Project Management and Construction

Management Services for the

HAMAD INTERNATIONAL
AIRPORT EXPANSION
PROJECTS
Tender Ref. HIAEPSC-0005

ALTERNATIVE TENDER

Technical
Proposal
June 2018
 1 Alternate Tender
Submission

Section 1 - Introduction

Our ‘Alternative’ reflects an optimised de-risking approach which mitigates those critical
challenges which potentially threaten the security of your programme objectives.

You need the assurance that your PM/CM team not only understands the challenges and identified risks of your
Programme, but also has the knowledge and ability to meet the challenges and mitigate the risks. Our team
brings direct experience and lessons learned from some of the world’s largest and most complex aviation and
major infrastructure projects. We will focus on solutions that incorporate an integrated view of challenge
resolution and risk mitigation.
Our experience in the design, project and construction management of major international aviation programmes consistently
demonstrates that an appropriate execution strategy is critical to the successful outcome of mega projects. Our Alternative Approach is
heavily influenced by our relevant global aviation and large project delivery experience, combined with proven ‘know how’ of executing
complex major projects. In developing this alternative approach, we assembled key management and delivery personnel with relevant
experience from successful major projects to participate in an interactive planning workshop designed to challenge the current approach
and identify realistic alternatives which would positively impact project delivery certainty. This workshop was set up to create a
collaborative pre-contract project environment, in which the team would effectively engage in their management and technical lead
activities, consistent with their nominated positions on the project delivery team. This process facilitated the opportunity for:
• a disciplined deep dive into HIAEP programme scope and project understanding;
• assessing delivery of Facilities to support growing demand;
• an interrogation of the RFP’s schedules and potential acceleration of proposal timelines; and
• an understanding of the programme interfaces, impact and importance to the HIAEP.

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Alternate Tender Submission

We noted that as the demand grows to a 53 MAP, there will be a shortage of capacity to accommodate that demand until the new
improvements are transitioned.
Exhibit 1-1 illustrates the correlation between demand and capacity development per the HIA’s baseline programme.
Exhibit 1-2 illustrates the potential capacity increase by accelerating the delivery of the WTAP (Alternative Strategy Sub-element #3).

Exhibit 1-1. HIA Forecast on Annual Passenger Growth Exhibit 1-2. Potential Capacity Increase

Discussion Focus
A summary of key discussion points can be expressed as follows:
• The challenge of this programme is the number of concurrent projects delivered within an incredibly aggressive schedule, in a
highly complex operating environment (The projected annual work in place is approx. QAR 2.5 to 3 billion).
• On recent programmes Jacobs found that 60% of design changes and time impacts were due to stakeholder and interface issues.
• Development of Alternative Approach which benefits the HIAEP by:
–– Reducing interface risks;
–– Reducing logistical complexity;
–– Reducing PM/CM manpower required to deliver the required scope; and
–– Improving integration quality.
All of the above have the potential to significantly impact cost and schedule security.
To achieve the aforementioned Alternative Approach recommendations the team focused on the followings:
1. Packaging / Concurrent Works: a package strategy that supports the accelerated timelines, maintains manageability, optimise the
de-risking of critical inter-dependencies.
2. Project Management / Groupings: evaluation of the various work packages to determine the optimal clustering of projects to
ensure effective management, restructure PM/CM team to an area management approach.
3. Programme Execution Timeline: examining opportunities to shorten listed durations, examining means and methods to achieve.
4. Contracting Strategy: assess procurement activities which overlapped with predecessor/successor activities, discussed strategies
to mitigate risk to proposed delivery methodology.
5. Constructability / Logistics: ensure the design and construction packaging approach aligns with safe and appropriate
construction best practices and site logistic requirements.
6. Technical Interface/System Integration: Identifying the required stakeholders, documenting the requested items for incorporation
into projects, ensuring inclusion and proper coordination, communication. Identify the airport systems (IT, VDGS, CUTE, FIDS,
BHS, etc.) to be integrated into the project for the operation of the airport.
7. Regulatory Requirements: considering package envelopes which support on efficient and logical ‘regulatory compliance’ journey.
–– Interfaces identified;
–– Permitting Process; and
–– Internal or External Reviews.
8. Decision Marking: to aid and facilitate HIAEP to make the appropriate decisions

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Process for Evaluating Key

Discussion Areas
Our analysis of the RFP’s execution
strategy spanned the full spectrum of the
HIAEP programme scope. Applying our
knowledge and experience from other
projects, we completed our initial
assessment of the key challenges that face
the programme. Exhibit 1-3 opposite
summarises these challenges and the
process we applied.

Exhibit 1-3. Key Challenges Identified from Initial Assessment

Presented below is our team’s assessment of key challenges, risks, approaches to mitigation and benefits to the programme. Also,
using our project planning and technical analysis experience, we developed this alternative strategy which comprises of three
sub-elements.
Strategy sub-element which positively
impacts the respective challenge Disciplined application if PM/CM best
Critical Challenges
practices to compliant delivery strategy
#1 #2 #3
Challenge 1 - Packaging/Concurrent Work Packages
Challenge 2 - Programme Execution Timeline
Challenge 3 - Construction Logistics
Challenge 4 - Technical Interfaces
Challenge 5 - Regulatory Requirements
Challenge 6 - Decision Marking
Challenge 7 - Monitoring and Managing Progress

These three sub-elements combine to accumulatively maximise the mitigation of the identified key challenges. The integration of these
considerations into the overall delivery strategy will provide optimal de-risking to the programme with positive benefits for schedule,
cost and operational security.
The relevance of those three alternative approach strategies to the critical challenges is shown on the table above which highlights a
beneficial impact on the subject challenge.

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 Alternate Tender Submission

Resulting Challenges and Analysis

1.1. Challenge 1 – Packaging / Concurrent Work Packages (PTC Expansion)

1.1.1. Definition of the Challenge
You have identified concurrent works packages within the same work area that will proceed quickly following mobilisation in order to
meet programme milestone requirements.
Multiple project construction contracts occurring at the same time in close proximity to each other will greatly increase the coordination
risks (Exhibit 1-4). For illustrative purpose, we will examine the works associated with the passenger terminal/concourse expansion.
These are:
• PTC Expansion – Early Works (Package A1).
• PTC Expansion – Main Works (Package A2).
• North Node Hotel and Lounges (Package C3).
• Additional E-gates (Package B11).
• PTC Departures Hall Lighting Enhancement (Package B17).
• Transfer A and B Lighting upgrades (Package B18).

B15
Z1

Z1
A1
C2

Z1
B18

A2
HIA Terminal
Building
Expansion to C3 A1 B11 B17
53 MAP
(Phase 1) Baggage System Upgrade

Z1 B18

A1
Temp Baggage Facility

A1

Z1

Exhibit 1-4. Projects Located within Close Proximity

1.1.2. Issues / Risks for HIAEP

There will be a significant area of the PTC and adjacent aprons that will be impacted by ongoing concurrent construction. Extensive
logistical concerns inclusive of construction phasing must be resolved to minimise the impact on existing operations and maintain
A3
programme schedule. Potential risks include the following:
• Utilities installation.
• Substructure/ Superstructure construction and impacts on line-of-sight requirements.
A3
• Site logistics, coordinating work-zone of multiple construction contractors and maintaining operations/ construction segregation.
SE Maintenance
& Offices • Handover and acceptance of work completed by one contractor to another.
• Interior construction/ impacts on passenger processing areas.
• Coordination language requirements for multiple contracts.
• Claim potential against HIAEPSC by a contractor due to non-performance by another contractor.
• Variation of works with ‘time impact’.
A2 A3 (Items discussed above are indicative and only a snapshot of the many logistical issues which must be considered and resolved).
CUP 5 Fuel Farm 2

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Alternate Tender Submission

1.1.3. Our Approach to Solution and Mitigation

Sub-element #1 – Combine PTC Early Works and Main Works Packages
Our Alternative Approach proposal recommends that we combine the PTC - Early Works and Main Works packages. These projects
have multiple interdependencies and will require continual coordination. Also, experience with projects where one contractor has to
accept/ be novated another’s work, has and will always be met with opposition by the follow on Contractor. Initially, there is a potential
two (2) month impact to the schedule as illustrated in the RFP. We do not believe the 2 month head start by the Early Works contractor
is sufficient enough to separate the enabling work from the Main PTC package, and feel this impact will be mitigated as the project
progresses. Working with one Contractor will reduce contractual risk of performing concurrent works and the problems associated with
transferring performance risk from one contractor to another. We will also propose including the North Node Hotel and Lounges project
and the secondary projects listed above to the PTC contract.
One PTC Expansion Contracting team and one internal PM/CM management team will maintain or accelerate the work, greatly reduce
the many risks associated with multiple contracts and reduce project interface requirements which also results in reduced risk. Exhibit
1-5 demonstrates Multiple Work Packages into One.
Our PTC Project Management team will continually build a
relationship and coordinate with Airport Operations tracking
active ongoing construction within and adjacent to the building.
We will develop logistics plans (similar to Exhibit 1-10), that will
coordinate work scheduling, work staging areas, limits of work,
operational impacts and mitigation to those impacts which will
be continually updated and utilised to manage the construction
activities. The process of successful logistics starts in the
design phase and it is essential when managing concurrent
activities. We will coordinate with Airport Operations
stakeholders, work with project design teams and contractors to
develop and update logistics plans.

Sub-element #2 – Similar Work Specific

Management Team
We also propose assigning similar works to the same project
management team to enhance our control and management
performance. This will also reduce the interface/integration risks
by converting most of the project interfaces into internal Exhibit 1-5. Multiple Work Packages into One
interfaces which will enhance management performance (see
Exhibit 1-6). Exhibits 1-7 to 1-9 illustrate the proposed project/management team alignment under our alternative approach.

Overall Project Interface Relationship Matrix An Indicative Area Interface Relationship

(as per RfP) Matrix Chart (Alternative Approach)
Exhibit 1-6. Reduction of Interface Risks under Alternative Approach

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Alternate Tender Submission

Hamad International Airport Project Director

Organisational Chart
Alternative
Deputy Project Director

Project Manager Project Manager Project Manager Project Manager

PTC Expansion WTAP Cargo/Canine WWTP (A5&A6)

Quality Assurance Quality Assurance Manager (1)

Manager (2) Quality Assurance Manager (1)

Deputy Project Manager Interface Manager (2) Interface Manager (1)

Interface Manager (1)
Airport Operations (1) Quality Assurance Manager (1)
PTC Expansion
Safety Manager (1) & Safety Manager (1) & Inspector (2)
Safety Manager (1)
Inspector (3)
Western Taxiway & Apron Parking & Utilities
A3 (WTAP)s
Main Passenger Terminal Expansion - Polishing Treatment Plant, Pump
A1 Early Worksckages A4 Cargo Terminal 02 A5 Station and Network for Make-up
C1 Midfield Fuel Farm Expansion Water Supply to Cooling Towers
HIA Expansion Project - Main Works at HIA
A2 Package/s
C2 Victor Stands C4 Canine Building (K9/ISF)

Pre-Treatment and Waste Water

C3 North Node Hotel and Lounges Perimeter Fence for the Reclamation Works at CONTROLS A6 Treatment Plant Improvements
B4 the Naval Base Area Programmer (1) and Extension
Cost (1)
B11 Additional E-gates B7 HIA Potable and Fire Water Contingency Repair Contracts (1)
and Rectification Works CONTROLS
Project Controls/Contracts
Assistant (1) Included with others
B17 PTC Departures Hall Lighting Enhancement Interconnection of Chilled Water Line at CUP 2
B12 and CUP 4
TECHNICAL TECHNICAL
B18 Transfers A and B Lighting Upgrade
B13 Hydraulic Network - Study Design Manager (1) Civil, Geotech & Structural
Engineer (1)
Road Improvement Architect (1)
CONTROLS CONSTRUCTION B14 Works Mechanical Engineer (1)
Civil, Geotech & Structural
Programmer (2) Construction Manager (4) Engineer (1) Electrical Engineer (1)
Quantity Surveyor: Liaison (2) Site Inspector: Architecture (4) Fence Relocation at the North and South Sea Mechanical Engineer (1) Fire Safety Engineer (1)
B15 Rescue Stations
Contracts (1) Site Inspector: Civil (2) Electrical Engineer (1)
Cost (1) Site Inspector: Structure (3) Special Systems/Security CONSTRUCTION
CONTROLS CONTROLS CONSTRUCTION Engineer (1) Construction Manager (1)
Project Controls/Contracts Site Inspector: Mechanical (6)
- Project Controls Assistant (1) Programmer (1) Construction Manager (2) Cargo System Engineer (1) Site Inspector: Civil (1)
Site Inspector: Electrical (6)
Manager Contracts (1) Site Inspector: Civil (6) BIM Engineer (1) Site Inspector: Structure (1)
Site Inspector:Security/Special
- Contracts Manager TECHNICAL System (3) Cost (1) Site Inspector: Structure (1) Fire Safety Engineer (1)
- Cost Manager Site Inspector: Mechanical (1)
Project Manager (3) Site Inspector: Fire Safety (3) Project Controls/Contracts Site Inspector: Mechanical (2)
- Document Control Site Inspector: Electrical (1)
Design Manager (1) Assistant (1) Site Inspector: Electrical (4)
Manager Site Inspector: BHS (1) CONSTRUCTION
Architect (2) Quantity Surveyor: Liaison (1) Site Inspector:Security/Special
Technical Staff Junior (4) Construction Manager (2)
Civil, Geotech & Structural System (1)
TECHNICAL Engineer (2)
Site Inspector: Architecture (2)
- Lead Design TECHNICAL Site Inspector: Fire Safety (1)
PROGRAMME SUPPORT Site Inspector: Civil (1)
Manager Mechanical Engineer (2) Design Manager (1)
Fire Safety Engineer/QCDD Site Inspector: Structure (1)
- Contracts Manager Electrical Engineer (2) Civil, Geotech & Structural
- Aviation Security QRC (1) Engineer (1) Site Inspector: Mechanical (2)
Special Systems/Security
Specialist Engineer (2) Claims Manager (2) Mechanical Engineer (1) Site Inspector: Electrical (2)
BHS Engineer (1) Electrical Engineer (2) Site Inspector:Security/Special System (1)
BIM Engineer (1) Special Systems/Security Site Inspector: Fire Safety (1)
CONSTRUCTION Fire Safety Engineer (2) Engineer (1) Site Inspector: Cargo System (1)
- Lead Construction PLB Engineer (1) Airfield Paving Engineer (1)
Manager
Jet Fuel Engineer (1)
- HS & E Manager
BIM Engineer (1)
Fire Safety Engineer (1)

Exhibit 1-7. Package AA-AB-AC (Alternative Approach)

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Alternate Tender Submission
Hamad International Airport
Organisational Chart - Work Package B
Alternative

Project Director

Deputy Project Director

PACKAGE B

Project Manager
Secondary Works

Quality Assurance Manager (1)

Interface Manager (1)

Safety Manager (1)

CCTV System Enhancement as per MOI Foreign Objects Debris Detection Access Control System
B1 SSD Law 9 Compliance B5 System for Runway B9

HIA Perimeter Security Systems Passenger Identity Processing

B2 Equipment and Maintenance B6 Implementation B10 Wireless Upgrade - HIA Premis

Completion of MOI Wireless Network for Updated Airport Master Plan - Design
B3 B8 Airside Panoramic Surveillance B16 Consultancy Services
Emergency Services Communications

CONTROLS
- Project Controls
CONTROLS TECHNICAL CONSTRUCTION
Manager Programmer (1) Design Manager (1) Site Inspector: Civil (1)
- Contracts Manager
- Cost Manager
Contracts Manager (1) Mechanical Engineer (1) Site Inspector: Mechanical (1)
- Document Control Project Controls/Contracts Assistant (1) Electrical Engineer (1) Site Inspector: Electrical (2)
Manager
Special Systems/Security Engineer (3) Site Inspector: Security/Special Sys (3)

TECHNICAL
- Lead Design
Manager
- Contracts Manager
- Aviation Security
Specialist

CONSTRUCTION
- Lead Construction
Manager
- HS & E Manager

Exhibit 1-8. Package B (Alternative Approach)

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Alternate Tender Submission

Hamad International Airport

Organisational Chart - Work Package D
Alternative
Project Director

Deputy Project Director

PACKAGE D

Project Manager
Secondary Works

Major Incident Response Interim Baggage Handling
D6 Facility D1 Facility
Modifications at Main Bag Chute - Supply and
D7 D8
Security Checkpoint No. 1 Installation at each PLB
Interim Cargo Handling
D15 Facility - Phase 2
D20 PCA Upgrade to existing
D13 Electric Fountain, ‘Relief
PLB’s
QACC Building Expansion
D3
Qatar Museums Artwork
D4 Programme
Allocated Space for General
D5 Authority of Customs in
Cargo Terminal
QM Artwork Program -
2009’ and ‘Under the Volcano’
ATM and CNS Systems at the
D9 QATCC
2 Years Maintenance of
D10 the ATM and CNS Systems
installed at the QATCC
Upgrade of the existing ATM
D11 and CNS systems at DIA
Upgrade of the existing ATM
D12 and CNS systems at HIA
D2 General Consultancy Services
Multi-Level Midfield Car Park
D16
Ras Abu Abboud Road
D17 Embankments
Ras Abu Abboud Road Street
D18 Lighting - Fix and Installation
at DIA area
D19 Miscellaneous Works

QM Artwork Program -
D14 Fabrication and Installation of
Paper Plane

CONTROLS
- Project Controls
Manager Procurement Only
- Contracts Manager Project Controls/Contracts Manager (1)
- Cost Manager
- Document Control Project Controls/Contracts Assistant (2)
Manager

TECHNICAL
- Lead Design
Manager
- Contracts Manager
- Aviation Security
Specialist

CONSTRUCTION
- Lead Construction
Manager
- HS & E Manager

Exhibit 1-9. Package C (Alternative Approach)

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Alternate Tender Submission

Coordination and Facilitation Meetings/Workshops

Our dedicated management teams will schedule weekly interactive workshops to review/update logistics plans, reviewing airport
safety and operational requirements and ensuring effective and meaningful coordination of the multiple construction contracts. Exhibit
1-10 below illustrates an example of the logistics planning for a terminal programme at the Atlanta airport in USA.

Example of Logistics Planning

Atlanta Airport, USA

Exhibit 1-10. Example of Logistic Planning for Atlanta Airport Terminal Programme

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Alternate Tender Submission

During construction of the Domestic Terminal

Canopy at Atlanta Hartsfield Jackson
International Airport, our Construction
Management Team worked with the members of
the project execution team, consisting of the
contractor, designer, airlines and airport
operations to develop the logistics plates shown
above. These plates illustrate an interval of
time, construction activities, operational impacts
and mitigation to those impacts. Numerous
interactive work sessions were held to develop
and coordinate the plans. There were multiple
plates developed (several hundred) which
illustrated the progression of the construction
and operational impacts/mitigations through the
entire construction period. These plates are the
Exhibit 1-11. Construction of North Canopy Steel Works Under Logistical
roadmap to successful implementation. Our Planning and Coordination
construction team spearheaded the efforts to
develop and continually monitors the
performance on a daily basis to maintain
operations at the ‘World Busiest Airport.”
As we coordinate multiple/ concurrent projects, being performed by the contractors, which will impact multiple airport stakeholders we
must always be aware of the impacts, operational and contractual. Logistical planning is of utmost importance, we will be
committed to the task.

1.1.4. Benefits of Our Approach

Within our team, we bring direct experience in the management of the site logistics and coordination with airport operations for the
execution of major construction projects implementing concurrent projects at airports. Through this, and our experience from other
major civil engineering projects in complex operational environments, we understand the importance and the need to plan, in the
design stage, how construction conflicts can be minimised. This is of significant importance where there is a safety-critical
environment, such as an active terminal and airfield.

1.2. Challenge 2 – Programme Execution Timeline

1.2.1. Definition of the Challenge
The majority of the HIAEP is targeted to be completed within thirty-six (36) months from the PM/CM date of Commencement. The
indicative schedule included in the RFP illustrates numerous concurrent activities such as:
• Design completion of several project overlapping procurement and construction activities;
• Procurements concurrent with construction;
• Consideration of Regulatory approvals are imbedded within the timelines;
• Minimal time allowance for PM/CM validation of major project strategies and designs;
• Time allocations for internal decision are not shown;
• Aggressive construction periods in a secured, live operational airport environment; and
• The traditional delivery methodologies of Design/Bid/Build (D/B/B) or Design/Build (D/B) potentially conflict with the schedules
shown. (Traditionally design, procurement, construction activities follow a finish-start logic where predecessor activities are
completed prior to beginning the successor activity.)

1.2.2. Issues / Risks for HIAEP

Risks that could potentially impact the overall progress of the PTC, and other associated HIAEP, include the following:
• Time taken to complete design reviews, extended tender periods, resolution budgetary issues, and HIA approvals, etc.;
• Regulatory permitting turnaround time;
• Unexpected Airport operational restrictions during construction work; and
• The “iconic nature” of the PTC-Expansion in respect to delay in delivery of system components extending the allocated time for
completion.

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1.2.3. Our Approach to Solution and Mitigation

A key mitigation for this risk is through effective planning and close interaction with HIAEPSC, regulatory agencies, authorities and
stakeholders. The accelerated nature of this programme will require streamlining of processes in a number of cases. We welcome the
opportunity to discuss the risk mitigation approach related to this challenge. Lessons learned from other similar experiences include
the following mitigation measures.
Design Phase
• Ensure enough time to complete the design including reasonable time periods for design reviews. Designers may need to continue
with design work while design reviews are underway. Doing this requires a discussion with the PM/CM project team and designer to
assess the risks associated with continuing design work before milestone reviews are completed. Resolve differences of opinion as
quickly as possible. Ensure there is a clear and effective decision making process in place.
• Provide designers with consistent baseline information to support their designs. The Project needs to have “a single source of truth”
to avoid future confusion across project designs.
• Identify stakeholder requirements early to avoid continuous design changes during the construction phase.
• Ensure the Airport operations provide comments on all design progress submittals.
• Align the design execution plan, including deliverable submissions, with the milestone dates of the programme.
• Ensure that design interfaces with other projects are well coordinated. This must include synchronisation of construction
sequencing in the tender documents.
• Prioritise designs which include long lead procurement items.
• Collaboratively coordinate designs with regulatory agencies throughout design development. Identify and address controversial
issues as early as possible in the design process.
Programming
• Base line programmes for the design and construction phases to be submitted and approved early in the programme. Closely
monitor resource loading, production rates and progress.
• Subcontractors’ work to be incorporated into main contractor’s base line programme and monthly updates.
• Variations in the work, both design and construction, must be approved before proceeding with the change. This will necessitate an
efficient process for reviewing and approving changes.
• Identify high risks in the project risk register to prioritise delay mitigation measures.
• Identify interface and integration requirements in the project schedules and monitor progress monthly.
• Review schedule updates at design and construction progress meetings.
Contracts
• Appoint experienced contractors that have the resources to complete the designated scopes of work. Proposed subcontractors
should be checked to validate their experience and capabilities.
• Structure contract packages to promote contract efficiencies, optimise schedules, and minimise interfaces across projects. Clearly
define operational constraints, but provide as much contractor flexibility as possible. Look for simplicity as much as possible.
• Include clear interface and phasing requirements in the contract language. Include provisions to minimise HIAEPSC exposure to
contractor claims.
• All subcontract agreements must be based on the same terms as the main contractor.
• For unknown design issues at the time of tender, include provisional allowances in the contract documents.
Construction:
• Items such as MEP equipment and structural steel must be readily available prior to start of superstructure and finishing works.
Make this a contractual requirement with associated Liquidated Damages.
• Closely monitor contractors’ quality control measures to minimise rework. Inspect mock-ups and provide expedited feedback.
• Make sure requests for information, shop drawings, material submittals, and changes are addressed in a timely fashion.
• When preparing subcontract agreements ensure that scaffolding is the responsibility of respective subcontractor. Use mobile
scaffolding at site to gain time.
• Always view local labour as a priority consideration.
• Productivity rates differ from country to country.
• Religious, weather constraints and locations should be considered in the programme.
• Logistics must be well planned. Haul roads, staging areas, and tower crane placements.
• It is preferable to use materials from single suppliers to ensure same quality.
• Minimise concurrent, interdependent contracts.

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External Factors:
• Never underestimate the importance of third party deliverables.
• Unpredictable conditions: Status of historical/statistical wind speed data, climatic conditions such as sandstorms. All are important
considerations as they are beyond the control of the contractors and cause potential delays.
• Cash flow plans must be communicated well in advance with the HIAEPSC to secure timely payments to the contractors.

Sub-element #3 – Temporarily Realigning SIDA/Airport Boundary Fencing

Our review concluded that temporarily realigning the Security Identification Display Area (SIDA) or Airport Boundary fencing will allow
the construction of the WTAP project works to be performed landside minimising airport security requirements and allowing better
access to the site for materials, equipment and contractor personnel (see Exhibit 1-12). Our team concluded that a minimal of six (6)
months reduction in contract performance period can be achieved. A potential discussion with the Contractor awarded the Contract
may yield addition time savings. The discussion of potential Contract incentives which could be included into the tender should also be
discussed.

Exhibit 1-12. Potential Temporary Realignment of the Airport Boundary (Indicative)

We will be reviewing programme requirements to assess the potential to recommend the Design/Build (D/B), Progressive Design/Build
(PD/B) or Construction Manager at Risk (CMAR) delivery methodologies. Figure A-13 illustrates the potential saving in project
execution periods that can be achieved.

Exhibit 1-13. Potential Saving in Project Execution Periods

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1.2.4. Benefits of Our Approach

The key mitigation to this challenge is to thoroughly plan and monitor design and construction proposed timelines, track interaction with HIAEPSC, the regulatory agencies, and the stakeholders. We will
document programme requirements, produce easy to read project fragments which identify assumptions /requirements to manage the decision making process to promote timely decision making and
emphasise the importance of collaboration. Exhibit 1-14 illustrates an example of a potential roadmap with key milestones.
Working Schedule (Level 1)

Exhibit 1-14. Example of Work Schedule (Level 1) with Indications of Key Milestones
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We have identified alternative construction packaging approaches to simplify procurement and significantly reduce coordination and
interface issues across multiple contracts.
We have identified construction logistical modifications which reduce the construction durations of critical activities related to capacity
enhancements. In so doing, we will ensure the potential increase in (early) capacity is achieved to support the growing demand. We
welcome a discussion with HIAEPSC to consolidate and assess implementation potential recommendations.

1.3. Challenge 3 – Construction Logistics

1.3.1. Definition of the Challenge
The HIAEP site is of substantial size with a large and diverse number of ongoing activities and constraints, including the followings:
• Constrained site access to accommodate the increased loading of the construction programme
• A limited amount of available area to support multiple contractor staging and laydown requirements
• Major terminal expansion construction adjacent to existing airport operations
• Major airfield construction operations, in multiple, simultaneous airside locations

The graphics (Exhibit 1-15 and Exhibit 1-16) below show some of the anticipated construction activities during the Q1 2020 which
illustrates the complexity of coordination of construction with ongoing operations. With a peak workforce numbering in the thousands,
and massive volumes of materials being moved on and off site, the need to consider and plan construction logistics is a fundamental
part of constructability planning.

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Exhibit 1-15. Concurrent Construction Activities for HIAEP Q1 2020

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Exhibit 1-16. Anticipated Construction Activities on Site in Q1 2020 (Indicative)

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1.3.2. Issues / Risk for HIAEP

The proximity of construction activities to existing ongoing airside operations requires careful planning to ensure aerodrome safety
requirements are fully met at all times and that the operational integrity of your business-as-usual is maintained. Failure to plan the
logistics effectively could result in project delays, impacts to airfield operations with associated risks, inefficient allocation of available
staging and laydown areas for contractor use, and/or rework should a conflict come to light at a later stage. In all circumstances,
aerodrome safety and security must never be compromised.

1.3.3. Our Approach to Solution and Mitigation

Our Delivery team brings a wealth of experience in construction logistics planning for large, complex, multi project/multi discipline
aviation programme delivery.
Our senior team leadership will undertake a strategic analysis of construction phasing and create output milestone diagrams like the
one shown above. This will allow us to identify critical interfaces, interdependencies, system integration issues and opportunities to
mitigate impacts. We understand your need for flexibility to maintain and enhance capacity as soon as possible given the steadily
growing demand. Our approach to construction logistics/planning will therefore account for this and provide the ability to adjust the
delivery timing of major activities, and more importantly, evaluate and recommend ways to accelerate the planned facilities delivery.
Based on the contract packaging and master schedule, we will develop a Master Logistics Plan highlighting the proposed staging,
laydown, and batch plant locations, etc. for each contract. This plan will also show haul road locations and security checkpoints for
contractor access to the airfield. Information from this Master Logistics Plan will be incorporated in the construction tender documents.

1.3.4. Benefits of Our Approach

Members of our Team have worked on numerous airports and contributed innovative solutions to construction planning, including the
establishment of landside construction ‘islands’ within the airside zone allowing construction to take place “landside” while minimising
impacts on the day-to-day operations of the airport. Our approach will use lessons learned from logistics planning on other major
construction programmes such as Atlanta International Airport, Doha Metro, and the UK Nuclear New Build. Through collaboration with
our project team members, HIAEPSC, the designers, and other stakeholders, we will oversee the development of the logistics details
for each one of the projects and ensure these requirements are clearly explained in the tender documents.
The key to coordinating multiple projects/packages within a major programme environment is understanding the individual project
requirements such as lay down, haul routing, and construction area requirements for all phases of works, understanding the
construction area overlaps (technical and schedule) and then planning with the contractors and the stakeholders to coordinate the
works. Typically, we coordinate works with contractors and stakeholders on three different levels:
• Specific and targeted coordination on a project-to-project level (contractors and stakeholders)
• Coordination with multiple projects with contractors on a programme level
• Coordination of the projects with the stakeholders on a programme level
The programme level coordination effort also requires weekly meetings with contractors, stakeholders, and the airport’s programme
management team. Coordination of projects on a project-to-project level requires continuous day to day understanding of all project
activities with forward looking projections.
When dealing with multiple projects, each having their own project schedule, there must be a forum to discuss and coordinate, review
and approve access that allows all projects to progress efficiently while minimising disruptions to airport operations.

1.4. Challenge 4 – Technical Interfaces/Systems Integration

1.4.1. Definition of the Challenge
The scale of project interfaces/integration and coordination of concurrent works within the HIAEP is enormous. These interfaces need
to be appropriately coordinated during design/validation phases, to avoid resulting problems during construction and thus avoiding
schedule delays and cost impact of the changes required to address such problems.

1.4.2. Issues / Risk for HIAEP

The key issues related to coordinating project interfaces include the following:
• Identifying the stakeholders/ requirements – most stakeholders are known and will be identified during the early design stages;
however, late identification will be an issue with some stakeholders entering the discussion at a later point than required. This
creates a risk that late stakeholder requirements could be hard to implement causing a consequential risk to schedule and budget.
• Communications – once parties with an interest in each interface are identified, the issue will be to get them to speak to PM/CM, to
agree that the PM/CM can record dialogues meetings and agreements and to keep communicating in a timely fashion until the
interface discussion is resolved. The issue is that parties slow or stop communication with corresponding delays in closing of
interface requests related those parties and associated risk to interface milestones. This is probably the most likely risk to resolution
of technical interfaces.
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• Response time vs. schedule requirements – even with parties communicating well and with genuine intent, the issue of delays in
the consultant design and construction activities or unforeseen changes in stakeholder requirements are likely to exist, thus putting
the interface milestones and budget at risk.
• Volume of interface work – with so many interfaces, interfacing parties, and conversations required to work through the interface
details, the amount of coordination required to reach agreements and resolve differences will be substantial. The challenge is how
to manage the sheer volume of work involved with the whole interface process during the project design stages. If not properly
coordinated, these interfaces will cause changes during construction.

1.4.3. Our Approach to Solution and Mitigation

Our approach to solving and mitigating interface risk is summarised in the table below. A description of our planned Interface
Management strategy and approach appears in Section 16.10 of this Technical Proposal.
ISSUE POTENTIAL HIAEP RISK SOLUTION / MITIGATION
Identifying stakeholders’ requirements. Risk to schedule and budget Flexible design; timely consultation with HIA;
Late requests will be hard to accommodate. constant checking
Communication between parties becomes Interface milestones are threatened Mitigated by PM/CM driven and HIA supported
slow or stops altogether. enforcement of agreed Communications Plan,
Responsibility Matrix and Interface Request
Register
Response Time vs. Schedule Requirements - Schedule and budget are threatened Monitoring of interface requests and timely
late responses due to unforeseen delays in raising of critical issues immediate resolution
design or misaligned schedules. (eg. by proposing alternative solution).
Volume of interface work – the large volume Interface milestones and budget are Develop a suite off bespoke PM/CM Interface
of work required to resolve interfaces results threatened tools for use that efficiently create, monitor,
in the interface process not being effective manage, escalate and report status of interface
requests; collaboratively enforce use of tools.

1.4.4. Benefits of Our Approach

The key benefits of our approach to dealing with Project Interface issues and associated risks as follows:
• We know our approach works well, it has been successfully tried and tested on other mega projects.
• Control of interface: identification, definition, agreement and resolution is stressed during a project’s design phase.
• Our interface management tools, such as a project interface matrix and interface register, are easily understood, and adaptable to
address the specific requirements of any project.
• Our approach supports the growth of a collaborative culture throughout the Project Team.
• Our proposed Alternative Approach strategy seeks to reduce the number of projects and realigns the delivery team.

1.5. Challenge 5 – Regulatory Requirements

1.5.1. Definition of the Challenge
The challenge of achieving timely regulatory approvals influences design and construction progress and is critically important to
completing the projects per the HIAEPSC schedule. If not managed properly, lack of regulatory approvals can create significant delays
and cost increases for a project.

1.5.2. Issues / Risk for HIAEP

The importance of regulatory permitting cannot be understated. Permitting acts as a fundamental control on what can be built, and
when it can be brought into operation. It introduces programme and budget risks at virtually all stages of the project. There are also
reputational risks as poor performance with government permitting agencies will reflect poorly on both the Project and on the
HIAEPSC organisation.

1.5.3. Our Approach to Solution and Mitigation

Our permitting strategy to support the development of the HIA Expansion Project has the following elements:
• Development of an inventory of the required permits and an understanding of the various approval processes;
• Formulation of a process to administer the permitting programme;
• Preparation and agreement on the communications protocol to be used with the regulatory agencies;
• Assignment of responsibilities;
• Scheduling of submittals and approval milestones; and
• Identification and mitigation of resourcing concerns.

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Our permitting strategy for respective packages will be managed by the Lead Design Manager, respective project design managers
and project designers who will work closely with the assigned HIAEPSC representative responsible for regulatory interfaces. Our Lead
Design Manager, individual project/design managers and project design team will familiarise themselves with the regulatory
requirements and prepare project permitting matrices to track progress. The project design consultants will support the permitting
process throughout the design and construction phases.
Based on our Alternative packaging analysis, we will split the Project into the following five main permitting approaches:
• PTC Early Works, PTC Main Expansion, and North Node Hotel and Lounges.
• WTAP and Fuel Farm.
• Cargo/Canine Facilities.
• Waste Water Treatment Plant Works.
• Others.
Permitting for the various secondary projects may be included with the main projects above, or done on a project basis.
Permitting requirements will be included on the project schedules. Given the magnitude of the permitting requirements, we see a need
to have early discussions with the regulatory agencies to discuss their ability to process the permits in accordance with the Project
schedule. If the agencies do not have the resources to process the permits to maintain our schedule, we will need to evaluate priorities
and/or consider the possibility of funding additional staff to conduct regulatory design reviews.

1.5.4. Benefits of Our Approach

Utilising experienced design and project management staff, supplemented by knowledgeable design teams acting as an integrated
unit, our team will have all the necessary experience and relationships to successfully navigate the process from pre-consultation
through receipt of the Certificates of Occupation. Our team understands the critical importance of an effective permitting process if the
overall Expansion Project is to succeed.
The collaborative approach we have outlined will benefit the whole permitting process. Our efforts will support early discussions with
the regulatory agencies allowing us to resolve questionable requirements before designs progresses to final detailing and to the tender
phase. We also understand the importance of identifying any resourcing problems within the regulatory agencies that will need to be
addressed to support the Expansion Project schedule.

1.6. Challenge 6 – Decision Making

1.6.1. Definition of the Challenge
The Project schedule will identify several key gateways for major approval points in the project. There will be numerous of individual
decisions that will have to be made as the project progresses. In addition, the complexities of the Project will lead to areas of
conflicting needs or outcomes, particularly where stakeholder input is required. All stakeholders have their respective objectives and
expectations which will need to be handled appropriately. The implications stemming from every decision means decision making
needs to be carefully considered by HIAEPSC and our senior leadership.

1.6.2. Issues / Risk for HIAEP

The most significant impact to the Expansion Project will be if the decision-making process is not able to keep pace with the needs of
the Project schedule. This could result in delays, confusion, and/or increased costs. There is always a tendency in decision making,
and particularly in conflict resolution, to delay and/or elevate decisions. While this may mitigate some risks, it may introduce others by
slowing up the process and/or placing too many demands on the time of a few individuals.

1.6.3. Our Approach to Solution / Mitigation

In line with our mobilisation programme, we will ramp up our engagement during the mobilisation period. This will be aimed at
‘baselining’ the wider team to a common level of project understanding. In addition, we will plan and hold interactive planning
workshops. By creating cultural alignment, we put in place a scenario where decision making is undertaken at the appropriate level
and in good time to maintain project momentum.
Making decisions at the lowest authorised level is supported by the following advantages:
• Minimises disruption to work flow.
• Gives decision authority to those technical professionals most knowledgeable about the work.
• Typically reduces time for decisions
• Reduces the amount of effort.
• Filters and prioritises decisions so only the most impactful, high value decisions are elevated to senior leadership.
• Provides lower level managers with a greater sense of project ownership.

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1.6.4. Benefits of Our Approach

Creating and maintaining momentum on the project is critical to the role of the PM/CM Consultancy in ‘clearing the path’ for others;
and in particular for the works for the PTC Expansion. By investing time and effort into establishing cultural alignment at the Project
level, we will achieve the following benefits for the Project:
• Shared objectives.
• Build trust and confidence in each other.
• Better understand each other’s strengths and weaknesses.
• Create fewer barriers to decision making.
• Define organisational responsibilities.
• Develop a shared ownership of the Project.
• Have greater buy-in from all parties.
By putting in place the means to allow better relationships to develop, there is a greater tendency for all parties to adopt a single
identity, i.e. the individual Team members will not see themselves as the individual consortiums, but as the HIAEP team. From a
project perspective, this discourages silos or overly contractual behaviour, and encourages cross-party support, collaboration, and a
joint focus on ‘getting the job done’.

1.7. Challenge 7 – Monitoring and Managing Progress

1.7.1. Definition of the Challenge
The HIAEP is recognised as an extremely complex, visible, and important capital infrastructure undertaking. The challenges inherent
to the Project include the following:
• Complex Interfaces.
• Short mobilisation period.
• Aggressive schedule in live airport operations.
• Diverse group of projects to be constructed on a very busy airport.
• Numerous stakeholders to be coordinated.
• Critical and numerous regulatory approval requirements.
• Competition for resources with other major projects in Qatar.
• Importance of an efficient decision making process.
• Establishing the processes to effectively manage the
projects.

1.7.2. Issues / Risks for HIAEP

Our primary PM/CM responsibility will be to safely
deliver complex, high quality projects on time and within
established budgets. These projects must meet HIA’s
long term needs and address the requirements of
numerous stakeholders. Given the large number of
challenges noted above, it will be imperative for
HIAEPSC and the PM/CM to select and implement
processes and systems to manage a large volume of
information. This information will include cost data,
scheduling details, a large volume of project documents,
and quality reports. To help the Project Team with
monitoring work progress and making decisions,
information must be comprehensive, well organised, and
timely. Without an effective information management
system, it will be difficult to evaluate project status,
make timely adjustments and arrive at well-informed
decisions.
Exhibit 1-17. Using Integrated Project Controls to Manage and Monitor Progress

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Exhibit 1-18. Schedule Hierarchy and Development

1.7.3. Our Approach to Solution / Mitigation

Based on our global delivery experience, we propose to implement an integrated project control strategy which has proven successful
on some of the largest projects around the world. In order to fully integrate with all the elements, a well-structured schedule hierarchy
will be strictly adhered to throughout the development of the schedule. The implementation methodology will be based on well-
developed project schedules where the key elements of project control will be integrated. This includes decision points, project
financial information, project risks, changes and key project interfaces. The integrated project control approach provides a solid
platform for progress measurement (e.g. Earned Value), decision making, risk management and interface management tool as shown
in Exhibits 1-17 and 1-18.

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