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The Great Man- Made River Project

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DOI: 10.13140/RG.2.2.12786.84163

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The Great Man-
Made River Project

MSc in Project Management

2021_QUAL11016_LU – Case Studies in Project Management
Individual Case Study Research Part 1 & 2
by Mahmoud Salih (B00485233)
for Prof. Rekha Pillai
Table of Contents
Introduction to Great Man-Made River Project ................................................................................. 2

Project Description ................................................................................................................................. 3

Purpose of Project Package ................................................................................................................... 3
Location & Topography .................................................................................................................... 3
Population .......................................................................................................................................... 3
Agriculture......................................................................................................................................... 4
Socio-Economic ................................................................................................................................ 4
Underground Pipeline System Benefit Assessment .............................................................................. 4
General Advantages & Disadvantages .............................................................................................. 4
Benefits Management ........................................................................................................................ 5

Governance .............................................................................................................................................. 6
Quality Assurance & Control ................................................................................................................ 6
Decision Making ................................................................................................................................... 6
Stakeholders .......................................................................................................................................... 8

Budget & Schedule ................................................................................................................................. 9

Challenges .............................................................................................................................................. 10

Innovation & Collaboration................................................................................................................. 11

Collaboration ....................................................................................................................................... 11
Public Private Partnership ................................................................................................................... 11
Effective Collaboration ....................................................................................................................... 11
Project Collaboration Forms ............................................................................................................... 11

Innovation.............................................................................................................................................. 13
An Engineering Masterpiece ............................................................................................................... 13
Pipe Cylinder Manufacturing .............................................................................................................. 13
Prestressed Concrete Cylinder Pipes................................................................................................... 14

Conclusion ............................................................................................................................................. 15

Appendices............................................................................................................................................. 16
Appendix 1: List of Sub-Contractors in the GMMR Project (H. S. McKenzie, 1994)....................... 16
Appendix 2: The 5 Phases of The GMMR Project, Technical milestone stats for each phase........... 17

References .............................................................................................................................................. 18

1
Introduction to Great Man-Made River Project

Libya’s population, like any developing nation, is ever so changing. Situated in the heart of the
Saharan desert, Severe droughts have been always straining the country’s water supply. Primarily as it
lacks sources of renewable drinking water and always relying on the underground water to meet it’s
needs (Watkins, 2006).

While oil discovery excursions where taking place in the 1950s and 1960s, enourmous amounts of
fresh groundwater were revealed in deep aquifiers. To make up for shortfall in conventional sources,
Libya's government, led by Gaddafi, embarked on the world's biggest civil engineering project, the
Great Man-Made River Project (GMMR), to enrich the country's northern deserts with forestation and
greenery. Col.Gaddafi declared he shall turn the saharan desert "as green as the Libyan flag."
(Watkins, 2006).
The goal of this study is not to concentrate on the intricacies of the project's conception, design, and
implementation, nor on the staggering numbers of its size and cost, as they have already been
published extensively, if not thoroughly, elsewhere. This paper examines the fundamental strategic
considerations that drive the management system designed to execute the Project on time and on
budget. There's also a mention of some of the unexpected occurrences that threw the intended
sequence off, as well as how management dealt with them (T. F. Siala, 2006).

2
Project Description
Purpose of Project Package
Location & Topography

The Pipeline Irrigation System, situated in the Northern coast of Africa, Libya spans an area of 1.8
million km2, bounded in the north by a 1600km Mediterranean coastline. Tunis and Algeria are to the
West, while Egypt sits on the East. Sudan, Niger, and Chad are the Southern borders (H. S. McKenzie,
1994).

Figure 1 (Adam Augustyn, 2011)

Population

According to Rhett Butler (2019), it is densely populated around the coastal region of the country. In
fact, it’s totaling an 80% of the 6.9 million residents of Libya are choosing to live near the sea.
Population growth is ascending at a steady pace, averaging 3.5%per annum nationally and 7% in the
urban areas, those figures are attributed largely to the widescale urbanization of the rural population
(H. S. McKenzie, 1994).

3
 Agriculture

Despite much investment by the government in agricultural programs, only 30% of the needs where
replenished by the local market. In a paper by the MPRA (2011) estimated that Libya is 75-80%
dependent on large agricultural imports, this estimation was of its annual needs.

Only 1.2% of the actual land area is categorized as arable, and of that, only 1% (about 22000 hectares) is
currently irrigated. The agricultural industry employs about 20% of the nation’s workforce, yet it only accounts
for roughly 5.5% if the country’s GDP (1989 figures) (H. S. McKenzie, 1994).
Socio-Economic

An increasing trade imbalance and a growing dependency on imports always has a negative impact on
the country’s exchange rate (KRAMER, 2021). Cereals, assorted meats, and other foods are imported
at a significant cost in terms of foreign exchange, therefore, there is no doubt how beneficial this
project is for all sectors.
Underground Pipeline System Benefit Assessment
General Advantages & Disadvantages

Although more expensive, buried pipeline water distribution systems have significant benefits over
surface water distribution, based upon a network of field canals. The following are the main benefits:
Advantages of the Irrigation System, In terms of
Financial, Agricultural and in Excelling
Engineering.
 Farmers will be able to water their crops
with direct water delivery which is less
expensive and more convenient than
tankers delivering (James, 1988).
 Water is preserved from seepage,
evaporation and risk of breaches are of
low risk (H. S. McKenzie, 1994).
 Regardless of the outlet’s height, the
amount of water delivered stays constant
 Made-to-suite engineering means the
pipelines are laid to where it’s needed,
with less consideration of topographic
features (H. S. McKenzie, 1994).
 Dynamic-Control means that outlets can
be put forth if ever needed along the
pipeline system (INCID, 1998).
 Water is routed to each field plan either
directly or through a small field channel
extending from the outlet (James, 1988).
 The cost of water delivery maintenance
is relatively low (INCID, 1998).
 After pipe system is constructed, the
authority in charge will have complete
control of minute details in the system.
(H. S. McKenzie, 1994).

4
 Disadvantages  A substantial amount of consideration
for the initial capital investment, as it is
always a hefty sum (INCID, 1998).
 While it was mentioned in the
advantages that the keep-up expenses are
relatively low. Filling the Pipes with
water is also of high cost. (INCID, 1998)
 Expertise, competence, and knowledge
are in demand in multiple disciplines
throughout the project. Which is both
difficult to acquire and expensive. (H. S.
McKenzie, 1994)
 When leaks occur, it’s often a technical
endeavor to fix and seal, especially in
high flow pipes. (Pedro F. Suarez,
2006)

Benefits Management

In their paper, (2013) Sopko mentions that what is not measured, like anything else, is frequently not
managed. The importance of focusing on benefits is not new. In summary, focusing on benefits allows
for better judgements about program and project resource allocation while also speeding up
organizational transformation. In the table below we focus on how the GMRA focuses on managing
the benefits of the GMMR Project after its closure.

Benefit Management Plan

Development Plans & Water Use 1- Agriculture Secretariat plans for Sirt
include an irrigated 10,230 hectare set
for (UNITED NATIONS )
 Two farms for fruits and vegetables,
 A Fodder,
 Dairy Farm,
 Milk Processing Plant,
 Sheep Farm

2- Plans for Benghazi are similar but with

32,000 hectares of irrigated land. As
well as including a Central Support
Service Center (UNITED NATIONS )

3- Upon the implementation of the GMMR

5 Phase plan over the duration of 25
years, the Libyan population will be
able to fully utilize an total of 185,000
hectares of fully irrigated lands. This
will satisfy domestic consumption and
export plans. The entire Mediterranean

5
 coast will have a vast supply of safe and
sanitary drinking water.

Governance

Quality Assurance & Control

Parth F.R (2014) has observed that there is a consistent approach being relied on by PMOs when
developing mega-projects with high benefits, long durations (years), and usual comes with high
probable risks. In the GMMR Project, it was a vital role to be perfected before and during the project
lifetime.

Adhering to the BSI5750 (British Standards Institution ) during the layout and drafting of contracts for
contractors was crucial, as well has conforming to the ISO9001 standards was mandatory. As a
condition of their contracts, All GMMR project contractors were expected to develop processes in
accordance to the policies put forth by the owning authority. All operations ranging from procurement
and/or production and then installation should be within those standards (H. S. McKenzie, 1994).

The contracts stipulated that the Contractors would be solely responsible for all elements of design,
construction, and quality control. Despite this, the Owner maintained significant management control
of the contractors’ actions. This was accomplished through precise scheme that required contractor to
provide a written affirmation that all relevant documentation and permissions were in place before any
construction work could commence (T. F. Siala, 2006).

Brown & Roots responsibility was to examine and suggest the contractor’s process to the GMRA for
approval or disapproval, and then perform periodic Quality Assurance Audits (1994). Each
construction operation’s timetable included “Owner Hold Points”. The contractor was not authorized
to go beyond these points unless the GMRA was satisfied that all preceding requirements had been
satisfied. During the consultation process, random monitoring by the GMRA or it’s Consultants has
supplied further assurance of the contractor’s performance and it was part of the payment procedure
(T. F. Siala, 2006).

Decision Making
In 1980, High level internal stakeholders in the project has engaged Brown & Root to be the choice for
Project Engineering and Management Services Contractor of the GMMR Project, following that a
series of planning and feasibility studies began. Upon that choice, The Libyan State established an
independent authority, set up in a top-down style hierarchy, The Great Man-Made River Authority was
put in order in 1983 to be the sole accountable entity for the project’s conception, execution,
management, and operation (H. S. McKenzie, 1994).

The figures below illustrate the relationship between the GMRA and other key Secretariats
(Ministries) of the State of Libya respectively (H. S. McKenzie, 1994)

6
 Figure 2 (T. F. Siala, 2006)

Figure 3 (UNITED NATIONS , 1991)

7
 Stakeholders
In PMI’s (2013) concept, “leading projects is the application of knowledge, skills, tools and techniques
to the project’s activities in order to fulfil the requirements thereof”, The GMMR project is the true
embodiment of a wonder of the world, not only in sheer size but in immaculate feats by all
stakeholders hand in hand together to produce a fascinating result.

Internal Stakeholders

Project Owner Great Man-Made River Authority, Libya

Finance and Funding Government of Libya

 Ministry of Finance
 Libyan Public Fund
 Libyan Central Bank
 Libyan Tax Authority

Governance Authority General People’s Congress

Prime Minister of Libya
Secretariat of Land Reclamation and Agriculture
General Water Authority

Architecture and Consulting  Brown & Root

 Price Brothers

External Stakeholders

Main Contractors Phase I: Dong Ah Consortium

Phase II: Al Nahr Company ltd

Phase III: Nippon Koei and Halcrow

Consortium

Main Sub-Contractors  Enka Construction & Industries

 Thyssen Krupp Fördertechnik
 Al Nahr Company ltd

Pipe Production Plant SNC-Lavalin

Operation & Maintenance

Concrete Plant Libyan Concrete

Table 1

8
More sub-contracts were awarded to a myriad of companies that were managed by Brown & Root
Project Management and Engineering UK.
See appendix 1.

Budget & Schedule

On the 3rd of October 1983, the General People’s Congress has decided to fund the largest
project in Libya’s history, after an extraordinary session was called in. A year later, Colonel Muammar
Gaddafi laid the stone in the first worksite location in Sarir (Anon., 2006).
In their paper, Siala and Stoner (2006) mention that the initial budget set forth was 20 Billion US
Dollars, and in another article by Moataz Ali (2017) the total cost of the project to today’s date is at 36
Billion US Dollars. This is said to be 10 times more affordable than desalination, Professor Stephen
Lonergan of the University of Victoria Canada (Topol, 2021).
Figure 3 is the Gantt Chart of the project’s total implementation schedule
Figure 4, is a graph of the cumulative spending per year, as well as a forecast.
Appendix 2, The 5 Phases of The GMMR Project, Technical milestone stats for each phase.

Figure 3 (H. S. McKenzie, 1994)

9
 Figure 4 (H. S. McKenzie, 1994)

Challenges

Developing countries, like Libya, are willing to invest extensively on Mega Construction Projects
(MCPs), as only those projects can transform the countries trajectory towards prosperity and economic
headway. In a research paper by Ayman (2013), he characterizes where does the challenge lie in terms
like, the need for superior knowledge, competent labor resources, and exceptional managerial prowess
and finally, excessive cost investment. Shortages in these, but not limit to, can adversely affect the
development of nation changing MCPs.
The GMR is no exception, with not enough research conducted before it’s inception to make for a
clear understand of costs and benefits. Regardless of whether data is available or not, the conclusions
would be vague and unrepresentative of the local social aspects where it will be difficult to translate to
actual financial and monetary terms (UNITED NATIONS , 1991).

 The GMMR initiation costs were awfully expensive, it was described in the United Nations
report (1991) as the largest turnkey civil construction ever awarded to a single contractor.
 The Nubian Sandstone Aquifer, the source of the GMMR is a finite resource, even in rainy
areas. Poor management would lead to catastrophic deterioration of water and soil quality
(UNITED NATIONS , 1991).
 Political instability meant sanctions, which was a hurdle to overcome for foreign stakeholders
in the project. US, EU & UN sanctions spanned from 1981 to 2004 (BBC News, 2004).
 The Civil War of 2011 caused severe damage to the GMMR infrastructure, as well as damage
by the NATO air strikes that targeted the water supply of Ghaddafi’s forces (Ali, 2017).

10
Innovation & Collaboration

Collaboration
As previously cited, we know that the proper annotation for the GMMR Project is that it is a MCP
(Othman, 2013). Therefore, as projects surpass a certain depth of complexity in terms of resources,
stakeholder, cost, and change it becomes seemingly impossible to manage single-handedly
(Cederqvist, 2012). In such mega projects, communication, and collaboration amongst PMOs,
stakeholders, contactors and authorities become an ever-changing challenge that if met, can help
decision makers make decisions from a holistic view (Cederqvist, 2012).

Public Private Partnership Strategic Alliance

When the GMMR was launched in 1983, the Libyan Government had to enter partnerships with many
private sector companies. PPP projects has always been of gigantic structure and with phases
overlapping each other with billions of Dollars invested in by the public sector, the communications
between both sectors had to be open and effective to ensure that standards are met on time and within
schedule (Cederqvist, 2012).

Effective Collaboration
During all Phases of the GMMR Project, communication and collaboration was efficient. As a
construction project communication within often includes casual meetings and private chats among
team members and this is not confined to progress meetings, document transfer, and the regular
exchange of information, as is usually assumed (Butt, 2016). Such informal communication accounts
for a major number of discussions amongst construction project team and is critical to the team’s
functioning (Shohet, 2003).
The figure below ensembles the relationships of both Formal and Informal routes of communication
and collaboration.

Figure 4 (Andrew Dainty, 2006)

11
 Project Collaboration Forms

Since a project has a set time frame, it may sometimes result in difficult situations, hence project
stakeholder and respondents generally require strong and innovative collaborative communication
skills. It is well understood that a group or individual’s choice is assumed to be the most efficient
channel or method of communication, which is frequently telephone or, if it is a group involvement, a
meeting (Cederqvist, 2012). Within project-based work, Johannessen identify the basic communication
processes as information sharing, mutual understanding development, activity coordination,
influencing, and socializing (Olsen, 2011).

Communications Methods
Formal Method Is an agreed upon method, according to rules and
structures set forth by upper management
(Andrew Dainty, 2006).
Informal Method Any direct for of information exchange that
doesn’t conform to preset rules of interaction
(Andrew Dainty, 2006).
Communication Tools
Project Office Arguably the most efficient form of problem
solving, information exchange and management
delegation (Santoro, 2015). Keeping in mind that
the GMMR was in 80s.
Face-to-Face F2F Like Office interactions but in a more intimate
way, it has been described that facial
expressions, verbal intensity, and body language
has an immediate effect on the understanding
from the receiver to what the speaker is trying to
relay (Gorse, 1999).
Project Planning Documentation These documents are considered part of the
communication strategy, where each document
specifies the information on official or informal
interconnections between individuals and
communication conduits (Andrew Dainty, 2006).
Meetings This is an intricate tool to pass down information
to subordinates in a hierarchy, this is also
referred to as a trickle-down method (Andrew
Dainty, 2006)
Email and Project Portal The only formal method to exchange documents
and get approval from higher management in a
recorded manner, as far as an audit in concerned.
The fast, secure, and reliable form of
communication aided software is the Email use
(Cederqvist, 2012).
Telephone communication Often replaced by emails, telephones stay as one
of the top methods to relay information of long-
distance management (McGraw Hill, 2013).

12
Innovation

An Engineering Masterpiece

Quick facts noted by Noel in a (2010) article, describes the magnitude of innovation in both resource
utilization and sheer engineering. Every Pre-stressed Concrete Cylinder Pipe has an accurate 8
kilometers of spring steel carbonized wires wrapped around each segment in the GMMR project. The
first Phase alone has enough wire that could round the globe 230 times.

Pipe Cylinder Manufacturing

One of the features of innovation in the GMMR project was the establishment of state-of-the-art
manufacturing facilities, two in specific, Brega and Sarir. The two pipe manufacturing units were
deemed advantageous to the success of the project with local availability of raw material. As well as
the creation of 2500 jobs in the two plants combined, not forget 110 buildings all including permanent
housing compounds with all amenities to ensure all the employees and their families are at peak
satisfaction. These factors must be considered against the fact that both facilities are 5 times the size of
any other factory on the planet, each factory is also independently self-sufficient (UNITED NATIONS
, 1991).
The United Nations report (1991) described that the mentioned plants are self-sustaining. The plants
can generate their own electricity, as well as independent control of their own communication systems,
and the unique ability to treat their own water supply to prevent a chemical reaction that has been
anticipated to often corrode and seep into concrete. Another advantage to add to the list is the plants’
location where it can be easily accessed by huge transportation trucks to load out pipes to where
they’re needed.
Figure 5 below maps out the Schematic Structure of all Plants and pipelines.

Figure 5 (H. S. McKenzie, 1994)

13
 Prestressed Concrete Cylinder Pipes

Popularized in the 1970s, PCCP was adopted by Canadian and American wastewater networks for
their high capacity and high pressure needs (Roberts, 2020). In the US alone, 90 out of 100 of the
largest water companies use PCCP in their networks. Nevertheless, this wasn’t the only reason why
the GMRA decided to go with the prestressed pipes, when they had reviewed the needs and Steel
Pipes was another option. This was when the technical and economic research and development took
place and went with PCCP for local availability of materials, cost to transport, and local manufacturing
abilities (H. S. McKenzie, 1994).

 While being airtight and rugged for a prolonged life expectancy, the cylinder segment has an
energy saving feature. The smoothness in the inner linings create a free flowing with minimal
friction and therefore, low demand in pumping (UNITED NATIONS , 1991).
 Ability to withstand most corrosive materials underground by having a high alkaline free-lime
concrete (UNITED NATIONS , 1991).
 Sufficient surveys by the AWWA determined that PCCPs require the least amount of
maintenance when compared to other forms of pipes used for such scale (The Indian Hume
Pipe, 2011).
 Another notable benefit is its resistance to damaged caused by normal handling, transportation,
and installation (The Indian Hume Pipe, 2011).
The figure below shows a cut away section of a PCCP segment used throughout the GMRA project.

Figure 6 (The Indian Hume Pipe, 2011)

14
Conclusion

The GMMR Project is now operational, overcoming a myriad of obstacles and hurdles along the way.
Many of them were unforeseeable but still the primary objectives were achieved both in time and on
budget, with changes to blame for any cost overruns. Remarkably, time slippage was only related to
external disturbances, this in itself is an achievement and unusual even for projects of lesser scale.
Nothing can describe this project other than a success (T. F. Siala, 2006).

This Libyan endeavor, often touted as the 8th wonder of the world, is not just a noble act to exploit
deep underground water to irrigate farms and feed people. It’s an example to the world that an African
country has the will to put forth all their resources to achieve independence. It’s an example of
leadership to break free from foreign aid, The Great Man-Made River is a victory against thirst and
hunger. It’s a symbol of Libya’s desire to progress, prosper and lead the way for Africa.

15
Appendices

Appendix 1: List of Sub-Contractors in the GMMR Project

(H. S. McKenzie, 1994)

16
Appendix 2: The 5 Phases of The GMMR Project, Technical milestone stats
for each phase.

(UNITED NATIONS , 1991)

17
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