PROJECT

MANAGEMENT
MATERNITY HOSPITAL
PROJECT

DONE BY: EMAN ABUALFAILAT

HALA ABUFARES
LINA ABOJARADEH
PRESENTED TO NAMAA QUDAH

PROJECT INDEX
1.Project Description
2. Stakeholders
3. Project Charter
4. Work Break Down Structure
5. Gantt Chart
6. Network Diagram

Project Description
Project title

Farah Maternity Hospital

Brief Project
Description

A modern and technologically advanced 100-bed Maternity hospital that takes into
account the importance of incorporating nature in healthcare design. Using the latest
technologies in information systems and with the top maternity surgeons on its staff, this
hospital aims to be the leading Maternity hospital in Jordan.

Location
Area
Project
Program

Al-Hakem An-Nisabouri St. Dahiet Al-Rashid, besides Islamic Scientific College

2400 m2
Emergency Surgical Wards- Laboratory Radiology Wards - Birthing Suites Administration

Stakeholders
ATCCO
Project manager:
Eng Hala Abufares

ARABTECH
JARADANA
Jordan
Engineers
Association

Project leader:
Eng. Eman
AbuAlfailat

Inpatients
Outpatients
Visitors
Medical Staff

Dr. Zaid AlKilani

Landscape:
MK
Associates

owner/client

architects

approval
committee

contractors

users

Design

Approval

Realizing

Use

quality
reviewers

developers

indirect

Technical
Designer

Neighborhood

Requirement
primary
stakeholders

Zain Al-Kilani
Head Surgeons
Investors
MEMCorp
DME Products

specialists

Healthcare
Development: HDP
Arabtech

Constructors : Ammoun
Jordan construction

Business advisers:
Arab Advisors Group

Information advisors:
Ministry of Information and
Communications Technology

Faris & Faris

Architects
SIGMA

Subcontractors

Emmar Real
Estate Property
Developer
Manages the
development from gaining
planning permission,
obtaining the land and
managing the Contracting
of any ground works and
building necessary.

Service Team
and Staff

PROJECT CHARTER

SCOPE

Build a modern and welcoming Maternity Hospital that is distinctive

from the existing hospitals. The concept uses connections
between the different masses.

Goal: Build a leading Maternity Hospital in Jordan

Objectives:
- Introduce a greener environment for healthcare buildings.
- Establish experiential, natural, and physical connections for
the users.
- Apply the latest in medical planning.
- Apply the latest state of the art technology for the labs and
surgical departments.
CONSTRAINTS
- Proximity of site to a private
school and residential area.
- Site Dimensions (the elevation
facing the street has the
smaller dimensions)
- Lack of skilled workers to
implement angled design
- Difficult construction of
cantilevers and connecting
bridges

Deliverables

Planning
- Prepare general info

report
- Site
selection/analysis
- Regulations and
legislations
Documents
- Case Analysis
- Functional Planning
- Feasible studies and
feasibility report

Design

ASSUMPTIONS
- The plot of land is empty and is
easy to dig- saving time and
money
- Finishing materials will get
cheaper in winter
- Labor will be cheaper in the
winter
- Finish earlier than the set
deadline due to longer working
hours
- Export ready plants for the
landscaping

Execution

- Conceptual drawings -Enabling works (site

- Preliminary drawings setup)
- Design development - Excavation
- Foundations casted
drawings
- External site work
-Final technical
( Parking, Landscape,
drawings
Hardscape, Roofing,
(construction,
Building finishes)
electrical, mechanical) -Internal Works
(Electrical, Mechanical,
finishes)

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Closing
-Check
Snagging
-Site clear up
-Performance
Evaluation
-Project
Documentation

Medical equipment planning

Information Technology planning
Design, Construction and Interior fitting of:
- Mass 1 (5 floors): Morgue- Emergency Department
- Surgical Department Lab Staff Area Cafeteria
- Mass 2 (8 floors): ICU- Lab- Wards- Admin
- Mass 3 (7 floors): Reception- Visitor Core Waiting AtriumBirthing Suites- Wards
50 car Parking Lot
Landscape design of all terraces/ green roofs/ middle open
atrium
-Total Land Area: 4400 m^2
-Floor Plan Area: 1800- 2400 m^2
Time: To be built within 20 months
Cost : Land: 2 million
20 000 JD per bed- 100 bed 2 Million for Construction
10 Million for total cost

Project Milestones

Proposed
Date

1. Completing the Planning Phase

30/4/2017

2. Finish all of projects technical drawings

31/07/2017

3. Begin the Foundations

31/10/2017

4. Finish entire construction phase with internal

works.

30/06/2018

5. Finish site cleanup and hand over the project

31/08/2018

Actual
Date

WBS

Maternity Hospital

Planning

Design

Execution

Closing

General Info

Conceptual

Enabling
Works

Site Clear-up

Site
Selection/Analysi
s

Preliminary
Design

Excavation

Snag Checking

Regulations
and
Legislations

Design
Development

Foundations

Project
Documentation

Case studies

Final Technical
Drawings (electrical,
construction,
mechanical)

External Works

Functional
Planning

Feasibility
Study

Tendering

Internal Works

Performance
Evaluation

Detailed WBS
Construction

Enabling
Works

Foundations

External
Works

Site Access

Excavations

Roofing

Electrical

Mechanical

Internal

Foundations

Building
Finishes

Wiring

HVAC

Partitions

Sanitary
Fittings

Floors

Site Survey

Site Setup

Steel works

Landscape

Internal
Works

Electrical
Appliances
Installation
Circuit
Breaker
Installation

Paving

Ceilings
Plumbing
Finishing

Car Park

Detailed WBS
Planning and Designing

Feasibility Study

Design and Engineering

Technical

Legal

Architectural

Structural

Economic

Operational

Mechanical

Electrical

Schedule

Market

Interior Design

Quantity Takeoff Report

Financial

Cultural

Resource

Gantt Chart

Milestones
Meetings

Critical Path

Critical Path
Critical Path

Project duration : 19 months

Float

Total Slack

Net Work Diagram : Planning

2

Function Planning

0
0
start

0
0
1
General Info
0
1
1

0
end

Case Study

Site Selection

Feasibility

Regulations

Critical path : Start General Info Site Selection Function Planning Feasibility-End
Phase Duration: 4 months
E FLAOT LS
S Activity
EF
LF
DURATION

Net Work Diagram : Design

1

Technical Drawings

0
0

0
0
start

0
0
1
Concept
0
1
1

0
end

Tendering

Design Development

Preliminary Design

Critical path : Concept Design Development -Tendering End

Project duration : 4 months
E FLAOT LS
S Activity
EF
LF
DURATION

TRAX JO (FOOTBALL
PLAY FIELDS).
PROJECT

PROJECT INFORMATION:
Project name: Trax Jo

(football play fields).

The client: Ali Al Dawood
The consultant company:
DARB-Design Associates
and Research Bureau
The contractor : Bushra
Company
Total Project Duration :
from Nov 1st 2015December 22nd 2016
Location: king abdullah
street
Closed Area : 200 m2
Total Area: 5000 m2

WHY THIS PROJECT

Its a small project which will allow us to understand the main
reasons behind the delay that happened.
The project life time is short too, this will let us understand
the time schedule easily.
We worked at this project in our training we had the chance
to see every problem, delay, changes in the project and how
every side in the project (contractor, consultant, client,
suppliers, inspectors, engineers) deals with them, And how
that effect the cost and timeline.

PROCUREMENT STRATEGY:
TRADITIONAL
In The Project :
The client choose the
contractor in the
tendering phase, the
contractor was
recommended by the
sister company.
The consultant designed
the project and was main
advisor to the client.
The consultant was a
delegate of the client at
site.
There were other
subcontractors that client
brought.

PROJECT ACTION PLAN

Resear
ch and
Analysi
s stage

Conce
ptual
design
stage

Conceptual design stage

Preliminary
design
stage

Design
developme
nt permit
stage

Working
drawing
stage

Tender
stage
stage

Preliminary design stage

Constructio
n stage

Controllin
gg stage
stage

Project
Project In
In
Use
Use

Design development permit stage

Controlling stage

Tender stage

Construction stage

Controlling stage

Project In Use

THE PROJECT TIME

MANAGEMENT:
The project proposed duration : from November 1st 2015- May 7th 2016 (AL most 6 months)

The project supposed duration : from November 1 st 2015- June 4th 2016 (AL most 7 months)

The project actual duration is: from November 1st 2015- December 22nd 2016
( almost 11 months )

The November 1st 2015 is not when the execution starts its the tender
date, the execution date is February14th 2016
The proposed duration was 189 days and the actual duration was
327 days, the delay is 42% of the whole duration
The supposed duration was 217 days in comparison with the actual
one, the delay is 33% of the whole duration

THE REASONS BEHIND THE

DELAY :
Because of the clear delay we need to search for the causes
behind it :

1. THE CHANGES IN THE

REQUIREMENTS OF THE TENDERING
CONTRACT:
The first proposed
project schedule
(Gantt Chart):
The schedule that
was proposed in the
tender, it was only
for the construction
phase.
It was supposed to
end in may 7th 2016
The first 2 months
they were waiting for
the approval to start
working
The chart doesnt
have any float,
critical bars

The project after

increasing in the
tendering contract
requirements:
The finishes
(interior, the
building exterior)
were added to the
contract
The chart were
developed (float
and critical bars
were added) to fit
with the new
change
The newest chart
wasnt modified to
be actual with the
newest delays

2.THE CONSTRUCTION AND

WINTER SEASON
In order to know better about the project and its problems we
got the chance to interview an Architect at DARB company,
Arch. Omar Ghneim
He told us from the daily reports that the rainy days that they
couldnt work in was 28 days (almost a month) which make it
13% from the supposed duration and 8% from the actual
duration
Ramadan had a effect in this project because the duration is
short, for that a month with less working hours made a
difference

3.THE CLIENT CHANGES:

Example 1:a change the client wanted, was to change the

places of the fields in order to got the two football fields next to
each other. It is a good change but the timing was wrong, he
asked for the change after starting the leveling of the fields

Example 2:the flooring of the exterior area was supposed to be Ajlouni

stone finish but the client determined to change the finishing into concrete
finishing but the problem was that when he asked for the change the area
was single size casted and the changing in the finish changes the level of
the casted single size

4.BAD SUPERVISION BY
THE CONTRACTOR:

THE RESULTS OF THE

DELAY

COST MANAGEMENT
We couldnt have any papers about the whole cost of the project
But by talking with the Arch. Omar Ghneim, he answered a lot of our
questions.
70000 JDS was the clear cost overrun which is 13% from the total project
cost
All of these losses the client take it but the contractor will be asked about
every delay day, but there is a limit that protect him in the contract
In the tendering contract the project total cost was 460 thousands JD
(Without the interior cafeteria)

At the end of the project the cost was almost 520 thousands JD
(not forgetting the summer seazon that the client had missed )