Evaluation Report - 2015 Q1

Semi-Annual Evaluation Report S1/2015

E G E C Q a t a r

1 1 0 D - R i n g R o a d , D o h a , Q A T A R

( + 9 7 4 ) 4 4 6 4 3 1 3 5 / 4 4 3 6 3 6 9 0

Prepared by Osama Shawky May 2015

EGEC Qatar | Semi-Annual Evaluation Report 1

Contents

1. Executive Summary ....................................................................................................................... 3

2. Terms of Reference ....................................................................................................................... 4

2.1. Preface ................................................................................................................................... 4

2.2. Why are we evaluating? ........................................................................................................ 5

2.3. What are we evaluating? ....................................................................................................... 5

2.4. How are we evaluating? ........................................................................................................ 6

2.4.1. Activity-Based Costing .................................................................................................... 7

2.4.2. Employee Performance Evaluation ................................................................................ 9

2.5. How will the evaluation be managed? ................................................................................ 10

3. Findings and Recommendations ................................................................................................. 11

3.1. Using Attributes while defining Spaces in Master-planning ............................................ 11

3.2. Use DIESEL Expressions for Attributes and Dynamic Blocks ............................................... 12

3.3. Use BatchInEditor for batch processing of drawings .......................................................... 13

3.4. Revitology experts affirm that Revit is the future ........................................................ 14

3.5. GSAS Green Compliance is no more an option ................................................................ 16

3.6. Providing ELEC Loads for equipment to ELEC department ................................................. 17

3.7. As-Built drawings ................................................................................................................. 18

3.8. Documentation & LOG files ................................................................................................. 19

3.9. Interpersonal skills ............................................................................................................... 20

3.10. Becoming Part of the Research Community .................................................................... 20

4. Sample Project Evaluation (Qetaifan Islands) ............................................................................. 21

4.1. Background to the Project ................................................................................................... 21

4.2. Scope of Works .................................................................................................................... 21

4.3. Project Main Objective ........................................................................................................ 21

4.4. Critical Success Factors ........................................................................................................ 22

4.5. Outputs ................................................................................................................................ 22

4.6. Resources Management ...................................................................................................... 22

4.7. Evaluation ............................................................................................................................ 22

5. Status of Current Projects (HVAC Department) .......................................................................... 23


List of Figures

Figure 1: Evaluation and Control Process ............................................................................................ 6

Figure 2: Sample WBS (Qetaifan Islands) ............................................................................................. 8

Figure 3: Sample Evaluation Form (Revit: Links, Imports and Groups) ........................................... 10

Figure 4: Exporting Fields data to EXCEL ............................................................................................ 11

Figure 5: Using DIESEL expressions in AutoCAD ................................................................................ 12

Figure 6: BatchInEditor Plugin for AutoCAD ...................................................................................... 13

Figure 7: Revit model proposed for the generator room in Al-Jassimeya project .......................... 15

Figure 8: GSAS Calculators ................................................................................................................. 16

Figure 9: ELEC Loads of Mechanical Equipment using unprintable layers ........................................ 17

Figure 10: Sample As-Built drawing for a Chiller plant ...................................................................... 18

Figure 11: Sample Folder Hierarchy of inputs (Qetaifan Islands Project) .......................................... 19

Figure 12: Planned vs extended working days in Qetaifan Islands .................................................... 21


1. Executive Summary

This report provides an analysis and evaluation of the current and prospective progress of

activities performed in the first and second quarters of 2015. The outcome is to find a

strategic fit between external opportunities and internal strengths while working around

external threats and internal weaknesses. This is achieved by uncovering deficiencies

experienced, and directing the team towards tools that will help improving and

developing some important skills.

The main goal is to focus on improving the competitive position of our companys services

within the consulting industry. It can be said that the essence of the strategy formulation

is mainly divided into:

Functional strategy: the approach a department (functional area) takes to achieve

corporate and business unit objectives and strategies by maximizing resource

productivity. It is concerned with developing and nurturing a distinctive

competence to provide a company or business unit with a competitive advantage.

Corporate strategy: Through a series of coordinating devices, a company transfers

skills and capabilities developed in one unit to other units that need such

resources. In this way, it attempts to obtain synergy among numerous business

units so that the corporate whole is greater than the sum of its individual business

unit parts.

The intent is to issue this evaluation report on a biannual basis, to ensure success of our

mission.


2. Terms of Reference

2.1. Preface

In this section, aspects of the evaluation process will be defined. The process is composed

from four basic elements:

Environmental scanning is the monitoring, evaluating, and disseminating of

information from the external and internal environments to key people within the

corporation. Its purpose is to identify strategic factorsthose external and

internal elements that will determine the future of the corporation.

Strategy formulation is the development of long-range plans for the effective

management of environmental opportunities and threats, in light of corporate

strengths and weaknesses. It includes defining the corporate mission, specifying

achievable objectives, developing strategies, and setting policy guidelines.

Strategy implementation is a process by which strategies and policies are put into

action through the development of programs, budgets, and procedures. This

process might involve changes within the overall culture, structure, and/or

management system of the organization.

Evaluation and control is a process in which corporate activities and performance

results are monitored so that actual performance can be compared with desired

performance. Managers at all levels use the resulting information to take

corrective action and resolve problems.

Environmental Scanning Strategy

Formulation Strategy

Implementation Evaluation and

Control


2.2. Why are we evaluating?

The aim of the evaluation is to analyze the activities performed throughout the different

stages of the projects so as to identify the tedious, repetitive & time-consuming activities

that has to be properly setup so as to speed-up the workflow. A variety of tools and

techniques once introduced will make the workflow runs faster. Examples are not limited

to the list hereafter:

Eliminating Human Error by automating most of the activities.

Limiting Human Intervention and reducing the time consumed by the activities.

Introducing the concept of Intelligent Dynamic Update to cope effectively with

projects changes.

2.3. What are we evaluating?

The following factors are being evaluated:

Automational: elimination of human intervention and achievement of more

efficient structuring of processes.

Informational: capturing of process information for purposes of analyzing and

better understanding.

Sequential: transformation of sequential processes to parallel in order to

achieve cycle-time reductions.

Tracking: monitoring the status of executing processes and objects on which the

processes operate

Analytical : analysis of information and decision making

Geographical: allowing the organizations to effectively overcome geographical

boundaries

Integrative: improvement of process performance promoting the coordination

between different tasks and processes also thanks to common database and

information exchange.

Intellectual: capturing and distribution of employee expertise

Dis-intermediating: increasing efficiency by eliminating human intermediaries in

relatively structured tasks.


2.4. How are we evaluating?

By means of monitoring activities to identify the strengths and challenges of each, an

organization can assess the quality (maturity level) of its activities. The evaluation and

control process ensures that a company is achieving what it set out to accomplish. It

compares performance with desired results and provides the feedback necessary for

management to evaluate results and take corrective action, as needed. This process can

be viewed as a five-step feedback model:

1. Determine what to measure: The processes and results must be capable of being

measured in a reasonably objective and consistent manner. The focus should be on

the most significant elements in a processthe ones that account for the highest

proportion of expense or the greatest number of problems.

2. Establish standards of performance: Standards used to measure performance are

detailed expressions of strategic objectives. They are measures of acceptable

performance results. Each standard usually includes a tolerance range, which defines

acceptable deviations.

3. Measure actual performance: Measurements must be made at predetermined times.

4. Compare actual performance with the standard: If actual performance results are

within the desired tolerance range, the measurement process stops here.

Figure 1: Evaluation and Control Process


2.4.1. Activity-Based Costing

Activity-based costing (ABC) is a recently developed method for allocating indirect and

fixed costs to activities going into a product. This method is thus very useful in doing a

value-chain analysis of a firms activities for making outsourcing decisions.

A work breakdown structure lets project managers plan their activity based costing more

efficiently through properly defining the following items:

Scope: One of the key functions of the project management is to define the scope

of the project. The challenge is to make sure that everything within the project

scope is completed without carrying out any extra work. The WBS helps define

scope by listing individual tasks that make up the project. The project team

completes all the listed tasks but no additional work.

Tasks: The main purpose of a WBS is to reduce complicated activities to a

collection of tasks. This is important for the project manager because he can

oversee the tasks more effectively than the complex activities. Tasks must be

measurable and independent, with clearly defined limits. All the project work

must be included in one of the tasks and the tasks must not include any non-

project work.

Schedule: Because the WBS tasks have clearly defined limits, the project

management can determine how advanced the project is by checking which of the

tasks are finished. Even within each task, the project management can check for

percent completion because each task is measurable.

Responsibility: An important part of project management is to assign

responsibility for the work. With a WBS, the project management assigns

responsibility for each of the tasks. The task manager is responsible for completing

the full scope of the project on time, within the budget and with all of its planned

functionality intact.


Figure 2: Sample WBS (Qetaifan Islands)

As shown in the figure mentioned here-above, each activity has a specific duration,

starting date, ending date, with specific requirements for the activity to be done, as well

as set of deliverables that has to be submitted by the end of each activity (either

internally between disciplines, or externally to the client). Once the actual man-hours are

compared against the planned (scheduled) man-hours, the bleed in resources can be

identified, and corrective actions are undertaken.

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1.1 Review of Project Scope of Works x

1.2 Project Drawings (Layouts, Elevations, Sections ) x

1.3 Internal Loads Parameters (People, Lighting, ) x

1.4 Construction Parameters (Roofs, Walls, ) x

1.5 Review of Project Requirements (GSAS, QCDD, ) x

2.1 Define and Schedule Project Activities x

2.2 Define Project List of Deliverables and Submission Dates x

2.3 Define Project Responsibility Matrix for each Activity x

3.1 Preparation of Block Load Calculations

3.2 Preparation of Design Basis Report x x

3.3 Request for Space/Shaft Requirements GV1 GV2 WF1 WF2

3.4 Review of Space/Shaft Requirements GV1 GV2 WF1 WF2

3.5 Provide ELEC Loads to ELEC Department GV1 GV2 WF1 WF2

3.6 Provide Drainage Locations to P&FF Department GV1 GV2 WF1 WF2

4.1 Preparation of Single-Line Layouts

4.2 Preparation of Air & Water Risers GV1 GV2 WF1 WF2

4.3 Preparation of Schedule of Equipment GV1 GV2 WF1 WF2

5.1 Preparation of Detailed-Design Layouts

5.2 Update of Air & Water Risers GV1 GV2 WF1 WF2

5.3 Update of Schedule of Equipment GV1 GV2 WF1 WF2

5.4 Preparation of Typical Details Drawings GV1 GV2 WF1 WF2

GV1 GV2 GV4WF1

GV4WF1GV2GV1

Detailed Design

GV1

Schematic Design

Preliminary Design

GV2 WF1 GV4

Structuring Work Breakdown

Gathing Project Data

Week 01 Week 02 Week 03 Week 04

Work Breakdown Structure


2.4.2. Employee Performance Evaluation

Good modern personal development and evaluation extend beyond the obvious skills and

knowledge required for the job or organization or qualification. Effective personal

development must also consider: individual potential (natural abilities often hidden or

suppressed); individual learning styles; and whole person development (life skills, in other

words).

For effective training and learning evaluation, the principal questions should be:

To what extent were the identified training needs objectives achieved by the

program?

To what extent were the learners' objectives achieved?

What specifically did the learners learn or be usefully reminded of?

What commitment have the learners made about the learning they are going to

implement on their return to work?

And back at work,

How successful were the trainees in implementing their action plans?

To what extent were they supported in this by their line managers?

To what extent has the action listed above achieved a Return on Investment (ROI)

for the organization, either in terms of identified objectives satisfaction or, where

possible, a monetary assessment.


Topics

Score

Before Course

Q1 2015

Q2 2015

Q3 2015

Q4 2015

Links, Imports, and Groups

1. Linking AutoCAD DWG files

2. Creating topography from a DWG link

3. Understanding CAD inserts

4. Import tips

5. Create a group

6. Mirroring groups to create a layout

7. Creating Revit links

8. Rotating and aligning a Revit link

9. Establishing shared coordinates

10. Managing links

11. Understanding file formats

TOTAL

Figure 3: Sample Evaluation Form (Revit: Links, Imports and Groups)

The figure shown here-above is a sample from learning topics related to Revit. Each time

an employee is assigned to a new task, the features of this task should be properly

defined so as to have way for measuring development of skills.

2.5. How will the evaluation be managed?

The conclusion for new/corrective actions has to be discussed with all the departments, a

key person will be assigned responsible to assure that these actions are adopted and

properly applied. These actions will be evaluated quarterly, and will be subject to

continuous improvement until we reach a satisfactory level of workflow.


3. Findings and Recommendations

3.1. Using Attributes while defining Spaces in Master-planning

A CAD drawing can be used to export data to another file (such as Microsoft) for others to

use. By using attributes rather than simple text fields, very useful information can be

exported

Taking ASHGHAL Custom Training Center and Warehouses project as an example, it is

required to prepare a block load calculation. By means of using attributes in the earliest

stages of the project (Master-planning): Spaces names, descriptions and areas will be

exported to spread sheets in which the design criteria will be applied for each space, thus

a very close load estimation can be obtained rather than using rules of thumb. This will

have its impact on the level of details in the design basis report which is assumed to be

the first contact with the client. In addition, the gap between preliminary & detailed

stages will be gapped.

This recommendation should be addressed to our Arch. Department.

Figure 4: Exporting Fields data to EXCEL


3.2. Use DIESEL Expressions for Attributes and Dynamic Blocks

Make intelligent drawings by using AutoCAD Fields. Fields are used to add intelligence to

the drawings. Drawings can be customized with title-blocks, blocks, tables, plot stamps,

email links, web page links and much more. When you use Fields, the text information in

the drawing stays current reducing errors and aiding in drawing consistency.

Taking Qetaifan Islands project as an example, the client requested to change the file-

naming format after issuing more than 600 DWGs. Using DIESEL expressions, the

manipulation of this enormous amount of drawings will be much easier by setting the

attribute in only one drawing, then calling for a batch processor to apply the

modifications for all drawings.

Figure 5: Using DIESEL expressions in AutoCAD

This recommendation should be addressed to our CAD department.

The figure shown here above is an example of a file-naming structure composed of 10

fields, of which 8 fields have to be updated for each submitted drawing. If each field

consumes 5 seconds to be updated, then for a submission of 500 drawings, the saved

time is:

500 drawings X 8 fields / drawing X 5 seconds / field

= 20,000 seconds

5 hrs 33 mins


3.3. Use BatchInEditor for batch processing of drawings

BatchInEditor is a program that takes AutoCAD batch process to a new level with

powerful built-in commands and an easy to use interface. You can run multiple

commands on selected drawings or selected layouts, Import/Export of drawing list and

commands list and check drawing version. Key Features:

1. Easy to use Interface and Automated batch process.

2. Run multiple built-in commands , lisp and scripts commands on selected

drawings/Layouts

3. Run multiple plot task on layouts and Model by assigning multiple page setup (PDF,

DWF, PLT, image format and to printer).

4. Drawing version check could be done instantly by loading drawings in the Bacth

process.

5. Drawing version change only could be done by setting drawing version (2000 to 2013)

with no commands added.

6. Import/Export of Drawing list and commands list.

7. Supports Windows 32/64 bit AutoCAD 2012 to 2015 and Verticals

Figure 6: BatchInEditor Plugin for AutoCAD

This recommendation should be addressed to our CAD department.


3.4. Revitology experts affirm that Revit is the future

Building Information Modeling or BIM is a process and it is already having an enormous

impact on the construction and infrastructure industry. The very face of Qatar will change

over the next decade as work on the countrys various mega projects is undertaken and

completed, while further advancements will be made as the vision for 2030 is realized.

The nature and size of the projects means that Qatar has turned to Building Information

Modelling (BIM) facilitate its building ambitious schedule.

From Dohas Metro System to the numerous sporting stadiums, BIM will enable project

teams of architects, engineers, building and infrastructure owners and construction firms

to use 3D digital models to collaborate and support building projects throughout their

lifecycle - from design and documentation to building and field support - ensuring that

projects are delivered to the required specifications on schedule and within budget.

In recent years, a series of high profile success stories in the Middle East has meant that

BIM is now being viewed as a critical factor in the design, planning and construction

stages of todays complex and ambitious architecture projects. It can also have a very

positive effect on the whole lifecycle of a building. Future BIM Implementation Qatar is

the essential platform in 2015 for all those involved in the architecture, design,

construction, engineering, consulting, building and infrastructure industry in Qatar and

the GCC to stay up-to-date on how this software and technology is facilitating future cities

in the region.

QP Mosques project will be our launching base for Revitology; it is requested to prepare

6 Revit models for 6 different plots (mosque + imam house). We proposed to prepare

one model as a sample; development of this sample will be developed in the form of a

small workshop, so as to assist our design team getting familiar with BIM modeling. Our

next step will be to develop the remaining 5 plots in parallel using the first plot as a guide

(template).

This recommendation should be addressed to our Engineering and CAD departments.


Figure 7: Revit model proposed for the generator room in Al-Jassimeya project


3.5. GSAS Green Compliance is no more an option

Green building is no longer an option it is an obligation to secure the environment for

generations to come, according to the co-founder of a sustainable engineering

consultancy. Green building regulations and certification are driving the performance of

buildings in the UAE and the MENA region to the next level.

Qatars revamped its QSAS green building rating system. Re-launched under a new name,

the Global Sustainability Assessment System (GSAS) is muscling in as Middle East- North

Africas green standard.

Public works authority Ashghal is the first governmental institution to fully adopt GSAS.

Established by Emiri Decree in 2004, Ashghal has oversight of all state buildings and

infrastructure projects in Qatar. All new government buildings including mosques, schools

and hospitals approved as of 2012 must adhere to these green specifications.

Ashghal Custom Training Center and Warehouses project will be our launching base so as

to prepare for GSAS certification rather than outsources the task. The project has been

defined as four different typologies which are:

Commercial

Mosque

Light industry

Hotel

The project has to achieve a 3 stars certification which is quite challenging.

Figure 8: GSAS Calculators


3.6. Providing ELEC Loads for equipment to ELEC department

It has been brought to our attention that the activity of providing the electrical loads of

mechanical equipment has not been properly defined, resulting in too much frustration,

especially after getting approval from KAHRAMAA. This has been encountered in many of

the projects. The proposed scheme is to:

Prepare a library of mechanical equipment. The electrical loads will be mentioned

along with the unit name size and capacity.

This library will be used in the preliminary design stage while the mechanical

department is allocating spaces/shafts for MEP services.

The ELEC loads will always be available on the mechanical drawings throughout

the development of mechanical design. The ELEC loads will use a separate

AutoCAD layer which will be set as unprintable.

In case the design has to be updated/modified, Equipment affected by this deign

change will be clouded with a Revision-cloud (Rev-01, Rev-02 etc.) so as to help

the ELEC department to focus only on the modified equipment rather than going

through all the plan. Again, the Revision-cloud will use an unprintable AutoCAD

layer, with each revision having a separate layer.

By default the ELEC department is collecting the Electrical demand from all departments,

and locating equipment on his drawings. A preliminary coordination for equipment is

performed, and in case of clashing between equipment from different disciplines, the

clash is addressed so as location of equipment is rectified.

Figure 9: ELEC Loads of Mechanical Equipment using unprintable layers


3.7. As-Built drawings

As built drawings are important since they are a record from which future system changes

and/or additions can be designed. Future renovation projects will be more efficient and

less disruptive if the as built documents can be depended upon for critical information

such as pipe and duct routing and sizing, terminal unit locations, control system sensor

locations, etc.

Few of the current projects in hand are renovation projects (MMUP, Domasco, QDB,

etc.). The design team has been disappointed with the accuracy, completeness, and

timeliness of as built drawings they have received. The client also was disappointed

because either he is receiving unworkable set of drawings, or the submission has been

delayed to accommodate these design conditions.

In case this task will be outsources, a specialized surveyor has to be assigned to the task,

and our engineers should very the deliverables on site, otherwise, EGEC design team will

inherit the deficiencies encountered in these drawings.

Figure 10: Sample As-Built drawing for a Chiller plant


3.8. Documentation & LOG files

Proper documentation procedures have to be followed by the Project Coordinator:

LOG files should be instantly recording activities of receiving new inputs, and

submission of new deliverables.

New inputs should be located on the server, even if is a simple drawing, and not to

be sent to individuals by email.

Folder name has to specify the date of the input, the description and the sender.

The input folder write permission is only granted to the Project Coordinator.

The Project coordinator has the responsibility of updating the XREFs as per the

new input, and notifying the MEP team so as to update their works accordingly.

Folders Hierarchy should be the same for all projects, so as to facilitate the hand-

over process, and for ease of information tracking.

Contacts of Key persons (Client, Contractor, etc.) have to be documented along

with Project information.

Handover procedure should be clearly defined, and controlled.

Figure 11: Sample Folder Hierarchy of inputs (Qetaifan Islands Project)


3.9. Interpersonal skills

Personal development is a lifelong process. Its a way for people to assess their skills and

qualities, consider their aims in life and set goals in order to realize and maximize their

potential.

The CAD draftsmen are identified to nee for improvement pertaining to one's level of

personal quality. Video Training materials will be provided to them covering basics,

drawing techniques as well as advanced techniques. For those of them who didnt

encounter real MEP works in their experience, site visits should be scheduled so as they

get familiar with the systems as well as the equipment. It is also suggested that they

should attend the as-build exercise, with the plan to rely on them in the future for

carrying this task out.

3.10. Becoming Part of the Research Community

Publishing your ideas is important for several reasons: it gives you a source of feedback

from people who read your papers; it establishes you as a member of the research

community; and it forces you to clarify your ideas and to fit them in the context of the

current state of research in your field.

Breaking into the research community requires attending conferences, meeting

established researchers, and making ourselves known. Just going to conferences and

standing in the corner isn't enough. Especially if we are not normally outgoing

participants, we have to make a conscious effort to meet and build relationships with

other researchers. Presenting papers is a good way to do this, since people will often

approach us to discuss our presentation.

If someone expresses an interest in our work, we follow up! Send them e-mail talking

about new ideas or asking questions; send them drafts of papers; ask them for drafts of

their papers and send them comments. Maintain the relationships we form via e-mail,

and by re-establishing contact at each workshop or conference we attend. If we work at

it, and use our initial acquaintances to meet new people, we will find that our network

grows rapidly.


4. Sample Project Evaluation (Qetaifan Islands)

4.1. Background to the Project

Owner: LREDC (Lusail Real Estate Development Company,)

Tender Complete Title: Design Consultancy & Pre-Contract Quantity Surveying

Services for Qetaifan Islands Villas and Apartment Blocks

Total Plot Area: Approx. 370,000 m2

Land Use: Luxury Villas (Waterfront and Garden & Middle Villa) and

Luxury Apartment Blocks

Total Built Area: Approx. 218,000 m2

4.2. Scope of Works

Prepare the necessary Design Drawings (excluding SPECS, BOQ, tender documents and

bid analysis) for the MEP works, defined as follows:

2 types of Waterfront villa

2 types of Garden & Middle villa

1 types of Apartment Block

Follow up to obtain the related authorities permits (DC1, DC2, and QCDD).

4.3. Project Main Objective

The objective was to prepare and submit the MEP design in 28 days, the design for the

villas was completed and submitted in 114 days.

Figure 12: Planned vs extended working days in Qetaifan Islands

25%

75%

Project Duration

Planned

Extension


4.4. Critical Success Factors

The assigned team exhibits flexibility & commitment, sharing willingly all the information,

knowledge and experience. In such a dynamic and face-pace project, the team has

successfully issued ~40 official submissions (Around one submission each three days). All

of the above mentioned submissions met their submission dates.

4.5. Outputs

More than 600 MEP design drawings are issues for Qetaifan Islands project.

4.6. Resources Management

The project consumed 400% the planned man-hours due to the following main reasons:

Architectural drawings were not frozen, and they were continuously subjected to

modifications.

MEP requirements Space/Shafts were not considered in the Architectural design

and it took so much time so as to be implemented.

Information such as interior design, false ceiling layouts, landscape, kitchens,

laundries were not provided in the early stages of the project.

Technical specifications were not part of the scope, but according to top

management instructions, we added the specifications to our scope.

4.7. Evaluation

Projects in which Architectural design is carried out by others, MEP requirements should

be addressed clearly at the early stages of the project so as to avoid bleeding unnecessary

man-hours.


5. Status of Current Projects (HVAC Department)

Task Action (By)

??? :: Al-Bustan (The Avenue Office building)

The tie in points has changed and the external MEP

needs to be redesigned to accommodate that change.

We are requested to study, evaluate, and submit request

for variation.

Changes will not affect the HVAC design (-)

157 :: Ali Al-Kuwari Villa extension

Architecture and MEP design review & obtain the

required municipal approvals in order to obtain the

required modified final building permit.

For MEP, As-built drawings from client are not received.

MEP review shall be carried out after

receiving necessary documents (-)

002 :: Al-Jassimeya Tower

Provide new proposal (along with calculations) for the

generator room, and the pump room, to cover the

comments received from Qatar Civil Defense.

Action plan for remaining site activities has to be

prepared. Facility management personnel as well as

client representative have to attend any future hand-over

inspections.

Proposal has been provided (along with a

Revit model for the generator room). The

proposals got approved from QCDD (-)

Action plan shall be carried out by site team

(-)

097 :: Al-Khoor Park

Review and implement the clients comments on

preliminary design package.

Awaiting Detailed design to be reviewed

(Wael Hassan)

159 :: Al-Muraikhi Private Villa

Provide requirements to be taken into consideration in

preliminary stage.

Provided on 19-Apr-2015 (Wael Hassan)

139 :: AWQAF Design & Supervision at Meshireb

Update MEP design and provide BOQ. Provided on 4-Mar-2015 (Abdullah ElAwady)

??? :: Barar Nursery

Proceed with the FF, FA & ACMV No action required from HVAC team (-)


Task Action (By)

145 :: Barwa Office

Submit MEP design to QCDD for approval. Design got approved by QCDD on 25-Feb-

2015 (Abdullah Abo-ElAta)

143 :: Bus Station

Update MEP design and provide BOQ. Provided on 26-Feb-2015 (Abdullah ElAwady)

163 :: Coast Guard

Update MEP design. Provided on 5-May-2015 (Abdullah ElAwady

& Wael Hassan)

162 :: Al-Sadd Building (Saeed ElKhayreen)

Review design drawings and prepare assessment report Provided on 9-May-2015 (Osama A.Shawky)

156 :: DOMASCO's Workshop St.10

Review as-build drawings provided by Concord. Reviewed on 3-May-2015 (Osama A.Shawky)

003 :: ECQ D16

Review and implement the clients comments on design

package

Reviewed and submitted on 29-Apr-2015

(Osama A.Shawky)

117 :: H-Compound

Update the HVAC package as per QCDD comments, and

provide CFD analysis for car park ventilation.

Request for CFD analysis has been sent on

25-Feb-2015. Awaiting results (Osama

A.Shawky)

??? :: Lekhweya Car Parking

Provide preliminary BOQ and cost estimate Submitted on 9-May-2015 (Osama A.Shawky)

128 :: MMUP

Update design package as per site modifications Submitted on 4-May-2015 (Wael Hassan)

079 :: MOFA

Review design package prior to submitting to client Reviewed and submitted on 9-May-2015

(Wael Hassan)


Task Action (By)

129 :: MOI

Review and implement the clients comments on design

package

Reviewed and submitted on 30-Apr-2015

(Wael Hassan)

??? :: Pearl Grand Cinemas Building

Provide load calculations Submitted on 29-Mar-2015 (Wael Hassan)

118 :: PHCC

Obtain QCDD approvals Design got approved by QCDD on 3-May-

2015 (Wael Hassan & Ahmed Hamied)

161 :: PWA 5 Mosques

Prepare and submit the Design Basis Report Submitted internally on 25-Apr-2015 (Osama

A.Shawky)

150 :: PWA Custom Training Center & Warehouses

Update the Design Basis Report as per the clients

comments.

Schedule a meeting for Dr. Sameh Nada to meet with

Eng. Bibi Malik

Start in the preliminary design & space allocation

Awaiting the results from the meeting of Dr.

Sameh with Eng. Bibi Malik (Osama

A.Shawky)

Preliminary design will start starting Sunday

24th of May (Ahmed Abdullah)

144 :: QDB

154 :: Qetaifan Islands

Submit tender packages for GV1, GV2, GV3.

Submit tender packages for WF1, WF2, WF3.

Reply to all Queries sent by the contractor.

Cover all comments received from the client.

All deliverables are submitted, and we are

awaiting the Architectural Package of the

apartment buildings so as to proceed with

the MEP design (Osama A.Shawky & Others)


Task Action (By)

134 :: QP Mosques

Review and update Sample drawings.

Update Layers request.

Submit General Details drawings.

Submit HVAC calculations for all plots.

Submit preliminary design for all plots.

Submit Tag-Numbers request

Submitted on 5-May (Ahmed Abd-ElHamied)

Submitted on 5-May (Ahmed Abd-ElHamied)

Submitted on 29-Apr (Wael Hassan)

Submitted on 23-Apr (Wael Hassan)

Submitted on 15-May (Wael Hassan)

Pending

115 :: Sleil Store

Obtain QCDD approvals for ACMV. Design got approved by QCDD on 1-Jan-2015

(Abdullah Abo-ElAta)

149 :: Khalifa South Commercial Building

Prepare and submit HVAC tender pakage. BOQ has to be prepared and submitted


142 :: Valentino

Prepare and submit HVAC tender package. Submitted on 1-Jan-2015


Documents

Evaluation Report - 2015 Q1