Construction Project Manager
Baumat
Total des années d'expérience :19 years, 1 Mois
Achievements:
Last Project Introduction: Confidential royal project involving additions and alterations. The main stakeholders of the project.
1- Clint : Royal Privet Affairs
2- Consultant : Dar Al Hadassah
The project covered an area of 14, 000 m2 and was originally constructed in 1960. Despite its age, the place still maintained its brilliance and luster. The main concept of the project was to preserve and enhance the MEP and low current facilities while maintaining the inspirational essence of the place.
Scope of work: included 135 high-end finishes items, with a total cost of 40 million SR. The project encompassed various tasks, such as- dismantling ancient mirrors, doors, and gold-plated sanitary fixtures, demolishing certain areas, and constructing new block works, plaster, and marble. It concluded with carpeting, wallpapers, and fabric installations.
Project Constrains:
1- Labor gate pass requirements
2- Limited site access during engineering phase
3- Communication restrictions. Only five people were allowed to have phones inside the site, and emails could not be sent with attached drawings.
Project timeline: spanned 10 months, divided into two phases. The first phase involved four months of engineering work
Major Milestones:
1- During the engineering phase was obtaining MTS approval for long-lead items.
2- During the construction phase was Finishing the MEP and data center area
Risk and Cost control:
During the engineering phase the site access was restricted, To mitigate the risk of as-built and quantity surveying, I purchased an additional 5% of the required materials.
And to adhere to the allocated budget, I employed strategies such as sourcing raised floor materials from a manufacturer in China, which met the required specifications and ensured on-time delivery. Additionally, I negotiated with the designer to modify the curved edges of the smart glass in the workstation area, reducing manufacturing time and cost.
One significant conflict arose regarding the hand-tufted carpet. The design called for dismantling, cleaning, and repairing the plain carpets and rugs. However, the Royal Clinic refused to reinstall the rugs due to hazard standards. To resolve the conflict, I proposed changing the carpet to a new one with rug patterns integrated into it. This solution satisfied the Royal Clinic's standards while maintaining the designer's concept. ( Win Win situation)
Quality control:
Internal conflicts emerged between the quality control team and the construction team, as quality control measures sometimes slowed down installation due to paperwork approvals. I resolved this conflict by increasing the number of inspectors, dividing the project into zones, and reaching an agreement with the consultant to approve work via email temporarily.
To ensure quality and safety standards, I increased the number of inspectors, assigned each zone to a specific inspector, conducted random checks, and motivated the team with both financial and non-financial incentives.
Faculty of fine arts