Director

Dr.
Dr. Ehab
Ehab Rashed
Rashed
QA/QC
QA/QC Contact
Contact Person
Person
Eng.
Eng. Ayman
Ayman Abdel-Aziz
Abdel-Aziz
Design
Design Manager
Manager Construction
Supervision
Dr. Department
Department Admin
Dr. Eman
Eman Abo-El
Abo-El Hassan
Hassan Support
Admin Manager
Manager
Support Eng.
Eng. Mohamed
Mohamed Mehany
Mehany
W Greater Canal,
Canal, Upper
Upper Alex
Alex &&
Water
Water Wastewat
Wastewat W&& WW
WW Electro-
Electro- Quantity
Quantity Greater
Networks er Treatment mechanic Survey Cairo
Cairo Sinai
Sinai &
& Egypt
Egypt Delta
Delta
Networks er Treatment mechanic Survey
Group Networks Group al Group Group
Group Red
Red Sea
Sea Group
Group Group
Group
Group Networks Group al Group
Leader Group Leader Group Leader Leader
Leader Group
Group Leader
Leader Leader
Leader
Leader Group Leader Group Leader
Leader Leader Leader
Leader
Leader Leader
Senior Senior Senior Senior Senior

Project Project Project Project
Engineer Engineer Engineer Engineer Engineer
Managers Managers Managers Managers
Junior Junior Junior Junior Junior

Engineers Engineers Engineers Engineers Engineers Senior Senior Senior Senior
Engineer Engineer Engineer Engineer
Draftsmen Draftsmen Draftsmen Draftsmen Junior Junior Junior Junior

Engineers Engineers Engineers Engineers
15 19-Aug-2010
4.7 Project Management Department
Project Management Engineering

Department Directors
Dr.
Dr. Safwan
Safwan Khedr
Khedr and
and Dr.
Dr. Samer
Samer Ezzeldin
Ezzeldin
QA/QC
QA/QC Contact
Contact
Person
Person Eng.
Eng. Ashraf
Ashraf
Grant
Grant
Project
Project Management
Management Manager
Manager Construction
Supervision
Dr.
Dr. Samer
Samer Ezzeldin
Ezzeldin Department
Department Admin
Admin Manager
Manager
Support Dr.
Support Dr. Safwan
Safwan Khedr
Khedr
Planning
Planning Document Construction
Document Contract
Contract Construction
[Internal
[Internal &
& Control Project
Project Quality
Quality Safety
Safety &
& Supervision
Control Administratio
Administratio Supervision
External]
External] Group Control
Control Group
Group Health
Health Group
Group nn Group
Group
Group Leader Group
Group Leader
Leader Group
Group Leader
Leader Group
Group Leader
Leader
Leader Leader
Leader Leader
Leader
Leader
Leader
Team Leader/ Team Leader/ Team Leader/ Team Leader/ Team Leader/ Team Leader/ Team Leader/
Senior Senior Senior Senior Senior Senior Senior
Engineers Engineers Engineers Engineers Engineers Engineers Engineers
Junior Junior Junior Junior Junior Junior Junior

Engineers Engineers Engineers Engineers Engineers Engineers Engineers
16 19-Aug-2010
5. Project Organization Chart
OMU REP
Project Director Client
)Name( )Name( )Name(
)Name( Client Representative

.QMU REP
Project Manager /Approval Authority
)Name(
)Name( )Name(
QA / QC.Manager
)Name( Assistant Project Manager

)Name(
Central Admin / ITU Support
Technical Coordination Management
Environmental & Sanitary Planning / Cost Control

Geotechnical, Heavy Civil & Marine
)Name( Discipline Representative
Discipline Representative (name) )Name(
)Name(
MEP )nameControl
Document (
Structural
Discipline Representative (name) )Name( Discipline Representative
)Name( (name)
)Name(
Roads & Transportation Contract Administration
Architectural
Discipline Representative (name) )Name( Discipline Representative
)Name( )Name(
(name)
Other Discipline(S) Project Control
)Name( Discipline Representative
)Name(
(name)
17 19-Aug-2010
6. Detailed Project Organization Chart
18 19-Aug-2010
7. Engineering Services
7.1 Geotechnical, Heavy Civil & Marine Services:

 Geotechnical investigations and foundation studies
 Deep excavation support
 Rock slope stabilization
 Foundation underpinning
 Soil improvement and advanced foundation technology
 Ground water control
 Land fill design
7.2 Architecture Department Services:

 ?????
 ????
 ????
 ????
 ????
7.3 Structural Department:
 ?????
 ????
 ????
 ????
 ????
7.4 Electro-Mechanical Department Services:

 Lighting and electrical installations
 HVAC
 BMS (Building Management Systems)
19 19-Aug-2010
 EMS (Environmental Management Systems)
 Fire alarm & fighting
 Plumbing and piping
 Electrical power
 Light current
 Telecommunications and ICT
 Noise / vibration analysis
 Construction supervision
7.5 Transportation Engineering Services:

 Geometric design
 Pavement structural design
 Road drainage
 Parking studies
 Traffic signage
 Traffic impact assessment studies
7.6 Environmental & Sanitary Department Services:

 Pipelines and pipe networks
 Hydraulic analysis
 Anti hammer systems
 Leak detection analysis
 Environmental Engineering
 Dump sites lining and closure
 Environmental impact assessment
 Mathematical modeling / simulation
 Water Waste water treatment plant
 Pump station
7.7 Project Control & Management Services:

 Contract management
 Planning and scheduling
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 Cost control
 Coordination
 Quality management
 Document management
 Safety engineering (HSE)
 Professional training and technical assistance
 Arbitration & Disputes management
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8. Design Team Members
Once a project is awarded, a project director (PD) is nominated.

The PD will nominate a project manager (PM) for the project and an assistant project
manager (APM) to assist in managing the project. The intention of having APM is to
assist the PM in his duties in the project and to also be trained to be a PM for future
projects.
Also, the PD will nominate a Quality Manager (QM) for the Project. The QM must not to
have any other managerial or technical tasks in this particular project.
The project manager in coordination with head of departments who are involved in the
project will assign a lead engineer (LE) from each specialization. For MEP department
for example, one lead engineer for HVAC works, one lead engineer for Mechanical
works (plumbing and firefighting), and one lead engineer for electrical works will be
assigned to the project. The lead engineer in coordination with department head and/or
group leader in department (as it is applied) will assign other engineers and draftsmen
to give support as needed to LE to complete all tasks in project. Lead engineer will
always consult and receive as needed technical support from senior engineer to whom
he/she reports. It is essential to understand that LE is the prime mover of all quality
technical activities in the project.
PM will also in coordination with PD select and contract with sub-consultants as
needed.
The organization chart for a project is as shown in the next page below. As shown in
chart the number of teams in a project depends on the number of specializations in a
project.
As per the above introduction, design team consists of the following members in
addition to other supporting staff.
 PD = Project Director
 PM = Project Manager
 APM = Assistant Project Manager
 QM = Quality Project Manager
 SE = Senior Engineer
 LE = Lead Engineer for a given discipline
 DE = Design Engineer (as needed)
 DM = Draftsmen
 SC = Sub-consultant, if applicable
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23 19-Aug-2010
9. Project Manager
Project manager (PM) is the brain of a design project. His/her performance, experience,
dedication and capabilities are the main factors that lead to a success of a design
project.
The ten tips for being a better project manager are summarized in the following:
1. Be a “Why” Person
Look for reasons behind requests and action. Understanding why helps you make
sure you respond appropriately to team members, upper management, and client.
2. Be a “Can Do” Person

Think of all problems as challenges and do everything you can to overcome them.
Be creative, flexible, and tenacious. Keep working on a problem until you solve it.
3. Think about the Big Picture”

Understand where you want to go, and how your plan will take you there. Share
your vision with others.
4. Think in Details
Be thorough. If you do not think of issues of your project who will?
5. Assume Cautiously
Take time to find facts. Make assumptions as your last resource. With each
assumption you make there is a risk that you are wrong.
6. View People as Allies, Not Adversaries

Focus on common goals not on individual agendas. Make people feel comfortable
in working with you and never turn them to be your enemies.
7. Say What you Mean, and Mean what You Say

Communicate clearly. Be specific in letting people know exactly what you mean.
8. Respect Other People

Focus on people strength rather than their weaknesses. In each person in yor
team find a quality that you can respect.
9. Acknowledge Good Performance

Take a moment to acknowledge good performance and make it announced to
him/her, management and team members.
10. Be a Manager and a Leader

Encourage your team to strive for outstanding results. Provide guidance, help and
support to achieve those results.
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10. Project Stages
A project may consist of one or more stages depending on the size of the project, its
nature and client needs. Each stage has several tasks. In some projects some of these
stages may be combined in one stage.
Possible stages of a project are the following:
10.1 Stage 1: Preliminary Planning Stage (5% Stage)

It is the duty of the PM and the APM to prepare the preliminary planning for the
project. The preliminary planning of the project will include (but not limited to) the
following items
 Preparing Project Information Sheet. This sheet will have all the necessary
information about the project
 Identifying the possible need of sub-consultants for the project. In such case,
identify the scope and contract of each sub-consultant.
 Preparing project stages
 Preparing tasks and subtasks in the project (work breakdown)
 Identifying order of execution of each task within same disciplines and within
all disciplines
 Assign engineers in charge of each task
 Assigning man-hour for each task
 Sending to the client the “Client Requirement” form for completion
 Sending to client preliminary request of information (RFI)
 Prepare preliminary list of drawings (Prepare what is called tentative list of
drawings. On weekly basis you update the list of drawing. As approaching
the end of project, the list becomes almost final. It is important when you
prepare your tentative list to do your best to be as accurate as possible. Your
list should be expandable, i.e. you add new drawings without changing
drawing number and titles of drawings that were before in the list.)
 Prepare forms to be used in project
 Prepare preliminary time schedule
 Prepare method of evaluation of project progress
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10.2 Stage 2: Design concept Stage (30% Stage)
In this stage the design concept is prepared. The output of this stage varies from one
discipline to the other.
At end of this stage the progress of the project is usually evaluated as 30%.
10.3 Stage 3: Schematic Design Stage (60%)

In this stage, the design is further developed until it reaches 60% completion.
It is advisable when applicable in some projects to present work at end of this stage to
client and obtain approvals before moving to next stage.
10.4 Stage 4: Final Design Stage (90%)

In this stage, work will be further developed to be in its final form without any parts are
still missing. The completion % here becomes 90% completion. The completion % will
be 100% after satisfying all client comments.
In some projects, this considered the 100% stage and the next stage is not considered
if it is not in EGEC contract.
10.5 Stage 5: Ready for Construction Stage (100%)

In this stage, all client comments are satisfied and considered in design documents.
Also, replies to bidding are carried out. Design is further revised as per these replies
and final version of design documents is issued as “Ready for Construction”
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11. Deliverables of Project Stages
In the previous sections six project stages were introduced during the life of project. In
these stages work progress takes place until it is completed. Three stages are identified
as the work production stages. These stages are the following stages:
a. The design concept stage (30% stage). This is also some time referred to as
preliminary design stage.
b. The schematic design stage (60% stage). This is also some time referred to as
basic design stage, or design development stage.
c. The final design stage (90% stage). This is also sometimes called the 100%
detailed design stage or simply detailed design stage.
Different and alternative names for the above stages are used by different clients.
The question will be always what is the details of work to be delivered at the end of
each of these stages, or in another way what are the expected deliverables at the end
of each stage.
Appendices A, B, C, and D at end of present manual shows the expected deliverables
as per EGEC standards. These may vary from one project to the other depending on
client requirements.
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12. Project Management Processes
A well managed project will have the following seven control processes:
a. Communication control process
b. Task control process
c. Time control process
d. Cost control process
e. Project progress evaluation process
f. Document control process
g. Contract control process
h. Quality control process
Each of the above processes will be discussed in a separate section below.
28 19-Aug-2010
13. Communication Process Control
A project will operate properly when communication between design team members
and between EGEC design team and client as well as and sub consultants are properly
done.
For this purpose it is necessary to ensure passing correct and well defined information
between all parties involved in the project.
The main communication events that usually take place in a project are the following:
a. Internal meetings between team members
b. Meetings with client
c. Request of information
d. Submission of complete work and progress reports at end of each stage of
project
e. Responding to client comments
f. Responding to bidding contractors requests for clarification
One of the main reasons that contribute to quality control of projects is the high level of
communication control that ensure having information to reach all team members. It is
the duty PM and APM to make all information know to all team members.
13.1 Internal kick off meeting for design team (including sub-consultants if
applied)
The project manager (PM) and the Assistant project manager (APM) will prepare a
kick off meeting to be attended by all project team members. Minutes of meeting
(MOM) must be recorded and documented for future need. The agenda for the
meeting will include (but not limited to) the following items
a. Description of the project
b. Description of the available documents of the project
c. Description of client needs
d. Presentation of time frame
e. Introducing design team members
f. Distribution tasks and duty of each design team member
g. Review of submission stages
h. Review of EGEC project design management procedure
i. Review of Task Control procedure
j. Review of time Control procedure
29 19-Aug-2010
k. Review of Cost Control procedure
l. Review of Documents Control procedure
m. Review of Contract Control procedure
n. Review of Project Progress Evaluation procedure
o. Review of Quality Control procedure
13.2 Internal meetings (including meeting with sub-consultants if applied)

Periodical internal meetings will be conducted as needed. It is the responsibility of
the APM under the supervision of the PM to call for these meetings and to organize
them.
Meetings will be attended by all team members and MOM will be documented.
Agenda of meeting will include (but not limited to) the following items:
 Review of work progress
 Review of client comments (if applied)
 Coordination of work
 Review of present status of cost control, document control, time control and
task control.
 Proposed corrective action if necessary to solve problems encountered in
project operation
 Status of next submittal (if applied)
13.3 Client kick off meeting

The project will officially start by the kick off meeting of EGEC PM, APM and related
lead engineers with the client (when possible). The meeting will be recorded in an
official minutes of meeting.
a. Introducing team members from both sides
b. Understanding the project and its stages
c. Understanding client requirements
13.4 External meetings

External meeting will periodically be conducted with client and external parties
(when applicable) in relation to project. MOM must be documented for these
meetings.
30 19-Aug-2010
 Review of work progress
 Updating of client requirement
 Discussion of client comments (if applied)
 Obtaining client approval for work done by EGEC
13.5 Client Request of Information

All requests of information from client will be in writing.
It is the duty of the APM under supervision of the PM to collect any RFI from team
member and to send it to client for his action. Formal form of RFI will be used.
The APM will keep and update the Request of Information LOG.
The following will be considered in preparation of RFI and RFI LOG
a. Each RFI must have a separate numeric number. This is very important to
be used with Primavera Contact Manager Package.
b. The discipline for each RFI must be identified for the RFI.
c. An RFI should not be repeated if no reply is received from client. A reminder
could be sent to client to request feedback for the RFI with identifying RFI
number, its discipline and date.
d. RFI LOG should always be updated to reflect the status of each RFI. The
cell for status could be typed “Done”, “Canceled” or stay blank
13.6 Internal Request of Information (IRFI)

All requests of information between EGEC team members, departments and
branches will be in writing. Sub-consultant (if applied) are considered as an internal
department for EGEC
It is the duty of the APM under supervision of the PM to send any IRFI from one
department to the other for action. Proper form of IRFI will be used.
APM will keep and continuously update the Internal Request of Information Log
13.7 Submittals & Client comments on EGEC submittal

Submittals must be as per schedule and as agreed with client without any delay.
All client comments must be received in writing.
The APM under the supervision of the PM will keep and continuously update the
Submittals LOG. The objective of preparing this log is to keep track of all client
comments and to ensure the following:
31 19-Aug-2010
 The client is consistent in his comments
 The clients will not make any unnecessary changes for the work that he
approved before and if he does, this will be at a given cost (variation order)
 EGEC design team responded professionally to all client comments and
assured high degree of client satisfaction with high quality work.
Project handing over to client is considered as a final submittal. Use same forms
above
13.8 Sub-consultant Submittal and EGEC Comments

Under some circumstances, EGEC may contract some of the work to sub-
consultants. APM under the supervision of the PM will keep and continuously
update the LOG for all submittals of sub-consultant with EGEC comments and/or
approval. Each sub-consultant will have a separate LOG.
13.9 Monitoring of Project Communication

Project communication will be monitored through maintaining of the following
documents:
 Project Information Sheet
 Client Requirements
 MOM for Kick off meeting
 MOM for Internal meetings
 MOM for Client meetings
 RFI sent to client
 EGEC to Client Submittal Form
 Internal Request of Information, IRFI
 Log for internal meetings (including kick off meeting)
 Log for meetings with client
 Log for RFI
 Log for client comments on submittals
 Log for IRFI
 Log for Sub-consultant Submittals with EGEC comments/approval
For further details about these forms see Appendix E at the end of this manual
.
32 19-Aug-2010
14. Task Control
A project is formed of several tasks that have to be completed satisfactory at end of

project. These tasks represent the scope of work of the project and vary from one
discipline to the other.
In general a project has the following main tasks:
a. Specialized studies
Examples are traffic impact study, environmental impact assessment, etc.
b. Investigations and investigation reports
Examples are soil investigation, water quality investigation available at site, etc.
c. Designing drawings
d. Calculations and possible modeling
e. Specifications
f. Bill of Quantities
g. Tender Documents
h. Value engineering reports
i. Bid analysis reports
It is not necessary for a project to have all above tasks. Also, it is not necessary to have
all above tasks within design contract for EGEC. EGEC contract could be one or more
of the tasks above.
Each of above tasks has to be completed in a certain stage of the project. Some tasks
will be completed in early stages while some others do not start until late stages.
However, some tasks may develop as the project proceeds from one stage to the other
during its life.
It is important to divide each task when applicable to subtasks for better control of
tasks.
By task control process it is meant to prepare the work breakdown of the project into
tasks and subtasks and to control the completion of all tasks and subtasks of all
disciplines in project in a satisfactory level and in a pre-specified time.
33 19-Aug-2010
15. Time Control
15.1 Planning
APM will prepare a time plan for the project, and this plan will be approved by the
PM. The plan will be in relation to client needs and up to his/her satisfaction. A good
plan must have milestones at which project progress is evaluated and corrective
actions to be taken to revise improper performance.
Time planning may use any of the commercial available software programs
(Microsoft Project or Primavera), an excel sheet, or costumed made software
programs.
The time plan will include the following items
 Time frame for each task and sub-task
 Submittals dates
 Client approval for each stage
 Proposed (revised as needed during project execution) and actual progress
for each task and subtask
 Milestone dates of project.
15.2 Monitoring of time control

Time control will be monitored by continuous updating of the time schedule showing
both planned and actual.
It is the duty of the APM in coordination with PM to update the time schedule on
weekly bases and to send a copy to PD for information when requested.
A copy of updated time schedule will be sent to QM and PD at end of each project
stage as per the quality control stages.
34 19-Aug-2010
16. Cost Control
Design phase is an intensive process of human resources utilization. Human resources

are one of major reasons that may lead to cost over budget if no proper monitoring took
place.
This section demonstrates cost control process through controlling cost of human
resources in a project.
16.1 Planning and Follow up

As shown before, man-hour (MH) is assigned for each task and subtask of work
breakdown during the preliminary stage of the project (5% stage). Also, human
resources were assigned to each task and subtask in the project. This was done
based on values of MH that were used for each task during pricing process of
project, or based on experience of PM and PD. This value of MH is called the
baseline MH value, MH limit value, or budget MH value for the task.
Appendix E gives a form for “work plan” that is used for assignment MH to tasks in
a project
During work progress, each person involved in project will record his/her actual MH
for each task in a special software package used in EGEC for this purpose. It is
necessary to always monitor actual MH and cost of any task or subtask and
compare this to base line MH and its cost.
35 19-Aug-2010
16.2 Monitoring and Earned Value
It is the duty of each lead engineer to monitor MH assigned to each task and sub-
task in his/her scope of work, and to do what it takes to keep actual MH within
baseline value. On weekly bases lead engineer will carry out the following:
a. evaluate completion percentage for each task or subtask with his/her scope
b. estimate the earned value of MH for each task or sub-task
The evaluation of completion percentage is done using one of the techniques that
are given as will be introduced later in the present manual.
Earned MH is defined as the approved MH that contributes to completion
percentage. This is defined as, Earned MH = baseline MH * completion percentage.
As per the above, PM will:
a. monitor MH consumed for each task and subtask, and
b. take necessary corrective actions when necessary to keep MH within baseline
value.
Appendix E gives a form for updated “work plan” and reporting of MH earned
value.
16.3 Revising Resources Assignment

As a project proceeds, it is possible to make changes in human resources tasks
assignment. Reasons could be:
a. Moving some people from one project to the other as per load changing in
projects and in company
b. Moving people between EGEC branches
c. Leaving of some people EGEC
If any of the above took place, it is the duty of lead engineer to request and file a re-
distribution of the resources for MH assigned for a given task. Of course, the task
baseline MH will always stay unchanged.
Appendix E gives a form that could be used for modification of resources for a given
task in a project.
16.4 Revising Baseline MH

When a variation order is approved by client, PM must request and file MH to cover
new tasks resulted from the approved variation order.
Appendix E gives the form that could be used for this purpose.
36 19-Aug-2010
17. Project Progress Evaluation
17.1 Evaluation Method

As a project proceeds through its various stages a need arises to evaluate how much is
achieved out of project final goal. In other words: what is the achievement percentage
out of 100% completion stage? One may think of considering completed tasks of
project as a measure in achievements of project progress. This is a good way to
evaluate completion percentage, but the difficulty in doing so comes from the fact that
tasks and sub tasks should do not have equal weight.
As a result of the above constraint, one should assign a weighted percentage value for
each task and sub-task, with summation of these weighted percentages add to 100%
when all tasks and subtasks are complete and project is handed over satisfactorily to
client.
In EGEC, we use either one of the following two options.
Option 1: Use a specially developed excel file prepared by EGEC for this purpose.
This file will need some adaptation to fit the project under consideration.
Option 2: Use the well known MS Project software to prepare schedule for all
tasks and subtasks. This will be together with assigned MH (or duration with
loading percentage). The completion percentage is then estimated based on
baseline value of MH for each completed task or subtask. This option needs more
time than Option 1 but it has the advantage that the software is widely used by
many professional engineers.
It is up to PM to decide which option to be used in project in hand.
17.2 Monitoring of Completion Percentage

Once a method is selected for evaluation of progress, it is used to predict completion
percentage based on time planning for each task and sub-task.
It will then be necessary to plot the time variation of actual completion percentage
versus the planned completion percentage. Proper execution of project will make both
actual and planned completion percentage coincide with one another. If completion
percentage is less than planned value, PM should take the necessary corrective action
to improve execution rate till actual completion percentage reaches the planned one. As
shown in attached figure for one of EGEC projects, it is clear that there was an
execution problem up to week 8 in project where actual completion percentages
continuously fall below planed values. See the results of corrective action that were
taken by PM and led to bring actual completion percentage to planned value.
It is the duty of PM to make weekly evaluation of completion percentage and to make
this result available for all team members. Also, it is the responsibility of PM to find
corrective actions as needed to bring completion percentages to their planed values
37 19-Aug-2010
Time variation of actual completion % versus planned
Completion % for Marafiq project
38 19-Aug-2010
18. Document Control Process
18.1 Documents
Huge number of documents is handled in design phase of projects to cover
technical issues, administration issues, contractual issues, managerial issues, etc.
Examples of these documents are the following documents:
 Minutes of meeting (kick off, internal, and client and their logs)
 Correspondences with client (RFI, comments, submittals, etc and their logs)
 Design documents (drawings, calculations, specs, BOQ, reports, etc)
 Other important documents as applicable
Developing the proper means to organize and keep track of all documents in the
project is called document control process.
18.2 Documents Archiving and Accessibility

APM is the person in charge of all document control under supervision of PM for
project. APM under supervision of PM will take all the means for having good
document control process.
EGEC method of documents archiving includes the following:
1. APM shall create an email account for each project. A copy of any email
related to the project should be sent to this email account.
2. APM shall create a directory of the project on department server on which
APM is located. APM shall create sub directories for various activities in
project. Examples of subdirectories are the following:
o Out going emails
o Incoming emails
o Letters
o TOR
o Offer and Contract
o Drawings
o Specifications
o Calculations
o Invoices
o Etc.
39 19-Aug-2010
3. File names must be brief and related to contents of file.
4. File name shall have at its end date of last update of file in the following
format “YYMMDD”
5. At completion of project, project Directory will be moved to mass storage
media of previous projects.
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19. Contract Control Process
Both the project manager (PM) and the Assistant project manager (APM) must be
fully aware of the following documents with priority as listed below:
 Contract
 Offer
 Terms of Reference (TOR)
In addition, the contents of the following documents must be well understood
 Variation orders (if applicable)
 Correspondences with client in relation to contractual or variation issues
 Minutes of meetings (MOM) with clients in relation to contractual, claims or
variation issues
It is the responsibility of both the PM and APM to fulfill scope of work, payment
terms, and other terms as per the above documents.
It is also the responsibility of both PM and APM to assure full satisfaction of client
without sacrificing EGEC rights.
41 19-Aug-2010
20. Quality Control Process
EGEC has commitment to quality as stated in shown Quality statement of EGEC CEO.
It is responsibility of top management, mid management and all staff to comply with this
statement to the best of each individual capability.
20.1 Definition of Quality Control

The term quality is a very wide term and it is not possible to define what is meant by
quality. Quality is defined as producing work for meeting or exceeding customer
expectations. In project management, quality control requires the project manager and
the project team to inspect the accomplished work to ensure that it's aligned with the
project scope.
QC is inspection-driven process. QC requires the project manager and the project team
to inspect the work that’s been done to determine if the work results are in alignment
with the stated and implied objectives of the project scope. And if they’re not? Fix the
42 19-Aug-2010
problem. In other words, QC is all about keeping mistakes out of the clients’ hands. PM
and the project team must work diligently to ensure that
 all of the work is accurate,
 on-scope, and
 meets objectives that clients has defined.
Unfortunately, QC takes time. It takes time to inspect the work. It takes time to redo the
work. It takes time to check the work that’s been redone. And time is rarely on the
project manager’s side. Time to redo the work is always additional cost in addition to its
being annoying to all team members. The best way to beat this cost increase and
annoying feeling caused by redoing the work is to do it right for first time and not from
second time.
Quality control may also be defined as the observation techniques and activities used to
fulfill requirements for quality.
20.2 Definition of Quality Assurance

Quality assurance, or QA for short, refers to a program for the systematic monitoring
and evaluation of the various aspects of a project, service, or facility to ensure that
standards of quality are being met.
QA cannot absolutely guarantee the production of quality products, unfortunately, but
makes this more likely.
Quality assurance may also defined as the planned and systematic activities
implemented in a quality system so that quality requirements for a product or service
will be fulfilled.
Quality control is about adherence to requirements. Quality assurance is generic and

does not concern the specific requirements of the product being developed.
Quality assurance activities are determined before production work begins and these
activities are performed while the product is being developed. In contrast, Quality
control activities are performed after the product is developed.
Quality Assurance is similar to quality control, but has more to do with the process than
the product. These are the systems that can demonstrate that the organization can
meet the specifications and requirements of the customer. They also allow the
management of the organization to know that the customer's requirements are being
met.
20.3 Method of Quality Control

a. Once a project is awarded, a project quality manager (QM) is assigned for
the project.
b. QM will attend kickoff meeting at beginning of the project and he/she will
demonstrate to design team in details the quality control process of project.
43 19-Aug-2010
c. Project Quality Manager will be in charge of reviewing procedures that were
followed to ensure quality control of project.
d. Lead engineers in various departments and specializations will report to QM
with necessary reports and in specified times as applied.
e. Project quality control structure is as shown in following page.
f. Project quality control process consists of five stages to ensure control of
design process over the entire duration of project. These processes will be
defined in following section.
g. During each stage, the QC process is carried out through the following three
QC loops (see attached illustration diagram):
 Discipline QC Low Level Loop (QC-A)
 Discipline QC High Level Loop (QC-B)
 Multi-discipline QC Loop (QC-C)
h. In addition quality assurance QA form will be completed to ensure the
completion of the above three quality control loop.
i. The discipline QC low level loop (QC-A) is carried out on a weekly basis by
LE of each discipline, when work production is in action.
j. The discipline QC high level loop (QC-B) is carried out through biweekly
review of work by senior engineer specializes in this discipline, when work
production is in action.
k. The multi-discipline QC loop (QC-C) is carried out by PM through
weekly/biweekly coordination meetings attended by all LE engineers from
various disciplines in project, when work production is in action.
l. The overall QC loop (QC-D) is carried by QM through random check of the
following;
 Application of procedure
 Production quality
m. The quality assurance (QA) is carried out by QM. QM will make necessary
random checks during progress of project to ensure the implementation of
each QC loop in each QC stage. Also, QM will dedicate the continuous
completion of the necessary form for QA.
20.4 Internal Submission for QC

On end of last day of each week (Thursday), each lead engineer will upload an up-to-
date set of all work accomplished in his/her discipline, to project directory on server.
This set will be used for:
 QC-C loop: reviewed by senior engineer for the discipline.
44 19-Aug-2010
 QC-D loop: QM review
 Evaluation of completion % for each discipline
45 19-Aug-2010
46 19-Aug-2010
47 19-Aug-2010
20.5 Elements of QC Loops
As pointed out before, it is difficult to define what one should do to produce quality
work. Producing quality work is a personal attitude. This however could be gained by
training till it becomes a manner of performance. Quality work is always attained by
alert reviewing of work for the sake of having quality output. The following are some
suggested elements that will ensure quality work output when considered in each QC
loops:
a. Review of Client Requirements
b. Review of Codes and Standards in Relation to Project
c. Review of Design Drawings
d. Review of Calculations
e. Review of Specifications and Production Format
f. Review of BOQ and Production Format
g. Review of Satisfaction of client Comments
h. Review of CAD and Drawings Formatting
i. Review of Reports (Design, Review, etc) Formatting
j. Coordination between all disciplines in project, whether these disciplines are
within EGEC scope of not.
20.6 Stages of Quality Control Process

Stages of quality control process are the same as those of project stages that were
introduced before. These are as follows:
a. QC1: Preliminary Planning Stage (5%)
b. QC2: Design Concept Stage (30%)
c. QC3: Schematic Design Stage (60%)
d. QC4: Final Design Stage (90%)
e. QC5: Ready for Construction Stage (100%)
EGEC applies these five stages for quality control even when client requires less
number of stages in the project.
48 19-Aug-2010
The following diagram presents project stages, QC stages, and QC Loops
Quality
Stage Description Completion QC Loops
Stage
QC-A, QC-B,
Stage 1 Preliminary Planning Stage 5% QC1
QC-C, QC-D
QC-A, QC-B,
Stage 2 Design concept Stage 30% QC2
QC-C, QC-D
QC-A, QC-B,
Stage 3 Schematic Design Stage 60% QC3
QC-C, QC-D
QC-A, QC-B,
Stage 4 Final Design Stage 90% QC4
QC-C, QC-D
QC-A, QC-B,
Stage 5 Ready for Construction Stage 100% QC5
QC-C, QC-D
20.7 Reporting for Quality Assurance

Form C86 (see Appendix E) is designed for QA purpose through recording of QC
process activities. It is also necessary for each discipline to prepare and continuously
updated as needed a check list to guide QC reviewer having a better output.
Reporting of QC process will take place as follows:
a. Form C86 is used for reporting of activities in end of each QC stage.
b. At end of each week, LE in each department or specialization will complete
the necessary information in QC Report.
c. Randomly, QM will request an immediate copy of report from any LE to
ensure proper compliance with QC procedure.
d. At end of each stage, as per progress evaluation of project, LE of each
department or specialization will submit a copy of QA activities of stage to
QM and PD of project.
49 19-Aug-2010
21. Duties of Team Members
Key for People:

LE = Lead Engineer
SE = Senior Engineer
APM = Assistant Project Manager
PM = Project Manager
QM = Quality Manager
DM = Department Manager for a given specialization
PD = Project Director
Key for Duty:
A = Approval
C = Charge
M = Monitoring
Support = Support
No
Duty LE SE APM PM QA DM PD
TASK CONTROL (Work Breakdown)

1 Preparation of work plan (detailed scope of work) S S C
2 Detailed work plan assignment to manpower C S A M
3 Updating of work plan and manpower assignment S C
4 Call and run all internal and external meetings S C
5 All client correspondences in relation to project S C
6 Assure completion of all tasks as per scope S S C
7 Calculations C
8 Design Drawings C
9 Technical support C
10 Preparation of shop and as-built drawings if applied C
11 Coordinating technical changes for all activities S S C
12 Establishing and implementing the submittal handling
procedure S S C
13 Develops master schedule and budget for the project S C
50 19-Aug-2010
No
14 Managing project work from all aspects S C

15 Proactively identifying and addressing problems S C
16 Effectively planning and prioritizing works S C
17 Prepare coordination meetings (internally and externally) S C
18 Attend meetings to discuss and resolve problems S S S C
19 Complete and continuously update all monitoring forms as
per EGEC Operation Procedure Manual. S C
20 Periodical review of work progress S S C M

21 Review of all submittals S S S C
22
23
24
25 TIME CONTROL
26 Prepare and follow up on time schedule S S S C M
27 Establishing and updating schedules S C M
28
29
30 COST CONTROL
31 Prepare Man-Hour assigning for each task in work plan S C S A
32 Weekly estimation of earned value MH for each task S C
33 Update baseline MH as needed
S C S A
34
35
36 DOCUMENT CONTROL
37 Ensure proper update and availability of design documents
(Drawings, calculations, specs, BOQ, reports, etc) S S C
38 Book keeping of all correspondences with client S C

39 Book keeping of all correspondences with sub-consultants S C
40
41
42 CONTARACT CONTROL
43 Assuring that all Contract items (scope, payments, terms,
etc.) are fulfilled from both sides (EGEC and Client) S C
44 Assembling contract closeout documents S S C M

45 Preparing variation orders S C A
51 19-Aug-2010
No
46
Follow up on variation orders S C M
47 Drafting contract administration and variation orders

correspondences S C M
48 Contract drafting and follow up with sub-consultants S C M

49
50 QUALITY CONTROL
51 Ensure that drawings and specifications are correctly
prepared. C S M M M M
52 Liaises with the designers when necessary to obtain

clarification on design issues. S S S C M M
53 Review and appraise design submittals during and at the

end of each design stage. S C S S M M
54 Check the design to ensure that the requirements of all the

disciplines are satisfied. C S S S M M
55 Leads problem identification, definition, analysis, solution

generation, and solution implementation. S S S C M M
56 Prepare QC report and submit at end of each stage C S

57 Review QC reports and ensure proper quality procedure M C M
58 Coordinate with client for client satisfaction and take
necessary corrective actions C M
59
60
61 Progress Evaluation & Invoicing
63 Prepare method of progress evaluation at start of project S S C M
64 Prepare method of invoicing at start of project S S C M
65 Weekly updating of completeness percentage of progress S S C M
66 Prepare and follow up of invoices S S C M
67
68
52 19-Aug-2010
22. Work Flow
Work flow in a project is better presented by the following simple chart:
53 19-Aug-2010
Appendix A: Architecture Deliverables
54 19-Aug-2010
Appendix B: Structure Deliverables
55 19-Aug-2010
Appendix C: MEP Deliverables for Various Project Stages
56 19-Aug-2010
Stage 1: Preliminary Planning Stage (5% Stage)
It is the duty of the PM and the APM to prepare the preliminary planning for the
project. The preliminary planning of the project will include (but not limited to) the
following items
 Preparing Project Information Sheet. This sheet will have all the necessary
information about the project
 Identifying the possible need of sub-consultants for the project. In such case,
identify the scope and contract of each sub-consultant.
 Preparing project stages
 Preparing tasks and subtasks in the project
 Identifying order of execution of each task within same disciplines and within
all disciplines
 Assign engineers in charge of each task
 Assigning man-hour for each task
 Sending to the client the “Client Requirement” form for completion
 Sending to client preliminary request of information (RFI)
 Prepare preliminary list of drawings (Prepare what is called tentative list of
drawings. On weekly basis you update the list of drawing. As approaching
the end of project, the list becomes almost final. It is important when you
prepare your tentative list to do your best to be as accurate as possible. Your
list should be expandable, i.e. you add new drawings without changing
drawing number and titles of drawings that were before in the list.)
 Prepare forms to be used in project
 Prepare preliminary time schedule
 Prepare method of evaluation of project progress
57 19-Aug-2010
Stage 2: Concept Design (30% Stage)
1. Air Conditioning and Ventilation Systems:

 Regulations, Standard & Codes
 Environmental design criteria and requirements
 Indoor design conditions (Temperature, humidity, relative pressure, fresh air
requirements, air clean class, noise level,..etc)
 Building thermal characteristics
 Building block cooling load calculation
 HVAC zoning
 HVAC systems alternatives and selection.
 HVAC system description
 Preliminary sizing of HVAC main equipments
 HVAC equipment spaces requirements.
 Preliminary calculations of HVAC Electric demands.
2. Piping Systems:
2.1 Potable Water, Steam, and Hot Water Systems
 Design criteria
 Possible options
 Systems description with single line schematic diagrams
 Water treatment plant description
 Preliminary sizing (tanks capacities .. etc.)
 Equipment & components space requirements
 Identifying connectivity with infrastructure
2.3 Sanitary and Rainwater

 Design criteria
 Possible alternatives
 System description with single line schematic diagrams
 Waste water treatment plant description (if applied)
 Preliminary sizing
 Equipment & components space requirements
2.4 Compressed Air

 Design criteria
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 System description with single line schematic diagrams
 Equipment room space requirement
2.5 Process Chilled Water, Cooling Water, Brine, Glycol water, Ice water
 Design criteria
 Possible options
 Systems description with schematic diagrams
 Preliminary calculations and sizing (chillers capacity, etc.)
 Equipment space requirements
2.6 Technical Gases

 Design criteria
 Preliminary calculations and sizing
2.7 Irrigation
 Design criteria
 Alternative systems
 Preliminary sizing (irrigation tank capacity, pump room area)
 Identifying irrigation water source.
2.8 Fire Fighting

 Identifying type of hazard in various zones
 Possible appropriate options
 Systems descriptions with schematic diagrams
 Preliminary sizing (FF water tank capacity, FF pump room area)
 Identifying connectivity to infrastructure
59 19-Aug-2010
3. Electrical Systems:
3.1 Electric Substation
 Medium-voltage system, Transformer system, Emergency-power supply, Low-
voltage main distribution boards and MCC
 Design criteria
 Possible Appropriate Options
 Preliminary sizing (medium voltage switchgear, transformers and diesel
generator)
3.2 Independent power supply (UPS)

 Design criteria
3.3 Power and Lighting Plans

 Design criteria for interior and exterior lighting systems
 Design criteria for power
60 19-Aug-2010
Stage 3: Schematic (Basic) Design (60% Stage)

 General notes
 Symbols and Abbreviations
 HVAC system duct & piping single lines layouts without sizing for all floor plans
 Single line riser diagram without sizing (chilled water, fresh air, exhaust air,
pressurization air,..etc)
 Preliminary coordination with Architecture, Structure, and MEP systems
 Control diagrams
2. Piping Systems:
 General notes
 Floor Plans: Single line without sizing
 Risers without sizing (if applied)
 Layout of all equipment on floor plans and on site
 Site layout without sizing
 Preliminary calculations

 General notes
 Plans: Single line without sizing
2.4 Compressed Air

 General notes
 Riser without sizing (if applied)
 Site layout without sizing (if applied)
61 19-Aug-2010
 General notes
 Floor Plans: single line piping layouts without sizing
 Site layout with components layout without sizing (if applied)
 Control diagram (if applied)
 Refining of calculations
2.6 Technical Gases

 General notes
 Site layout without sizing (if applied)
2.7 Irrigation
 General notes
 Site layout: Single line without sizing
 Preliminary coordination with MEP systems and with landscape
2.8 Fire Fighting

 General notes
 Calculation refining
62 19-Aug-2010
 General notes
 Power single line diagram without sizing
 Site layout with components and cable routing without sizing
 Calculation refining
 Preliminary coordination with MEP systems , civil works and landscape

 General notes
 Single line diagram without sizing
 Preliminary calculation

 General notes
 Floor Plans: Power distribution without connections to circuits
 Floor Plans: lighting distribution without connections to circuits
 Floor Plans: cable routing without sizing
 Site layout for exterior lighting without connections to circuits
 Lighting calculation
 Preliminary coordination with MEP systems , civil works and architecture works
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Stage 4: Final (Detailed) Design (90% Stage)

 General notes
 HVAC system duct & piping layouts (double lines) with sizing for all floor plans
 Riser diagrams (double lines) with sizing
 Detailed Coordination with Architecture, Structure, and MEP systems
 Control diagrams and control strategy
 Equipment schedule
 Detailed Calculation notes
 BOQ
 Specs
2. Piping Systems:
 General notes
 General installation details
 Floor Plans: Single line with sizing
 Risers with sizing (if applied)
 Detailed drawings for equipment rooms & tanks
 Control diagrams (if applied)
 Schedule of equipments
 Detailed calculations
 Specifications
 BOQ

 General notes
 Site layouts with sizing
 Enlarged scale detailed drawings with sizing: toilet details, ..etc)
 Schedule of equipment s
 Specifications
 BOQ
64 19-Aug-2010
2.4 Compressed Air
 General notes
 Riser with sizing (if applied)
 Site layout with sizing (if applied)
 Specifications
 BOQ
 General notes
 Equipment room layout
 Site layouts with sizing (if applied)
 Control diagrams and control sequence (if applied)
 Specifications
 BOQ
2.6 Technical Gases

 General notes
 Detailed drawings for equipment rooms
 Control diagrams with control sequence (if applied)
 Schedule of equipment
 Specifications
 BOQ
65 19-Aug-2010
2.7 Irrigation
 General notes
 General details
 Site layout with sizing
 Enlarged scale detailed drawings with sizing: storage tank and pump room
details
 Specifications
 BOQ
2.8 Fire Fighting

 General notes
 Special systems detailed drawings
 Site layout with sizing
 Enlarged scale detailed drawings with sizing: storage tank and pump room
details
 Schedule of equipments and operation sequence
 Detailed calculations for water and special gases systems
 Specifications
 BOQ
 General notes
 Power single line diagram with sizing of medium voltage switchgear,
transformers and diesel generator, ATS and low voltage main and sub-main
distribution boards, MCC, feeders and bus bars
 Short circuit calculations for medium voltage and main distribution boards
 Main and branch circuit protection overload and short circuits ratings. Circuit
breakers rated to available short circuit current. Access and removal space
 Specifications
 BOQ
66 19-Aug-2010
 General notes
 Single line diagram with sizing
 Short circuit calculations
 Specifications
 BOQ

 General notes
 Floor Plans: Power distribution with connections to circuits
 Floor Plans: lighting distribution with connections to circuits
 Floor Plan: Cable routing with sizing (tray, trunk , conduits indicating fill in ratio
according to codes and regulations, manholes) with details for cable crossing
road in bank duck will be submitted
 Site layout for exterior lighting with connections to circuits
 Calculations of voltage drop from transformer to final branch circuit
 Schedule for load balance for every distribution panel
 Specifications
 BOQ
67 19-Aug-2010
Stage 5: Ready for Construction Stage (100%)
Deliverables in this stage are the same as in stage 4 but after satisfying client
comments and making necessary revising as per replies to bidding.
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Appendix D: Infrastructure Deliverables
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Appendix E: Forms for Project Management Processes Control
No. Form Description

Forms for Communication Process Control
1 F-750-01-MNG-PME-016-E Project Initiation Form
2 698566164.doc Client Requirements

3 F-750-01-MNG-PME-018-E Kick off Meeting Minutes
4 F-750-01-MNG-PME-029-E Internal Coordination/Progress Meeting Minutes
5 F-750-01-MNG-PME-021-E Client Kick off Meeting Minutes
7 F-750-01-MNG-PME-022-E Request for Information (RFI) to Client
8 F-750-01-MNG-PME-065-E EGEC to Client Submittal Form
9 F-750-01-MNG-PME-023-E Internal Request for Information (IRFI)
10 698566164.doc Log for internal meetings (including kick off meeting)
11 698566164.doc Log for meetings with client
12 698566164.doc Log for RFI
13 698566164.doc Log for client comments on submittals
14 698566164.doc Log for IRFI
Forms for MH Cost Process Control
18 F-750-01-MNG-PME-011-E Project Overall Planning - Planning
19 F-750-01-MNG-PME-011-E Project Overall Planning – Updating
Forms for Quality Process Control
22 698566164.doc QC Stage Report
70 19-Aug-2010

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Design Management Manual

1. MANUAL COVER SHEET............................................................................................................. 5

5. DEPARTMENTS ORGANIZATION CHARTS............................................................................10

7. DETAILED PROJECT ORGANIZATION CHART......................................................................18

10. PROJECT MANAGER................................................................................................................. 24

11. PROJECT STAGES..................................................................................................................... 25

13. PROJECT MANAGEMENT PROCESSES.................................................................................28

14. COMMUNICATION PROCESS CONTROL................................................................................29

16. TIME CONTROL.......................................................................................................................... 34

21. QUALITY CONTROL PROCESS................................................................................................ 42

23. WORK FLOW............................................................................................................................... 52

APPENDIX A: ARCHITECTURE DELIVERABLES.....................................................................................53

APPENDIX B: STRUCTURE DELIVERABLES........................................................................................... 54

APPENDIX D: INFRASTRUCTURE DELIVERABLES................................................................................68

Appendix E: Forms for Project Management Processes Control.....................................................................69

2.1 The Firm

2.2 Quality System

3.1 EGEC Quality Policy

3.3 Use of Manual

4.1 Geotechnical, Heavy Civil & Marine

Geotechnical, Heavy Civil & Marine Engineering Department

Geotechnical Investigation Manager Geotechnical & Marine Engineering

Technicians Chemists Junior Technicians Technicians

Technicians Draftsmen Surveyors Surveyors

Architectural Engineering Department Director

Senior Engineer Project Managers

Junior Engineers Senior Engineer

Draftsmen Junior Engineers

Structural Engineering Department

Structural Design Director Construction

Design Manager Quantity Survey Manager Supervision Manager

Junior Junior Junior Junior Junior Junior

Draftsmen Draftsmen Draftsmen

Roads & Transportation Engineering

Design Manager Construction Supervision

Senior Senior Senior Senior Senior

Junior Junior Junior Junior Junior

Draftsmen Draftsmen Draftsmen Draftsmen Draftsmen

Environmental & Sanitary Engineering Department Director

Senior Senior Senior Senior Senior

Junior Junior Junior Junior Junior

Draftsmen Draftsmen Draftsmen Draftsmen Junior Junior Junior Junior

Project Management Engineering

Junior Junior Junior Junior Junior Junior Junior

)Name( Client Representative

)Name( Assistant Project Manager

Central Admin / ITU Support

Technical Coordination Management

Environmental & Sanitary Planning / Cost Control

7.1 Geotechnical, Heavy Civil & Marine Services:

7.2 Architecture Department Services:

7.3 Structural Department:

7.4 Electro-Mechanical Department Services:

7.5 Transportation Engineering Services:

7.6 Environmental & Sanitary Department Services:

7.7 Project Control & Management Services:

Once a project is awarded, a project director (PD) is nominated.

2. Be a “Can Do” Person

3. Think about the Big Picture”

6. View People as Allies, Not Adversaries

7. Say What you Mean, and Mean what You Say

8. Respect Other People

9. Acknowledge Good Performance

10. Be a Manager and a Leader