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 New Bahrain International Airport

Assume that you are appointed as Chief Project Manager for one of
the leading Airline Operations in Bahrain GCC Countries.
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General Information about your new airport project
The Project Manager
The vast given assigned projects of transforming Bahrain's new International Airport was broken down
into various jobs, which were then assigned to various contractors based on their recognized credentials.
Although the government oversaw the whole project through Bahrain Airports, each contractor
functioned semi-autonomously, merely contacting other contractors when necessary to exchange
experience and ideas on how to deliver more value to the customer (Bahrain Airports Company). Bahrain
Airports, the organization that manages Bahrain International Airport, is the chairman of the New Bahrain
International and Domestic.
Entire Person, on the other hand, has been engaged as a project manager, managing the actions of several
contractors and sure that the value promised is delivered. In every project given to a specific contractor,
the Project manager is the desire chief engineer execute to the project by the entire contractor. However,
the requirement for stability and uniformity managed and has a compelled the participation of the CEO of
New Bahrain Airports in order to strengthen activity coordination and ensure that the project's end goal is
fulfilled.

Ethical Considerations
The project manager (PM) is in charge of making sure that moral considerations are made at all stages of
the project. The PM is responsible for making sure that everyone in the team complies with the demands
of the employer and other stakeholders.

Project Goal (Scope)

The primary challenges of this Project modules is to provide to the entire customers, who is
situated in international airports, with the essential support and instructions for the complete
relocation of its operational Hub from Gulf countries to Europe, including all administrative
structures and personnel.
Project Overview
BAHRAIN Aerodrome Corporation is seeking a highly qualified consulting firm with proven
experience and track record in sustainable design and LEED certification in various commercial
and industrial markets to work closely with the Design Consultant on the project. Extension and
renovation of the Bahrain International Airport terminal.
• Extension of the capacities of the new international airport of Bahrain to handle 5 million
tones’ of freight and 100 million passengers;
• Have state-of-the-art airport facilities that meet the needs of modern travelers; and
• Promote Bahrain as a global business hub by facilitating the entry and exit of goods and
passengers into the city.
Using core competencies, the government selected a huge proportion of contractors who were
allocated specific tasks within the project. One of the building companies that won a tender to
help with the airport's construction was the Lane Development Corporation, an American or
United Kingdom Corporation.

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Project Deliverables
Stage Design Management (DM) Design management
Deliverables
1. Need Depending here on DM's or a stakeholder's Strategic brief, which includes
Identification operational or organizational needs. opportunity, identification, plan, and
first cost
2. Feasibility  Pre-feasibility evaluation  Project charter
Stage  Information gathering  Solution brief/project
 Any other necessary pre-conditions promise that clearly
 Management of obligations articulates a solution's
 Macroeconomic analysis business scope, budget,
 Creating a solution/project brief; business quality, and time
 Defining options, which include strategic goals
policies and decisions.  Report on data collection
 Practical solutions (constraints)  Report on economic study
establishing And maintaining a course of  Project short acceptance
action form 3
 Relating To or characteristic of what will
be built.
 Budget determination
 Codes, regulations, regulations, and
standards controlling the solution

All Gulf Countries, Europe routes, and New Middle East routes have been established and are
operational from Bahrain.
Project Budget
The overall Project Budget is anticipated to be 30.1 Million Dirhams, including a 20%
contingency allowance. The AA Group Financial Fund, which is made up of various local
banks/leasing and investment firms in Bahrain, is advised to offer resources (to be defined).
Business Needs
The relocation of an airline's headquarters to Bahrain necessitates not only the transfer of
infrastructure, but also the approval of the Bahrain Civil Aviation Authority (CAA). Even if the
airline is still legally registered in the Gulf countries, it must follow local operational standards,
rules, and criteria, known as CAR-OPS. In this situation, all conditions would be applied as if a
new airline were to be established in Pearl of the Gulf, and the authorization process would be
dependent on how the corporation adheres to the law. Prior to the first flight, the CAA would
examine and approve all manuals, procedures, and organizational structure.

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Work Breakdown Structure
The project only existed a number of activities which were outsourced to several companies to
ensure that the project was completed on time and in line with government expectations. The
work breakdown structure helps recognize the individual tasks performed throughout the
execution of the project. Structure is always important to establish who should be assigned to
what responsibilities based on expertise and how different teams will work to improve project
consistency. An effective work breakdown structure, according to BAH Country, allows you to
specify how various individuals or groups will complete the entire project. The work breakdown
structure described below was appropriate for this project.

BAH’S NEW INTERNATIONL

Designee the airport Identifying contractors Identifying Sub Projects Budgeting for the Project

Handling over Design So looting Contractors Arranging Sub Projects Arranging Routs over Area

Site Cleaning
Implementing the Design

Site Excavation

Runaway Construction

Offices Construction

Terminal Construction

Gates, Garage and fences

Warehouse & Security Rooms

Watch Tower & Lounges PAGE--5

WB STRUCTURE
Roles and responsibilities of the given stakeholders
Stakeholders in a project or programmer include individuals or coordination gathering that may
or may not be ready be a steps of the organizational need or programmer team. Examples of
these individuals or groups include the sponsor, project team, project manager, and programmer
manager. If a stakeholder group has a direct role in the project or programmer, then their roles
are included in the stakeholder obligations. The following is a list of the main stakeholder
responsibilities for the project/program:
 If applicable, commit to and provide the project/program team with the appropriate
resources.
 Contradict the projects or programmer team on their objectives of the recommended
business to ensure that the project or programmer corresponds to their required corporate
strategy.
 Provide explicit, thorough specifications and set priority levels for needs.
 Take immediate action.
 Check that and offer timely feedback of the organization on relevant project/program
work.
 Notify everyone as soon as requirements change.
 Responsibility for project/program deliverables as well as company processes and
procedures.
 Keep those who need to know up to date on the status of the project or programmer.
 Assist in the planning and execution of duration of their trainings.
 If applicable, approve key project/program deliverables such as final approval or
acceptance at close.
Roles:
 Business researcher
 Customer
 Financial manager
 Governances of IT
 Manager Project Management Org.
 Change manager and Business Programmer
 Manager of the projects
 PMO manager
 Owner of the project
 Team of Projects
 The sponsor of the projects
 All the projects stakeholders

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 Stage Stakeholder Roles and Responsibilities
1. Need Strategic planning or operational feedback can be used to identify business
Identification requirements.
2. Feasibility Stage  Advice on the goals and objectives of the project.
 Initial commercial contribution.
 Creation of a business case.
 Compilation and consolidation of the first comments of the interested
parties.
 Traffic forecast (annual/seasonal/design daily schedules).
3. Project design  Initial operational simulation
brief  Production required by initial installation
 Stakeholder review and feedback on the brief project design report
 Examine and analyze the budget expense report; report 5.

Project Constraints
Every construction project has different data, a different environment, and a lot of information
that is unclear. Project managers must be prepared for the unforeseen events and delays that
occur during the execution of every construction project. Among other things, managing a
project often include determining the project's requirements and attending to the stakeholders'
diverse wants, needs, and expectations while the project is planned and carried out. Airport
development projects have unique scale, quality, time, money, resource, risk, and other
constraints. The obstacles cited are not those of specific projects that the organization has done,
but rather those that were thought to have been encountered when project management was first
introduced. There are a variety of obstacles to the endeavor, including the economic, social, and
political environment.
Social restrictions on the development project, such as a hostile community response to the
airport, have become increasingly prominent. Despite this trend, certain airports in various
Emirates have managed to maintain regular development with little difficulty. It is vital to make
an effort to determine the causes behind the success of these airports and devise methods to
apply this knowledge to other airports. Control of access routes to the ground, control of noise-
affected airport property, fiscal and police power, and other factors contribute to and
occasionally serve to foster negative community perceptions of the airport. Despite being widely
recognized and administered, many multi-jurisdictional issues remain unresolved.
Project funding has been a contributing factor in project failure, which is defined as delays, cost
overruns, and the project not meeting customer expectations for scope and quality. The project's
slow progress was hampered by the requirement for more funding for resident engineers, which
caused delays in its completion (Müller-Man et al., 2021). The development of the new airport is

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anticipated to be hampered by delays in the release of project money. Financial conditions can be
caused by incorrect cost estimation, a lack of cost control, problems with cash flow, or inefficient
capital allocation.
Environmental concerns are gradually impacting airport architecture, partly through the effect of
aircraft technology. First, until the 1960s, runway lengths were constantly being extended to
accommodate larger and faster aircraft. Later advances in engine techniques, such as turbofan
aircraft, resulted in stability and even a reduction in runway lengths.
For an airport's aviation system to be secure, effective, and competitive, there must be enough
airport capacity. Given the lengthy planning and construction cycles required, there is minimal
room for flexibility in airport capacity increase. In contrast, there will be significant global
growth in aircraft capacity in the next years. Change in available seat kilometers (ASK) of
commercial airlines globally from 2011 to 2022, broken down by region, according to Statistical
(2022).
The Asia-Pacific region's available seat kilometers fell by 56.9% in 2021 compared to 2019
because of the coronavirus outbreak (Salas, 2022). Air traffic is anticipated to increase now that
the COVID-19 limitations have been lifted. This underlines the possibility of airport capacity
restrictions that might have an impact on the upcoming New BAH’s International Airport,
among other things.
Project constraints are the constraints within which a project must operate. The time, money,
scope, quality, resources, and risks are the six basic project limitations. To ensure that projects
are completed successfully, managers must strike a balance between these restrictions.
These are the six most common constraints in project management:
• “Time” refers to deadlines for certain tasks and projects. To keep track of their time, project
managers often use calendars and scheduling software.
• Cost: Cost refers to the financial costs of your project, which include employees, materials,
machinery, and other items. Project managers are often in charge and represent the project
budget.
• Scope refers to all the tasks that the project includes and does not include.
• The triple constraint triangle is formed by the first three constraints, time, cost and scope.
Adjustments to one will almost always result in changes to the other two. Quality is the level of
quality required for a project to be carried out effectively. Quality is directly affected by how you
manage resources, prices, and time.
• A resource is any resource needed to complete a project. These include both resources you
already have and those you have yet to acquire. Examples of resources include time, people,
facilities, software, equipment, and anything else your project might need.
• Risks: Risks are any hypothetical event that could have a positive or negative influence on your
project. There may be restrictions depending on the origin of the risk.• “Time” refers to
deadlines for certain tasks and projects. To keep track of their time, project managers often use
calendars and scheduling software.

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 • Cost: Cost refers to the financial costs of your project, which include employees, materials,
machinery, and other items. Project managers are often in charge and represent the project
budget.
• Scope refers to all the tasks that the project includes and does not include.
• The triple constraint triangle is formed by the first three constraints, time, cost and scope.
Adjustments to one will almost always result in changes to the other two. Quality is the level of
quality required for a project to be carried out effectively. Quality is directly affected by how you
manage resources, prices, and time.
• A resource is any resource needed to complete a project. These include both resources you
already have and those you have yet to acquire. Examples of resources include time, people,
facilities, software, equipment, and anything else your project might need.
• Risks: Risks are any hypothetical event that could have a positive or negative influence on your
project. There may be restrictions depending on the origin of the risk.

Project Appraisal of New Airport

ABBREVIATIONS
AREM Agency for the Regulation of Natural Monopolies in Bahrain
ATC air traffic control tower
ATMA Tyra Airport M and Transport Inc.
CAC Civil Aviation Committee in Bahrain
CSU Consulting Service Unit
EBIT Earning before interests and taxes
Fiscal year fiscals
BG Bahrain Government
ICAO International Civil Aviation Organization
IFRS International Financial Reporting Standards
KMG BAH Monagas

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PSC Passenger Service Rates
ECO Office of the Chief Economist (EBRD)
OL Operations Leader
Review of the performance evaluation of the OPER operation
Osco Operations Committee
WO Operations Team
TC Technical cooperation (project)
TC Com TC Review Committee
IT transition impact
TIMS Transition Impact Monitoring System (TIMS)
Tore Terms of reference
XMR Extended Tracking Report
Operation Code TC OPID: 26657 and 21922
To the location: Bahrain Pearl International
Operation: BAH’s international report of airport project
Sector: Air transportation
Type: Technical cooperation
Facilitators: EU-Tacos/Gulf countries Facility, EU-EBRD Investment Preparation Facility
BAHRAIN AIR
 Bahrain Air was established as a Bahraini joint stock company, becoming the country's
first privately owned national airline.
 Began operating in February 2008 and is now the second largest national airline in the
Kingdom of Bahrain.
 It is headquartered in Manama, Bahrain, with its main base at Bahrain International
Airport.
MANAGEMENT PROFILE
Bahrain Air is managed by 4 key players;
Mr. Ibrahim Abdulla Alhambra, CEO and visionary of Bahrain Air.
1. Mr. Richard Nuttall, who is the CEO and happens to be a key person in the company
because he understands the different business models of the airlines.

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 2. Mr. But Al Batsakis, Director of Technical Operations and Chartered Aeronautical
Engineer from the British Scottish Air University and has held a senior position in the
aviation industry for three decades.
3. Captain Waleed Alchemist, who is the Director of Flight Operations. He joined the
aviation industry in 1993 and has extensive experience and experience flying Boeing
B767 aircraft.
Recommendations and suggestions
Our recommendation and suggestion are that in this particular scenario of that New Bahrain
International Airport is to elaborate the waste routes towards Europe and Gulf Countries. Well if
we collaborate with other advanced countries operating systematic progress according to the
longitudinal awareness program.
Conclusion:
The building of the passenger terminal, the airside paving, the control tower, the air navigational
apparatus, and any related operational services are the main objectives of the recently planned
New Bahrain International Airport development project. Fuel distribution, water supply, power,
and a fire station are active services. The project is anticipated to cost 250 usd million, is co-
financed by Your Last Name 11, Bahrain National Bank, and the Government of the Bahrain
Gulf Countries Investments. The project is projected to benefit the estimated population of the
GCC region, provide jobs, and connect the region to global trade networks despite obstacles such
a hostile community attitude toward the airport. BAH city Offers a vast land suitable for the
airport; its location at the coast will significantly contribute to the region's tourism sector and,
ultimately, to its 2030 vision.

References:
https://en.wikipedia.org/wiki/Bahrain_International_Airport

https://www.projectmanager.com/blog/10-project-constraints-that-endanger-your-projects-success

https://www.slideshare.net/kippy/bahrain-air

https://www.smartsheet.com/content/project-constraints

https://www.afdb.org/en/documents/tanzania-msalato-international-airport-construction-project-project-appraisal-report

https://www.researchgate.net/publication/350657373_EIA_VLORA_AIRPORT_CONSTRUCTION_REPORT

https://www.coursehero.com/search/results/1406192732/031608833774bc3412/

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Q2. For the following table, select one of the project management tools and do the
following:
.Draw a network path diagram
Assess the Early Start, Early Finish, Late Start, and Late Finish. (Step-by-step procedure)
Evaluate the Critical Path (Show all paths and identify the Critical Path)
ACTIVITY Precedence Duration
A - 3
B - 5
C A 6
D A 7
E A 6
F B 4
G B 2
H C 8
I E,F 3
J C 7
K D,H 6
L D,H 5

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