Ain Shams Engineering Journal xxx (xxxx) xxx

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Ain Shams Engineering Journal

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Civil Engineering

Using BIM as a lean management tool in construction processes – A case

study
Ahmed.M. Eldeep a,⇑, Moataz.A.M. Farag a, L.M. Abd El-hafez a,b
a
Faculty of Engineering, Minia University, Aswan Agricultural Road, Minia, Egypt
b
Faculty of Engineering, El-Nahda University, Kornish Al Nile, Bani Sweif, Egypt

a r t i c l e i n f o a b s t r a c t

Article history: One of the most important reasons that may result in poor performance in Architectural, Engineering, and
Received 22 February 2021 Construction (AEC) is to create a visualization of construction processes and poor exchanging of informa-
Revised 24 July 2021 tion between different work teams. Lean construction seeks to reduce and eliminate waste in the con-
Accepted 31 July 2021
struction processes, while BIM seeks to improve collaboration between project team members.
Available online xxxx
This paper investigates BIM as a lean tool in the construction processes with a case study by concen-
trating on understanding the interactions between the design and implementation processes. The
Keywords:
research demonstrates that BIM can detect errors, omissions, and clashes before construction, which
Wastes
Lean Construction
helped reduce waste and make the construction processes more linear. BIM helped to minimize the
BIM design time to nearly 50% and supports prefabrication and installation activities to save up to one and
Information Flow a half months during execution by removing the waiting time wastes through construction processes.
Alternatively, the BIM model can help reduce the number of change orders and RFI’s; About 11% of
increasing the total contract price and 25% of increasing the total contract time could be avoided by using
BIM as a lean construction process tool.
Ó 2021 THE AUTHORS. Published by Elsevier BV on behalf of Faculty of Engineering, Ain Shams Uni-
versity. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/
by-nc-nd/4.0/).

1. Introduction
One of the crucial causes of declining construction project per-
formance is engineering-based information exchange problems.
Traditionally, the construction method starts in execution after
the designer has finished drawings, which results in several kinds
of clashes being created [1]. Many wastes are created by taking dif-
ferent decisions through design and construction; generating
waste through design is complex [2]. In cooperation, lean and
BIM help in removing many of those wastes [3].
The five fundamentals of lean theory can be summarised as fol-
lows: (value, value stream, flow, pull, and perfection) [4–6]. The
lean objective is to raise the value to the customer while removing
wastes. Lean construction considers the construction processes as
a flow, and all unuseful activities are wastes. Lean construction
provides principles and tools that help companies identify and
remove wastes from processes, improve productivity, and provide
value to customers [7–9]; optimum results could be obtained by
continuous removing more wastes [10]. A composed strategy
incorporates lean construction principles and value management
to enhance the four significant areas of a company: philosophy,
process, people/partner, and plant, which lead to encourage com-
panies to apply sustainable practices to their company [11].
According to [12], Individuals and teams can enhance the pro-
cesses and systems they work with by using a realistic collection
of theories, tenets, methods, and ways of thinking, which means
they are lean.

2. Interaction between BIM and lean

⇑ Corresponding author.
E-mail address: ah7madmo@gmail.com (A.M. Eldeep).
According to [13–15], BIM is a process rather than a tool or soft-
Peer review under responsibility of Ain Shams University.
ware. BIM is defined as a modeling technology and associated set
of processes for producing, communicating, and analyzing building
models. An exciting feature of the BIM process is that it makes
administration more transparent [16]. Through a questionnaire
Production and hosting by Elsevier
study, [17] stated a significant relationship between BIM benefits

https://doi.org/10.1016/j.asej.2021.07.009
2090-4479/Ó 2021 THE AUTHORS. Published by Elsevier BV on behalf of Faculty of Engineering, Ain Shams University.
This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

Please cite this article as: Ahmed.M. Eldeep, Moataz.A.M. Farag and L.M. Abd El-hafez, Using BIM as a lean management tool in construction processes – A
case study, Ain Shams Engineering Journal, https://doi.org/10.1016/j.asej.2021.07.009
Ahmed.M. Eldeep, Moataz.A.M. Farag and L.M. Abd El-hafez
and its implementation. Awareness of BIM benefits and its imple-
mentation could significantly increase project productivity and
performance.
BIM technology would be efficient in managing projects at any
stage during the project lifecycle if the construction processes have
been linked to BIM concepts [18]. It was concluded that imple-
menting BIM applications in project management could ultimately
enhance the project management process and encompass all man-
agement areas unevenly.
There is no direct relationship between lean and BIM, and the
integrated project delivery (IPD) approach could be achieved with-
out BIM. However, by adopting the integration of BIM with lean,
the complete potential improvement can be achieved [19,20]; it
is recommended that BIM be necessary to achieve the required col-
laboration for IPD effectively. The best work sequence between the
different participants could be planned simultaneously by imple-
menting lean concepts and the BIM model, reducing the activity
duration to around half. BIM is considered one of the best
resources for empowering lean [21].
BIM reduces wastes and ineffectiveness of creating a distinct set
of detailed drawings and reduces litigation likelihood, thus
enhancing any company/project’s lean outcomes [15,22]. By inte-
grating BIM with the Last Planner System (LPS), the work packages
will be filtered, and the flow’s consistency and value will be
increased [23].
In another research [24] highlighted that using 4D CAD model-
ing helps plan a stable workflow and deliver standardized proce-
dures to the team. They emphasize that BIM also helps in
delivering materials just in the time they needed and increased
the design’s confidence by increased collaboration between the
project team.
Fifty-six interconnection recognized as hypotheses of interac-
tion amongst BIM and lean were presented by [3]. They strongly
corroboration the assumption that BIM and lean have a substantial
interaction. They concluded a framework could consider the realis-
tic challenges that firms face when adopting lean and BIM. Because
of the large number of BIM-lean encounters, it appears that parallel
implementation can be done slightly. The successful approach is to
identify the desired interest, carefully get experience to plan and
execute BIM/lean accordingly, and move forward in gradual steps
to leverage more positive connections between BIM and lean.
In the following paragraphs, attempts to explore more synergies
amongst BIM and lean construction:
Based on a four-year case study, and to evaluate the impact of
what [25] called (CAVT) ’Computer Advanced Visualization Soft-
ware,’ they applied a collection of lean basics as the conceptual
framework. They concluded that using CAVT reduces waste,
improves flow, and adds value to the customer, demonstrating a
sturdy interaction between CAVT and lean construction.
In a case study, [26] implement the Lean Project Delivery Sys-
tem (LPDS) using 3D and 4D CAD. They provide a brief guideline
on applying the Virtual Building Technologies effectively during
the lean design phase of LPDS. In another attempt, [27] confirmed
by the findings of a case study that Virtual Design and Construction
(VDC) improves the LPDS when implemented at the required
levels.
Ten detailed case studies have been provided by [15] on BIM
application; two concentrated on projects where prefabrication
has been widely used. They remark that close cooperation is
required between the main contractor and subcontractor for
adopting lean during fabrication procurement of prefabricated
components by subcontracted suppliers to confirm installation
with the necessary resources on site. Since BIM delivers a proper
design model, it provides a base for better preparation and
scheduling for subcontractors and ensures that staff, equipment,
and materials reach in the required time.
2
Ain Shams Engineering Journal xxx (xxxx) xxx
Through a case study [28] highlighted that if BIM features are
not correctly implemented and managed, this will lead to an unsta-
ble and challenging process. The availability of technical expertise
will encourage BIM implementation in construction companies
and will support the team with exceptional experiences to simul-
taneous implementation.
3. Research methodology
This study is based on a case study aim to demonstrate that BIM
leads to leaner construction projects and to investigate using BIM
as a lean tool or, in other words, BIM improves lean values and
reduces waste in the construction processes. It was decided to
select a project that did not use BIM or Lean management tools
through the design or construction phases. This choice was made
to understand better the inherent practical issues related to BIM
and Lean’s simultaneous application to investigate if we can use
BIM as a lean tool.
The Construction of Classes, Classrooms, and Laboratories for
the College of Administrative Sciences and Computer at the
University of Dammam in Saudi Arabia fit the criteria thus estab-
lished and used to get this research conclusion. This paper focused
on applying many lean and BIM interactions to a project and
explore the possible benefits of this integration through a case
study. The design phase focused on 3D direct digital workflow,
as-built before construction/prefabrication, and collision detection,
while the execution phase focused on the direct fabrication from
BIM and change orders. This was done based on exploring a real-
life project that depicts BIM and Lean’s relationships to report
experiences explicitly and lessons learned. This paper is part of
an extensive study that aims to develop an innovative approach
for information flow process model to be used in BIM-Lean
projects.
4. Case study
Dammam University just completed the new Administrative
Sciences and Computer College, which had 48 classrooms, 8 labo-
ratories, and offices with a total cost of 36 million SAR with a tra-
ditional procurement method which was Design Bid Build. The
project was completed as of November 2015, using only 2-
Dimensional drawings. The project was handled by the University’s
Department of the Projects and Construction Services, which the
first researcher had been working there at that time, and for this
project, he worked as PMC (Project Manager Consultant). The
design stage took about four months, followed by the bidding pro-
cess (about two months), then the execution stage, which took
22 months. For this project, no BIM management tools or lean
techniques had been used.
To test the hypothesis, the researchers evolved the traditional
2D CAD drawings for the university project to a full 3D integrated
BIM model to enable effective use of a 3D model. A redesign for the
project was done by using Revit and Naviswork software. The time
spent modeling the project was approximately two months. (Fig. 1)
shows a comparison between 2D CAD drawings and the 3D BIM
model.
5. Results and discussion
5.1. 3D direct digital workflow
The university project followed the traditional information flow
(2D CAD). The design stage started with the preliminary design,
followed by an appraisal from the owner and a repetitions (re-
work) period. Once the owner reviews and accept the concept
Ahmed.M. Eldeep, Moataz.A.M. Farag and L.M. Abd El-hafez
Fig. 1. Comparison between 2D CAD drawings and 3D BIM model.
design, the schematic design is started. A review and iterations
period follow in a similar style for schematic design. Once the sche-
matic design ended, the design players moved to the subsequent
detailed design stage after receiving the owner’s approval.
By comparing the conventional 2D CAD method with the gener-
ated BIM-based model, many wastes can be removed, and many
benefits can be gained from the new 3D model;
Full design model: The detailed designs will straightforwardly
be derived from the completely corresponding 3D model, including
all of the required details needed for shop drawing or site
installation.
Improved visualization: 3D models were developed and saved
to 3D Revit with a physical model, which allows the owner and
contractors to access, view quickly, and visualize the project’s
details with the possibility to use the appropriate information.
Waiting time waste: With the newly generated BIM model, the
design team will not wait for each other to proceed. Therefore,
early and easy data will be shared through the model before data
completion so that the multidisciplinary teams (Architecture,
Structural, and MEP Engineers) can concurrently develop designs.
Regarding to the case study, BIM helped reduce the amount of time
required for the design process to nearly 50% by reducing the wait-
ing time waste in the traditional design process.
Reduce steps: By removing unnecessary steps in the conven-
tional 2D CAD paper-based process, a greater consistency will be
enabled. In addition, it also eliminated overhead time for drawing
layout, printing, and delivery. Collaborative work using the BIM
model will enable opportunities to save more time, for instance,
clash detection and off-site prefabrication; this may help a lot in
avoiding many issues that could occur during implementation.
Continuous information flow: The information will be up-to-
date with a BIM-based design through the early exchange of infor-
mation between members. This allows adjustments, modifications,
and development in the least possible time to the design. The clear
visualization of design will facilitate communication between dif-
ferent players and allow a continuous flow of information.
With the new BIM model, the owner can participate early in the
design procedure, eliminating late decisions on the design by
extracting any design information from the model. This will save
several wastes of rework in case of rejection. Also, continuously
engagement the owner as the design developments will maximize
the value throughout the project’s life cycle by early feedback from
the owner.
5.2. As-built before construction / direct fabrication from BIM
The applied statical system in the university project was the
Hollow Core Slab (HCS). The method of implementing HCS depends
3
Ain Shams Engineering Journal xxx (xxxx) xxx
on raising the actual dimensions from the site, which determines
the exact dimensions of the hollow core panels, after that, the
design and shop drawings of the HCS submitted. Regarding to
the consultant’s approval for the design and the shop drawings,
the subcontractor started the hollow core panels’ prefabrication
process off-site. Then it was transported and installed on the site,
and this process took three weeks (for a one-floor slab); see (Fig. 2).
It is easily noticeable that the three-week delay (for a one-floor
slab) in designing and installing the hollow core panels is a waiting
time waste as defined by lean. The generated BIM model can elim-
inate and remove that kind of waste, as the model contains accu-
rate information and dimensions about the building. A new
approach can be followed to eliminate this waste; After completing
the structural design, an iterative process should be initiated
between the design team and the subcontractor of the HCS. This
process will be built on sharing and exchange of information using
the BIM model. The subcontractor will receive the model, extract
the quantities and dimensions of HCS, and make the design and
details of the HCS. After this, the design team will reintegrate the
HCS detailed design with the original model and check for conflicts.
It will then be easy to synchronize during the execution phase
between poring the main beams that carry the hollow core panels
and prefabricating the panels off-site to have the hollow core pan-
els ready while the bearing beams are casting on site. By using this
approach, the structural design will be finalized early with a time-
frame, as well as the detailed design of other trades and related
activities. The as-built model will be ready before beginning in exe-
cution; thus, the design and shop drawings were combined.
Using the digital BIM model will reduce the paper-based work-
flow; it will be easy to extract the shop drawings from the digital
model for approval decisions and access the as-built HCS model
before construction. Effectively, tight subcontractor integration
and several design review iterations will reduce any inconvenient
HCS panels onsite during installation.
Using the BIM model and this well-planned process, the HCS
erection could be completed three weeks early (for a one-floor
slab) during construction and without any modifications. The
BIM model can help save up to one and half months for the univer-
sity project using As-built before construction/prefabrication for
the HCS by removing the waiting time waste, leading to achieving
lean. Likewise, this can be applied to install other elements in min-
imum time, such as HVAC, electrical, and IT systems. Moreover, the
work environment changes will be reduced, and the people and
materials’ movement will be minimal. That will improve site safety
and increase the team’s morale, and they will have greater confi-
dence and pride in their work.
For this project, the BIM model can involve many onsite activi-
ties such as structural concrete, architectural elements (walls,
Ahmed.M. Eldeep, Moataz.A.M. Farag and L.M. Abd El-hafez Ain Shams Engineering Journal xxx (xxxx) xxx

Fig. 2. Installing the hollow-core slab (HCS) onsite.

doors, ceilings, etc.), mechanical, plumbing, and electrical. For conditioning ducts with those dimensions under the beam. The
example, there was a lack of skylight detailing in the 2D cad draw- mechanical design drawings did not contain details and installa-
ing, which does not specify many details needed to implement sky- tion, thus did not signify the entire depth of the elements precisely,
light onsite, especially the skylight’s pyramid shape, See (Fig. 3). which caused a collision between the concrete beams and the
With the newly generated BIM model, making all the details of ducts of conditioning.
the skylight pyramid’s shape and specifying all the required This case included a significant redesign of the entire condition-
dimensions and heights has become easy. ing ductwork to suit the concrete beams’ dimensions and depth. A
collateral waste was generated as the other trades needed to revise
their drawings to be tailored and integrated with the new air con-
5.3. Collision detection
ditioning duct arrangements. This issue arose due to the lack of
visualization and concurrence of the site’s existing layout and com-
Traditionally, the design consultants use overlaid drawings to
munication breakdown between the subcontractor and the general
spot clashes manually. Using this method leads to many clashes
contractor relating to the conditioning duct systems’ design. More-
between various elements during the implementation of projects
over, due to the owner not waiting for all project designs to be
that require much time and cost to solve those clashes. This tradi-
completed, the construction began without completing the HVAC
tional method does not enable the discovery of clashes early, espe-
designs. A subcontractor made the HVAC designs through the main
cially when using 2D CAD drawings.
contractor, which was incompatible with what was implemented
Several clashes were discovered during the execution of the
onsite, especially the concrete parts.
university project. For example, clashes between mechanical
This problem had been resolved by redesigning the HVAC sys-
works and ducts of conditioning with substantial parts of the
tem and changing the paths, sizes, and dimensions of ducts, and
skeleton and clashes between mechanical works and fire alarm
changing many concrete potholes. Ultimately, this issue resulted
and extinguishing work occurred. The project faced many clashes
in a three-week delay in completing the project and nearly cost
between different elements through execution, which varied
200,000 SAR to redesign and remove the wrong duct installation
between minor and significant clashes.
and change the duct opening locations.
The main clash faced during this project’s implementation was
(Fig. 4) shows a comparison between the problem that occurred
the inadequacy of central air-conditioning ducts’ sizes and dimen-
in the presence of a clash between the air-conditioning ducts and
sions due to the total depth of the beams of 1.0 m; it clashed with
concrete beams (improper installation for ducts), and how this
the main beams of the classrooms. Because of the suspended
problem could be easily avoided when creating a BIM model,
ceiling’s height restriction, it was not easy to move the air-

Fig. 3. Onsite installation of the skylight.

4
Ahmed.M. Eldeep, Moataz.A.M. Farag and L.M. Abd El-hafez
Fig. 4. On-site wrong installation for air-conditioning ducts as it interfered with the concrete beam and how this clash could be avoided if using the BIM model.
which can save time and cost to solve this problem discovered dur-
ing project execution. The BIM model enhances the detection of
clashes and errors quickly and early in the project, enabling to
achieve significant cost savings compared to the traditional design
process.
Revit and Navisworks programs had been used to detect the col-
lisions and clashes for the university project. Many clashes and
errors were recognized and fixed (over 100 clashes); represents
clashes between different elements and components of the project
like architecture elements, concrete structure, mechanical, electri-
cal, and plumping. (Fig. 5) illustrate some of the detected clashes
between different elements in the 3d model.
In the AEC industry, design errors are common because multiple
and various participants like Architects, Civil, and MEP engineers
do the building’s design work. Rework, and construction waste
can result from these design errors. Design reviews and clash
detection are the BIM-based techniques to minimizing construc-
tion and design waste by eliminating design errors detected in
construction.
The 3D model precisely presents the interconnection between
each element and enables teamwork between different trades. It
can be said that using the BIM model for the university project
can save at least three weeks and 200,000 SAR in the project result-
ing from the design errors. Furthermore, the conventional design
stage could be transformed from a flawed design process to a
Fig. 5. Clashes between elements of different disciplines in the 3D model.
5
Ain Shams Engineering Journal xxx (xxxx) xxx
semi-integrated one. The BIM model will enhance information
transmission to the design team and provide an environment that
allows them to interact and collaborate more effectively and make
timely, integrated, and accurate decisions after eliminating many
design stage wastes.
5.4. Change orders
Change orders impact the project’s cost and schedule signifi-
cantly, and therefore, the existing research will examine how
BIM affects change orders and change order management. A
change order is usually the result of a change in the scope or time
of a project initiated by the owner, unforeseen conditions requiring
change, or a design error/omission resulting in change. An owner-
originated change at its core is a change in the project’s scope or
duration, which the owner asks. Change orders involving unfore-
seen conditions are usually the result of physical conditions that
differ from what the initial contract agreed. Because of design
errors/omissions, inadequate designs prevent the contractor from
completing their work result in a change order. Design reviews,
coordination meetings, checklists, and 3D modeling are common
ways to avoid change orders.
Projects at Dammam University follow a strict deadline, and
therefore they rarely allow time extensions for contracts. This
paper will determine each change order’s cause and allow for a
Ahmed.M. Eldeep, Moataz.A.M. Farag and L.M. Abd El-hafez
Table 1
Numbers and types of change orders in the university project.
Change Order Type owner-initiated changes
No. of change orders 12
more accurate picture of the influence BIM enforces on change
orders if BIM could have made an impact. To see what kind of
change BIM has the most impact on, classified for each change
order needed. Changes originated by the owner (owner-initiated),
design errors/omissions, and unforeseen conditions are the three
main categories.
After reviewing the change orders with the case study, it was
determined that there are 20 change orders and about 70 RFIs
(Contractor Requests For Information) in the project (Table 1
reflects the numbers and types of university project change
orders).
From (Table 1) it has become apparent that owner-initiated
changes are the project’s most significant source of change. During
the project implementation, there had been many site visits from
the owner (especially from the university’s vice president). Those
visits reflected many of the owner’s changes to be compatible with
the project’s educational use. Many changes were made, such as
places and number of computer laboratories, changes in the qual-
ity of the finishes used, and changes in many classrooms by re-
division to be distinct for faculty members. Approximately 12
change orders were handled to fit the changes requested by the
owner. Furthermore, the effect of those changes was addressed
and calculated on the project’s schedule and budget. Consequently,
the timetable was modified by adding additional periods and
adopting all additional costs for those changes.
The main reason for those changes made by the owner is that
the owner did not have a complete visualization of the project at
the project start. When the owner saw the two-dimensional draw-
ings for the project at the early stage, he almost did not understand
what those drawing reflects. During implementation and with rou-
tine site visits, the picture becomes more apparent, leading the
owner to make changes during implementation. Nevertheless, if
the owner saw a three-dimensional or four-dimensional model,
he will clarify all his observations and opinions to be done during
the design stage.
The evolution of the model through stages will help the project
to save time and money. The majority of BIM software has a high
degree of visualization capabilities in response to the owner’s
demands, which can prevent making late changes based on physi-
cal sight. The model enables a walkthrough, which ensures that
owners clearly understand and acknowledge the design. The owner
will not have to wait till the work begins to see his project physi-
cally. Through visualization using 3d, and 4d in the early stages of
the design, it will be easy to get early feedback and comments from
the owner about the design, which minimize changes later through
the construction phase.
On the other hand, five change orders were detected due to
design errors/omissions; as we mentioned earlier, the primary
design errors are the inadequate HVAC system design with other
disciplines. This change order resulted in a three-week delay in
completing the project and cost nearly 200,000 SAR to redesign
and remove what was installed from ducts and change the
openings.
The initial project cost was about 32 million SAR after the con-
tract had been signed between the owner and the general contrac-
tor, ended with 36 million SAR due to the modifications made
according to the project’s change orders. The project’s initial dura-
tion was 18 months, ended with 22 months after adding the exten-
sion of time due to change orders. It can be said that change orders
6
Ain Shams Engineering Journal xxx (xxxx) xxx
design errors/omissions unforeseen conditions
5 3
affect the original contract price by 11% and the original contract
time by 25%.
Approximately 17 from 20 change orders (more than 80%) that
belong to owner-initiated changes and design errors/omissions
changes might be avoided using the BIM model. A 3D model’s ben-
efit could help visualize rooms, layouts, and equipment that could
prevent changes. The BIM model could be used when plans and
specifications do not fulfill university standards, reducing change
orders and RFI’s.
6. Conclusions
Building information modeling helps eliminate many wastes
during the construction process, such as design errors/inappropri-
ate design, poor communication, and unexpected changes in
designs during execution. BIM enables creating an accurate model,
rich in information and free of clashes, which helps to make the
right decisions during different construction stages.
This study shows that implementing lean using BIM in the
design works contributes significantly to project efficiency. BIM
helped reduce the time required for the design progression to
nearly 50% by reducing the waiting time waste. The BIM model
can help save up to one and half months for the university project
through implementing the Hollow Core Slab (HCS) just in time by
removing the waiting time waste and achieving lean principles. On
the other hand, design reviews, and clash detection are the BIM-
based technique to minimizing construction and design waste by
eliminating design errors detected in construction. It can be said
that through the BIM model, clash detection can save at least three
weeks and 200,000 SAR at the university project, which results
from the design errors.
Even though eliminating all change orders that can arise at any
project will be almost impossible, it seems that BIM can reduce the
cost and the time of change orders as a result of this study. The
most significant reduction in change order was discovered when
BIM was implemented on the project. Approximately 17 from 20
change orders (more than 80%) that belong to owner-initiated
changes and design errors/omissions changes might be avoided
using the BIM model, making the project more linear.
On the university project at Dammam University, using BIM as a
tool will help achieving lean principles by adding value to the
owner and reducing waste. About 11% of increasing the total con-
tract price and a 25% increase in the original contract time could be
avoided.
Declaration of Competing Interest
The authors declare that they have no known competing finan-
cial interests or personal relationships that could have appeared
to influence the work reported in this paper.
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Ahmed Mohamed Eldeep has over 20 years of experi-
ence in driving Civil projects management in Egypt &
Saudi Arabia. His distinction of executing prestigious
projects of large magnitude within the strict schedule,
cost, and quality. He has a Master’s level education in
civil engineering (M.Sc.) from Asuit University, Egypt
with certifications in project management (PMP, PMI-
RMP, Six Sigma, and Scrum Fundamentals). He also
Working as a lecturer at the Arab Academy for Science
and Technology (AAST) to teach project management
subjects and supervisor of graduation projects for pro-
ject management.