ECONOMIC CITY (KAEC) MEM677 PROJECT MANAGEMENT CASE STUDY PREPARED BY : RUBEN BALAN SIGAU 2020963385 SUBMITTED TO : PROF TS. DR. NOR HAYATI KING ABDULLAH
NAME OF THE COMPLETED & PROJECT PHOTO SUMMARY OF PROJECT PROJECT ANALYSIS FIVE PROJECT MANAGEMENT CHALLENGES IDENTIFICATION AND ANALYSES FIVE PROJECT MANAGEMENT KEY SUCCESSFUL FACTORS IDENTIFICATION AND ANALYSES ANALYSIS OF PROJECT MANAGEMENT LIFE CYCLE & RELEVANT PROJECT MANAGEMENT BODY OF KNOWLEDGE FIVE RELEVANT PMBOK FORMULATION AND PROPOSAL OF SOLUTIONS FOR THE CHALLENGES FACED BY THE COMPANY REFLECTION ON OVERALL FACTORS WHICH CAUSE THE SUCCESS OF THE SELECTED PROJECT IN RELATION TO AT LEAST THE MOST 5 RELEVANT PMBOK REFERENCES 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. TABLE OF CONTENTS
PROJECT PHOTOS CHAPTER 1
Fahd Al-Rasheed Managing Director and CEO of KAEC KING ABDULLAH ECONOMIC CITY (KAEC) VIEW KING ABDULLAH ECONOMIC CITY (KAEC) MAP
PROJECT SUMMARY CHAPTER 2
The Red Sea coast, approximately 100 km from of Jeddah, the country's economic and commercial hub, is where the city of Jeddah is located. The city's overall development area is 173 km2 (66.8 sq mi). Furthermore the distance from the city to Mecca is approximately an hour and a half, the distance from Medina is somewhere around three hours by car, and the distance from all of the main cities in the Middle East is about an hour by plane. The development's building is being handled by Emaar Properties, with a total projected cost of about SR 207 billion. Emaar Properties is a publicly traded joint stock company with its headquarters in Dubai and is one of the biggest real estate companies in the world. Therefore, they established a business that is currently listed on the Tadawul stock exchange, as well as the Saudi Arabian General Investment Authority (SAGIA), which is the project's main enabler. The ideal place to link East and West is KAEC. The largest ships in the world may be handled by KAEC from the Red Sea's King Abdullah Port, which is state-of-the-art. The Haramain Railway network, which would link KAEC to Jeddah and King Abdulaziz Airport, also has five stops, including KAEC. A key facilitator of Vision 2030, it is a vision-ready investment destination with a rapidly expanding manufacturing and logistics hub inside a contemporary setting that is home to first-rate urban living and tourism experiences. Newly developed location conveniently located on the Red Sea coast of Saudi Arabia. King Abdullah Port serves as the focal point of KAEC, an 185 square kilometre metropolis just to the north of Jeddah, the commercial hub. The World Bank just recognised this port as the most effective in the world. Industrial Valley is devoted to expanding the Kingdom's capabilities in light manufacturing and logistics. More than 100 international and Saudi businesses have already relocated to KAEC. The city, together with five other industrial cities, is one of the stakeholders in SAGIA's ambitious "10x10" programme, which aims to place Saudi Arabia among the top ten best capital locations worldwide by the year 2010. The city was expected to be completed in its entirety by the year 2020, with the first phase of the city being completed in the year 2010. The city aims to support the government's effort to diversify its economy away from its dependency on oil by luring direct investments from both overseas and within the country. The city also intends to contribute to the creation of up to one million new jobs. When it is all said and done, it is predicted that KAEC will be home to 2 million people. There were only a little more than 7,000 residents as of the year 2018. The city should serve as a warning for significant megaprojects in the area, according to a Financial Times story, because the project did not live up to the initial lofty proposals that were behind the project. The city's port is a crucial link in the Maritime Silk Road, which runs from China's coast through the Suez Canal to the Mediterranean Sea, and from there to Trieste in the Upper Adriatic region, which has connections to Central and Eastern Europe. PROJECT SUMMARY
PROJECT ANALYSIS CHAPTER 3
3.1 SPECIFICATION LOCATION, DURATION OF PROJECT (START AND END DATE), PROJECT COST, OWNER OF THE PROJECT/ PROJECT CONTRACTOR/ PROJECT DEVELOPER
PROJECT MANAGEMENT CHALLENGES CHAPTER 4
4.0 FIVE PROJECT MANAGEMENT CHALLENGES IDENTIFICATION AND ANALYSES I. Clearly defining goals and objectives: Knowing what needs to be done is essential for a project's effective completion. A wide range of problems, including ineffective resource and stakeholder management, can result from failing to create adequate goals and objectives. In fact, a poll found that 29% of project professionals attributed their project's failure to a lacklustre vision or purpose. Realistic and clearly defined goals should be set. The project manager must be able to demonstrate how each step performed brings the project closer to its goal. This implies that the influence of the team and each project participant may be quantified. II. Scope creeps: A common project management issue, scope creep describes how project requirements evolve from those that were initially decided upon at the project beginning. One of the main issues raised by project professionals is frequently one that, if handled well, need not be dramatic. For instance, a client alters blueprints for a building without authorization. Both the deliverables and the project's goal are impacted by the adjustments. If an increase in budget or length of the project can be agreed upon, the project team may be able to manage this scope modification. III. Budget constraints and adjustments: When scope creep occurs during project management, the budget also increases. For project managers, managing the budget can be extremely difficult. For illustration, suppose a project manager on the marketing team learns that more money would need to be spent on internet advertising than originally anticipated in order to sell a new product. If a campaign is required, the management may ask for additional funding or make the most of what is available. Project managers need to carefully prepare their budgets and make sure that projects stay on schedule. In order to avoid deviating from the predetermined budget, they need to implement effective cost management techniques. IV. Poor communication: A project's ability to communicate can make or break it. An effective team works well together, tasks are distributed well, and stakeholders are kept up to date on project developments. The team members must get any issues and new information from the project manager in a clear and concise manner.
V.Team conflict: A further issue was a lack of strategic direction and leadership. This issue arises because, according to the majority of project managers, a lack of direction contributed to disagreement in their projects. Others cited team miscommunication and misunderstandings as a significant obstacle. Project managers cannot afford to ignore team friction. The project manager must identify the issue's underlying cause and resolve it. VI. Mismatched team skills: An effective workplace is created by assigning tasks to team members who have the necessary talents to do them. The project will invariably have inefficiencies that could ultimately result in failure if the needs and skill level are out of sync. It takes experience to understand which talents are necessary for certain tasks in order to match skills to project tasks appropriately. Project managers must also get to know their team members well in order to comprehend their abilities and motivations. VII. Lack of accountability: Accountability entails that each participant is accountable for their choices and deeds. It is not about assigning blame when anything goes wrong. It involves giving the team the freedom to do tasks as they see fit without being micromanaged at every turn. Accountability at work is linked to higher performance and a rise in work commitment. The majority of project teams, though, lack responsibility. Team commitment to the project aim and the likelihood of project success are decreased when members are not held accountable. VIII. Unrealistic deadlines: A good project manager is aware of the strengths and weaknesses of their teams as well as what they are capable of producing in a given time frame. They can then bargain for realistic timeframes without hurriedly finishing the assignment. Deadlines are missed, quality suffers, team members become anxious, and stakeholders are disappointed when this guidance is disregarded. Setting improbable deadlines is a tried-and-true method of overpromising. IX. Ineffective risk management: Throughout the course of a project, project managers must assess and control risks. No matter how much planning has been done, project managers should be mindful that risks will still exist. However, skilled project managers lessen the effects of these annoying issues by identifying potential outcomes and creating backup plans. Finding good project management software is important because many project managers use it. These platforms' primary benefit is that project managers may remotely access them and monitor development in real time. They also offer data centralization and multi-device access for all stakeholders.
PROJECT MANAGEMENT KEY SUCCESSFUL CHAPTER 5
5.0 FIVE PROJECT MANAGEMENT KEY SUCCESSFUL FACTORS IDENTIFICATION AND ANALYSES I. Capable Employees: For a project to succeed, the team needs intelligent individuals. Any time can be a disaster for a project. The group needs the project personnel and other project stakeholders to show passion and dedication for this. The team should strive for success and have comparable goals for the project. If there is a weakness in the team, construction managers will encounter significant difficulties. The wrong kind of guidance and an uncoordinated team might lead to a project's failure. The project manager should guarantee that each team member is given the proper task and that they are all getting along with one another. II. Comprehensive Planning: Having a well-thought-out plan in place from the outset positions the project for success. The project's team and stakeholders should always be aware of the project's direction from the outset. The team can stay organised and accomplish important deadlines with the help of thorough planning. The advantages of careful planning are numerous. A realistic time frame can be established thanks to this project's first stage. It provides a precise deadline for cost estimates to be created and aids in the clear documenting of milestones and deliverables, making things much simpler as the project moves forward. Planning provides a warning system and outlines the resource requirements. If there is a gap, the warning system will provide a crystal-clear view of what to anticipate. III. Open Communication: For a project to be successful, there must be an open line of communication. It is crucial for the team to stay informed about every facet of the project when working to a set timeframe. Additionally, it is not a good idea to make promises that cannot be keep. Being truthful about what can be provided and when that can be delivered is crucial for project managers. IV. Effective risk management: It is a well-known reality that initiatives don't always go as expected. Due to hazards that surface during a project, some fail spectacularly and others fail miserably. The high cost of subpar performance, according to PMI's "Pulse of the Profession" report. Making a risk log and an action plan to address any risks that develop during the project is crucial for the project manager. Additionally, the project manager must make sure that all stakeholders are aware of the risk log and where to locate it. Even if something goes wrong, team members can still handle the issue quickly thanks to the established plan. This helps the customers feel safe with the progress of their project and offers the team confidence when tackling project hazards. V. Strong Project Closure: A project needs to have a solid closure. Project managers need to stand their ground and concur with the client that all essential success criteria have been satisfied. Delivery of the project, testing, and release approval must be agreed upon and approved.
PROJECT MANAGEMENT LIFE CYCLE CHAPTER 6
6.1 Initiation Phase The transformation of an intangible concept into a concrete aim begins with the phase of a project known as "project initiation." In this stage, it is urgent to implement an economic case and establish the project's scope on a broad level by identifying the requirement for the construction process and creating a scope statement. In addition, this phase calls for the development of a project charter. The project charter is an essential document that contains details such as the development's constraints, goals, appointment of the project manager, expenditure, and also the anticipated timeframe. After the project's objectives and parameters have been outlined, the next step is to identify the key project stakeholders. These are the individuals who will be actively participating in the project. It is necessary to establish the roles, designations, communication requirements, and levels of influence for each stakeholder who registers their interest. A project charter does not include any of the technical details that are worked out during the planning phase of a project. However, during this phase, a clear goal of the project is created. The King Abdullah Economic City (KAEC) is a project that was thoughtfully conceived with the intention of connecting different social and economic strata while also integrating the man-made and natural environments in a compassionate manner. The planning of the project zones had the purpose of supporting growth and meeting the demands of the market, with the end goal of establishing powerful centres and distinct identities. 6.0 ANALYSIS OF PROJECT MANAGEMENT LIFE CYCLE & RELEVANT PROJECT MANAGEMENT BODY OF KNOWLEDGE
6.2 Planning Phase Full attention is required throughout the project planning stage, which establishes the project's clear direction. The second stage of project management is anticipated to take close to half of the total project duration unless a contemporary project management approach, such as agile methodology, is employed. Technical need identification, project schedule development, communication planning, and goal/deliverable setting are the main responsibilities in this phase. Goal-setting can be done in a number of ways, but the most common ones are SMART and CLEAR. The SMART objectives are to guarantee that the targets are thoroughly examined. It is a tried-and-true technique that lowers uncertainty and enables project managers to define goals that are specific and doable. The CLEAR methodology of goal-setting is intended to accommodate the changing character of a contemporary workplace. Citizen builders can benefit from CLEAR's adaptability and quick turnaround times, which are essential in today's fast-paced organisations.
Besides, the Gantt Chart and also Work Breakdown Structure (WBS) were developed by the project manager to visualize the overall planned of the project. The project planning was created as a visualization for the planned and actual progress of the project. The WBS has been establish to develop the category of the project work and to assign several numbers of project contractors to work on this megaproject. Besides, the estimation costing were also included and analysed by the experts. Project management's work breakdown structure (WBS) is a technique for finishing a challenging, multi-step task. It is a strategy for dividing and conquering big projects to complete them more quickly and effectively. A WBS's objective is to reduce the size and complexity of a huge project. By dividing the task into smaller pieces, work can be completed concurrently by various team members, improving work performance and simplifying project administration. It's crucial to first establish the project range by discussing with all important team members and stakeholders prior developing a task breakdown structure. The project manager must make sure that all important outcomes and suggestions are obtained and prioritised openly. To display the framework of priority and connectedness between the activities required to finish the project, use Gantt charts, flow charts, spreadsheets, or lists. Every work can be allocated to a construction team when the objectives and responsibilities have been listed in the order of accomplishment. Distribute responsibilities and tasks across the team members to make sure no one person is responsible for the bulk of the development's responsibility. The King Abdullah Economic City is a megaproject. This is because of the location and space area of the project 16,800-hectare site. Over 100 multinational and Saudi companies have already established a home in KAEC where there are 3,000 keys in 12 hotels, 250,000 apartments and also 25,000 villas. The World Bank just recognised this port as an even more effective in the world. Economic Valley is devoted to expanding the Kingdom's capabilities in industrial supply chain management. KAEC project was launched in 2006 and expected to be completed on 2029. Since the project is going to be completed in roughly 25 years, a lot of plans need to be done and more info need to be updated. This is because throughout the years, the project managers or other workers will be changed due to some problems. Thus, it is crucial for the project manager to plan the megaproject and keep on updating the updated progress of every task. The budget for the KAEC project is $100 billion.
6.2.1. Project Risk Management In order to keep the project on track and achieve its objectives, project risk management is the procedure of recognising, analysing, and managing to any risks that may develop throughout the course of the project. To identify potential risks to the project and how to manage them if they do arise, strategic planning ought to be a component of the planning phase. Everything that might have an effect on the project's schedule, performance, or money is considered a risk. In order to ensure that mitigation plans are in place in the event that project problems develop, procedures for risk management on complex projects may require significant detailed preparation for each concern. The establishment of a balance between the public and private sectors, the remote location of King Abdullah Economic City, the establishment of a social foundation, stream flow projections, and the preliminary structure of the water system are just a few of the risks or challenges that must be overcome in order to complete the project. 6.2.2 Project Stakeholders Management With both local and foreign companies, Emaar, E.C., and SAGIA have signed numerous agreements and memorandums of agreement. These parties involved include Orange Business Services, a dependable consultant to the project that will supervise the development of the telecoms services for Smart Cities. Ericsson will provide, construct, integrate, operate, and maintain a multiplay fixed broadband network. Cisco Systems will design the city's IT network infrastructure. GEMS World Academy will plan, erect, and run the city's first school, which is scheduled to open in September 2009. To create KAEC Plastics Valley, Strate Sphere Enterprises and Polymer Ohio will collaborate. CEMCCO will create the industrial zone's infrastructure. With a capacity to accommodate 20 million TEU, DP World will expand KAEC Sea Port to be the largest in the Red Sea and among the top 10 largest ports worldwide. Mars GCC plans to build its own factory in the industrial zone. Capri Capital Partners is planning to build a $2 billion mixed-use property (SR 7.5 billion). The Business Park at Bay La Sun Village will be developed by Freyssinet Saudi Arabia. 16 residential towers will be built by the Saudi Binladin Group in Bay La Sun Village.
September 2009 is the projected completion date for the towers. For the first phase of KAEC, Siemens will handle the electrical transmission and distribution (T&D) work. The project is expected to be finished by 2010. The process of organising, monitoring, and enhancing one's relationships with various stakeholders is referred to as stakeholder management. It entails conducting a methodical search for stakeholders, conducting research into their requirements and objectives, and planning and carrying out a variety of activities in order to interact with those stakeholders. To be capable of managing relationships and accurately assess the status and quality of one's relationship with a variety of stakeholders, a good stakeholder management process will be the means through which this can be done. The creation of a stakeholder management plan, which will map the level of involvement and impact of stakeholders and list numerous levels of involvement for the various groups, is the primary focus of this phase of the project. A plan that is typically developed at the beginning of a project and then shelved away for the duration of the project. King Abdullah Economic City is being developed with the intention of becoming the most important factor in the Kingdom of Saudi Arabia's employment creation. To this end, it will provide both local and international shareholders including one business opportunities. Furthermore, it will work toward ensuring the future of Saudi young people by providing them with new opportunities for employment. The formation of the city takes place in a series of stages, beginning with sections of the city district, the business park, the area adjacent to the port, and the industrial district that is attached to it. In the second phase, the neighbourhood will be accomplished, and then work will proceed on completing the three zones that came before it while preparing for the third phase, which will be dedicated to finishing the city's infrastructure. Figure 6.2.2 below show the classification of stakeholders based on their group and also their goals.
6.3 Execute and Complete Tasks A project's execution entails carrying out the project plan and maintaining team focus. For the most part, this entails monitoring and measuring progress, maintaining quality, reducing risk, managing the budget, and using data to guide the decisions. Specific actions consist of: • Monitoring job progress with instruments like process flow charts or Gantt chart diagrams. • Taking action when hazards present themselves. • Tracking expenses. • Maintaining the focus and motivation of the squad. • Keeping everyone involved in the process inform. • Incorporating modifications through change requests. 6.4. Close Projects The project activities must be completed and the finished product or service must be given to its new owners at the closing phase of the project management lifecycle. After that, evaluate what went well and what didn't go so well. Steps in the closing phase: • Performing retrospectives and making notes on adjustments. • Announcing the project's completion to the stakeholders and distributing an impact report. • Interacting with a project's new owners. • Making a report to close out the project. • Celebrating the project's completion and your achievements.
FIVE RELEVANT PMBOK CHAPTER 7
Project Management Body of Knowledge is referred to as PMBOK. It is a collection of accepted terms and principles for project management that The Project Management Institute has published and is continually updating (PMI). In its A Guide to the Project Management Body of Knowledge, PMI condensed the expansive field of project management into 10 more manageable pieces, which it refers to as the 10 project management knowledge domains (PMBOK). Project initiation, project planning, project execution, monitoring and controlling, and project closing are the process groups that correspond to the knowledge domains of project management. Every project goes through these chronological phases. 1. Project Scope Management: Project work is related to scope. Plan scope management, a component of the project management plan, is therefore included. It also occurs when specific requirements for the finished good or service are gathered. A scope declaration has to define the scope. Depending on the scope of the project, this could be anything from a single sentence to a list of bullet points. Another component of this area is a work breakdown structure (WBS), which is a graphic summary of project work. Validate scope throughout the project by ensuring that the sponsor or stakeholder routinely approves the deliverables. It involves accepting the deliverables rather than the specifications provided during planning and takes place during the monitoring and controlling process groups. The scope declaration will probably vary as the project progresses in order to control the scope, for example, if it runs late. 2. Project Time Management: It should come as no surprise that project time management takes time. The project is broken up into tasks, each of which has a budget and is planned out with start dates and deadlines. Additionally, as a project progresses, things change frequently, necessitating frequent revision of these items. This comprises plan schedule management, which entails putting together a project schedule and figuring out who is in charge of what. That entails defining activities, which is somewhat similar to creating a WBS but distinct from it. As a result, it is crucial to create a task list that covers every facet of the project. It is determined whether these dependencies are startto-start, finish-to-finish, finish-to-start, or start-to-finish (FS, FF, SS, or ST) (SF). This primarily applies to bigger projects. Now that the tasks have been organised in order, it is time to estimate and assign the resources needed for each. At this time, the length of each assignment is also decided. By first determining the critical path and float for each task, all of this will result in a schedule. To organise the jobs into a timetable using a Gantt chart, first work on resource levelling to balance resource utilisation. After the schedule is created, a plan is required to manage the timetable. 7.0 FIVE RELEVANT PMBOK
3. Project Cost Management: This area deals with the project budget, which calls for having accurate estimation tools to ensure that the funds have enough room to cover the project's scope and are routinely checked to keep stakeholders or sponsors updated. The technique for establishing the budget, including how and if it will change and what methods will be utilised to regulate it, will be decided by plan cost management. Each task's cost will need to be assessed, which means that it must take into account all of the resources like labor, supplies, machinery, and other things or any necessary to execute the task. Upon taking into account and combining the task costs, this will determine the project budget. The necessity to do an earned value analysis to control such costs follows. This is done often throughout the project to ensure that the predicted costs match the actual outlays. 4. Project Communications Management: While all aspects of project management are crucial, communication management may be of utmost importance because it informs each and every project-related decision. Planning communications management is a crucial phase in any project since communications inform the team and stakeholders. This is the stage at which the manner and frequency of communication dissemination are decided. Additionally, take note of the communication strategy that will be used when project concerns, like modifications, develop. Control the communications during project execution to ensure everything goes as planned. Controlling communications will also entail routinely assessing their efficacy and making adjustments as necessary. 5. Project risk management: The plans will outline how risks will be listed, grouped, and given priority order. This entails creating a risk register in order to detect risks that could arise during the project's execution. After classifying the greatest risks by likelihood and impact, perform a qualitative risk analysis. then give them priority. then do a quantitative analysis based on their influence on the project's budget and schedule, among other factors. 6. Managing Project Stakeholders: The project's stakeholders must be satisfied because it was designed with them in mind. As a result, they need to be actively handled just like any other project component. Stakeholder analysis is the first step in identifying the stakeholders. Discovering who they are and what worries they have is important when starting any endeavour, even though it is not always simple.
SOLUTIONS FOR THE CHALLENGES FACED CHAPTER 8
8.0 FORMULATION AND PROPOSAL OF SOLUTIONS FOR THE CHALLENGES FACED BY THE COMPANY
REFLECTION ON OVERALL FACTORS CHAPTER 9
9.0 REFLECTION ON OVERALL FACTORS WHICH CAUSE THE SUCCESS OF THE SELECTED PROJECT IN RELATION TO AT LEAST THE MOST 5 RELEVANT PMBOK
REFERENCES CHAPTER 10
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