PROGRAM MANAGEMENT
PLAN
Dammam & Qassim Logistic Centers
04 Dec 2021
INSTRUCTIONS FOR USE
The present document outlines the PROGRAM
MANAGEMENT PLAN, in accordance with the
Contract requirements during the project lifecycle.
This document may undergo revisions at any time and
if so, the revised document will be issued to all
interested parties & Stakeholders.
Rev. Date Description Written By Reviewed Approved By
00 4-Dec-2022 First Issue Hafiz Hussain PMC Team Essam Adl Hadi
01 N/A N/A N/A N/A N/A
Table of Content
1. INTRODUCTION
2. MAIN REFERENCES AND OBJECTIVES
3. CONTENTS OF A PROGRAM MANAGEMENT PLAN
4. STRATEGY
5. ROLES AND RESPONSIBILITIES
6. SCOPE
7. GUIDELINES
i. Project Schedule Control Mechanisms
ii. Weighting and Earned Value
iii. Timeframe of Design Works
iv. Schedule of Major Approved Materials
v. Schedule of Project Works (Construction)
vi. Schedule of Project Handover Works
vii. Corrective Procedures
8. WORK PROGRESS REVIEW
9. APPENDIX
Client Projects Organization Chart
PMC Projects Organization Chart
Contractor Projects Organization Chart
1. INTRODUCTION
The two Projects are the development of two state of the art medical / pharmaceutical
logistic centers, one located in Dammam and the other in Qassim. The Client
(National Unified Procurement Company - NUPCO) has engaged a Contractor to
design, procure and construct the developments under an EPC Contract. This
signifies that the Contractor has the overall and absolute responsibility of the planning
and management of all phases of the project. The Client has also engaged a PMC
firm (JASARA Program Management Company) to oversee, manage, control and
guide the Contractor. All the documents produced by the Contractor and/or their
design teams will be submitted to the PMC for review and approval, uploading them in
ACONEX. The Contractor will prepare Project Schedule separately for each of the
projects to regulate the construction and management of the whole project from
design & build to deliver & O&M and will submit it to the JASARA PMC/NUPCO
approval. The Contractor’s projects management activities will be overseen by the
JASARA PMC through the guidelines illustrated in this document and the issued
project procedures. This document shall be a reference to the Contractor when
preparing the Program Management Plan as well.
2. MAIN REFERENCES AND OBJECTIVES
This document supplements the Project Execution Plan
(Document No) and the Contract Specifications. It also
makes references to all the project procedures, especially the
procedures regarding the Engineering Review, Periodic
Reporting, Project Plan Implementation, Design and
Construction Management and Close-out.
3. CONTENTS OF A PROGRAM MANAGEMENT PLAN
Project and Program Management Plans contain basic and fundamental information
as listed below:
• Monitor and control the progress of the projects
• Resource, financial and quality plans for the project
• PMC has to identify any task slippage and budget overruns.
• Monitor and track the project activities status to make sure Projects end dates to be
enforced.
• For Projects deliverables, assess the level of success of the project after it has
been closed. Close out procedures are to be move-forwarded to the O&M stage.
The Project Management Plan shall also make clear reference to the resources
planned, to the project WBS, to all project phases (such as design, procurement
construction, testing & commissioning, etc.), to all intermediate and final milestones, to
the project's assumptions and constraints.
4. STRATEGY
Schedule management must account for at least six main Phases. Of these, listed
below. The development of the Schedule occurs during the first two weeks after the
project is awarded to EPC Contractor (that is the project initiation and planning phase)
and approving the baseline by PMC, while the Execution Phase is primarily concerned
controlling baselines, as well as monitoring and controlling the actual schedules
against the baselines.
• Initiation Stage.
• Planning Stage.
• Execution Stage.
• Monitoring, Controlling and Reporting.
• Closure.
• O&M Operations and Maintenance.
Three stakeholders closely and directly involve in this work providing input or using
output:
• Client (NUPCO)
• PMC (JASARA PMC)
• Contractor (CREET)
The Contractor’s Schedule Plan should specify these inputs and outputs. The outputs
will provide information for reports.
5. ROLES AND RESPONSIBILITIES
The Contractor needs to follow the Contract, the
Technical Specifications, Plans, Procedures, and all
Government Laws and Regulations
6. SCOPE
The Contractor to deliver the Projects according to the
Contract Scope of work and client’s requirement of each
project (Dammam LC and Qassim LC)
3. GUIDELINES
i. Project Schedule Control Mechanisms
The Contractor will issue a project schedule within the deadline
indicated in the contract documents. The project schedule will be
updated on a weekly basis and a look-ahead schedule will be issued
with each weekly and monthly report (a two weeks lookahead in weekly
report and a three months lookahead in monthly report). The Project
Execution Plan will identify and describe the mechanisms that the
Contractor will implement to verify and control the project progress. The
Contractor shall decide and communicate the execution approach will
be implemented. It is important not to delay the detailing too much,
otherwise there may not be sufficient time to execute all the necessary
tasks.
3. GUIDELINES
ii. Weighting and Earned Value
In order to measure progress at higher levels than individual activities, the Contractor must define a
weighting system following the instructions of PMC for accumulating progress to higher levels. The weights
will depend on the items being measured. Typical weighting factors applied are:
• For design – number of drawings and/or Man-hours
• For procurement – Cost distribution of different stages such as submittals, approvals, issue POs,
manufacturing/fabrication and delivery at site, PMC will provide weightages to follow for Procurement and
its subsequent stages. Number/ Quantities of required materials could also use in monitoring the
Procurement Phase.
• For construction – Cost distribution weightages that PMC will provide to follow, and resource estimates
that contractor will estimate to execute the work. Quantities and deliverables required to accomplish the
product and project should also use to measure and monitor project status.
In addition, progress status will be checked using clear indicators such as:
• For design – Milestones or document progress
• For procurement – Milestones such as issuance of purchase orders, completion of final inspection and
delivery
• For construction – quantities of elements installed
Applying these measures to the planned schedule and costs gives a Planned Cost S-curve. Applying the
same cost rates to the actual measured progress gives the Earned Value S-curve, and SPI will define the
project current status
3. GUIDELINES
iii. Timeframe of Design Works
In coordination with his Design Quality Management Plan, the
Contractor will program the entire design phase, including
deadlines for drawing and material submissions, Client
approvals, I.F.C. documents, on-site checks and punch-lists,
statutory approvals, intermediate and final document
deliveries, etc. Further, it shall include review periods for
checking details, calculations, special provisions, product
specifications, reports and other design data.
3. GUIDELINES
iv. Schedule of Major Approved Materials
The Contractor will take special care that the project materials, samples,
mock-ups, etc. are prepared and submitted in sufficient time for the
Client to make the necessary approvals and selections or modifications.
In the initial project time program prepared and submitted by the
contractor, the deadlines within which the material and sample
approvals are required from the Client shall be indicated at early stage.
The contractor shall maintain records of such issues in the project’s
issue and action log, and upcoming or urgent items shall be highlighted
in the periodic reports at least one month in advance of deadline.
3. GUIDELINES
v. Schedule of Project Works (Construction)
Most of the project schedule will be concerned with
programming the warehouse building, the infrastructure, and
the external works and site development. The Plan will
indicate how the contractor will approach the construction of
each zone/area and will clearly tie the activities to the
construction specification divisions. Furthermore, it shall
include review periods for checking details.
3. GUIDELINES
vi. Schedule of Project Handover Works
The conclusion is one of the most important parts of any
project and the Program Management plan must pay
particular attention to this aspect. The Contractor’s plan shall
indicate activities, deliverables, processes and resources
dedicated to this phase in order to ensure that all required
items are properly closed-out, including, but not limited to, the
As-Builts, maintenance manuals, warranties, defect
correction, statutory approvals and certifications, functional
testing, staff training and so on.
3. GUIDELINES
vii. Corrective Procedures
Since the projects consist of a large number of complex
activities to complete in a limited period of time, the
Contractor’s Program Management Plan shall also indicate
the corrective procedures to apply in case the project should
be behind schedule. These corrective actions may include,
for example, increasing the resources or reprogramming
specific tasks, or other acceptable methods for correcting the
program.
8. WORK PROGRESS REVIEW (Meetings and Reports)
During the entire contractual period and until the projects are
completed, the PMC and Client will meet periodically with the
Contractor to review project progress. The Contractor will provide the
reports and updated information necessary to permit the PMC and
Client to accurately monitor the project progress. In the Program
Management Plan the Contractor will detail what information will be
provided, and with what frequency. Some of the required information
included, but not limited to:
• Weekly Progress Report including weekly updated schedule
• Monthly Progress Report with Schedule updates
• Lookahead schedules
• Design Status and updates
• Procurement and Material Delivery status
• Risk and Issues log
9. APPENDIX
i. Client Projects Organization Chart
9. APPENDIX
ii. PMC Projects Organization Chart
9. APPENDIX
iii. Contractor Projects Organization Chart
Thank
you