v.1.

CASE STUDY 1

HOSPITAL PROJECT

Date Rev Description of Revision Prepared by Checked Approved by Document No

by
01/04/2018 01 Comments Incorporated MN SSA MYA MA-RMS-01
Table of Contents
Table of Contents ................................................................................................................................. 2
Section 1. Project Management Plan Introduction ............................................................................... 6
1.1. Version History and Sign-off ................................................................................................. 6
1.2. Purpose ................................................................................................................................ 7
1.3. Authorization ......................................................................................................................... 8
2. SCOPE MANAGEMENT PLAN .................................................................................................... 9
3.1. Project Scope Statement ...................................................................................................... 9
3.1.1. Project Objectives ............................................................................................................. 9
3.1.2. Project Scope Boundaries ................................................................................................ 9
3.2. Work Breakdown Structure ................................................................................................... 9
3.3. Expected Benefits.................................................................... Error! Bookmark not defined.
3.4. Key Project Assumptions......................................................... Error! Bookmark not defined.
3.5. Key Project Constraints ........................................................... Error! Bookmark not defined.
3.6. Key Project Dependencies ...................................................... Error! Bookmark not defined.
3.7. Project Success Criteria .......................................................... Error! Bookmark not defined.
3.8. Project Scope Management Approach .................................... Error! Bookmark not defined.
3.8.1. Scope Management Processes ........................................... Error! Bookmark not defined.
3.8.2. Scope Management Standards & Procedures..................... Error! Bookmark not defined.
3.8.3. Scope Management Methods, Tools & Techniques ............ Error! Bookmark not defined.
4. SCHEDULE MANAGEMENT PLAN ............................................................................................... 10
4.1. Project Schedule Approach ..................................................... Error! Bookmark not defined.
4.1.1. Task Definition ..................................................................... Error! Bookmark not defined.
4.1.2. Estimate Level of Effort........................................................ Error! Bookmark not defined.
4.1.3. Resource Allocation............................................................. Error! Bookmark not defined.
4.1.4. High-Level Timescale ...................................................................................................... 11
4.1.5. Determining Schedule Changes ...................................................................................... 11
4.1.6. Obtaining Agreement on Schedule Changes....................... Error! Bookmark not defined.
4.1.7. Managing Schedule Changes.............................................. Error! Bookmark not defined.
4.1.8. Measuring & Reporting Schedule Performance ............................................................... 11
4.2. Project Schedule Management ........................................................................................... 11
4.2.1. Schedule Management Processes ...................................... Error! Bookmark not defined.
 4.2.2. Schedule Management Standards & Procedures................ Error! Bookmark not defined.
4.2.3. Schedule Management Methods, Tools & Techniques ................................................... 11
5. COST MANAGEMENT PLAN ........................................................................................................ 13
6. Project Cost Management Approach ............................................................................................. 13
6.1.1. Cost Baseline .................................................................................................................. 13
6.1.2. Cost Status Reporting.......................................................... Error! Bookmark not defined.
6.1.3. Invoicing .............................................................................. Error! Bookmark not defined.
6.2. Project Cost Management ....................................................... Error! Bookmark not defined.
6.2.1. Roles & Responsibilities ...................................................... Error! Bookmark not defined.
6.2.2. Cost Management Processes.............................................. Error! Bookmark not defined.
6.2.3. Cost Management Standards & Procedures........................ Error! Bookmark not defined.
6.3. Cost Management Methods, Tools & Techniques ................... Error! Bookmark not defined.
7. QUALITY MANAGEMENT PLAN ................................................................................................... 15
7.1. Quality Management Approach ............................................... Error! Bookmark not defined.
7.1.1. Quality Planning................................................................... Error! Bookmark not defined.
7.1.2. Define Project Quality .......................................................... Error! Bookmark not defined.
7.1.3. Measure Project Quality ...................................................... Error! Bookmark not defined.
7.2. Quality Assurance & Quality Control........................................ Error! Bookmark not defined.
7.2.1. Assessments, Reviews & Audits.......................................... Error! Bookmark not defined.
7.2.2. Improve Project Quality ....................................................... Error! Bookmark not defined.
7.2.3. Quality Monitoring and Control ............................................ Error! Bookmark not defined.
7.2.4. Corrective Actions................................................................ Error! Bookmark not defined.
7.3. Quality Schedule...................................................................... Error! Bookmark not defined.
7.4. Project Quality Management ................................................... Error! Bookmark not defined.
7.4.1.1. Roles and Responsibilities............................................... Error! Bookmark not defined.
7.4.1.2. Quality Management Processes ...................................... Error! Bookmark not defined.
7.4.2. Quality Management Standards & Procedures.................... Error! Bookmark not defined.
7.4.3. Quality Management Methods, Tools & Techniques ........... Error! Bookmark not defined.
8. HUMAN RESOURCES MANAGEMENT PLAN .............................................................................. 22
8.1. Project Governance ............................................................................................................ 22
8.1.1. Project Governance Structure ......................................................................................... 22
8.1.2. Project Management Team ............................................................................................. 23
8.2. Staffing Approach ............................................................................................................... 23
8.2.1. Staff Required ................................................................................................................. 23
8.2.2. Staff Orientation .............................................................................................................. 23
8.2.3. Staff Development........................................................................................................... 23
8.2.4. Staff Transition on and off the Project Team .................................................................... 24
 8.3. Project Human Resources Management ............................................................................ 24
8.3.1.1. Human Resources Management Processes ............................................................... 24
8.3.2. Human Resources Management Standards & Procedures ............................................ 24
8.3.3. Human Resources Management Methods, Tools & Techniques .................................... 24
9. COMMUNICATION MANAGEMENT PLAN ................................................................................... 25
9.1. Communication Approach................................................................................................... 25
9.1.1. Communication Items ..................................................................................................... 25
9.1.2. Communication Matrix .................................................................................................... 25
9.1.3. Project Meetings ............................................................................................................. 26
9.1.4. Project Reporting ............................................................................................................ 26
9.2. Project Communication Management ................................................................................. 26
9.2.1. Communication Processes Management ....................................................................... 26
9.2.2. Communication Management Standards & Procedures ................................................. 26
9.2.3. Communication Management Methods, Tools & Techniques ......................................... 26
10. STAKEHOLDER MANAGEMENT PLAN ................................................................................ 27
10.1. Stakeholder Management Approach .............................................................................. 27
10.1.1. Stakeholder Identification ................................................................................................ 27
10.1.2. Power vs Interest Matrix ................................................................................................. 27
10.1.3. Stakeholder Engagement Planning................................................................................. 27
10.1.4. Stakeholder Engagement Management.......................................................................... 28
10.1.5. Stakeholder Engagement Monitoring .............................................................................. 28
10.2. Project Stakeholder Management ................................................................................... 28
10.2.1. Stakeholder Management Processes Management ....................................................... 28
10.2.2. Stakeholder Management Standards & Procedures ....................................................... 28
10.2.3. Stakeholder Management Methods, Tools & Techniques............................................... 28
11. RISK MANAGEMENT PLAN .................................................................................................. 29
11.1.1. Key Project Risks................................................................. Error! Bookmark not defined.
11.2. Risk Management Process .................................................. Error! Bookmark not defined.
11.2.1. Risk Identification................................................................. Error! Bookmark not defined.
11.2.2. Qualitative Risk Assessment ............................................... Error! Bookmark not defined.
11.2.3. Quantitative Risk Assessment ............................................. Error! Bookmark not defined.
11.2.4. Risk Mitigation Planning ...................................................... Error! Bookmark not defined.
11.2.5. Risk Tracking ....................................................................... Error! Bookmark not defined.
11.2.6. Risk Closing......................................................................... Error! Bookmark not defined.
11.2.7. Risk Contingency Budgeting................................................ Error! Bookmark not defined.
11.3. Project Risk Management.................................................... Error! Bookmark not defined.
11.3.1. Roles and Responsibilities................................................... Error! Bookmark not defined.
 11.3.2. Risk Management Standards & Procedures ........................ Error! Bookmark not defined.
11.3.3. Risk Management Methods, Tools & Techniques................ Error! Bookmark not defined.
12. CONFIGURATION MANAGEMENT PLAN.................................. Error! Bookmark not defined.
12.1. Configuration Management Administration.......................... Error! Bookmark not defined.
12.1.1. Configuration Management Environment............................. Error! Bookmark not defined.
12.1.2. Configuration Identification .................................................. Error! Bookmark not defined.
12.1.3. Naming Standard................................................................. Error! Bookmark not defined.
12.1.4. Baselines ............................................................................. Error! Bookmark not defined.
12.1.5. Storage & Retention ............................................................ Error! Bookmark not defined.
12.1.6. Configuration Control........................................................... Error! Bookmark not defined.
12.1.7. Configuration Status Accounting.......................................... Error! Bookmark not defined.
12.1.8. Configuration Audits ............................................................ Error! Bookmark not defined.
12.2. Project Configuration Management ..................................... Error! Bookmark not defined.
12.2.1. Roles & Responsibilities ...................................................... Error! Bookmark not defined.
12.2.2. Configuration Management Standards & Procedures.......... Error! Bookmark not defined.
12.2.3. Configuration Management Methods, Tools & Techniques . Error! Bookmark not defined.
13. PROCUREMENT MANAGEMENT PLAN ................................................................................. 0
13.1. Project Procurement Approach ......................................................................................... 0
13.1.1. Procurement Definition...................................................................................................... 0
13.1.2. Procurement Process........................................................................................................ 0
13.1.3. Contract Type.................................................................................................................... 0
13.1.4. Procurement Risks ............................................................................................................ 0
13.1.5. Cost Determination ........................................................................................................... 0
13.1.6. Standardized Procurement Documentation ....................................................................... 1
13.1.7. Procurement Constraints .................................................................................................. 1
13.1.8. Contract Approval Process ................................................................................................ 1
13.1.9. Decision Criteria ................................................................................................................ 1
13.1.10. Vendor Management ..................................................................................................... 1
13.1.11. Performance Metrics for Vendors .................................................................................. 1
13.2. Project Procurement Management .................................................................................... 2
13.2.1. Roles & Responsibilities .................................................................................................... 2
13.2.2. Procurement Management Standards & Procedures ......................................................... 2
13.2.3. Procurement Management Methods, Tools & Techniques ................................................. 2
14. Appendix: Referenced Documents .............................................. Error! Bookmark not defined.
Section 1. Project Management Plan Introduction

Version History and Sign-off

Project Brief
Version Reason for Change Date of Approval Approver’s Name
1.0 Initial Draft 10-7-21 Ahmed Alsenosy

This Project is to Initially Complete works for Hospital

which Contain Main Building Divide to In-Patient 16 Level and Outpatient 04 Level, Cup Building 2
Level
 Purpose
The Project Management Plan (PMP) is a formal, approved document that defines how the project is
going to be executed, monitored, and controlled. It is formed of subsidiary plans relating to each of the
project knowledge areas (e.g. scope management, cost management), which can be referred to in the
document or assembled into a single master document.
The PMP is developed in the Planning Phase by the Project Manager and provides detailed plans,
processes, and procedures for managing and controlling the life cycle activities of a specific project,
serving as the main reference for any element of the project team asking for guidance on the project. It
should offer a comprehensive view of the project, its performance baselines, guidance and clear state
ant tailoring applied to the relevant organizational standards (e.g. quality standards).
The PMP is a living document, subject to approval by the Project Sponsor/Board and formal configuration
control.
 Authorization

Approver’s Name Job Title Approved on (Date) Signature

Ahmed Ali C.M
Faisal pm
Fahd planner
2. SCOPE MANAGEMENT PLAN
The Scope Management Plan is the component of the Project Management Plan that describes how the
scope will be defined, developed, monitored, controlled, and verified

Project Scope Statement

3.1.1. Project Objectives

Project Objectives
Finish the project on time 2-7-2022
Chief the LEED Gold Certificate
Quality of the project shall as the stakeholder satisfaction -PE STANDERED
The project with the approved Cost -500 million SAR

3.1.2. Project Scope Boundaries

In Scope Out of Scope

Structure works Furniture
Architect works Medical equipment
Mechanical works Landscape works
Electrical works
Elevator works
Maintenance for 1 Year

Work Breakdown Structure

4. SCHEDULE MANAGEMENT PLAN
The Schedule Management Plan describes how the Project Schedule will be established and managed.

4.1.1. High-Level Timescale

structure works Test and Commotions'

ARCH&MEP works

Milestone Description Baseline Date

Project Start Start date 31-oct-20
Finish Out Patient Bldg. 10-Mars-21
Finish CUP Bldg. 8-May-21
Finish Inpatient Bldg. 22-May-22
Project Finish 22-may-22
Concrete works for I.P 20-Nov-21
Concrete works for O.P 26-Aug-21
Concrete works for Cup .bldg. 19-Aug-21

4.1.2. Determining Schedule Changes

Any change in schedule shall submitted officially to consultant with the reasons of changes and affective
om project to study it and send it to client for take approval on it

4.1.3. Measuring & Reporting Schedule Performance

Earned value parameter SPI-CPI will used to determine the progress of project

Project Schedule Management

4.2.1. Schedule Management Methods, Tools & Techniques
Primaver P6 will used to prepare the schedule and Gantt Chart will used to measuring and reporting.
5. COST MANAGEMENT PLAN
The Cost Management Plan is the outline of the project's estimation, allocation and control of costs for
the required resources to complete the project.

6. Project Cost Management Approach

6.1.1. Cost Baseline

Estimate Comment
Revenue 50 million
Capital 200 millions
Total Budget 500 million

PCM (Project Cost Management) is Project Estimation Table –

Resource
Duration Estimated
ID Task days Start End Resources Dependency daily
(Days) Budget
Rate
Carpenter -
1 Concrete 45 6 1 6 steel fixer - $80 $3,600
1
2 Finishing works 36 5 7 11 mason+helper 1 $75 $2,700
Purchasing 1 Supply
3 12 2 7 9 1 $65 $780
servers chain
$8,000 per
4 Server Costs - - 9 9 2 servers 3 $16,000
server
Customizing the
5 180 23 12 34 4 Programmers 2 $110 $19,800
new system
Testing the 5 (Start-to-Start
6 160 20 18 38 2 QA $70 $11,200
system +6 days)
2 Data
7 50 7 39 45 6 $90 $4,500
Migration
8 60 32 12 45 1 PMO 2 $75 $4,500
9 120 45 1 45 1 PM - $140 $16,800
10% of the
10 - - - - - - overall $7,980
estimation
Overall 663 140 $87,780
7. Cost Change Requests –

CR number #100-14
Requested by
Date of request
Reasoning for We require an extra team member at 50% capacity for the final week. The
change testing scope grew due to the customers’ request of higher pass standards.
Cost delta $3,800 (25% over budget)
The testing will be complete 7 work days behind schedule due to lack of
Impact on timeline
manpower
PM’s
recommendation Approved / Denied

8. Payments and Invoicing Process –

<Vendors’ company name> & <logo>
<Vendors’ address> & POC
Invoice number 1080-28052017
Date of issue 28-May-2017
PO number #10687
Goods / Service XIV server and rack
description
Quantity 2
Price per unit $7,500
VAT (6.67%) $1,000
Overall price $16,000
Estimation table ID# #4

9. Reporting Plan –

Task Actual
Estimated Budget
ID Task Percent Budget Completion vs. Budget
Budget Percentage
Complete to Date
Transferring
the data to 45% $4,500 $2,650 58% 45% = 77.5%
7 58%
the new
system
10. QUALITY MANAGEMENT PLAN
The Quality Management Plan determines quality policies and procedures relevant to the project for both
project deliverables and project processes, defining who is responsible for what, and documenting the
related processes for quality planning, assurance, and control

2.1 Amendments and Re-issue

QA/QC department shall review the Quality plan periodically with other
departments to re-affirm its adequacy and conformity to Al Moosa Specialist
Hospitals requirements. The minimum frequency for review of the Quality Plan
is once every 6 months.

Amendments to the Quality Plan are made as required to reflect the current
QA/QC program. The amendments are made by replacement of the applicable
page(s). Amendment number and date of amendment identify each amended
page.

Amendments are numbered consecutively until such time as a new issue

incorporates all such changes. When changes affect a considerable number of
pages, and in any case after not more than ten amendments to one issue, the
Quality Plan is re-issued. Issue are identified by numbers in numerical order.
Each issue cancels and replaces all previous issues and amendments.

The Quality Plan Amendments Record indicates all the amendments to the latest
issue of the Quality Plan.
+ Complete list of Quality Plan holders is retained by the QA/QC department.
Amendments and re-issue of the Quality Plan are automatically distributed to all
registered holders.

2.2 Quality Plan Amendment Record Document

The Quality Plan Amendments Record indicates all the amendments to the latest
issue of the Quality Plan.
 When the Quality Plan is revised, sections so affected shall be inserted and the
superseded sections shall be removed and destroyed. Any additions or
alterations to the text on any page shall be highlighted by underlining or by the
inclusion of a vertical line in the right hand margin.

2.3 Quality Objectives

The Objectives of the Quality Plan are:
— To ensure that approved methods and procedures are in place and utilized, as
they apply, for each phase of a project.

— To optimize the reliability, operability and maintainability of the facilities.

— To optimize the planned production profiles and installation availability within

the constraints of the respective availabilities of the facilities.

— To minimize scrap and rework during the life of a project.

— To ensure that the safety of personnel, the facilities and environment have
been carefully considered and that the appropriate measures have been
implemented.

— To comply with international codes standard and project specifications.

— To demonstrate the fulfillment of Hospital project Project requirements.

— To ensure that quality requirements are determined and satisfied throughout

all phases of contract performance, including a s applicable, design,
developing, procurement, construction and pre-commissioning.

— To maintain an effective and economical program for quality, to satisfy

Hospital –Project requirements as defined in Schedule “Q” Quality Assurance
and Control, Inspection and Testing.

— To demonstrate both recognition of the quality requirements of the project and

organized approach to satisfy these.
 — To ensure that approved practices, procedures, inspection and test plans and
Audit programmer are in place and utilized, as the apply, throughout all phases
of a project.

— To provide for early and prompt detection of deficiencies and for timely and
effective corrective action.

— To ensure the LEED requirements as per LEED consultant requirement

attached addendum 1.

2.4 Wording and Definitions

Those Quality Management and related terms used in this Quality Plan are defined
below. Wherever possible, reliance is placed on Masah Quality Management and
Quality Assurance – Vocabulary, and if a term is defined therein, the definition is
quoted, with explanatory notes as relevant.

Appraisal: Assessment of a supplier’s capability of controlling quality carried out

before placing orders.

Certification: The authorities act of documenting compliance with requirements.

Note: The requirements can relate to personnel, processes, products,

organizations and services.

Compliance: An indication or judgment that the product or service meets the

requirement of the relevant specification or regulation; also the state of meeting
the requirements.

Customer: Recipient of product provided by the supplier.

Corrective Action: Action taken to eliminate the causes of an existing nonconformity,

defect or other undesirable situation in order to prevent recurrence.

Documentation: Any recorded or pictorial information describing, defining, procedures or

results.
Defect: Non-fulfillment of an intended usage requirement or reasonable.

Design Control: The verification that design criteria comply with specified requirements;
that design data and methods are valid for the range of application; and that the completed
design satisfies the design criteria.

Design Review: A documented, comprehensive and systematic examination of a design

to evaluate its capability to fulfill the requirements for quality, identify problems, if any, and
propose the development of solutions.
Note: The design review can be conducted at any stage of the design process, but
should in any case be conducted at the completion of this process.

Hold Point: Work will be held until the inspection or test has been satisfactorily
completed.

Improvement: Action taken by MASAH to increase the effectiveness and efficiency of

activities and processes in order to provide added benefits to both MASAH and its Sub-
contractors.

Inspection : An activity such as measuring, examining, testing or gauging one or more

characteristics of any entity and comparing the results with specified requirements in order
to establish whether conformity is achieved for each characteristic.

Non-conformity: Non-fulfillment of a specified requirement.

Note:The definition covers the departure or absence of one or more quality

characteristics (including dependability characteristics), or quality system
elements from specified requirements.

Procedure: A specified way to perform an activity.

Note:
In many cases, procedures are documented (e.g. quality system procedures).
When a procedure is documented, the term “written procedure” or
“documented procedure” is frequently used.
Products: Result of activities or processes.
Note:
1. A product may include service, hardware, processed materials, software
or a combination thereof.
2. A product can be tangible (e.g. assemblies or processed materials) or
intangible (e.g. Knowledge of concepts), or a combination thereof
3. A product can be either intended (e.g. offering to customers) or
unintended (e.g. Pollutant of unwanted effects).

Quality: The totality of characteristics of an entity that bear on its ability to satisfy
stated and implied needs.

Quality Policy: The overall intentions and direction of an organization with regard
to quality, as formally expressed by top management.

Quality Management: All activities of the overall management function that

determine the quality policy, objectives and responsibilities, and implement them
by man’s such as quality planning, quality control, quality assurance and quality
improvement with MASAH’s Quality System.

Quality System: MASAH’s organizational structure, procedures, processes and

resources needed to implement quality management.

Quality Control: MASAH employs operational techniques and activities that are
used so that its operations and services conform to the quality requirements as
laid down in Al Moosa Specialist Hospitals’s documents.

Quality Assurance: All the planned and systematic activities implemented within
MASAH’s quality system, and demonstrated as needed, to provide adequate
confidence that an entity will fulfill requirements for quality.

Quality Plan: A document setting out the specific quality practices resources and
sequence of activities and relevant to a particular product, service or contract.

Quality Audit: A systematic and independent examination to determine whether

quality activities and related results comply with planned arrangements and
whether these arrangements are implemented effectively and are suitable to
achieve objectives.
Repair: Action taken on a non-conforming product so that it will fulfill the intended
usage requirements although it may not conform to the originally specified
requirements.
Note:
Repair is one type of disposition of a non-conforming product.
Repair includes remedial action taken to restore, for usage, a once conforming
but now non-conforming product, for example, as part of maintenance.

Review: An independent assessment undertaken by an individual or group over

the area under review.
Rework: Action taken on a non-conforming product so that it will fulfill the original
requirement.
Note:
Rework is one type of disposition of a non-conforming product.

Safety-related: Pertaining to those items of plant, the satisfactory performance

of which is important to the prevention of consequences of such accidents.

Specification: The document that prescribes in detail the requirements with

which the product or service has to comply.

Standard: A document approved by a generally recognized body which results

from the process of formulating and applying rules for an orderly approach to a
specific activity.
Service: The results generated, by activities at the interface between the
supplier and the customer and by supplier internal activities, to meet customer
needs.
Note:
The supplier or the customer may be represented at the interface by
personnel or equipment.
Customer activities at the interface with the supplier may be essential to
the service delivery.
Delivery or use of tangible product may form part of the service delivery.
 A Service may be linked with the manufacture and supply of tangible
product.

Service Delivery: Those supplier activities necessary to provide the service.

Supplier: Any individual or organization that furnishes items or services to a
procurement document.
Note: An all-inclusive term that may be used in place of any of the
Following Vendor, seller, contractor, fabricator, and consultant and sub-tier levels.

Test: The determination or verification of the capability of an item to meet

specified requirement by subjecting the item to a set of physical, chemical,
environmental or operating conditions.

Witness Point: The inspection will be witnessed by inspection of QC staff.

2.5 Distribution List

Quality Plan holders are assigned specific numbers for the copies retained.
Serialization and accountability is the responsibility of the Quality Management
Department. Amendments and re-issue to Quality Plan holders are also the
responsibility of Quality

Management. This Quality Plan shall be held by the following people who will be
responsible for inserting revised and removing and destroying obsolete pages.

Controlled copies of the Quality Plan must be distributed by Quality Management

Team with the individual assigned serial number entered. Uncontrolled copies
of this QM Plan will be stamped in black “UNCONTROLLED”.

SERIAL NO.: _ CHECKED BY: _

ISSUE NO.: _ _ APPROVED BY: _ _ _

ISSUE DATE: _
 The list of holders of controlled copies of the Quality Plan include.

Name of Holder Serial No.

Project Manager
Procurement Manager
Project Engineers
QA/QC manager
Note: Additional copies of the Quality Plan shall be issued to key personnel on
a need to know basis.

11. HUMAN RESOURCES MANAGEMENT PLAN

The Human Resources Management Plan documents when team members are added, managed,
controlled, and released from the project. It also identifies and documents the project roles,
responsibilities, and required skills.

Project Governance
11.1.1. Project Governance Structure
<Use the diagram below to illustrate the project governance structure, that is, which governance bodies
and layers of governance will be involved in the project (e.g. project board, steering committees).

Organizational Ahmed
Level Alsenosy

Strategic Level Abdelrhman Abdelatif

Ahmed Faisal
Project Level Ali Fahd
 11.1.2. Project Management Team
<Identify who will be the members of the project management team as well as their role and main
contact.>
Name Role Contact
Ahmed Alsenosy Project Sponsor
Faisal Project Manager
Project Assurance
<Role>
<Role>
<Role>

Staffing Approach
11.2.1. Staff Required
<Present a detailed breakdown of the staff requirements by role needed to achieve the project objectives
and execute the project. Describe how staffing needs will be managed throughout the project.>

Role Skills Required Number of Staff Assignment Duration

Required Start Date Required

11.2.2. Staff Orientation

<Describe any information, forms, processes, or procedures that new staff must receive and/or complete
prior to beginning work on the project (e.g., project travel policy, PPM tool access and guidance)>

11.2.3. Staff Development

<Identify staff training needs to ensure that necessary skill levels are available to successfully conduct
the project.>
 Role Training Required Training Method Anticipated Potential
Cost Vendors

11.2.4. Staff Transition on and off the Project Team

<Describe the approach to allocating staff between each project lifecycle phase, and when and how staff
will be transitioned on and off the project team.>

Project Human Resources Management

11.3.1.1. Human Resources Management Processes
<Provide a summary of how the project human resources will be managed, including key roles and
responsibilities.>

11.3.2. Human Resources Management Standards & Procedures

<Reference any organizational cost standards and procedures. Highlight any tailoring applied to these
as part of this project.>

11.3.3. Human Resources Management Methods, Tools & Techniques

<Describe the methods, processes, tools and techniques that will be used for staff management, and
how they will integrate with other project processes (e.g., schedule management, contract
management).>
12. COMMUNICATION MANAGEMENT PLAN
The Communications Management Plan defines the project’s structure and methods of information
collection, screening, formatting, and distribution of project information. The overall objective of a
Communications Management Plan is to promote the success of a project by meeting the information
needs of project stakeholders.

Communication Approach
12.1.1. Communication Items
<Describe the approach for identifying communication items and list these communication items per
stakeholder group:>
Stakeholder Communication Frequency Vehicle Owner
Group Required

12.1.2. Communication Matrix

<Present the project Communication Matrix, which should clearly state which communication channels
are allowed between the project team and other project stakeholders. Note the example provided below:>
 12.1.3. Project Meetings
<Insert the project meeting schedule or provide a reference to where it is stored.>
Meeting Purpose Frequency Chair Participants

12.1.4. Project Reporting

<Insert the project reporting schedule or provide a reference to where it is stored.>
Report Purpose Frequency Owner Distribution
List

Project Communication Management

12.2.1. Communication Processes Management
<Describe how project communications will be managed, including how changes to the Communication
Matrix will be managed. Include processes for vetting communication messages and products, if
necessary.>

12.2.2. Communication Management Standards & Procedures

<Reference any organizational communication standards and procedures. Highlight any tailoring applied
to these as part of this project.>

12.2.3. Communication Management Methods, Tools & Techniques

<List any preferred methods, tools and techniques that are going to be used in this project. Note any
organizational tools and techniques which might be used by the project (e.g. newsletters).
13. STAKEHOLDER MANAGEMENT PLAN
The Stakeholder Management Plan details the project’s activities related to engaging stakeholders and
making the most effective use of their participation.>

Stakeholder Management Approach

13.1.1. Stakeholder Identification
<Describe the roles and interests, involvement, interest and power, and potential impact of each
stakeholder groups on project success. Also, specify how the identification of new stakeholders will be
accomplished throughout the project, including methods used (e.g. stakeholder interviews).>

Stakeholder Role on the Level of Level of Level of Engagement

Group Project Involvement Interest Impact Strategy

13.1.2. Power vs Interest Matrix

<Plot each of the stakeholder groups onto the Power vs Interest matrix. Note the example provided
below.>

13.1.3. Stakeholder Engagement Planning

<Describe the planning of stakeholder engagement process, including roles and responsibilities. List
each stakeholder group and place a “C” for their current level of engagement and “D” in the column of
their desired level of engagement:>
Stakeholder Unaware Resistant Neutral Supportive Leading
Group

13.1.4. Stakeholder Engagement Management

<Describe the strategies and activities that will occur in the stakeholder engagement management
process, including their ownership.>

13.1.5. Stakeholder Engagement Monitoring

<Describe how will the monitoring of stakeholder engagement be addressed by this project. Cleary
describe how the Stakeholder Register and other tools, processes, and related procedures are going to
be updated.>

Project Stakeholder Management

13.2.1. Stakeholder Management Processes Management
<Provide a summary of how project stakeholder management will be addressed.>

13.2.2. Stakeholder Management Standards & Procedures

<Reference any organizational stakeholder management standards and procedures. Highlight any
tailoring applied to these as part of this project.>

13.2.3. Stakeholder Management Methods, Tools & Techniques

<List any preferred tools and techniques that are going to be used in this project. Note any organizational
tools and techniques which might be used by the project (e.g. stakeholder questionnaires).>
14. RISK MANAGEMENT PLAN

Risk Management is carried out as a formal continuous process from project inception
thorough engineering, procurement, construction and operation phases. Project Risk
Management includes the Identification, Analysis, Evaluation, Prioritization, Mitigation and
Communication of all risks that can influence cost, schedule, quality, constructability, and
maintainability. MASAH scope is to develop a Risk Assessment Matrix for each awarded task

The Risk Management Plan consists of the following major processes:

1. Risk Identification :

Risk Identification is the process of examining the various project areas and each critical Process to
identify and document any associated potential risks. During the life cycle of the
Project, the project team shall continuously strive to identify risks. This shall be accomplished through
periodic and event-driven Risk Identification Meetings. Risk identification for each Task will be performed
at regular stage and will be refined through out the construction phase.

Risk identification should address both internal and external risks as well as technical and
commercial risks. Internal risks are issues that the project team can control or influence.
External risks are things beyond the control or influence of the Project Team such as Land
permits.

Examples of Technical Risk:

· Poor quality of vendor data

· Soil conditions
· Equipment efficiency and performance

Examples of Commercial Risk:

· Availability of skilled labor

· Escalation in labor cost higher than forecast
· Fluctuation in material pricing

The Risk Identification Meeting will be conducted as a structured brainstorming session and shall include
the project engineering leads, procurement, construction, and project management staff and if required,
representatives of the Client. The meeting will systematically work through all areas and phases of the
project to identify risks as well as opportunities.

At this stage of the process each candidate risk shall be accompanied by:

a- A description of the risk

b- A proposed Risk Owner

 c- A qualitative assessment of the Probability of Occurrence of the risk (Very High, High, Medium,
Low or Very Low).

d- A qualitative assessment of the Consequence should the risk materialize (Very High,
High, Medium, Low or Very Low)

e- A qualitative assessment of the Manageability of the risk (Very High, High, Medium, Low, Very
Low)

While the Probability of Occurrence and the Consequence of the risk are a measure of the
Probable Consequence of the risk, the Manageability of the risk indicates how effectively the risk may be
mitigated. A risk with a Very High Probable Consequence and a Very High Manageability should receive
a high priority for mitigation activities. Refer to Figure 1.

Each identified risk shall be entered into the Risk Assessment Matrix (refer to attached sample) with as
much information as is available at the time.

Figure1. Standardized 5x5 Risk Matrix

2. Risk Analysis and Prioritization:

Following the process of Risk Identification, risks should be analyzed and prioritized for follow-up and
management. The purpose of Risk Analysis is to understand the magnitude of the consequence should
a risk materialize in order to develop the strategies and tactics to mitigate the risk.

Risk Analysis is the process of examining each identified risk to refine the description of the risk, isolate
the cause, and determine the effects and consequences (or benefits) should the risk materialize.

Risk Analysis also involves the assessment of the quantitative probability of the risk materializing and the
quantitative consequence should it do so. The probable consequence of the risk is the probability
multiplied by the consequence. Once this evaluation is complete each risk shall be classified as a Risk
Level in accordance with the SLA Risk Management Standards as shown in Table 1.

Risk Level Label

1 Very High
2 High
3 Medium
4 Low
5 Very Low

Table1. Risk Level

3. Risk Mitigation:

Risk mitigation is the process that identifies, evaluates and selects appropriate mitigation strategies and
actions, in order to eliminate or lower the probable consequence of a threat to an acceptable level given
project constraints and objectives or, alternatively, maximize the benefits of an opportunity. This includes
the specifics on what should be done, by when it should be accomplished, the roles the various
stakeholders play in implementing it and any associated cost or schedule consequences.

Prior to selecting a risk mitigation strategy a cost/benefit analysis should be performed. This
Analysis should take into account the full lifecycle costs of any proposed mitigation as well as the degree
to which the strategy is expected to reduce the risk. Strategies that do not produce a high return should
be abandoned in favor of others that do.
It should be noted that any mitigation strategy will incur some cost and may affect schedule. Risk
Mitigation is not for free and its cost should be assessed.

Once a mitigation strategy has been selected for a particular risk, a description of the mitigation strategy,
the resulting corrective action plans and any associated costs, and the anticipated effectiveness of the
chosen strategy shall be entered in to the Risk Matrix. The expenditure of any identified costs associated
with the mitigation of a risk shall require the approval of the Project Management Team/Owner.

Risk mitigation Strategies:

For each identified risk, one of the below risk mitigation strategies should be adopted:

· Risk Avoidance: by eliminating a risk from the project. It is often an expensive way of managing
risk.
· Risk Reduction: it involves implementing strategies and tactics that reduce either the probability
of occurrence, or the consequence, or sometimes both simultaneously.
· Task Duplication: it allows the project to proceed despite a delay or disruption in a task or process

· Risk Transfer: it involves ensuring that a risk resides within the project where it may be most
effectively managed.
· Risk Acceptance: it is an acknowldegment of the existence of a particular risk and a decision to
accept it without taking any further measures to mitigate it. Once a risk has been “accepted” the
full consequence must be included in the project execution plan.

The Project Manager/Owner will be responsible for managing and mitigating the risk
issues using a continuous structured approach.

4. Risk Communication

Commuincation of the risks is a major component of a successful risk management program.

It involves the dissemination of risk information to the various project stakeholders in a clear
and accurate way. Risks shall always be communicated as early as possible and on a regular
basis.

Benefits of Risk Management: It can be summarized as follows:

· Minimizes problems, surprises, and management by crisis.

· Increases the probability of project success
· Increases stakeholder confidence
· Increases management’s time to spend on other issues

5. Risk Identification Lasts

Risk identification list is attached, which will be updated every 3 months.

 RISK INDENTIFICATION TABLE
RISK
S.NO ACTIVITY RISK INDENTIFICATION LEVEL CORRECTIVE ACTION

1) Written approval should be

1 Scope of Work 1) Additional scope of work may 2 taken prior to start extra
come during the execution of project. works

1)Technical queries should rise

Project
2 1) There might be mismatching the 3 to consultant for clarification
Specification Mention specification with actual and approval
requirement of the project.
1) While preparing the project 1) Project Schedule should
Project schedule and milestone there is thoroughly check and add the
3 Schedule and possibility of Missing the activity 4 missing activities
Milestones 2)Interlink activity may not match the 2) Check and correct the
actual interlink activity

1) Material procumbent date

1) Material delivery dates for some
Project must link with the project
items may not match with the
4 Procurement 3 execution dates ,
schedule activity
Plan 2) Review carefully and add
2) Some long lead items may not
the missing long lead items
capture in the plan,
1) Closely follow up the
supplier to receive the
material on time
2) Company PRO must actively
involve in close coordination
1) Delay in material delivery with custom department to
Material
5 2) Material may struck in customs, 3 clear the material on time,
Delivery
3) Poor Quality of material 3) To avoid poor quality of
material, Technical
department should review the
material technical
specification and collect the
sample before placing the PO .

1) Logistic in charge should

Logistic 1) Delay in arranging the logistic work closely with procurement
6 4
Arrangement resources. and project team to arrange
the required logistic on time
 1) Mitigation plan should
prepare immediately to
1) There might be some activity which
Project recovery the activity
7 unable to complete as per the Project 3
Execution Plan 2) Recovery the activity by
Execution plan
proper and effectively
utilization of resources

1) Should review the design

prior to commencement the
8 Design Review 1)Changes may find in the design 3 project and make the
necessary changes to support
the project requirement,

1) Any difference in the quoted

quantities should bring to
1) Quantities may increase from the
9 BOQ Review 4 Project consultant notice and
mention BOQ
take the approval to proceed
further

1) Project Control department

Project Cash 1) Delay in receiving the payment will should submit the invoice on
10 2
Flow affect the project cash flow time and follow for the
payments

1) Must control the rework and

wastage
Project cost 1) Expenses may cross the assign
11 3 2)Properly utilize the material
effective project cost
and resources with minimum
wastage
15. PROCUREMENT MANAGEMENT PLAN
The project Procurement Management Plan defines the procurement requirements for the project and
how it will be managed from developing procurement documentation through contract closure.

Project Procurement Approach

15.1.1.Procurement Definition
<Describe, in specific terms, what items will be procured, their justifications and related timescale
conditions that must be met. Any important technical information should also be included.>
Item Justification Needed By

15.1.2. Procurement Process

Outline the procurement process to be used, including the need for a Request for Quote (RFQ), Request
for Proposal (RFP) or a Request for Bid (RFB).>

15.1.3. Contract Type

<Describe the type of contract to be used (e.g. fixed-price, time and materials), including clauses specific
to the project, so the contracts and procurement department can proceed accordingly.>

15.1.4. Procurement Risks

<Describe how risks related specifically to procurement activities will be managed. Refer to the Risk
Management Plan where applicable.>

15.1.5. Cost Determination

<Describe how costs will be determined and if/how they will be used as part of the selection criteria of
vendors.>
Project Management Plan
FOR HOSPITAL

15.1.6. Standardized Procurement Documentation

<Describe what standard procurement documentation will be used as part of the procurement. Refer to
organizational standards where needed.>

15.1.7. Procurement Constraints

<Describe any constraints which must be considered as part of the project’s procurement management
process. These constraints may be related to schedule, cost, and scope, resources, technology, or
buyer/seller relationships.>

15.1.8. Contract Approval Process

<Define the process through which contracts must be approved.>

15.1.9. Decision Criteria

<Define the criteria used by the contract review board to decide on what contract(s) to award>
Decision Criteria Acceptable Range Weight

15.1.10. Vendor Management

<Describe the roles and actions the project team and purchasing and contracts department will take to
ensure that the selected vendors provide all of the products/services agreed upon and that the
appropriate levels of quality are maintained.>

15.1.11. Performance Metrics for Vendors

<Describe the metrics to be used for procurement activities associated with the project. Note the example
below.>

Page 1 of 40
Project Management Plan
FOR HOSPITAL

Support
Product On Time On Budget Documentat Transaction
Vendor post-
Quality Delivery Delivery ion Quality al Efficiency
delivery

1 – Unsatisfactory
2 – Acceptable
3 – Exceptional

Project Procurement Management

15.2.1.Roles & Responsibilities
<Identify key individuals responsible for procurement management. If appropriate, include an
organizational chart to illustrate the different roles and responsibilities.>
Name Role Responsibility

15.2.2. Procurement Management Standards & Procedures

<Reference any organizational procurement management standards and procedures. Highlight any
tailoring applied to these as part of this project.>

15.2.3. Procurement Management Methods, Tools & Techniques

<Describe the methods, processes, tools and techniques that will be used for procurement management,
and how they will integrate with other project processes (e.g. change management, quality management,
scope management, etc.).>

Page 2 of 40
 Project Management Plan
FOR HOSPITAL

MTS STATUS PO Issue Date

Delivery
Description Total Supplier Name Period
Previous New days
Plan Actual STATUS Actual
Plan Plan

07- SETRAA ALAMAL

10-Dec- 10-Nov- 10-Nov-
MV Switchgears 2 Dec-
20
CODE B 10-Nov-20
20 20
MANUFACTURING 292
20 CO. (SAMCO)
05-
15-Oct- 1-Dec-
MV CABLES 437 Oct-
20
CODE B 1-Dec-20
20
1-Dec-20 BAHRA CABLE 240
20

07- SETRAA ALAMAL

10-Dec- 10-Nov- 10-Nov-
MV RMU 5 Dec-
20
CODE B 10-Nov-20
20 20
MANUFACTURING 292
20 CO. (SAMCO)
07- SETRAA ALAMAL
10-Dec- 10-Nov- 10-Nov-
Transformers 7 Dec-
20
CODE B 10-Nov-20
20 20
MANUFACTURING 353
20
CO. (SAMCO)
07-
10-Dec- 31-Dec- 31-Dec-
LV Switchgear 9 Dec-
20
CODE B 27-Dec-20
20 20
ABB /MATCO 287
20
26-
26-Nov- 31-Dec- 31-Dec-
LV Paralleling Switchgear 2 Nov-
20
CODE B 27-Dec-20
20 20
ABB /MATCO 318
20
24-
26-Nov- 31-Dec- 31-Dec-
Distribution Boards 5 Nov-
20
CODE B 27-Dec-20
20 20 ABB /MATCO 257
20
24-
26-Nov- 31-Dec- 31-Dec-
Panel Boards 207 Nov-
20
CODE B 27-Dec-20
20 20 ABB /MATCO 208
20
26-
26-Nov- 20-Aug-
MCCs 89 Nov-
20
CODE B 27-Dec-20
21
ABB /MATCO 79
20
17-
BUSWAY & PLUG-IN 05-Oct- 30-Nov- 30-Nov- Prime star
3,736 Sep- CODE B 30-Nov-20 385
BREAKERS 20
20 20 20 Technologies .co ltd

19-
Enclosed Switches & 29-Oct- 31-Dec- 31-Dec-
1,368 Oct- CODE B 27-Dec-20 GE 140
Circuit Breaker 20
20 20 20

22- SITE TECHNOLOGY

9-Nov- 10-Nov- 10-Nov-
UPS 4 Oct-
20
CODE B 10-Nov-20
20 20 CO. SAUDI ARABIA 395
20 /ABB
24-
29-Nov- 2-Oct-
Wiring Devices 6,350 Mar-
20
CODE B 24-Feb-21
21
MK / LEGRAND 83
21
04-
08-Feb- 31-Jan- 31-Jan-
LIGHTING FIXTURES 15,574 Feb-
21
CODE B 29-Dec-20
21 21
TRILUX 301
21
02-
LIGHTING CONTROL 04-Jan- 20-Jun- SIEMENS /
412 Mar- CODE B 2-Jan-21 163
UNITS /BMS 21
21 21 JOHNSON CONTROL
05-
10-Nov- 10-Nov-
ATS 14 Dec- 8-Dec-20 CODE B 10-Nov-20
20 20
ASCO 369
20
31-
CENTRAL BATTERY 02-Feb- 30-May- TEKNOWARE /
9 Jan- CODE B 2-Jan-21 164
SYSTEM 21
21 21 EATON/INOTEC/ABB
29- RIYADH
05-Nov- 02-Jan- 02-Jan-
LV CABLES 5,470 Oct-
20
CODE B 2-Jan-21
21 21 CABLE/BAHRA 117
20 CABLE
29-
17-Apr- 29-Jul-
Audio Visual System 1 May-
21
CODE C 15-Apr-21
21 El Ajou 152
21
01-
04-Nov- 29-Jul-
Master Clock System 1 Nov-
20
CODE B 5-May-21
21 Sapling 133
20
27-
03-Jan- 22-Jul-
Fire Alarm System 1 Dec-
21
CODE B 16-Mar-21
21 Honeywell 103
20
27-
02-Feb- 5-Aug-
IP CCTV System 1 Jan-
21
CODE B 2-May-21
21
Pelco 102
21
07-
04-Mar- 12-Aug-
Public Address System 1 Feb-
21
CODE B 29-Mar-21
21 Honeywell 95
21
27-
06-Mar- 19-Aug-
Access Controll System Feb-
Page
CODE B
3 of 40
29-Mar-21 Honeywel 83