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The new capital administrative

The financial and business district

The Egyptian Agricultural Bank

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PROJECT LOCATION

Egyptian Agricultural Bank

  • 25 km from New Cairo
  • 46 km from Badr city
  • 45 km from Cairo International Airport

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PROJECT SCOPE

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Unit price

31.6 m

6519 m2

25 months

5825 m2

450 m LE

PROJECT SCOPE

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The Egyptian Agricultural Bank

Owner

Dar Al-Handasah Egypt for design and technical consultancy

Main consultant

Arab contractors

Main contractor

Key stakeholders

PROJECT SCOPE

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Site Management

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Site management

Site Management

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Site management

the site must be designed to maximize efficiency of operations in order to promote worker productivity, to shorten project time and to reduce cost.

Well planned site including all temporary facilities and utilities lead to:

  • Increasing productivity and safety
  • Reducing area(s) needed for temporary construction
  • Maximizing utilization.

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Site management

Site Layout Planning Elements

  • Tower crane
  • Entrance
  • Material staging area
  • Site Offices
  • Employment parking
  • Movement paths
  • Resting area & Bathroom

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Site management

Tower crane

Use two tower crane to serves each work zone within the radius of the crane for easy handling.

Z2

Z3

Z1

  • The first tower crane serves total area 1675 m2 (Z1)
  • The second tower crane serves total area 996 m2 (Z2) and total area 500 m2 (Z3)

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Material staging area

The storage area will be next to the tower crane to be not far from the working area and it does not impede the smooth flow of work traffic area across the site

It is necessary to plan and reserve storage areas for materials so that multiple movement of material is avoided.

Site management

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Site management

Material staging area

photos from the site

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Site management

Site cleaning

  • It is necessary at a workplace and especially when the extent of debris produced is high.

​

  • Housekeeping is necessary for safety and easy movement.

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Site management

Site Offices

They are able to reach all labor of the work and water tank is placed next to Offices

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Site management

Employment parking

Parking Lots are provided for the owner, office, and craft personnel

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Site management

Entrance

It is necessary to have a proper entrance for engineers and labors

Also, it is necessary to keep track of all visitors to the project

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Site management

Entrance

A sign will be displayed in the entrance of visitors to the project to follow the safety instructions

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Site management

Movement paths

Easy accessibility will keep the morale of the equipment and vehicle drivers high, minimize the chance of accidents, and save time in maneuvering to arrive at and leave the project

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BIM

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What is BIM Technology?

BIM or Building Information Modelling is a process for creating and managing information on a construction project across the project lifecycle.

BIM

(B) Building

(I) Information

(M) Modeling

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Why Using BIM?

The ability to make decisions in an early stage before construction processes.

Dramatically improve the documentation process.

Helps greatly in the process of cooperation between all parties.

Saving time, effort, and cost.

View the impact of any change on the whole model by the push of the button.

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Relation between BIM & Construction Management

Aid in visualizing the final project during design stage.

Greatly reduce changes & variations due to the usage of 3D model.

Clash detection: Identify the Area Of conflict & Problems prior construction.

Make 4d simulation which help to visualize the sequence of construction.

Organize the site.

Good visualization through different media images, video walkthrough in the building, study shadows.

BIM can produce the drawing, BOQ, shop drawing with high quality & less time than the traditional method.

Pricing & cost.

Calculation of the quantity automatically.

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BIM LEVELS

  • 2D visualization of the 3D on a plan
  • 3D Geometrical
  • 4D Time
  • 5D Estimating Cost
  • 6D Sustainability
  • 7D Facility management applications

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BUILDING MODELS�

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Clash Detection

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QUANTITY SURVEYING

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Alternative Studies

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25 months

Alternative Studies

We use alternative Studies to choose the best method

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25 months

Alternative Studies

Case Study 1 Selection of the insulation material

Case Study 2 Concrete Used

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25 months

survey

Assign weight

Scoring

The weighted analysis of desired criteria

Alternative Studies

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25 months

Contract Clauses

​

Alternative Studies

In order to determine the relative weights, we conducted a survey among 5 people in the site; 2 Engineers from technical office, 2 planning engineers, and an Owner representative.

Here is a sample of the survey:

We are Students from Benha University, Shoubra Faculty of Engineering, Construction Management and Engineering Department. We are making this survey for a study whether to use from list of available materials.

We have developed a set of criteria for comparison between the materials;

1. Efficiency

2. Cost

3. Durability

4. Installation

5. Acoustic insulation

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Alternative Studies

Case Study 1 Selection of the insulation material

A. Efficiency

A

B

C

D

E

​

B. Cost

A/1

​

​

​

​

​

C. Durability

A/C

C/1

​

​

​

​

D. Installation

A/2

B/1

C/1

​

​

​

E. Acoustic Insulation

A/2

B/1

C/1

D/1

​

​

Weight

A

6

B

2

C

4

D

1

E

0

Total

13

%

46

15

30

9

0

100

​

46

15

30

9

0

​

​

A

B

C

D

E

Total

Polyurethane

4

4

3

4

2

370

Fiber glass

5

5

5

4

4

491

Mineral fiber

3

3

4

5

4

348

Phenol foam

4

4

3

5

4

379

Polystyrene(XPS)

4

5

4

4

2

415

  • Polyurethane
  • Fiber glass
  • Mineral fiber
  • Phenol foam
  • Polystyrene(XPS)

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Alternative Studies

Case Study 2 Concrete Used

A. Efficiency

A

B

C

D

​

B. Cost

A/1

​

​

​

​

C. Lower Risk

A/C

C/1

​

​

​

D. Noise

A/2

B/1

C/1

​

​

Weight

A

4

B

1

C

2

D

0

Total

7

%

57

14

29

0

100

​

57

14

29

0

​

​

A

B

C

D

Total

Ready mix concrete

2

4

2

5

228

Patch plant

5

2

5

3

458

  • Ready mix concrete.
  • Patch plant.

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TIME MANAGEMENT

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ABE WBS

ABE-01 AGRICULTURAL BANK OF EGYPT (ABE)

ABE-01.1 General and key dates

ABE-01.1.1 General milestone

ABE-01.1.2 Pre & post construction

ABE-01.2 Construction

ABE-01.2.1 Substructure

ABE-01.2.1.1 Earthwork

ABE-01.2.1.2 Foundation works

ABE-01.2.1.3 B2

ABE-01.2.1.4 B1

ABE-01.2.1.5 fuel tanks

ABE-01.2.2 Superstructure

ABE-01.2.2.1 Z1

ABE-01.2.2.1.1

GR floor

ABE-01.2.2.1.2 1st floor

ABE-01.2.2.1.3 2nd floor

ABE-01.2.2.1.4 3rd floor

ABE-01.2.2.1.5 4th floor

ABE-01.2.2.1.6 5th floor

ABE-01.2.2.1.7 Roof

ABE-01.2.2.1.8 Top of roof

ABE-01.2.2.2 Z2

ABE-01.2.2.2.1 GR floor

ABE-01.2.2.2.2 1st floor

ABE-01.2.2.2.3 2nd floor

ABE-01.2.2.2.4 3rd floor

ABE-01.2.2.2.5 4th floor

ABE-01.2.2.2.6 5th floor

ABE-01.2.2.2.7 Roof

ABE-01.2.2.2.8 Top of roof

ABE-01.2.2.3 Z3

ABE-01.2.2.3.1 GR floor

ABE-01.2.2.3.2 1st floor

ABE-01.2.2.3.3 2nd floor

ABE-01.2.2.3.4 3rd floor

ABE-01.2.2.3.5 4th floor

ABE-01.2.2.3.6 5th floor

ABE-01.2.2.3.7 Roof

ABE-01.2.3 External works

ABE-01.2.3.1 landscape works (Z4)

ABE-01.2.3.2 Infrastructure works

ABE-01.2.3.3 facade works

ABE-01.2.4 Conveying system

ABE-01.2.4.1 Elevators

ABE-01.2.2.1.1 Ground floor

ABE-01.2.2.1.1.1 Civil

ABE-01.2.2.1.1.1.1 PC for Ramp

ABE-01.2.2.1.1.1.2 RC

ABE-01.2.2.1.1.1.2.1 Slab& Beams& Drop panels

ABE-01.2.2.1.1.1.2.2 column

ABE-01.2.2.1.1.1.2.3 cores

ABE-01.2.2.1.1.1.2.4 stairs

ABE-01.2.2.1.1.2 Arch.

ABE-01.2.2.1.1.2.1 finishing

ABE-01.2.2.1.1.2.2 metal works

ABE-01.2.2.1.1.2.3 Thermal and moisture insulation

ABE-01.2.2.1.1.3 MEP

ABE-01.2.2.1.1.3.1 mechanical

ABE-01.2.2.1.1.3.1.1 HVAC

ABE-01.2.2.1.1.3.1.2 fire fighting

ABE-01.2.2.1.1.3.1.3 equipment

ABE-01.2.2.1.1.3.2 Electrical

ABE-01.2.2.1.1.3.2.1 Power System

ABE-01.2.2.1.1.3.2.2 Telecom System

ABE-01.2.2.1.1.3.3 plumbing

ABE-01.2.2.1.1.3.3.1 Sewage works

ABE-01.2.2.1.1.3.3.2 Water works

Overall WBS

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Time schedule

Estimate Activity Resources

PROJECT NAME: AGRICULTURAL BANK OF EGYPT (ABE)

ACTIVITY LIST

B.O.Q. REFERENCE

DIVISION

ACTIVITY ID

ACTIVITY NAME

B.O.Q. DESCRIPTION

ABE-01

AGRICULTURAL BANK OF EGYPT (ABE)

ABE-01.2

Construction

 

 

ABE-01.2.1

Substructure

 

 

ABE-01.2.1.1

Earthworks

 

 

 

 

31

CO-SB-EA-EX-0014

Excavation in soil except that for fuel tanks

A

 

 

 

Excavation for two basements till execution level

 

31

CO-SB-EA-EX-0011

Excavation in soil for fuel tanks

B

 

 

 

Excavation for fuel tanks till street level

 

31

CO-SB-EA-BF-0013

Backfilling for foundation

C

 

 

 

Backfill above RC Raft level till ground floor

D

 

 

 

Backfill above RC Raft level and below tanks

E

 

 

 

Backfill for replacement layer from excavation level to below PC raft

Appendix B - Activity list

BOQ

Resource Dictionary

Activity Name

Equipment

Labor

Production rate (PR) (unit/day)

Unit

QTY

NO. of Crews (NC)

Expected duration= QTY/(PR*NC)

Duration (Days)

Excavation in soil except that for fuel tanks

1 Jack Hammer 1excavator 2Tipper truck

4Operator 1Helper

175

M3

56515

12

26.911905

27

Excavation in soil for fuel tanks

1 Jack Hammer 1excavator 2Tipper truck

4Operator 1Helper

175

M3

850

2

2.4285714

3

Backfilling for foundation

1loader 1Tipper Truck 1Roller

3Operator 1civil supervisor

200

M3

8459

2

21.1475

22

Backfilling behind Retaining walls

1loader 1Tipper Truck 1Roller

3Operator 1civil supervisor

200

M3

2925

1

14.625

15

Estimated

Appendix C - Resource dictionary & Expected duration

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Time Schedule Summary

Time Schedule Summary

Appendix A - Baseline

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Time Evaluation

Time Evaluation

Have Lags 9.60% < 5%

Leads 0.0%

High Float 36.06% <5%

Negative Float 0.0%

High Duration 0.00%

Invalid Dates 0.00%

Relationships 3463

FS 95.9%

SS 4.1%

Missing predecessors 0.0%

Hard Constraints 0.0%

Missing successors 0.0%

Total Tasks 1758 = 1750 uncompleted Tasks + 8 milestones

NO Assigned Resources 0.1% 0.0%

Criteria achieved

Criteria not achieved with high difference

Criteria not achieved with low difference

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Log

Critical activities= 155 / 1758 = 8.816% of total activities

Activities with T.F in range of 2 and 7 days is 182 activities

Near critical activities= 182 / 1758 = 10.35% of total activities

Then critical activities= 19.1686% of total activities

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Histograms

Total Labor usage profile

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Histograms

Excavation crew usage profile

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Histograms

Total Non-labor usage profile

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Histograms

Deformed bars reinforcement steel for building usage profile

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COST ESTIMATE

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Cost Estimate

  • Cost Management Processes

02

Budget Determination (cost baseline)

01

Cost Estimation

03

Cost Control

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Cost Estimate

  • Cost Estimation Methods
  • Analogous method (top-down method)

​

  • Parametric method
  • Detailed method (bottom-up method)

The cost of individual work packages or activities is estimates with the greatest level of specified detail

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Cost Estimate

  • Price Components

Bid Price

Cost

Direct Cost

Indirect Cost

Mark Up

Profit

Risk Contingency

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Cost Estimate

Direct cost

Indirect cost

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Cost Estimate

  • Sample of Cost detailed description

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Cost Estimate

  • Examples how we calculate total direct cost

Calculate total direct cost of Masonry works for First floor of Zone 1

Crew consists of:

1 Mason 1 Helper (450 LE/day).

No. of crews: 9

Quantity: 593.78 m2

Productivity rate: 10 m2/day

Duration = Quantity / (Rate x no. of crew) = 593.78 m2/ (10 m2/day* 9 crew) = 6.597 = 7 days.

Labor Cost = (Crew Cost) x No. Crews x Duration = 450*9*7= 28,350 LE.

Material Cost of 1m2= 23 Blocks (40*20*12) + 16 Kg. Cement + 0.054 m3 Sand

=(23/1000)*5200+(16/1000)*800+0.054*65=135.91 LE.

Material Cost= (cost of 1m2 x Quantity )= (135.91*593.78)=80700.64LE.

Total Cost = 28,350 + 80700.64 = 109,050 LE.

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COST ESTIMATE

Recap Sheet

Activity Name

Unit

QTY

Total Equipment Cost

Total Labor Cost

Total Material Cost

Total Direct Cost

Activity Total Price

Activity Unit Price

FOUNDATION

Civil Works

Excavation in soil except that for fuel tanks

M³

56,515

1,548,000

144,000

........

1,692,000

2,470,632

44

Excavation in soil for fuel tanks

M³

850

25,800

2,400

........

28,200

41,177

48

Backfilling for foundation

M³

8,459

167,200

22,000

338,360

527,560

770,335

91

Backfilling behind Retaining walls

M³

2,925

57,000

7,500

117,000

181,500

265,023

91

Backfilling for fuel tank

M³

420

11,400

1,500

16,800

29,700

43,367

103

Shuttering PC of Raft

M³

464

........

1,856,000

........

1,856,000

2,710,102

5,841

Pouring PC of Raft with Fcu=15 MPA

M³

464

34,860

2,400

38,976

76,236

111,318.62

240

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COST ESTIMATE

 

Total Direct Cost

Activity Total Price

 

Total Direct Cost

308,725,102.9

450,795,591.5

 

Project overhead = 13% DC

40,134,263.4

Price Factor = {Total project bid / Total direct cost} = (450795591.5 / 308725102.9)

1.460184

General overhead = 8% DC

24,698,008.2

Total Direct & Indirect Cost

373,557,374.5

Risk = 2.4%

Profit = 12.6%

56,033,606.2

Total Cost after adding Profit & Risk

429,590,980.6

Bond = 0.9%

3,866,318.8

Total Cost after adding Bond

433,457,299.5

Tax = 4%

17,338,292

Total Project Bid

450,795,591.5

Bid Price

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COST ESTIMATE

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COST ESTIMATE

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COST ESTIMATE

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COST ESTIMATE

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COST ESTIMATE

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COST ESTIMATE

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COST ESTIMATE

Expenses will be paid immediately.

​

Retention = 5% will be paid with the last payment.

​

Calculations made Monthly.

​

Payment will be paid after one month from invoices.

​

Advanced payment=10%

​

Mark up = 15%

Cash Flow

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COST ESTIMATE

Cash Flow

 

 

​

 

 

 

 

 

Net cash

Dates

Cash out

cum. Cash out

Revenue

Retention

Amount payable

Payment Received (Cash in)

Cum. Cash in

Before

After

Oct-19

1,706,466.49

1,706,466.49

1,962,436.46

98,121.82

1,864,314.64

44,824,435.60

44,824,435.60

 

43,117,969.11

Nov-19

24,607,105.92

26,313,572.41

29,528,527.10

1,476,426.36

28,052,100.75

71,337.22

44,895,772.82

18,510,863.20

18,582,200.41

Dec-19

26,750,759.35

53,064,331.76

32,100,911.23

1,605,045.56

30,495,865.66

26,259,123.32

71,154,896.14

-8,168,558.94

18,090,564.38

Jan-20

4,346,831.83

57,411,163.59

5,216,198.20

260,809.91

4,955,388.29

28,702,888.24

99,857,784.38

13,743,732.55

42,446,620.79

Feb-20

18,835,220.39

76,246,383.98

22,602,264.47

1,130,113.22

21,472,151.24

3,162,410.86

103,020,195.24

23,611,400.40

26,773,811.26

Mar-20

8,542,494.37

84,788,878.35

10,250,993.25

512,549.66

9,738,443.59

19,679,173.82

122,699,369.06

18,231,316.89

37,910,490.71

Apr-20

5,265,882.26

90,054,760.61

6,319,058.71

315,952.94

6,003,105.77

7,945,466.16

130,644,835.22

32,644,608.45

40,590,074.61

May-20

15,720,480.92

105,775,241.53

18,864,577.11

943,228.86

17,921,348.25

4,210,128.35

134,854,963.57

24,869,593.69

29,079,722.04

Jun-20

13,512,598.60

119,287,840.14

16,215,118.33

810,755.92

15,404,362.41

16,128,370.83

150,983,334.40

15,567,123.44

31,695,494.26

Jul-20

24,175,390.21

143,463,230.35

29,010,468.25

1,450,523.41

27,559,944.84

13,611,384.98

164,594,719.38

7,520,104.05

21,131,489.04

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COST ESTIMATE

Aug-20

38,469,839.30

181,933,069.64

46,163,807.16

2,308,190.36

43,855,616.80

25,766,967.41

190,361,686.80

-17,338,350.26

8,428,617.16

Sep-20

23,046,204.22

204,979,273.86

27,655,445.06

1,382,772.25

26,272,672.81

42,062,639.37

232,424,326.17

-14,617,587.06

27,445,052.31

Oct-20

43,379,074.85

248,358,348.71

52,054,889.82

2,602,744.49

49,452,145.33

24,479,695.38

256,904,021.56

-15,934,022.54

8,545,672.85

Nov-20

26,350,727.55

274,709,076.26

31,620,873.06

1,581,043.65

30,039,829.41

47,659,167.90

304,563,189.46

-17,805,054.71

29,854,113.20

Dec-20

16,209,901.08

290,918,977.34

19,451,881.29

972,594.06

18,479,287.23

28,246,851.99

332,810,041.45

13,644,212.12

41,891,064.11

Jan-21

19,672,920.17

310,591,897.51

23,607,504.21

1,180,375.21

22,427,129.00

16,686,309.80

349,496,351.25

22,218,143.94

38,904,453.74

Feb-21

14,317,059.63

324,908,957.14

17,180,471.55

859,023.58

16,321,447.98

20,634,151.57

370,130,502.82

24,587,394.11

45,221,545.68

Mar-21

13,874,724.88

338,783,682.01

16,649,669.85

832,483.49

15,817,186.36

14,528,470.55

384,658,973.37

31,346,820.80

45,875,291.36

Apr-21

15,598,271.44

354,381,953.46

18,717,925.73

935,896.29

17,782,029.45

14,024,208.94

398,683,182.31

30,277,019.91

44,301,228.85

May-21

7,602,541.83

361,984,495.29

9,123,050.20

456,152.51

8,666,897.69

15,989,052.02

414,672,234.33

36,698,687.02

52,687,739.04

Jun-21

795,885.39

362,780,380.68

955,062.47

47,753.12

907,309.34

6,873,920.27

421,546,154.60

51,891,853.65

58,765,773.91

Jul-21

1,334,653.39

364,115,034.07

1,601,584.07

80,079.20

1,521,504.86

-885,668.08

420,660,486.52

57,431,120.53

56,545,452.45

Aug-21

6,856,275.10

370,971,309.17

8,227,530.12

411,376.51

7,816,153.61

-271,472.56

420,389,013.95

49,689,177.35

49,417,704.79

Sep-21

1,017,586.21

371,988,895.38

1,221,103.46

61,055.17

1,160,048.28

6,023,176.19

426,412,190.14

48,400,118.57

54,423,294.76

Oct-21

1,619,170.75

373,608,066.13

1,943,004.90

97,150.24

1,845,854.65

-632,929.14

425,779,261.00

52,804,124.01

52,171,194.87

Nov-21

0.00

373,608,066.13

0.00

0.00

0.00

22,465,095.03

448,244,356.03

52,171,194.87

74,636,289.90

SUM

 

 

448,244,356.03

22,412,217.80

 

425,779,261.00

 

 

 

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COST ESTIMATE

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Updating of Schedule

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25 months

Updating of Schedule

​

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25 months

Updating of Schedule

​

Tender type

Direct order

Contract type

Unit price

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25 months

Updating of Schedule

​

Contract Clauses

​

Data Date: 3/6/2021

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25 months

Updating of Schedule

​

Contract Clauses

​

Data Date: 3/6/2021

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25 months

Updating of Schedule

​

Earned value management

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25 months

Updating of Schedule

​

Assign Values

Assign Baseline

Variances & Indices

Analysis STRATEGY

 

Estimate at Completion

86 of 188

25 months

Updating of Schedule

​

Essential Elements

Actual costs for reported work (ACWP) = 440,972,587.68 LE

Baseline value of the reported work (BCWP) = 433,656,032.96 LE

Baseline value of the scheduled work (BCWS) = 437,369,797.25 LE

87 of 188

25 months

Updating of Schedule

​

Variances & Indices

  • Cost Variances (CV) = -7,316,554.72 LE (over budget)
  • Schedule Variances (SV) = -3,713764.29 LE (behind schedule)
  • Cost Performance Index = 0.98(over budget)
  • Schedule Performance Index=0.99(behind schedule)

88 of 188

25 months

Updating of Schedule

​

Estimate at Completion

EAC = AC + ((BAC - EV) / CPI) = 458,461,933.1 LE (Use this value)

= AC + (BAC - EV) =458,112,146.2 LE

  • Budget at Completion (BAC)

=450,795,591.5 LE

89 of 188

25 months

Updating of Schedule

​

Contract Clauses

​

26/10/2021

30/11/2021

Change of completion date

90 of 188

25 months

Updating of Schedule

​

Contract Clauses

​

91 of 188

CONTRACT ANALYSIS

​

92 of 188

CONTRACT ANALYSIS

​

Tender Vs. Contract

93 of 188

CONTRACT ANALYSIS

​

Tender type

Direct order

Contract type

Unit price

94 of 188

CONTRACT ANALYSIS

​

Contract Clauses

​

95 of 188

CONTRACT ANALYSIS

​

No similar clause available in the FIDIC.

In FIDIC

Each part of the design of the permanent works by the Contractor shall be carried out by a relevantly qualifies engineer, whose appointment shall be subject to the prior approval of the Consultant.

In our Contract

This Clause is added and not mentioned at all in the FIDIC. The FIDIC didn't mention any supervision or approval needed from the Consultant on the Contractor's assigned engineer. This clause gave advantage to the Consultant to control the management more but it lowers the risk on the contractor.

Comment

Clause (1.1.5)

96 of 188

CONTRACT ANALYSIS

​

In FIDIC

The procedures of the approval of subcontractors shall be stipulated in the subsequent Addenda .

​

In our Contract

Comment

Clause (4.4)

The Contractor shall not subcontract the whole of the Works.

The Contractor shall be responsible for the acts or defaults of any Subcontractor, his�agents or employees.

The difference led to the volume of works will be rigid for the general contractor, and risk will be reduced, as well as what was spent on the item, and it will remain like this, the obligor is the subcontractor.

97 of 188

CONTRACT ANALYSIS

​

The Employer shall appoint the Engineer who shall carry out the duties assigned to him in the Contract. The Engineer's staff shall include suitably qualified engineers and other professionals who are competent to carry out these duties. The Engineer shall have no authority to amend the Contract.

In FIDIC

In our Contract

if there is any delay by the owner in delaying the issuance of taking-over certificate, The implementation of the next clause will be delayed.

Comment

The Engineer shall obtain the Employer’s specific approval before carrying out the following duties under the Contract. Issue an extension for the Time for Completion, Suspension of part or all of the works , Issuance of Variation Order.

Clause (3.1)

98 of 188

CONTRACT ANALYSIS

​

No work shall be carried out on the Site on locally recognized days of rest, or outside the normal working hours stated in the Appendix to Tender, unless : otherwise stated in the Contract , the work is unavoidable, or necessary , the Engineer gives consent .

In FIDIC

The normal working hours is 8 hours per day from Saturday to Thursday and the Contractor is allowed to work night shifts, Fridays and Public Holidays provided that it complies with the relevant laws and regulations.

In our Contract

Overtime work risk is on the contractor responsibility and it may affect the determined budget for the project and if the consultant does not receive (approve) the work on time, this will affect the project time.

Comment

Clause (6.5)

99 of 188

CONTRACT ANALYSIS

​

Demurrage

Assessing a fine of 1% for each week if the contractor delays in completing the work and delivering it on the specified dates (liquidated damages)

100 of 188

CONTRACT ANALYSIS

​

Indemnities

The Contractor shall indemnify and protect from harm the Employer and its members and agents against all claims, damages, burdens and expenses (including litigation fees and expenses), in relation to the following: A- Bodily injury, illness, illness or death that may be incurred By any person whatsoever if they were caused by, during or because of the contractor’s designs (if any), or from the execution and completion of the works and the repair of any defects therein, unless they were attributable to negligence, willful act or breach of contract by the employer or its members or any of their agents .

101 of 188

CONTRACT ANALYSIS

​

Withdrawing the work from the contractor and performing it at his expense

- If he delays starting work after handing over to the site free of obstacles impeding work for more than two weeks without justification.

-If he abandons the work or transfers it to a third party without the consultant’s approval.

​

102 of 188

CONTRACT ANALYSIS

​

Clearly defined roles for all parties

.

Saves time of

tendering

High quality

(prequalified contractor)

Well established and easily understood

Advantages

103 of 188

CONTRACT ANALYSIS

​

High price due to absence of competition

.

May be bias for contractor selection

Changes may lead to disputes and claims

Long time.

Disadvantages

104 of 188

RISK MANAGEMENT

105 of 188

RISK MANAGEMENT

To manage risk in our project we made

Processes

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

106 of 188

01. Plan Risk Management

107 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Project charter

Project objectives

Meetings

Brainstorming

Benchmarking

108 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Project charter

109 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Project charter

110 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Project objectives

111 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Methodology

Role

Responsibilities

Project manager – Contractor – Consultant - Risk engineer – Risk manager

Risk plan

Owner - Project manager – Contractor – Consultant - Risk engineer – Risk manager

Identify risk

Project manager – Risk engineer – Risk software admin

Assess qualitative & quantitative risk

Project manager – Risk engineer - Risk software admin

Risk response & Control the risk

Roles and responsibilities

112 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Risk breakdown structure (RBS)

ABE-01 Agricultural Bank Of Egypt Risks

ABE-01.1 Internal Risk

ABE-01.1.1 Labor

ABE-01.1.2 Equipment

ABE-01.1.3 Materials

ABE-01.1.4 Site

ABE-01.1.5 Sub-contractor

ABE-01.1.6 Construction

ABE-01.1.7 Organizational

ABE-01.1.8 Management

ABE-01.1.9 Time Frame

ABE-01.1.10 Environmental

ABE-01.1.11 Contractual

ABE-01.1.12 Design

ABE-01.1.13 Safety

ABE-01.1.14 Financial

ABE-01.2 External Risk

ABE-01.2.1 Economic

ABE-01.2.2 Physical

ABE-01.2.3 Political

ABE-01.2.4 Technological

ABE-01.2.5 Right of Way

113 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Timing

Budget

Estimate funds that will be needed to make risk management (930,000 LE):

  • Funds of the risk management processes (900,000 LE)
  • Worker’s salary, risk engineer, risk manager& risk software admin (30,000 LE)

Processes

2019

Jul

Aug

Sep

Oct

1

2

3

4

1

2

3

4

1

2

3

4

1

2

3

4

Risk plan

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Risk Identification

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Risk assessment

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Risk response

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Control the risk

During all the project duration

114 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Definitions of risk probability& impacts

Probability

Level

1

2

3

4

5

Rate

Very low

Low

Moderate

High

Very high

Impact

Very low

Low

Moderate

High

Very high

1

2

3

4

5

Schedule

<0.5 Month

0.5-1 Month

1-2 Month

2-3 Month

>3 Month

Cost

<100,000 LE

100,000-200,000 LE

200,000-400,000 LE

400,000-500,000 LE

>500,000 LE

Quality

Quality degradation barely noticeable

Minor areas of items quality are affected

Quality reduction requires client approval

Quality reduction unacceptable to client

Project end item is unusable

Scope

Scope changes barely noticeable

Minor areas of scope are affected

Major areas of scope are affected

Scope changes unacceptable to client

Project end item is useless

Probability scale

Impact scale

115 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Risk matrix formatting

Probability

Very high

5

 

 

 

 

 

High

4

 

 

 

 

 

Moderate

3

 

 

 

 

 

Low

2

 

 

 

 

 

Very low

1

 

 

 

 

 

Risk Matrix

1

2

3

4

5

Very low

Low

Moderate

High

Very high

Impact

  • Owner accepts the risk until moderate level
  • Consultant accepts the risk until moderate level

Stakeholder tolerances

116 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Risk register formatting

Risk Identification

 

Risk ID

Risk Name

Risk Description

Trigger

Primary Objective

Risk Owner

Threat / opportunity

 

​

Main Cause

Event

Effect

​

ABE-01 Agricultural Bank Of Egypt Risks

 

 

 

​

ABE-01.1 Internal Risk

 

 

 

 

 

 

​

ABE-01.1.1 Labor

 

 

 

 

 

 

​

 

 

 

 

 

 

 

 

 

​

ABE-01.1.2 Equipment

 

 

 

 

 

 

​

 

 

 

 

 

 

 

 

 

​

ABE-01.1.3 Materials

 

 

 

 

 

 

​

 

 

 

 

 

 

 

 

 

​

ABE-01.1.4 Site

 

 

 

 

 

 

​

 

 

 

 

 

 

 

 

 

​

ABE-01.1.5 Sub-contractor

 

 

 

 

 

 

​

117 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Risk register formatting

Qualitative Risk Analysis

Probability

Impact

Risk score

Risk category

Schedule

Cost

Quality

Scope

Level

Rate

Value (M)

Level

Rate

Score

Category

Value (LE)

Level

Rate

Score

Category

Value

Level

Rate

Score

Category

Value

Level

Rate

Score

Category

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

118 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Risk register formatting

Quantitative Risk Analysis

Risk Response

Monitor & Control

Probability

Risk Cost Impact

Expected Monetary Value(EMV)

Cost (pre-response)

Response Strategy

Response Actions

Response Cost

Cost (post response)

Interval or Milestone Check

Probability

Risk Cost Impact

Expected Monetary Value(EMV)

Cost (post response)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

119 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Plan quantitative risk

Qualitative Risk Analysis

Quantitative Analysis

Moderate

Low

Response Strategy

Watch List

Very low

​

Extreme

​

High

We will calculate cost and study only risks with high & extreme score.

120 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Plan risk response

  • After finishing quantitative analysis, we will select appropriate response for risks with high, extreme, moderate & low score.

​

  • Define cost of response and cost (post response) for risks with high & extreme score.

121 of 188

02. Risk Identification

122 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk Register

1. Risk management plan 2. Contract conditions 3. Project documents

4. Agreements 5. Activity cost estimates 6. Activity duration estimates

7. Health, Safety and Environmental (HSE) Plan

8. Scope baseline 9. Resource’s dictionary

Meetings

Brainstorming

Benchmarking

Checklists

123 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Checklists

Project name:

Risk category

Risk

Examined

Level 0

Level 1

ALL SOURCES OF PROJECT RISK

Construction

Equipment breakdown

  •  

time limitations with lower labors quality

  •  

complexity of construction method

  •  

scope creep

  •  

failure of cranes

  •  

Variation order

  •  

Rework due to errors during construction

  •  

Management

Miscommunication between stakeholders.

  •  

Client may fail to provide required information on time.

  •  

Conflicts in sub-contractors schedule in execution of project.

  •  

Unclear responsibility.

  •  

Site mobilization and delay in site handover.

  •  

Availability of project management team members (experience).

  •  

Long waiting for approval of tests and inspection.

  •  

Revising/approving design documents, shop drawings and sample materials.

  •  

Delay in approving major changes in the scope of the work.

  •  

External

Wars

  •  

Terrorism

  •  

Governmental changes

  •  

Prevention importing by authorities

  •  

Change in local laws

  •  

import/export restriction

  •  

Revolution

  •  

Increase of taxes

  •  

Unexpected Inflation of material

  •  

Availability of foreign currency

  •  

Material

Quality of Materials (Below standards).

  •  

Availability of construction materials in market.

  •  

Change in material types and specifications during construction.

  •  

Manufacturing special building materials.

  •  

Materials Supplier's Problem.

  •  

124 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Contract

Risk list REV09

R67-CO3

Assessing a fine of 1% for each week if the contractor delays in completing the work and delivering it on the specified dates (liquidated damages)

R68-CO4 Withdraw of the work from contractor and afford fees of execution these works

125 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk Register

Risk Identification

 

Risk ID

Risk Name

Risk Description

Trigger

Primary objective

Risk Owner

Threat / opportunity

​

​

Main Cause

Event

Effect

​

ABE-01 Agricultural Bank of Egypt Risks

 

 

 

 

 

 

​

ABE-01.1 Internal Risk

 

 

 

 

 

 

 

​

ABE-01.1.3 Materials

 

 

 

 

 

 

 

​

R7-MT3

Early supply of materials that take more than two months to supply (long lead material) (O)

owner has power/authority to support and enforce supplier to accept, need to end the project with specified duration

Early supply of materials that take more than two months to supply (long lead material) (O)

Time

Cost

Appearance of a foreseen need to end the project with specified duration

Cost

Project manager.�Supply chain .�Procurement department.

opportunity

​

ABE-01.2 External Risk

​

​

​

​

​

​

​

​

ABE-01.2.3 Political

 

 

 

 

 

 

 

​

R70-PO8

Total lockdown as a result of the increase in the spread of the Coronavirus (Covid-19), which leads to delaying projects in Egypt and negatively affecting.

Coronavirus

Partial lockdown.

Delay

Coronavirus outbreak increased

Schedule

Management organization.

Threat

​

Risk list REV09

Appendix E - Risk Register

126 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Statics for risk type & objective

Primary Objective

NO. of Risks

Schedule

33

Cost

41

Quality

1

Scope

2

Total

77

Risk Type

NO. of Risks

Threat

74

opportunity

3

Total

77

127 of 188

03. Qualitative Analysis

128 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Updated Risk Register

Risk management plan

Risk register

Brainstorming

Benchmarking

Risk probability and impact assessment (Questionnaire)

Probability and impact matrix

Risk categorization

129 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Questionnaire

130 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Questionnaire

131 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Questionnaire

132 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Questionnaire

133 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Probability

Rate

NO. of Risks

Very low

39

low

26

Moderate

7

High

4

very high

1

Total

77

Probability

Rate

Very low

Low

Moderate

High

Very high

Level

1

2

3

4

5

Ratio

Up to 10%

10% to 20%

20% to 30%

30% to 40%

40% to 50%

Example:

Risk ID

Risk Name

Probability

 

​

Level

Rate

​

R7-MT3

Early supply of materials that take more than two months to supply (long lead material) (O)

5

very high

​

R70-PO8

Total lockdown as a result of the increase in the spread of the Coronavirus (Covid-19), which leads to delaying projects in Egypt and negatively affecting.

4

High

​

Risk list REV09

Scale from (1 to 5)

134 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Impact

Risk ID

Risk Name

Impact

Schedule

Cost

Quality

Scope

Level

Rate

Score

Category

Level

Rate

Score

Category

Level

Rate

Score

Category

Level

Rate

Score

Category

R7-MT3

Early supply of materials that take more than two months to supply (long lead material) (O)

4

High

20

Extreme

5

very high

25

Extreme

1

Very low

5

Low

1

Very low

5

Low

R70-PO8

Total lockdown as a result of the increase in the spread of the Coronavirus (Covid-19), which leads to delaying projects in Egypt and negatively affecting.

5

very high

20

Extreme

5

very high

20

Extreme

1

Very low

4

Low

1

Very low

4

Low

Risk list REV09

Example:

135 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Statics for impact

Rate

NO. of Risks

Very low

17

low

23

Moderate

21

High

7

very high

9

Total

77

Schedule

Rate

NO. of Risks

Very low

8

low

20

Moderate

21

High

8

very high

20

Total

77

Cost

Rate

NO. of Risks

Very low

60

low

16

Moderate

1

High

0

very high

0

Total

77

Quality

Scope

Rate

NO. of Risks

Very low

52

low

17

Moderate

8

High

0

very high

0

Total

77

Risk list REV09

136 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk score& category

Example:

Probability

Very high

5

5

10

15

20

25

High

4

4

8

12

16

20

Moderate

3

3

6

9

12

15

Low

2

2

4

6

8

10

Very low

1

1

2

3

4

5

Risk Matrix

1

2

3

4

5

Very low

Low

Moderate

High

Very high

Impact

Risk ID

Risk Name

 

 

Impact

Risk score

Risk category

Schedule

Cost

Quality

Scope

Score

Score

Score

Score

R7-MT3

Early supply of materials that take more than two months to supply (long lead material) (O)

20

25

5

5

25

Extreme

R70-PO8

Total lockdown as a result of the increase in the spread of the Coronavirus (Covid-19), which leads to delaying projects in Egypt and negatively affecting.

20

20

4

4

20

Extreme

Score

Up to 3

3 to 9

9 to 13

13 to 19

19 or higher

Rate

Very low

Low

Moderate

High

Extreme

Rate

NO. of Risks

Very low

29

low

27

Moderate

13

High

4

Extreme

4

Total

77

Risk list REV09

highest

137 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk list REV09

​

Qualitative Risk Analysis

Risk ID

Risk Name

Probability

Impact

Risk score

Risk category

Schedule

Cost

Quality

Scope

Level

Rate

Level

Rate

Score

Category

Level

Rate

Score

Category

Level

Rate

Score

Category

Level

Rate

Score

Category

R7-MT3

Early supply of materials that take more than two months to supply (long lead material) (O)

5

very high

4

High

20

Extreme

5

very high

25

Extreme

1

Very low

5

Low

1

Very low

5

Low

25

Extreme

R70-PO8

Total lockdown as a result of the increase in the spread of the Coronavirus (Covid-19), which leads to delaying projects in Egypt and negatively affecting.

4

High

5

very high

20

Extreme

5

very high

20

Extreme

1

Very low

4

Low

1

Very low

4

Low

20

Extreme

Updated risk register

Appendix E - Risk Register

138 of 188

RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk matrix by primavera risk analysis

Project Data

​

File Name

04-AGRICULTURAL BANK OF EGYPT (ABE).plan

​

Plan Title

04-AGRICULTURAL BANK OF EGYPT (ABE).plan

​

Total Tasks

2576

​

Completed

0

​

In Progress

0

​

Plan TimeNow

25 Sep 2019

​

Deterministic Finish

26 Oct 2021

​

Total Deterministic Cost

$450,799,816

​

Actual Cost to Date

$0

​

Deterministic Remaining Cost

$450,799,816

​

 

Impact

 

 

 

 

 

Very Low

Low

Medium

High

Very High

Very High

5

9

18

36

72

High

4

7

14

28

56

Medium

3

5

10

20

40

Low

2

3

6

12

24

Very Low

1

1

2

4

8

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Post-output

Risk category

Extreme

Moderate

Very low

Low

High

Non-critical risks; Put them in watch list

Risks need additional analysis; perform quantitative assessment, then response before monitoring

Risks don’t need additional analysis; don’t need quantitative assessment, make response directly then monitor

​

Rate

NO. of Risks

Process

Very low

29

Watch list

low

27

Response

Moderate

13

High

4

Quantitative

Extreme

4

Total

77

 

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

R1-L1

Lack of skills

R2-L2

Labor conflicts and disputes

R3-EQ1

Productivity and efficiency of equipment.

R5-MT1

Difficulty in transporting materials to the site

R8-MT4

Inability to provide the construction materials needed for the project, in terms of quality and quantity

R11-CS1

The design of the temporary excavation and support system is inadequate

R16-CS6

Equipment breakdown

R18-CS8

Failure to lift loads correctly

R20-CS10

Loading/Unloading trucks & cranes

R71-CS13

Steel collapse of ground mezzanine

R73-CS15

Stealing of MEP panels, devices & accessories

R74-CS16

Stealing of control room devices/ telecome system

R75-CS17

Cladding collapse

R76-CS18

Damage/error in size of steel of zone3 during installation

R78-CS20

Solar panels damage/collapse during installation

R27-M3

Request unexpected agreements

R28-M4

The contractor's inability to manage subcontractors and do the necessary coordination

R29-M5

Poor communication/coordination between stakeholders.

R30-M6

Unclear/ unspecified responsibilities

R31-M7

Unavailability of information

R32-M8

Delay in approving major changes in the scope of the work.

R37-E2

Unanticipated noise impacts

R38-E3

Bad weather conditions

R42-D2

Incomplete design

R57-PO1

Change of government

R60-PO4

Terrorism

R64-ROW1

Emergency of traffic roads

R65-ROW2

Discovery of hazardous waste in the right of way phase

R66-ROW3

Acquisition of Right of way may take longer than anticipated

Risks in watch list

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04. Quantitative Analysis

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan - Risk register - Activity cost estimates

Activity duration estimates - Scope baseline - Resource’s dictionary

Cost dictionary

Updated Risk Register

Expected Monetary Value (EMV)

Simulation & Modeling

Sensitivity analysis

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Expected Monetary Value (EMV)

Equipment

Equipment Cost

NO. of Crews (NC)

Total Equipment Cost

Labor

Cost Of One Crew

NO. of Crews (NC)

Total Labor Cost

1 Jack Hammer 1excavator 2Tipper truck

EGP 4,300

12

EGP 51,600

4Operator 1Helper

EGP 400

12

EGP 4,800

1 Vibrator 1 Truck mixer 1 concrete pump

EGP 4,524

3

EGP 13,572

3Operator 1civil supervisor

EGP 500

2

EGP 1,000

1 Vibrator 3 Truck mixer 1 concrete pump (for PR 320)

EGP 17,430

3

EGP 52,290

1 Carpenter 18Helper 6Mason

EGP 1,200

13

EGP 15,600

1 Vibrator 3 Truck mixer 1 concrete pump (for PR 180)

EGP 19,350

2

EGP 38,700

2 Carpenter 16Helper 4Mason

EGP 800

2

EGP 1,600

1excavator 2Tipper truck

EGP 2,700

1

EGP 2,700

 

 

 

 

1loader 1Tipper Truck 1Roller

EGP 3,800

1

EGP 3,800

 

 

 

 

Total Equipment Cost /day

EGP 162,662

Total Labor Cost /day

EGP 23,000

Total direct cost /day

EGP 185,662

Duration of delay(d)

75

Risk Cost Impact

EGP 13,924,650

How to calculate the cost of the impact resulting from a total lockdown as a result of the increase in the outbreak of the Corona virus (Covid-19), which has a negative impact on the project, and knowing the duration of the delay

Cost dictionary

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Expected Monetary Value (EMV)

How to calculate the cost of the impact resulting from a total lockdown as a result of the increase in the outbreak of the Corona virus (Covid-19), which has a negative impact on the project, and knowing the duration of the delay

Risk ID

Risk Name

Probability

Risk Cost Impact

Expected Monetary Value (EMV)

 

​

​

R70-PO8

Total lockdown as a result of the increase in the spread of the Coronavirus (Covid-19), which leads to delaying projects in Egypt and negatively affecting.

35%

EGP 13,924,650

EGP 4,873,628

​

% Risk = EGP 4,873,628 / EGP 450,795,591.5 = 1.08%

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Expected Monetary Value (EMV)

How to calculate the cost of the output from the supply of materials that take more than two months to supply (long lead), which has a positive impact on the project

Activity Name

QTY

Material Cost

Saved Cost

Total Saved Cost

Installation of Doors & Windows works

363

EGP 7,000

EGP 100

EGP 36,300

Install Metal works

348

EGP 10,000

EGP 200

EGP 69,600

Toilet accessories works

252

EGP 2,410

EGP 100

EGP 25,200

Install waste handling equipment

12

EGP 1,500

EGP 80

EGP 960

Installation of elevators

11

EGP 250,000

EGP 500

EGP 5,500

Install Valves

57

EGP 800

EGP 50

EGP 2,850

Install Fire hose cabinet

21

EGP 950

EGP 70

EGP 1,470

Install Fire pumps

3

EGP 19,500

EGP 200

EGP 600

Install Pressure-reducing valves

4

EGP 1,500

EGP 90

EGP 360

Install Sewerage network pipes and Vent pipes

4,590

EGP 140

EGP 15

EGP 68,850

Install Electric water heaters

34

EGP 7,500

EGP 100

EGP 3,400

Install Cooled water supply and return pipes

1,408

EGP 800

EGP 10

EGP 14,080

Install Drain valves

13

EGP 1,500

EGP 40

EGP 520

Install Chilled water pipes

1,210

EGP 2,400

EGP 70

EGP 84,700

Install Duct accessories (Dampers)

457

EGP 1,200

EGP 40

EGP 18,280

Install fan coil unit

115

EGP 5,000

EGP 100

EGP 11,500

Installation of Cables & Wirings

21,141

EGP 150

EGP 10

EGP 211,410

Installation of Transformers

3

EGP 3,200,000

EGP 4,000

EGP 12,000

Installation of Generators

5

EGP 1,440,000

EGP 3,000

EGP 15,000

Cladding Works for Façade

3,021

EGP 1,100

EGP 50

EGP 151,050

Early supply of materials that take more than two months to supply (long lead material)

EGP 733,630

Cost dictionary

Risk ID

Risk Name

Probability

Risk Cost Impact

Expected Monetary Value (EMV)

ABE-01.1.3 Materials

 

 

 

R7-MT3

Early supply of materials that take more than two months to supply (long lead material)

45%

-EGP 733,630

-EGP 330,134

% Risk = EGP 330,134 / EGP 450,795,591.5 = 0.0732%

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Simulation & Modeling

Three-point estimates:

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Simulation & Modeling

Three-point estimates:

For CO-SB-FO-RC-0020

Installing reinforcement steel of Raft

For CO-SB-FO-RC-0037 Installing reinforcement steel of columns for Foundation level

For CO-SB-FO-RC-0019 Shuttering RC of Raft

For CO-SB-FO-RC-0021

Pouring RC of Raft

Continuous probability distribution

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Simulation & Modeling

Monte Carlo Simulation (Finish date):

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Tornado Diagram

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Updated Risk Register

 

Risk Register

 

 

 

 

 

Quantitative Risk Analysis

Risk ID

Risk Name

Probability

Risk Cost Impact

Expected Monetary Value(EMV)

ABE-01.1.3 Materials

 

 

 

R7-MT3

Early supply of materials that take more than two months to supply (long lead material) (O)

45%

-EGP 733,630

-EGP 330,134

ABE-01.1.6 Construction

 

​

​

R12-CS2

Variation order

35%

EGP 2,000,000

EGP 700,000

R13-CS3

Scaffold collapse

25%

EGP 900,000

EGP 225,000

ABE-01.1.11 Contractual

 

​

​

R67-CO3

Assessing a fine of 1% for each week if the contractor delays in completing the work and delivering it on the specified dates (liquidated damages)

35%

EGP 12,000,000

EGP 4,200,000

ABE-01.2.2 Physical

 

​

​

R56-PH1

Force majeure

25%

EGP 4,000,000

EGP 1,000,000

ABE-01.2.3 Political

 

​

 

R69-PO7

Unavailability of water due to completion of the alnahda dam & failure of political negotiations

35%

EGP 350,000

EGP 122,500

R70-PO8

Total lockdown as a result of the increase in the spread of the Coronavirus (Covid-19), which leads to delaying projects in Egypt and negatively affecting.

35%

EGP 13,924,650

EGP 4,873,628

​

​

Contingency reserve

EGP 10,290,994

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Updated Risk Register

Contingency reserve = EGP 461,614,340 – EGP 450,799,816 = EGP 10,814,524

​

% Risk = EGP 10,814,524 / EGP 450,799,816 = 0.024188 = 2.399 %

2 - 3%

4%

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05. Plan Risk Responses

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Risk management plan

Risk register

Updated Risk Register

Strategies for threats (negative risk)

Strategies for opportunities (positive risk)

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Strategies for threats & opportunities

Response Strategy

NO. of Risks

Accept

1

Reduce

32

Transfer

5

Escalate

6

Avoid

1

Exploit

2

Enhance

0

Share

0

Accept

1

Total

47

Early supply of materials that take more than Exploit

two months to supply (long lead material) (O)

​

Availability of foreign currency (O) Accept

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Strategies for threats & opportunities

Scaffold collapse Avoid

​

Force majeure Accept

​

Total lockdown as a result of the increase in Reduce

the spread of the Coronavirus (Covid-19)

Assessing a fine of 1% for each week if the contractor

delays in completing the work and delivering it on the Transfer

specified dates (liquidated damages)

Closure Escalate

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Updated Risk Register

Risk Response

Risk ID

Risk Name

Cost (pre-response)

Response Strategy

Response Actions

Response Cost

Cost (post response)

Cost (post response)

Probability

Risk Cost Impact

Expected Monetary Value(EMV)

R4-EQ2

Equipment availability (O)

-EGP 500,000

Exploit

Use equipment of the company that will save money

EGP 500,000

0.00%

EGP 0

EGP 0

EGP 0

R7-MT3

Early supply of materials that take more than two months to supply (long lead material) (O)

-EGP 330,134

Exploit

Use available materials to save money& finish early

EGP 330,134

0.00%

EGP 0

EGP 0

EGP 0

R12-CS2

Variation order

EGP 700,000

Reduce

Share the plan and go through upcoming tasks at each weekly project progress meeting& employ qualified labors

EGP 450,000

15.00%

EGP 900,000

EGP 135,000

EGP 135,000

R13-CS3

Scaffold collapse

EGP 225,000

Avoid

Insurance & Improve safety case, use modern scaffold

EGP 225,000

0.00%

EGP 0

EGP 0

EGP 0

R67-CO3

Assessing a fine of 1% for each week if the contractor delays in completing the work and delivering it on the specified dates (liquidated damages)

EGP 4,200,000

Transfer

Insurance & coordinate with professional project management team

EGP 1,000,000

15.00%

EGP 3,500,000

EGP 525,000

EGP 525,000

R56-PH1

Force majeure

EGP 1,000,000

Accept

Allocate reserve for the risk

EGP 0

25%

EGP 4,000,000

EGP 1,000,000

EGP 1,000,000

R69-PO7

Unavailability of water due to completion of the alnahda dam & failure of political negotiations

EGP 122,500

Escalate

Escalate to Management organization.

EGP 122,500

0.00%

EGP 0

EGP 0

EGP 0

R70-PO8

Total lockdown as a result of the increase in the spread of the Coronavirus (Covid-19), which leads to delaying projects in Egypt and negatively affecting.

EGP 4,873,628

Reduce

Increase the number of labors

EGP 1,600,000

15.00%

EGP 6,000,000

EGP 900,000

EGP 900,000

​

​

EGP 10,290,994

​

​

EGP 4,227,634

Contingency reserve

EGP 2,560,000

EGP 2,560,000

% Risk = EGP 2,560,000 / EGP 450,799,816 = 0.568 %

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Tornado Diagram

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Distribution analyzer

Project finish date with 80% probability for

Actual project 20/12/2021

Post-mitigated 25/12/2021

Pre-mitigated 15/2/2022

Variation: 5 day

Variation: 52 day

> 1 month

1 - 5 month

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Distribution analyzer

Project total cost with 80% probability for

Post-mitigated EGP 465,877,872

Actual project EGP 461,816,033

Pre-mitigated EGP 461,614,340

Variation: EGP 4,061,840

Variation: EGP 201,693

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06. Monitor & Control Risks

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

To monitor the risks, we will:

  • Look for occurrence of risk triggers
  • Monitor residual risks (risks remains after acceptance)
  • Evaluate effectiveness of risk management plan
  • Collect / communicate risk status
  • Determine if assumptions still valid
  • Take corrective actions
  • Use continency reserve if needed

Risk reassessment

Meetings

Reserve analysis

USING

Variance & trend analysis

HOW

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RISK MANAGEMENT

Plan Risk Management

Risk Identification

Qualitative Analysis

Quantitative Analysis

Plan Risk Responses

Monitor & Control Risks

Updated Risk Register

Risk Register

Monitor& Control

Risk ID

Risk Name

Interval or Milestone Check

R1-L1

Lack of skills

In an early stage of the project.

R2-L2

Labor conflicts and disputes

Daily

R3-EQ1

Productivity and efficiency of equipment.

Per equipment

R4-EQ2

Equipment availability (O)

In an early stage of the project.

R5-MT1

Difficulty in transporting materials to the site

Per shipment

R6-MT2

Materials Supplier's Problem

Weekly

R7-MT3

Availability of construction materials in market (O)

In an early stage of the project.

R8-MT4

Inability to provide the construction materials needed for the project, in terms of quality and quantity

Weekly

R9-SI1

Insufficient work permits

In an early stage of the project.

R10-SC1

Subcontractor’s delays

Weekly

R11-CS1

The design of the temporary excavation and support system is inadequate

Monthly

R12-CS2

Variation order

Monthly

R13-CS3

Scaffold collapse

Weekly

R15-CS5

Electrical power lines not seen and in conflict with construction

Weekly

R16-CS6

Equipment breakdown

Per equipment

R17-CS7

Work at height

Weekly

R18-CS8

Failure to lift loads correctly

Weekly

R19-CS9

Rework due to construction errors

Weekly

R20-CS10

Loading/Unloading trucks & cranes

Per shipment

R21-CS11

Equipment transportation

Per shipment

R22-CS12

Manual handling

Monthly

R71-CS13

Steel collapse of ground mezzanine

Monthly

Appendix E - Risk Register

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QUALITY MANAGEMENT

164 of 188

QUALITY

165 of 188

QUALITY

Quality inspection

Quality Assurance

​

Guarantee

Quality control

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Quality Assurance

QUALITY

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QUALITY

QUALITY

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QUALITY

 

RESPONSABILITY MATRIX

Tasks

Project manger

Site manger

Planner

Quality engineering

Designer

Consultant

Contractor

Define functional and aesthetic needs

 

 

I

I

A

A

A

I

I

Assess risk

 

A

R

A

C

I

R

C

Define performance requirements

 

A

I

R

A

R

R

I

Create design

 

A

I

I

R

A

C

I

Execute construction

A

A

I

R

I

C

R

Approve construction work

I

I

I

I

I

I

C

169 of 188

QUALITY

Applications:

Applications

Cracking test of concrete cubes

Field Density Test

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Field Density Test

Applications

QUALITY

171 of 188

QUALITY

Cracking test of concrete cubes

Applications

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INSPECTION REQUSTS

QUALITY

​

RESPONSIBILITIES AND AUTHORITIES:

Site Engineer

QC Engineer

Consultant

​

​

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SAFETY

174 of 188

25 months

SAFETY

What’s safety?

a state of protection, a condition not involving risk, state of being safe, freedom from danger, risk, or injury

(Safety is the absence of danger)

Basic terms:

An accident

An injury

Hazard

Risk

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25 months

SAFETY

What’s OSHA?

The U.S. Occupational Safety and Health Administration, dictates that employees have the right to feeling, and being safe in the workplace, employers are mandated to create safety management protocols that apply to their business organizations.

176 of 188

25 months

SAFETY

Safety plan

Aim

Objectives

The aim of this plan is to create a safe environment in the working site, and saving the assets by avoiding dangerous situations that lead to harming people or spoiling assets.

1- To establish the safety management structure for the project.

2- To Define the Responsibilities for Each Person Having Safety Management Duties.

3- To Identify Arrangements to Minimize Risk.

4- To Set Up Environmental Protection Controls.

5- To Define the Security Procedures for The Project Work Location.

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25 months

SAFETY

Safety Plan Cycle

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25 months

SAFETY

Identify project

Role and responsibilities

Define Hazards

Hazards prevention

Information and Training

General rules

monitor and control

Safety Plan Cycle

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25 months

SAFETY

Safety Responsibility

JOB TITLE

SAFETY RESPONSIBILITIES

 

 

Site manager

Responsible for overall site Safety/Security and Compliance with safety policy, including compliance of sub-Contractors and material suppliers.

He is also responsible for supplying proper equipment’s and sufficient personal protection tools to carry out the jobs.

He is responsible for dealing with those who break safety and health instructions in the site.

 

Safety manager

Monitoring the Implementation and operation of the safety plan. Reporting of all Accidents and dangerous Occurrences,

and Advising on Corrective Action to prevent recurrences.

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25 months

SAFETY

 

 

 

Engineers &

Foremen

Ensure All Employees are Made Aware of HAZARDS associated with tasks assigned to them.

Ensure that the correct equipment is available and in safe condition with necessary guards and to ensure safe working environment.

Ensure that the workers abide by all the site safety rules & regulations. Prevent employees from taking unnecessary risks.

Safety Responsibility

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25 months

SAFETY

Safety Policy

  1. Unauthorized removal of preventive guards.
  2. Smoking in Unauthorized areas.
  3. Having alcohol or illegal drugs.
  4. Being under the influence of drugs or alcohol during the work.
  5. Entry into Unauthorized areas
  6. Deliberate damage to company properties or client or others.
  7. Deliberate damage to safety equipment.
  8. Fighting during the work.

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25 months

SAFETY

Hazards Prevention

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25 months

SAFETY

Type of PPE

1- Head protection

Frequent Causes of Head Injuries:

  • Object striking head
  • Head striking object
  • Contact with exposed, energized electrical conductors

Classes of Hard Hats

-Class G (General)

  • General service (e.g., building construction, shipbuilding, lumbering, and manufacturing)
  • Good impact protection
  • Limited voltage protection (proof-tested at 2,200 volts)

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25 months

SAFETY

Type of PPE

2- Eye and Face Protection

Common Causes of Eye Injuries

  • Dust
  • Flying particles
  • Harmful chemicals

Intense light

Safety Glasses

Selecting eye and face protection

-Meet requirements of ANSI Z87

-Elements to consider

  • Ability to protect
  • Fit and comfort
  • Vision and movement not restricted
  • Durable and cleanable

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25 months

SAFETY

Type of PPE

3- Hand and Arm Protection

-Employers must provide hand protection when employees are exposed to hazards

  • Skin absorption of harmful substances
  • Severe cuts or lacerations
  • Severe abrasions
  • Punctures
  • Chemical and thermal burns
  • Harmful temperature extremes

Anti-vibration

Leather Palm

Permeation Resistant

Heat Resistant

Cut Resistant

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25 months

SAFETY

Type of PPE

4- Foot and Leg Protection

5- Body Protection

-Causes of Foot Injuries

Heavy objects

Sharp objects

Molten metal

Hot surfaces

Slippery or wet surfaces

-Causes of bodily injuries

Intense heat

Splashes of hot metals or hot liquids

Impacts from tools, machinery, or materials

Sharp objects

Hazardous chemicals

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25 months

SAFETY

Type of PPE

6- Safety Indications & Signs

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SAFETY