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Cover Page of On job Trancing paper Format

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Evaluation of the Structural Design Management Using Building Information Modeling (BIM) Methods:
A Case Study on Federal Documents Authentication and Registration Agency (FDARA) 4B+G+M+21
Head Quarter Office Building

Submitted to: CPDi

January, 2024
Addis Ababa, Ethiopia

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ABSTRACT
Project scope management is a main function in project management process. Moreover, it is a critical
function because any changes or modifications in scope will cause extra cost on the total project
development expenses. In addition, scope management ensures the successful management of other key
project management areas, including time, cost, and quality. There are six main steps in scope
management process namely; plan the scope, collect the requirements, define the scope, create work
breakdown structure (WBS), validate scope and control the scope. These processes been highlighted in
different scale in project methods and standards
This abstract provides a concise overview of the key insights and lessons learned from the FDARA
4B+G+M+21 Headquarters Building Project, emphasizing the crucial role of effective scope management
in achieving project objectives. The project, characterized by its unique design and complexity, serves as a
compelling case study for understanding the significance of strategic scope management practices.
The study delves into the challenges faced during the project's lifecycle and explores the methodologies
employed to navigate intricate scope dynamics. By examining the interplay between project objectives,
stakeholder expectations, and evolving scope requirements, the abstract highlights the critical decisions
made to ensure alignment with organizational goals and quality standards.

Key lessons learned encompass proactive scope definition, continuous communication, stakeholder
engagement, and the adaptation of agile principles to address changing project dynamics. The abstract
underscores the importance of establishing a robust scope management framework to enhance project
success, mitigate risks, and optimize resource allocation.
The FDARA 4B+G+M+21 Headquarters Building Project serves as a valuable source of insights for
project managers, construction professionals, and stakeholders involved in large-scale, complex
endeavors. By drawing from real-world experiences, this abstract contributes to the ongoing discourse on
effective project management methodologies and their pivotal role in achieving project objectives.

Keywords: Construction Management, High-Rise Building, Building Information Modeling (BIM), Lean
Construction, Project Management, Sustainability, Innovation.

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1. INTRODUCTION
In the realm of complex construction projects, the successful realization of objectives hinges on the
meticulous management of project scope. The FDARA 4B+G+M+21 Headquarters Building Project
stands as a prominent exemplar of intricate architecture and engineering, presenting an opportune case
study to unravel the nuanced dynamics of effective scope management. As the construction landscape
continually evolves, the importance of adeptly navigating scope complexities becomes increasingly
evident. This introduction sets the stage for an exploration into the lessons gleaned from the FDARA
project, emphasizing the integral role of scope management in achieving project objectives.

The FDARA 4B+G+M+21 Headquarters Building Project, with its distinctive design specifications and
multifaceted requirements, poses a formidable challenge for project managers and stakeholders alike. As
the project unfolded, it encountered a myriad of complexities ranging from evolving stakeholder
expectations to dynamic regulatory landscapes. Amidst these challenges, the efficacy of scope
management emerged as a linchpin in steering the project towards success.

This study endeavors to dissect the intricate interplay between project objectives and scope dynamics,
shedding light on the strategies and methodologies deployed to navigate the multifarious challenges faced.
By delving into the experiences of the FDARA project, we aim to extract valuable insights into how
effective scope management practices can serve as a catalyst for achieving project objectives, ensuring
alignment with organizational goals, and delivering a project of unparalleled quality.

As we embark on this exploration, it is imperative to recognize the broader implications of these lessons
for the field of project management, providing a roadmap for professionals engaged in large-scale,
complex endeavors. The FDARA 4B+G+M+21 Headquarters Building Project serves as a living
testament to the pivotal role that effective scope management plays in the successful execution of
ambitious projects, setting the stage for a comprehensive analysis of the lessons learned and their broader
applicability in the realm of project management.

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1.1 Background Information
The FDARA 4B+G+M+21 Headquarters Building Project represents a significant construction initiative
situated in Mexico, Lideta Sub-City. Commissioned by the Federal Documents Authentication and
Registration Agency (FDARA), this project is a key facet of the Federal Government's commitment to
providing state-of-the-art infrastructure to support its operational needs.

The Ethiopian Construction Works Corporation (ECWC), operating within the Building and Housing
Infrastructure Construction Sector, has undertaken the responsibility of executing this ambitious project.
ECWC, with its wealth of experience in delivering diverse construction projects, plays a pivotal role in
ensuring the successful realization of the FDARA Headquarters Building.

The architectural and engineering aspects of the project are entrusted to Yohannes Abbay Consulting
Architects & Engineers, a reputable firm known for its expertise in providing comprehensive design,
oversight, and consultation services. With a focus on marrying functionality, aesthetics, and adherence to
regulatory standards, Yohannes Abbay Consulting brings a wealth of knowledge to the intricate design
and planning phases of the project.

The contractual journey began on September 24, 2020, with the signing of the original contract, and the
site was officially handed over on October 12, 2020. This timeline underscores the commitment to prompt
initiation and underscores the critical nature of timely project delivery.

The FDARA 4B+G+M+21 Headquarters Building Project is not only a physical manifestation of
governmental commitment to infrastructure development but also a complex endeavor that demands
meticulous project management. The challenges and successes encountered during the project's execution,
particularly in the domain of scope management, are poised to offer valuable lessons for the broader
project management community. This study seeks to unravel the intricacies of this unique project,
shedding light on the strategies employed to address scope-related challenges and highlighting the
significance of effective scope management in ensuring project success. Through this exploration, the aim
is to contribute valuable insights that can inform and guide future construction projects, fostering a culture
of resilience, efficiency, and excellence in the realm of project management

The FDARA 4B+G+M+21 Headquarters Building Project assumes additional significance as it serves as a
central hub for the Federal Documents Authentication and Registration Agency. The nature of the
agency's work underscores the critical importance of the facility, making it imperative for the construction
project to align seamlessly with the agency's functional requirements and long-term objectives.

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The choice of Lideta 4B+G+M+21
Sub-City in Mexico as Headquarters
the project locationBuilding
may also bear contextual importance,
considering its potential impact on local infrastructure, community engagement, and economic
development. The construction of a government building in this area could contribute to urban
development, job creation, and overall enhancement of the local landscape.

The collaboration between the Federal Government, the Ethiopian Construction Works Corporation, and
Yohannes Abbay Consulting Architects & Engineers signifies a concerted effort to amalgamate expertise
and resources for the successful execution of a project with multifaceted requirements. Such partnerships
are integral to the realization of large-scale construction projects, facilitating the integration of diverse
skill sets and perspectives.

The initiation of the project against the backdrop of 2020, a year marked by global challenges such as the
COVID-19 pandemic, adds another layer of complexity to the project's narrative. The ability to navigate
unprecedented circumstances and adhere to project timelines in the face of external challenges is a
testament to the resilience and adaptability of the project management team.

As this construction endeavor unfolds, it serves as a microcosm of the broader challenges and
opportunities within the construction and project management domains. By delving into the intricacies of
the FDARA 4B+G+M+21 Headquarters Building Project, this study seeks to contribute valuable insights
that extend beyond the confines of this particular initiative. The overarching aim is to foster a
comprehensive understanding of the complexities associated with large-scale construction projects,
enabling stakeholders, project managers, and industry professionals to draw upon real-world experiences
to enhance future project success

1.2 Problem Statement

Despite the critical importance of scope management in project management, many
projects still struggle to meet their objectives within the defined scope, leading to
cost overruns, delays, and compromised quality. The FDARA 4B+G+M+21
Headquarters Building Project presents a unique case where effective scope
management practices were crucial in achieving project objectives. This study aims
to identify and analyze the challenges and successes associated with scope
management within this complex construction project. By examining the strategies
employed to manage the project scope effectively, this research seeks to derive
valuable lessons that can be applied to future projects to ensure they are completed
on time, within budget, and to the desired quality standards.

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1.3 Objectives
1.3.1 General objectives
 To deliver a well-designed, compliant, and efficiently constructed facility that not only meets the
immediate needs of the FDARA but also contributes positively to the community and aligns with
broader principles of responsible construction and project management.

1.3.2 Specific objectives

 Clearly define and document the detailed scope of the project, including specific requirements,
functionalities, and spatial considerations relevant to the FDARA's operational needs to enhance
communication among stakeholders, ensuring all parties are well-informed and aligned with
project objectives.
 Implement measures to prevent unnecessary scope changes and scope creep, ensuring that the
project stays aligned with its original objectives and requirements.
 Facilitate ongoing and transparent communication with all stakeholders, including the FDARA,
contractors, consultants, government authorities, and the local community, to address concerns,
provide updates, and foster a collaborative project environment.

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[Link] REVIEW
2.1 Introduction
Project Scope Management is a very important function which can impact the level of the project
management success and it is considered one of the most important function that’s need to be
accomplished by project manager [1]. Accordingly, a failure or uncertainty in project scope management
process is directly reflects in the cost, time and quality of the project [2]. The magnitude of the impact can
vary from one project to another, however, it's could
be very significant in mega projects. Many scholars in project management field for many years have
focused in studying project success factors [3]. However, the area of scope management still requires
further exploration and investigations. Therefore, almost all project methodologies consider the scope
management a fundamental element or tool [4].
Project scope management process contains the procedures which confirm that project will be completed
as planed and intended if it is only comprising the required work [5]. Moreover, defining and controlling
the maim components of project scope by illustrating what and is not going to be part of scope is a major
sector of scope management process [5]. It is like a one package used to fulfill the main purpose of the
project. So, it is a comprehensive formulation of a continuous and systematic approach to be used during
the execution phase of a project to complete the project objectives and accomplish the driving business
need [2]. Theses process are divided to six main steps which are; conceptual development, the scope
statement, work authorization, scope reporting, control system Process and project closeout [6].
On other side, Project management institute (PMI) process highlighted scope management as indicted in
Figure 1 which are also in six steps namely; plan scope, create work break down structure, collect
requirement, validate scope, define scope and control scope [5]. This article will use this definition of
scope management as main process because PMI carries the label "Global Standard" on its cover, as well
as it labels itself among other organizations as a "standard and guideline" [7]. In general, there is no
methodologies better than the other, but the degree and level of project analysis acceptance could lead to
select best tool to achieve all targeted goals successfully [8].

Scope management process are key step in project management. These processes are divided in to six
main steps as showed in figure 1. However, defining the scope considered as the main step in these
processes because the scope of the project generally defines the limitations of a given project, chooses
what deliverables are in and what are out of scope of the project and it defines how work will be plan [9]
[10]. There will be an expected level of difficulty in project development process, If there is any shortfall
in shaping and determining the scope of the project in first

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stages of a project’s 4B+G+M+21
life cycle Headquarters
[11]. Therefore, if there is failure Building
in managing the scope it will result as
scope creep. The scope creep is the uncontrolled and unexpected changes in a project which will cause
time and cost overrun in the projects and perhaps the projects are terminated for these overruns [12].

2.2. Overview of Scope Management in Construction Projects

Project Scope Management for construction is an interesting but complex topic where the priorities vary
depending upon which stakeholders are managing the project
Project Scope Management begins early in the project life cycle and evolves constantly during the early
stages. The Planning Process Group is of great significance as the ability to influence cost is greatest in
the early stages of the project, which makes early scope definition critical. Stakeholder requirements as
well as documents such as the contract, drawings, and specifications should be reviewed thoroughly in
scope planning. A scope baselines should be created to aid in tracking and managing changes on a
construction project.
The Monitoring and Controlling Process Group plays a pivotal role due to the potential for extensive
changes on a construction project. These changes can quickly and easily derail a project in ways such as
schedule slippage or cost overruns. Scope validation is an effective process integrated with scope control

As a process, for any projects, Scope shall be defined, monitored throughout the project life time, verified
at completion, and validated upon delivery. This process is applicable for any project management
approaches like Waterfall, Agile, or Hybrid.
Scope management is the process of defining what work is required and then making sure all of that work
– and only that work – is done. Scope management plan should include the detailed process of scope
determination, its management, and its control.
This needs to be planned in advance. The project manager must seek formal approval on a well-defined
and clearly articulated scope. To identify scope, requirements must be gathered from all stakeholders.
Gathering requirements from only a few stakeholders or only the sponsor might lead to the incorrect
definition of scope.
Large projects require more time, efforts and resources to gather requirements and thus define scope is
important. Scope definition helps us to make sure that we are doing all the work but only the work
included in the scope management plan. Gold plating a project (adding extras) is not allowed. Changes in
scope must take into consideration all the knowledge areas of project management such as time, cost, risk,
quality, resources and customer satisfaction. Integrated change management process is required to
approve changes to scope of a project. Continuous monitoring of scope is required to determine what is
and is not included in the project.

o Unofficial: Communications that focus on establishing and maintaining the profile and recognition
of the project and building strong relationships between the project team and its stakeholders using

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flexible and 4B+G+M+21
often informal means. Headquarters Building
o Written and oral: Verbal (words and voice inflections) and nonverbal (body language and actions),
social media and websites, media releases.
2.2.1 Considerations for agile/adaptive environments
In projects with evolving requirements, high risk, or significant uncertainty, the scope is often not
understood at the beginning of the project or it evolves during the project. Agile methods deliberately
spend less time trying to define and agree on scope in the early stage of the project and spend more time
establishing the process for its ongoing discovery and refinement.
Many environments with emerging requirements find that there is often a gap between the real business
requirements and the business requirements that were originally stated. Therefore, agile methods
purposefully build and review prototypes and release versions in order to refine the requirements. As a
result, scope is defined and redefined throughout the project. In agile approaches, the requirements
constitute the backlog.
2.2.2 Importance and benefits of effective Scope Management
Project Scope shall be managed because a project implantation carried out the scope of the project. If the
scope is not managed well, that means, project may not be completed, or may be completed out of its
intended objective, or the project may incur high cost. Moreover, scope management will enable the
Project Manager to manage stakeholders’ expectation. Especially for projects that have multiple
stakeholders like Construction projects, Scope Management is one of the important aspects of project
management.
There a common mistake of mixing requirement and scope. Requirement is a condition or capability that
is necessary to be present in a product, service, or result to satisfy a business need. However, Scope is the
sum of the products, services, and results to be provided as a project. Please refer Key terms in next to get
further understanding. Note that Project Scope and Product Scope are two different but interrelated things

2.2.3 Project Scope Management key terms

 Project Scope: The work performed to deliver a product, service, or result with the specified
features and functions.
 Product Scope: The features and functions that characterize a product, service, or result.
 Project Scope Management: Project Scope Management includes the processes required to ensure
that the project includes all the work required, and only the work required, to complete the project
successfully.
 Project Scope Statement: The description of the project scope, major deliverables, assumptions,
and constraints.
 Scope Baseline: The approved version of a scope statement, work breakdown structure (WBS),
and its associated WBS dictionary, that can be changed using formal change control procedures
and is used as a basis for comparison to actual results.

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 Work Breakdown 4B+G+M+21(WBS): A Headquarters Building
hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project objectives andcreate the required
deliverables.
 Work Breakdown Structure Component: An entry in the work breakdown structure that can be at
any level.
 Validate Scope: The process of formalizing acceptance of the completed project deliverables.
 Verification: The evaluation of whether or not a product, service, or result complies with a
regulation, requirement, specification, or imposed condition. Contrast with validation.
 Verified Deliverables: Completed project deliverables that have been checked and confirmed for
correctness through the Control Quality process.
 Scope Creep: The uncontrolled expansion to product or project scope without adjustments to time,
cost, and resources.
 Project Charter: A document issued by the project initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational
resources to project activities.
 Control Account: A control account is a management control point where scope, budget, and
schedule are integrated and compared to the earned value for performance measurement. A control
account has two or more work packages, though each work package is associated with a single
control account.
 Planning Package: A work breakdown structure component below the control account with known
work content but without detailed schedule activities. See also control account.
 Work Package: The work defined at the lowest level of the work breakdown structure for which
cost and duration are estimated and managed.
2.3 Key Process and Knowledge Area
Project Scope Management includes the processes required to ensure that the project includes all the work
required, and only the work required, to complete the project successfully. Managing the project scope is
primarily concerned with defining and controlling what is and is not included in the project.

The Project Scope Management processes as per PMBOK® 6th Ed are:

1. Plan Scope Management: the process of creating a scope management plan that documents how
the project and product scope will be defined, validated, and controlled
2. Collect Requirements: the process of determining, documenting, and managing stakeholder needs
and requirements to meet project objectives.
3. Define Scope: the process of developing a detailed description of the project and product.
4. Create WBS: the process of subdividing project deliverables and project work into smaller, more
manageable components.
5. Validate Scope: the process of formalizing acceptance of the completed project deliverables.
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6. Control Scope: 4B+G+M+21
the process Headquarters
of monitoring Building
the status of the project and product scope and managing
changes to the scope baseline.

The above Figure provides an overview of the Project Scope Management processes.
The Project Scope Management processes are presented as discrete processes with
defined interfaces while, in practice, they overlap and interact in ways that cannot be
completely detailed in the PMBOK® Guide.

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[Link]
The methodology employed in this study involves a combination of qualitative and quantitative research
methods to comprehensively explore and analyze the FDARA 4B+G+21 Headquarters Office Building
Project. The research design integrates document analysis, interviews, and statistical methods to gain a
holistic understanding of the project's scope management practices, challenges, and successes.

Participants or Subjects:
 Project Stakeholders:
Key individuals representing the Federal Government Building Construction, FDARA, Ethiopian
Construction Works Corporation (ECWC), Yohannes Abbay Consulting Architects & Engineers,
subcontractors, and other relevant stakeholders.

 Project Management Team:

Project Manager Eng. Matiyas Kebede and other members of the project management team responsible
for overseeing the construction and scope management aspects.
 Construction Crew and Subcontractors:
Individuals involved in the construction process, including engineers, architects, laborers, and
subcontractors directly contributing to the project's implementation.

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Duties in Construction Scope Management:
 Project Manager (Eng. Matiyas Kebede):
 Scope Definition: Clearly define the project scope in collaboration with stakeholders.
 Change Management: Oversee the formal process for evaluating, approving, and implementing
changes to the project scope.
 Communication: Establish effective communication channels to ensure stakeholders understand
the defined scope and any changes.
 Risk Management: Identify and address potential risks associated with the project scope.
 Continuous Monitoring: Regularly monitor project progress to ensure alignment with the defined
scope.
 Importance: The project manager plays a pivotal role in ensuring that the project scope is well-
defined, changes are managed effectively, and risks are mitigated, contributing to overall project
success.
 Work Execution Service Team Leader (Eng. Seid Yemer):
 Scope Verification: Verify that the work executed on-site aligns with the agreed-upon scope and
specifications.
 Communication: Maintain open communication with the project manager and other team members
regarding on-site scope-related challenges and progress.
 Change Management: Report any potential scope changes promptly and participate in the change
management process.
 Importance: The work execution team leader ensures that construction activities on-site adhere to
the defined scope, contributing to the overall quality and success of the project.
 Engineering Service Team Leader, Contract Administrator (Eng. Mulualem Birmeta):
 Contract Administration: Administer project contracts, ensuring compliance with scope-related
terms and conditions.
 Change Management: Participate in evaluating and approving changes to the project scope from
an engineering and contractual perspective.
 Communication: Collaborate with the project manager, work execution team, and subcontractors
to address scope-related issues.
 Importance: This team leader ensures that engineering aspects align with the contract, playing a
critical role in mitigating scope-related risks and changes.
 Engineering Service Team Leader, Planning (Eng. Danayt Tadesse):
 Project Planning: Develop and maintain detailed project schedules and timelines, incorporating the
scope of work.
 Continuous Monitoring: Monitor progress and identify potential delays or deviations from the
planned scope.
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 Communication: 4B+G+M+21
Collaborate with otherHeadquarters Building
team leaders to ensure integrated planning and alignment
with the overall project scope.
 Importance: The planning team leader ensures that project activities are well-coordinated, adhere
to timelines, and align with the defined scope.
 Finance & HR Support Team Leader (Ato Solomon Alemu):
 Budget Control: Manage project finances, ensuring adherence to budget constraints related to the
project scope.
 HR Management: Oversee human resources, ensuring the team possesses the necessary skills to
deliver within the defined scope.
 Communication: Collaborate with the project manager to align financial and HR strategies with
the overall project scope.
 Importance: This team leader contributes to the financial and human resource aspects, ensuring
they align with the project's defined scope and constraints.
 Property & Procurement Administration Support Team Leader (Ato Anduamlak Shigaz):
 Procurement Oversight: Oversee procurement processes, ensuring timely and cost-effective
acquisition of materials within the project scope.
 Property Management: Manage project property, including equipment and material inventory, in
alignment with the defined scope.
 Importance: This team leader ensures that the project has the necessary resources within the
defined scope, contributing to overall project efficiency.
 IT & Network Work Installation Team Leader (Ato Asasahegn Girma):
 IT Integration: Oversee the installation and maintenance of IT infrastructure and network systems
within the project scope.
 Communication: Collaborate with other team leaders to address IT-related requirements and
ensure alignment with the project scope.
 Importance: This team leader ensures the seamless integration of IT systems into the project
infrastructure, contributing to overall project functionality and success.
Success Criteria in Construction Scope Management:
o Adherence to project timelines and completion within the agreed-upon duration.
o Effective budget control, preventing cost overruns.
o High stakeholder satisfaction through open communication and issue resolution.
o Efficient collaboration and coordination among project team members.
o Project deliverables meeting or exceeding quality standards.
o Successful verification that all project deliverables align with the agreed-upon scope before project
closure.
o Documentation of lessons learned for continuous improvement in scope management practices.
3.1 Data Collection Procedures:
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ETHIOPIAN CONSTRUCTION WORKS CORPORATION
Issue No: 1 Document Title: Achieving Project Objectives Page No.
through Effective Scope Management: Page 15 of 22
Lessons from the
Document Analysis:FDARA 4B+G+M+21 Headquarters Building
Thorough examination of project documents, contracts, project plans, change orders, and any other
relevant written materials to understand the evolution of project scope, agreements, and modifications.
3.1.1 Interviews:
Interview on achieving Project Objectives through Effective Scope Management for project team
members and to find out if there were any exceptional practices and problems. Project managers,
engineering team leader (planning engineers and contract administer), work execution team leader with
their members were selected for interview. Furthermore, finance and HR support team leader and property
and procurement administration support team leader were interviewed to obtain general information about
achieving Project Objectives through Effective Scope Management of the projects.

Data gathered from the interview supports the study in addition to the available limited number of
researches works.
Conducting semi-structured interviews with key project stakeholders, including the project manager,
consultants, and representatives from ECWC and subcontractors. These interviews will explore
experiences, challenges, and strategies related to scope management.

3.1.2 Site Observations:

On-site visits to observe the construction progress, assess adherence to defined scope, and gather real-time
information on any scope-related issues or modifications. This approach provides practical insights into
the project dynamics.

Project Overview: The FDARA 4B+G+21 Headquarters Office Building Project, managed by the
Ethiopian Construction Works Corporation (ECWC), was subject to an on-site visit to assess construction
progress and scrutinize adherence to the defined scope. The focus was on gaining real-time insights into
any scope-related challenges and modifications.

Scope Confirmation: The project's comprehensive scope, encompassing main building construction, site
work, guardhouse, power house, and fence installation, involves various trades and disciplines. The
confirmed scope includes earthwork, concrete work, masonry, metalwork, wood, plastic, and composites
work, thermal and moisture protection, openings, finishing, specialties, plumbing, heating, ventilating, air
conditioning (HVAC), electrical, and communications and electronic safety and security installations.

The FDARA 4B+G+21 Headquarters Office Building Project currently faces significant challenges that
demand immediate attention. Firstly, issues related to poor workmanship, such as segregation and an
unclear surface of the casted structure, alongside the wastage of concrete during casting, have been
observed.

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ETHIOPIAN CONSTRUCTION WORKS CORPORATION
Issue No: 1 Document Title: Achieving Project Objectives Page No.
through Effective Scope Management: Page 16 of 22
Lessons from the
FDARA
These defects require 4B+G+M+21
thorough Headquarters
inspection and Building
corrective measures to uphold construction quality.
Secondly, the absence of essential management plans, including those for scope, communication, and
stakeholder management, highlights a critical gap in project governance. Proper documentation and
strategic planning are vital to guide the project effectively. Additionally, the project is experiencing
cashflow issues attributed to price escalation, leading to a halt at the 4B+G+M+4TH floor.
Collaborative efforts with stakeholders, particularly the finance and procurement teams, are imperative to
address these cashflow challenges promptly and prevent further project delays.

The insights gathered from interviews with key project team members, including the Work Execution
Service Team and Engineering Service Team, emphasize a consensus that there have been no significant
scope changes. However, challenges related to formwork have been identified.

Addressing these challenges and implementing comprehensive management plans are crucial steps
towards ensuring the successful completion of the FDARA 4B+G+21 Headquarters Office Building
Project. Regular monitoring and proactive measures are essential for mitigating risks and enhancing
overall project success.

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ETHIOPIAN CONSTRUCTION WORKS CORPORATION
Issue No: 1 Document Title: Achieving Project Objectives Page No.
through Effective Scope Management: Page 17 of 22
Lessons from the
FDARA 4B+G+M+21 Headquarters
4. RESULTS Building
AND DISSCUSTION
4.1 Results
Interview Results Validation: The chart summarizes the interview results from key team members,
emphasizing consensus on no major scope changes. However, challenges related to breasting of formwork
were acknowledged by the Work Execution Service Team. Carpenter (2) reported some changes post-
formwork execution in the meeting hall area.
Interview Results:
Scope
Team/Position Change Challenges/Issues
Work Execution Service Team Leader No Breasting of formwork
Work Execution Service Team (Site Some changes after formwork execution in
Engineer) No meeting hall
Work Execution Service Team (Foreman) No No scope change
Work Execution Service Team (Gang
Leader) No No scope change
Carpenter (1) No No reported issues
Some Changes after formwork execution in
Carpenter (2) Changes meeting hall area
Carpenter (3) No No reported issues
Engineering Service Team Leader (Contract
Admin) No No reported issues
Engineering Service Team Leader
(Planning) No No reported issues
Finance & HR Support Team Leader No No scope change
Finance & HR Support Team (Team
Member 1) No No reported issues
Finance & HR Support Team (Team
Member 2) No No reported issues
Property & Procurement Admin Support
Team Leader No No scope change
Property & Procurement Admin Support
Team (1) No No reported issues
Property & Procurement Admin Support
Team (2) No No reported issues

In the course of interviews conducted with key participants involved in the FDARA 4B+G+21
Headquarters Office Building Project, several crucial insights emerged regarding the project's scope and

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ETHIOPIAN CONSTRUCTION WORKS CORPORATION
Issue No: 1 Document Title: Achieving Project Objectives Page No.
through Effective Scope Management: Page 18 of 22
Lessons from the
FDARA
associated challenges. 4B+G+M+21
The Work Headquarters
Execution Service Building
Team, comprising various roles such as team leader,
site engineers, foremen, and carpenters, unanimously reported no significant changes in the project scope.
However, they did highlight challenges related to the breasting of formwork, indicating potential
difficulties in the execution of this particular construction element.

Similarly, the Engineering Service Team Leader, who also serves as the Contract Administrator, conveyed
that there have been no reported alterations to the project scope from their perspective. This consistency in
reporting no scope changes was echoed by the Engineering Service Team Leader responsible for planning
activities within the project.

The Finance & HR Support Team, crucial for the financial management of the project, also reported no
observed scope changes, suggesting a stable scope environment from their standpoint. This alignment was
further reinforced by the Property & Procurement Administration Support Team, who similarly
communicated that there have been no reported modifications to the project scope under their purview.

Collectively, the interview results depict a current project status characterized by a lack of reported scope
changes across various key teams involved in the FDARA 4B+G+21 project. Nevertheless, the challenges
highlighted by the Work Execution Service Team, specifically related to breasting of formwork,
emphasize the importance of addressing construction-specific issues to ensure the project's successful
progression.

Observation Summary: The on-site observation aligned with the structured interview results, confirming
that there were no significant scope changes reported by the project team. The scope remains intact,
covering various construction aspects.

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ETHIOPIAN CONSTRUCTION WORKS CORPORATION
Issue No: 1 Document Title: Achieving Project Objectives Page No.
through Effective Scope Management: Page 19 of 22
Lessons from the
FDARA 4B+G+M+21 Headquarters Building

1
0.8
0.6
0.4
0.2
0 000000000000000

Scope Change Challenges/Issues

4.2 Discussion

Scope Management Deficiency: The identified lack of availability of scope management plans reveals a
potential gap in the project's foundation. The absence of these crucial plans may have contributed to
challenges such as poor workmanship and issues related to the formwork. A well-documented and
communicated scope management plan is essential for providing clear guidelines, minimizing
uncertainties, and enhancing the overall quality of the construction process.

Financial Impact: The reported cashflow issues due to price escalation present a significant concern for
the FDARA 4B+G+21 Headquarters Office Building Project. Financial challenges can have a direct
impact on the project's ability to proceed smoothly and may lead to delays or even project suspension.
Addressing these issues promptly is imperative to ensure the project's financial stability and mitigate the
risk of further disruptions.

Stakeholder Collaboration: The collaboration and communication between stakeholders, especially with
finance and procurement teams, emerge as crucial factors in overcoming the identified cashflow
challenges. Engaging with these key stakeholders is essential to developing effective solutions and
implementing measures to secure the necessary resources for project continuity. Timely and transparent
communication can foster a collaborative environment and facilitate proactive problem-solving.

Lessons for Future Projects: The challenges and lessons learned from the FDARA 4B+G+21 project
emphasize the importance of implementing comprehensive scope management plans and proactive
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ETHIOPIAN CONSTRUCTION WORKS CORPORATION
Issue No: 1 Document Title: Achieving Project Objectives Page No.
through Effective Scope Management: Page 20 of 22
Lessons from the
FDARA
financial monitoring 4B+G+M+21
in construction [Link] Building
Documented and well-communicated scope management
plans can serve as a roadmap for project teams, guiding them through potential challenges and
uncertainties. Additionally, a proactive approach to financial monitoring and risk management is crucial
for identifying and addressing cashflow issues promptly, preventing delays, and ensuring the successful
completion of future construction endeavors. These lessons underscore the significance of thorough
planning, effective communication, and continuous monitoring in the construction project management
process.

The absence of documented scope management plans in the FDARA 4B+G+21 Headquarters Office
Building Project highlights a significant deficiency in the project's foundational framework. This
oversight may have contributed to challenges such as poor workmanship and issues related to the
formwork. A well-defined scope management plan is crucial for providing clear guidelines, minimizing
uncertainties, and enhancing the overall quality of the construction process. Addressing these deficiencies
in scope management practices should be a priority for the project team to ensure a more structured and
effective approach to project execution.

Furthermore, the reported cashflow issues due to price escalation pose a substantial risk to the progress
and timely completion of the project. Financial challenges can directly impact the project's ability to
proceed smoothly, potentially leading to delays or even project suspension. It is imperative to address
these financial concerns promptly to ensure the project's financial stability and mitigate the risk of further
disruptions. Stakeholder collaboration, particularly with finance and procurement teams, is crucial for
finding solutions to these cashflow problems. Engaging with key stakeholders facilitates the development
of effective strategies and ensures the availability of necessary resources for the project's continuity.

In light of the challenges encountered in the FDARA 4B+G+21 project, several lessons emerge for future
construction endeavors. The importance of comprehensive scope management plans cannot be overstated,
as they serve as a roadmap guiding project teams through potential challenges and uncertainties.
Additionally, a proactive approach to financial monitoring and risk management is essential for
identifying and addressing cashflow issues promptly. These lessons underscore the significance of
thorough planning, effective communication, and continuous monitoring in the construction project
management process, ensuring the success of future projects in the face of diverse challenges.

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ETHIOPIAN CONSTRUCTION WORKS CORPORATION
Issue No: 1 Document Title: Achieving Project Objectives Page No.
through Effective Scope Management: Page 21 of 22
Lessons from the
FDARA 4B+G+M+21 Headquarters Building

5. CONCLUSION AND RECOMMENDATIONS

5.1 Conclusion
In conclusion, the FDARA 4B+G+21 Headquarters Office Building Project reveals a complex scenario
where challenges in workmanship, absence of crucial management plans, and cashflow issues due to price
escalation have surfaced. The observed defects in workmanship, such as segregation and an unclear
surface of the casted structure, demand immediate attention to maintain construction quality. Furthermore,
the absence of essential management plans, including scope, communication, and stakeholder
management, underscores the need for strategic planning to guide the project effectively.

The interview results with key project team members consistently indicate that there have been no
significant scope changes, highlighting a degree of stability in the project's objectives. However,
challenges related to formwork have been identified, emphasizing the importance of addressing
construction-specific issues promptly. The cashflow issues, stemming from price escalation, pose a
substantial risk to the project's progress, necessitating collaborative efforts with finance and procurement
teams to ensure timely resolution and prevent further delays.

Lessons derived from the FDARA 4B+G+21 project underscore the critical role of effective scope
management, comprehensive planning, and proactive financial monitoring in achieving project objectives.
These lessons are valuable for future construction projects, providing insights into how challenges can be
mitigated and success factors enhanced. Moving forward, the project team should focus on resolving the
observed workmanship issues, implementing necessary management plans, and collaboratively addressing
cashflow challenges to ensure the successful completion of the FDARA 4B+G+21 Headquarters Office
Building Project. Regular monitoring, adaptive strategies, and stakeholder collaboration remain crucial for
navigating the complexities of large-scale construction projects.

5.2 Recommendations:
Formwork Quality Control: Address the challenges identified by the Work Execution Service Team
related to breasting of formwork. Implement stringent quality control measures to enhance formwork
execution.
Documentation Improvement: Despite the absence of reported scope changes, emphasize the importance
of maintaining thorough documentation of all project management plans, ensuring comprehensive records
for future reference.

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ETHIOPIAN CONSTRUCTION WORKS CORPORATION
Issue No: 1 Document Title: Achieving Project Objectives Page No.
through Effective Scope Management: Page 22 of 22
Lessons from the
FDARA 4B+G+M+21 Headquarters Building

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