PMP

Document No. 2785-00-PL-0012, Rev.
02 Page1of66
~
LControlled j I * Copy '
~
ASTAD Education City Pr ~ ct Project Execution Plan
I u dat 30/0412013

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AST AD
PROJECT
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AST AD Education City Project

Project Execution Plan
for
Qatar Faculty of Islamic Studies (1873)
Contract No.: ASTAD/C CS/002

Document No.: 2785-00-PL-0012 Revision No.: 02

Issue Status: For Revf w & Approval Project Phase: Construction

Check d by: Approved by:

Nam Janette Rosendo Mohamed Farag
David Roebuck

Job Titl Planner

Sign~ture
/j

-'i"
'~
(

Date 30 April, 2013 30 April, 2013 30 April, 2013

Copy No:
1
Issued to: AST
This document is a controlled copy when the Holders name i~ ir RED INK

"1iis document i.: conjidentilll to and the property of QATAR fi"OVNDATION (PO BOX 1777, DOHA. QA1' R). Copyright and all tntellecuau
properly right ownership is reserved by QATAR F01 :VDAT/ON and the document is issued Ofl the conditim th t ii is not copied. reproduced,
retained or discloser to a~v unauthorizedperson, eililer wholly or in part wuhout tile prior wriuen consent of QATAR FOUNDATION.
Document No. 278&-00-PL-0012, Rev.02 Page 2 of 66

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ASTAD Education City Project -Project Execution Plan
Issue date 30/04/2013

Project Execution Plan Index
Section

1.0

1.1

1.2

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

11.0

12.0

13.0

14.0

15.0

16.0

17.0

17.1
Description

Document History Log
Controlled Copy Issue Log
Introduction
Reference Documents

Abbreviations, Terms and Definitions

Project Description

Scope of Services

Construction Management Objectives
Organization and Responsibilities (RACI)
Programme I Schedule Management
Cost Management and Control

Communication Management

Risk Management
Quality Management
HSES Management
LEED Compliance
Document Control
Control of Records
Contracts Management & Administration

Change Management

Related Documents

Appendix A: Louis Berger Organizational Chart
Page No.

3

3

4

4

4

5

7

12

13

20

24

28

30

35

53

57

60

62

63

64

65

66
Page 3 of 66 Document No. 2785-00-PL-0012, Rev.02
ASTAD Education City Project - Project Execution Plan
I ue date 30/0412013

Document HISTORY LOG:

Document No. Rev. lssu Date Purpose of Issue Revised
No. sections
-
1873-00-PL-0001 00 29/05/2012 For review and approval

General,
1873-00-PL-0001 01 14/01/2013 For final approval Sec.5.1, 5.3. 17,
Appendix-A
--
1873-00-PL-0001 02 30/04/2013 For final approval General
--
,.

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'---- -- -

Controlled Copy Issue Log:
This document has been issued in a controlled manner to the following recipients:
(In the event of a revision, the parties listed below will automatically be issued with the updated version)
Copy Company Representative
No. Name
1 AST AD

2 Louis Berger

3

4

5

I
6

7

8

9

10

11
Copy Company Representative
No. Name

-
Document No. 2785-00..PL-0012,Rev.02 Page 4of 66
ASTAD Education City Project -Project Execution lan
Issue , te _ .:" 013

1. INTRODUCTION

This docum nt provides t e Execution Plan for ASTAD's Education City Projects of Group ", including
the following:

Group C:
CMCS5
Qatar Faculty of Islamic Studies

This Project Execution Plan shall be reviewed for continuing suitability not more than six (6) months or
when major changes to the Project are implemented.

1.1 Reference Docum nts

The following d cuments were consulted and used as reference, for the preparation of this Project
Execution Plan:

Appendix A of the Contract, Scope of Servi"
Louis Berger Quality Management Plan

1.2 Abbreviations, Terms and Definitions
The following abbreviations apply to this project:

CMCS
EIA
EOT
LB
NCR
QF
RFI
SOR
VO
RFIT
AFI
ocs
WBS
SSR
HSES
SVR
CPM
QMS
PQP
RACI
EOT
KPI
QCS
Construction ManagemenUConstructlon Supervision
Environment Impact Assessment
Extension of Tim
Louis Berger
Non-Conformance Report
Qatar Foundation Request for
Information Surveillance
Deficiency Report Variation
Order
Request for Inspection/Testing
Areas for Improvement
Observation Comment Sheet
Work Breakdown Structure
Site Surveillance Report
Health, Safety, Environment, Security
Safety Violation Report
Critical Path Method
Quality Management System
Project Quality Plan
Responsible Accountable Consulted and Informed
Extension of Time
Key Performance Indicator
Qatar Construction Standards
Page Sof 66 Document No. 2785-00-PL-0012, Rev.02

2. PROJECT DESCRIPTION
A.STAD Education City Project - Project Execution Plan
------------------- ------- ----- ---

The Development comprises Projects of Qatar Foundation located within Education City, and the following
other locations in Qatar:
(i) Al Kher; and
(ii) Doha Industrial Area.

Under the I < ership of it Highest Authorities, atar Foundation has commissioned the construction of a
series of r 1 ots to provide the State of Qatar with world class facilities at Education City and in various
other locatlons in and outside Doha, Qatar.

2.1 Development Background

Qatar Foundation for Education, Science and Community Development (QF)
Qatar Foundation was founded in 1995 by His Highness Sheikh Hamad Bin Khalife Al-Thani, Emir of
Qatar. QF is a non-profit organization and is dedicated to promoting the arts, sciences and educational
needs for younger generations. Qatar Foundation has commissioned the design and construction of
Education City. Doha, Qatar in order to provide a fully integrated educational development of international
status.
Education City

Education City combines the existing Qatar Academy (Junior Schools) with other important educational,
commercial, social and cultural facilities, such as universities, science and Technology Park, convention
centre, teaching hospital, an equestrian centre and various sports facilities.

The aim is to create, in phases, a unified and complete campus in which each phase will be taken over by
faculties and students as it is completed. The Education City development will provide a first class
education, producing highly trained professionals in management, information technology, engineering,
arts and medicine.
A number of world renowned institutions are already in operation within the Education City complex.
These include Weill Cornell Medical College, Texas A&M University, Carnegie Mellon University, Rand
and Virginia Commonwealth University.

Other such research and development institutions will be incorporated within the Science and Technology
Park. A number of other future developments, such as the Al Shaqab Equestrian Centre, Specialist
Teaching Hospital, Residential Quarters, a Sports Academy and a Golf Course are planned for Education
City. These facilities are either in the process of construction or in the planning and development stages.

Project Location

Education City is a mixed use development currently occupying an area of approximately 800 hectares.
The development is located in the Al Rayyan area of Doha, some eight kilometres west of the center of
Doha, Qatar.

North and South Campuses

The site of Education City is split into the North Campus and the South Campus. Al Luqta Street runs
east-west through the site and acts as the divisional line between the two campuses.

The existing Al Luqta Street is currentty being upgraded to an expressway wit grade separated
interchanges and will then be renamed as the Dukhan Highway. This road will then provide a key
strategic route through the site of Education City, connecting the city of Doha to the east and the town of
Dukhan to the west.

The North Campus Is bounded by Al Gharaffa Street to the east, residential development to the north and
predominantly unoccupied land to the West.

The South Campus Is contained by Al Huwar Street and Al Rayyan Al Jadeed Street to the east and
south, respectively.
r Document No. 2785-00-PL-0012 Rev.02 Page6of 66
ASTAD Fducation City ~ ~ >j ~t - Project Execution Plan

Heritage sites
Within the Education City site. there are a number of historic buildings, ancl nt relics, and monuments
connected to significant periods In the history of Qatar, including batUes hi~h occurred in the .area
marking the end of the Ottoman presence in Qatar. Qatar Foundation inten s to maintain these historic
sites and integrate their presence into Education City.

2.2 Louis B rger Projects

Qatar Faculty of Islamic Studi s

The Qatar Foundation is undertaking the development of the Qatar Faculty of Isl mlc tudies (hereinafter
referred to as QFIS) in the southern zone of QF's Education City campus. The UFI.:> fs a facility that will
provide classrooms, seminar rooms, auditorium, library, prayer areas, offices and support spaces for
students, faculty, staff and guests.
Page 7 of 66
ASTAO Education ~it} Project - rruj ~Execution Plan
ate 30/04/2013
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3. SCOPE OF SERVICES

3.1 Role of Loui Berger

Louis Berger is to perform the role of Construction Manager/Supervision Consultant for the Education City
Project. The principal objective is to manage the Works in order for the project to be delivered on time, within
budget and to the required quality. Louis Berg r will endeavour to identify and resolve the issues which have
delayed progress to date and to establish the pr ~ect processes resulting in successful project completi in.

Louis Berger shall integrate, manage, coordinate, admil i t rand facilitate the execution of the projects
within the overall development. Louis Berger shall review and challenge when necessary the technical
response made by ARUP taking into consideration the project objectives. Louis Berger will also conduct
overall planning of the services as stipulated in the contract. Louis Berger in consultation with ASTAD will
conduct periodic technical and quality audits on contractors involved in the projects.

3.2 Protect Organization I Key Elementsof Construction Management

The framework of the Louis Berger Project Organization is defined, but not limited to, by the following key
elements of Construction Management:

Construction Supervision
Project Submlttals Management, Review and Approval
Project Scope Management
Cost Management and Cost Estimating
Schedule and Time Management
Integration and Interface Management
Communications Management
Quality Management
Risk Management
Human Resource's anagement
Project Constructi r Materials and Resources Management
Document Management
Contracts Management and Administration
Initiative and Innovation.
Health, Safety, Environment and Security Management
Change Management
Procurement Management

3.3 Design Responsibility

Louis Berger is not responsible for the design portion of the work, except, as may elsewhere be
specifically provided for in the contract or as may be mutually agreed by the parties in writing, however
Louis Berger shall be responsible for maintaining records, review and update of design drawings and
other documents in terms of incorporating all authorized changes or revisions

3.4 Scope of Each Construction Stage

Technical Operations is a fundamental constituent of the Program Management Team, where Pre
construction, Project Controls, Construction, Post-Construction and Defects Liability are covered by
Functional Managers backed up by a pool of resources and by coordination with a team of
Project/Construction Managers and their Assistants. Given below is a brief description of each of those
fundamental Project Components:
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3.4.1 Pre-Construction Management
------- -------- -----------

Construction Management I Construction Supervision Plan

This contains detailed method statements and procedures on how Louis Berger will manage each stage
of construction. It involv s development and implementation of such procedures on construction
administration, project qualit).: management, rr [ect HSES management and construction document
control.

Louis Berger shall pay special attention during the review process to Constructability Reviews for all
projects within the scope to avoid problems during construction. This will assist in maximizing the use of
available construction knowledge in planning, engineering, materials, building systems, procurement. and
on site operations. Louis Berger shall draw upon the expertise of staff with considerable experience in
construction and local conditions from a pool of technical resources available to the project team. The
review shall include but not b . limited to:

Assessment of construction technology, resources and contracting strategies with implications to
the project schedule and budget.
Impact on Adjacent neighbourhoods
Construction Phases
Staging Areas and Decontamination Areas
Cost saving through standardization of construction details, elements and technology.
HSE review to ensure Health, Safety and Environmental measures implemented during and after
construction.
Assessment of sustainability implications on LEED projects.
Review and approval of construction submittals.
Managing the Contract between the Client and the Contractor.

Construction Tend r Revi and Award/Contracts

There is currently only one project where Construction Tender Review and Award applies which is the
Health and Wellness Facilities.

3.4.2 Construction Stages

The CMCS Team shall carry out and establish a system for implementing Construction Management
Tasks during the following construction stages:

Mobilization,

Material and Equipment Delivery,

Construction and Installation,

Inspection, Testing and Commissioning,

Handing Over

Closure

Demobilization

Services provided shall cover but not b n limit to the foJlowing:

Project Management and Administration

Construction Supervision, Inspection and Quality Reviews

Project Quality Plan including QC and Testing

Project Construction Planning and Scheduling

Construction Document Control

Construction Submittals Control and Administration
Document No. 2785--00-PL-0012,Rev.02 Page 9 of 66
ASTAD Education ~it 'roject - Project Ex cution Plan
I /04/2013

Coordination and Communication ManagerPAf"lt

Claims Prevention and Management of Var ~ +-i Orders and Change Orders

Variation/Change Management

Documentation Control

Construction Risk Management

Time/Schedule Management

Cost/Budget Management

HSES Management

Commissioning and Testing

Project Close Out

Sit Sup rvi ion and Inspection

Louis Berger wifl supervise, inspect and direct the contr ctor's work on it .. This b to ensure that
contractors fulfil e terms and conditions of the contract including provlslons of quality, cost and
schedule. Supervi ion and inspection shall include a thorough check of the quality and accuracy of all
architectural, structural, mechanical, civil and electrical works done by the contractors, ensuring
compliance and consistency with approved construction drawings. bills of quantities, specifications,
method statements and the requirements of the contract.

Quality R vi w

Louis Berger Sr. Construction Manager, supported by the r ~ . QNQC Engineers shall be
responsible for control of the quality of the Contractors work. Following the Project Quality Plan (PQP)
as an important constituent of the CMCS Plan, and LB procedures for Non Conformance Reporting,
Inspection, Testing and Management Reviews. LB's Chief Construction Manager shall perform
numerous duties including but not limited to:

Manage and oversee the res luti in of conflicts regarding drawings and contracts.
Monitor contractor's compliance with procedures and contract clauses.
Perform Random and Scheduled Site Inspection and Audits.
Manage Testing of material and equipment to verify quality of work,
Maintain records for all test results,
Monitor daily inspector's reports and Site Supervision reports to ensure conformance with project
contracts and procedures.
Issue Non Conformance Reports (NCR) and follow up on Corrective Action Reports (CAR),
where needed.

Construction Submittafs

Louis Berger will manage and control submittals such as RFl's, Shop Drawings, Material Submittals,
etc. using customized procedures or as may be prescribed by the Client. Review, approval,
distribution and control of submittals are covered in the procedures.

Variation/Change Management

Louis Berger has developed a ChangeNariati .n Management procedure to manage changes or
variations that may arise during the construction stage. These changes may be related to designs,
RFls raised, unforeseen problems or field changes. These may or may not lead to claims.

Although an effective process is in place, Berger shall endeavour to reduce variations by addressing
problems at an early stage. The primary goal shall be to maintain construction schedules, address
Page 10 of 66 Document No. 2785-00-PL~0012, Rev.02
I ue date 30/0412013

problems and mitigate any commercial impact by identifying potential problems and proposing
alternative solutions. Contract variations will be administered in cases where variations are approved.

Tim /, chedule Management

Louis Berger Sr. Construction Manager shall ensure that construction is followin, the construction
schedule set forth in the contracts or any approved recovery schedule.

He shall also review the detailed construrnon schedule as provided by the Contractor and
comment based upon by the Loui rger slt supervision to ensure meeting all applicable
milestones and interfacing between v ri s nm ..ts.
The detailed construction schedule review shall iclu e a r vi of logistics, long lead
equipment. man power, a site supervision, and construe ion logic.
The Sr. Construction Mana .r shall use the Project Scheduler to update, analyse schedules and
resolve physical progress is ues as required during the contractor payment application process.

Commissioning and Te ting

Jis Berger shall ensure that all Contractors' m 11issioningand testing works are in full compliance
with the project requirements and to the satisfaction of the client. Berger, as a minimum shall do the
following:

Develop a Master Close Out Checklist
Develop a defects list to be agreed with the client and the design Louis Berger and that all
defects shall be rectified by the contractor in a timely manner.
Coordinate and Conduct Final Inspections
C nd ct Start-up 1 sti 1 . Berger shall ensure that operations and maintenance personnel
p rtir. ates In final te tin of utilities, operational systems and equipment.
Ensure that O&M Trainings are conducted by contractors
Coordinate with Local Authorities during commissioning and handover periods.

3.4.3 Post Construction - Certification & Handover

Project Specific Factors to be con idered

Records of Material Test Results.

Records of Soils compaction for sub base material.

Records of handover of HVAC, Elevators, and Control Panels/moms.

Inspection records of Utility Line connection to buildings.

Inspection records of Concrete and Structure members with test results.

Quality Control and Document Control documents for Fixture and Furniture installation and test
results.

Quality Control and Document Control documents for pertinent landso rir features.

Inspection records of furniture, fixtures and equipment for public buildings.

Contract Close-Out Document

The contractor shall produce appropriate certification records including supporting documents, and "as
built" details to demonstrate contract compliance and submit to LB for review and approval. The
contractor shall propose their method of compiling the certification and appropriate documentation.
Unless otherwise agreed by Berger, records and checklists will state the acceptance criteria.

Hand-Over Packages shall be prepared by the contractor and shall include Qua ity related documents,
Construction Records, Operation and Testing Manuals, Supplier Data Books, Testinb and Commissioning
reports, as built drawings and Project close out report.
Document o. 2785-00-PL-0012, Rev.02 Page 11of66
ASTAD Education City Project - Project Ex c1tti n Plan
I ue date . ~: 013

The Contractor shall compile and maintain all construction inspection and test records and dsta. An index
file shall be maintained by the Contractor of all acceptance certificates and shall be transmitted to LB
upon completion of the Work. This shall include all supporting information, test records and engineering
data. Certification, as required by the contract. shall be presented for materials, equipment and items
incorporated as pennanent materials for the Work.

The Contractor shall raise punch lists at appropriate inspection and acceptance stages to record work
that has not been completed correctly or is outstanding. Defects identified during the inspection and
listed on the Punch Ust will also require NCRs to be raised, other than for minor defects/items.
Additionalf defects on open NCRs applicable to the Contract works being inspected must be recorded on
the Punch List.

The hand-over of all inspection and test documentation shall be completed prior to the issuance of
Provisional or Final Acceptance Certificates. A hard copy certificate shall be produced to an agreed
Contractor format for all inspections and tests undertaken. The certificate will be endorsed by the
appropriate responsible representati e of the Contractor and endorsed by Berger where Berger has
expressed the intent to witness th<> in pection, testing and ~mmissioning activities.

Records shall be retained for a period of 10 years or otherwi . as Agreed upon by the Client following the
expiry of the Defects Liability Period for the whole of the Works.

3.4.4 Defects Liability/Warranty Period

Project Specific Factors to be considered

Warranty Documents and frequent inspection HVAC System, Control rooms.

Warranty Documents and frequent inspection Electric System, Control Panels.

Warranty Documents and frequent inspection on Landscape and Hardscape elements.

Warranty Documents and frequent inspection on furniture, fixtures and equipment.

Frequent and periodic maintenance of Mechanical, Electrical elements by Contractors

Defects Liability

Careful management of project handover/close-out is an important component of Project Management.
Using Berger procedures, Construction Manager shall rvereee th completion of works during the Defect
Liability Period and ensure the collection of all requl - "As- uilt", operations and maintenance manuals
and guarantees before issuance of completion certificates an onal payments.

As et anagement Support

Upon Project Completion, all As-Built Drawings and Operation and Maintenance Manuals provided by the
respective ntractors will form the basis of a proper Monitoring/Maintenance and Asset Management
System. Loui Berger Construction Manager shall also prepare a set of customized procedures to
compile those documents with commonly accepted Asset Management practices to cover different
aspects.

In case of complex Asset Management Tasks agreed upon with the Client, the LB Sr. Construction
Manager by coordination with the client shall prepare and implement appropriate procedures for
outsourcing this service.
Page 12 of 66 Document No. 2785-00..PL-0012, Rev.02
ASTAD Educatior ~iti Project - Projer.l Ex ution Plan
I~ u , 0/04/2013

4. CONSTRUCTION ANAGEMENTOBJECTIVES

The key project objectives are to:

Deliver the Works to ASTAD's stated requirements - on time, within budget and to the specified
quality.
Build and develop high quality relationships with Qatar Foundation AST AD and their nc mlnnted
representatives tc un irstand their needs.
Develop a culture within the wider project team which encourages the speedy resolution of issues
as they arise in order to continue the forward movement of the project towards its stated goals.
Ensure compliance with ASTAD's design guidelines; the proj ct will be constructible by known
techniques and with available materials, labour and equipment within an acceptable tim eframe,
Work with supply chains and their suppliers to provide the best value of service
1hilst
promoting
best practices and continuous improvement.
The project should be completed at the minimum cost for the purpose intended at the best value for
money.
The use of engineering, project development and constructk n management skillc to provide a
value-added solution to the level of quality and program specified.
Achieve a high level of safety and environmental compliance in accordance with the Louis Berger
HSES Plan.
Comply with all legislation relevant to the impact of LB's operations on all stakeholders, the public
and the environment.
Encourage individual and team development and where necessary, train the team to better enable
them to perform and meet their objectives.
Ensure timely submission of Louis Berger deliverables.
Promote a teamwork environment within all the Project Stakeholders.
The Project will be designed and constructed to meet relevant local authority requirements,
conform to generally accepted engineering standards and avoid endang ;rin~ the health and safety
of construction workers, operators of the project and the general public.
Ensure that the project shall not adversely affect the environment or the wellbeing of affected
communities.
Ensure that the project, when properly operated will be economical in its consumption of energy.
Document No. 2785-0()..PL--0012,qe .02 Page 13 of 66
ASTAD Education City Project - Project ExE"Cutl n Plan
Issued te ' - _ >013

5. ORGANIZATION and RESPONSIBILITIES

5.1 Team Setup and Identification of Project Disciplines

Th Lr uis Berger CMCS Team can be summarized under the following Disciplines/Categories, hence
formlru 7 groups/clusters of manpower constituting the Program Management Team:

External Support Team: LB provides external support to secure a smooth project start up and
compliance with client requirements, scope of work, LB olici sand procedures and method statement.
The Executive Management Committee is to support Project Progress and foltow up with the client on
Program needs and comments. The committee shall be intermittently involved in Program Progress and
feedback by the Senior Construction Manager on site.

Proj ct and T chnical Core Managem nt Team: The roject and Technical Core Management
Team shall be in charge of following up with all Program con tituents/operations and integrating same for
the purpose of securing smooth operations. The team shalJ consist of the Sr. Construction Manager,
Claims Manager, LEAD, Document Controller, Planning Manager and Construction Manager support.
This Core Management Team shall overs. discipline managers with their support staff and will be
respon ible for reviews, supporting other disciplines in preparation and Award of Tender Package if
required and all associated services. It shall collate all input required from other teams such as Schedule
from Cost and Planning, and Techr ical Input from Construction and Post-Construction Teams to prepare
robust contracts. This team will also assist in Claims Management and Contracts Administration.

The Technical Team shall assist in Risk Mana ernent, Contracts Management, Construction
Inspection/Site Supervision, Contract, Warranties, C .rtificates and Guarantees to ensure continuity of
institutional knowledge for each contract.

Construction Inspection/ Sup rvision Team: This team will be responsible for Construction
Management. Site Supervision and Inspection to cover quality control for different construction operations
and commissioning/hand over of completed project components as described in Appendix A. This team
in association with Project Controls and the Technical Team will also prepare Contract Close out
Documents including as-builts, O&M manuals, Handover Reports, warranties and shall provide asset
management after construction during the period of Defects/Liability as described in Appendix B.

Cost and Planning (Project Controls: Schedule. Budget and Document Control) : to cover
Schedule Control, Budget/Cost Control, Document Control, Reporting (Hard Coples for weekly and
monthly reports and Website Reporting). Louis Berger shall also establish and maintain management
information and project control systems to monitor and forecast work schedule, through collecting,
recording progress and related issues. These systems shall provide an efficient project coordin tio and
control tool, offering a quick an efficient system to:

Determine and 1i h ight critical path elements as work progresses;

Recognize work that must be completed in series to prevent overly optimistic scheduling;

Identify physical progress against planned progress for each identified work package;

Forecast completion dates;

Forecast future work conflicts.

Quantity Surveying and Contract anagement

The certification of the contractor's payments is a multifaceted task undertaken by Louis Berger. The
Resid&nt Engineer assisted by the Quantity Surveyor and the Planning Engineer shall record each item in a
master payment quantity book. Each item of work shall be measured in the field in place and the
information shall be recorded on the daily inspection report. Separate calculation sheets shall be
completed as necessary for these reports, and attached to quantities record book for reference. The
monthly payment estimate shall be prepared by the Quantity Surveyor who shall compare the estimate to
the quantities book, and if the contractor amounts are less or equal to the record d data, payment shall
be approved and a payment summary on the standard Client form prepared and signed by the Resi ent
Engineer recommending the payment amount.
DocumenNt o. 278~0~PL-0012R, ev.02 Page 14of 66
ASTAD Education City Project - Projeci Execution Plan
Issue dat 30/04/2013

The master listing of tests and certifications prepared as part of the scheduled review shall be correlated
to each quantity Item to preclude payment before receipt of certificates or test results. Each certification
or test report shall be filed under each respective quantity item number and noted in the quantltles record
book. A standard system of rounding off quc.. 1titfes shall be documented and countersigned by the
contractor.

Below is a graphic showing the communi atlo is between L i ~ Berger, ASTAO, Contractor and
Consultants.

~ Louis Berger
External Support
t Team j

Transmittals-MOM-E-mail

Letter-Reports

----- -Internal

. Sifo~
~ _ Proje_ct Team_ _

on f ct on
Services / Inspection
Team
Construction 'r
Services / Inspection
Team ,
..... - a-~ - _.. --
I
.....
and t t
1 Mana_gerflent
QS and Contract
1

~ ~~ana~emcn_!, ="

5.2 M npowerHistogram

The Manpower Histogram shows man month per month per discir line of the Services consistent with the
Execution Plan. The S Curve representing cumulative man month for all Disciplines of Services shows
the Program Manpower utilization shape.

It ls important to note the following:

a. The S Curve Is flat towards the end, as the Program tends to have a gradual c m letion phase,
as Post-Construction Phase lasts for a year beyond the end of the latest construction packag .
b. The S Curve has a steep start towards the front, as the Program tends to have a sha start "Vith
some packages starting from day one due to the majority of projects already oeing in the
construction phase and the fast-track nature of the overall program.
Page 5of 66
Document No. 2785-00-PL-0012. Rev.02
lssu da 30/04/2013

Construction Management and Construction Supervision Services for
Qatar Faculty of Islamic Studies
Mobilization Plan
Document No. 2785-00-Pl-0012. Rev.02 rage 16 of 66
lssu date 30/0412013

5.3 R sponsibilities

The key roles within the Louis Berger Construction Management Tearn are summarized below:

Sr. Construction anager

Provide single point accountability to the Client via ASTAD's Construction Manager;
Manage project scope, time, cost and quality;
Implement and manage project-wide control systems and procedures;
Formulate strategy plans;
Provide consistency of approach;
Provide general leadership and guidance;
Monitor performance against agreed targets;
Liaise with the Claims Manager to ensure any Site Instructions I Variations are being costed
correctly;
Monitor quality reporting and address any issues with the ASTAD Construction Manager;
Review and advise on amendments to contractor's programs;
Review the Contractor's progress reports and provide comments, where necessary;
Monitor site progress reporting;
Assist in the preparation of monthly reports;
Monitor project risks and opportunities and propose appropriate actions to maximize project
outcomes;

Construction anag r Support

Function as Sr. Construction Manager or RE, as needed;
Report to the Sr. Construction Manager;
Review and approve the contractor's key personnel;
Review design documents to identify possible procurement savings and I or buildab"fity issues;
Manage Construction activities and provide general interface between contractors;
Monitor progress and site resources;
Monitor and manage the performance of the contractors and advise the Sr.
Construction Manager of key Issues;
Review of the contractors construction methodologies and ensuring the contractors abide with
agreed methodologies
Reviewing and approving contractors' material submittals in accordance with approved design
documents;
Reviewing the Contractors' method statements for any staging issues or potential overloading of
structures;
Reviewing and approving As Built documentations for completeness;
Assist in the preparation and update of Risk Register
Implement QA procedures and ensure the delivery team understands the requirements;
Adopt a leading role with respect to LB's Quality and HSES procedures and provide assistance to
the team If required;
Page 17 of 66 Document No. 2785-00~L-0012, Rev.02

Resident Engineer

Reports to the Sr. Construction Manager
Review and approve the contractor's key personnel for hi" project;
Review design documents to identify r. sible procurement savings and I or buildability issues;
Manage Construction activities and provirt general interface between contractors;
M nltc progress and site resources;
Monitor and manage the performance of the contractors and advise the Senior Construction
Manager of key issues;
Review of the Contractor's construction methodologies and ensuring the contractors abide with
agreed methodologies
Reviewing and approving contractors' material submittals in accordance with approved design
documents;
Reviewing the Contractors' method statements for any staging issues or potential overloading of
structures;
Reviewing and approving As Built documentation for completeness;
Assist in the preparation and update of the Risk Register for their respective project;
Implement QA procedures and ensure the delivery team understands the requirements;
Adopt a leading role with respect to LB's Quality and HSES procedures and provide assistance to
the team if required;
Prepares contractual letters in response to correspondences received from the Contractor or Design
Consultant.

QA/QC Engine r

Establish the PQP and procedures for complying with corporate and project specific quality
requirements and communicate to the construction management team;
Review contractor's quality plans for compliance and adequacy;
Monitor the performance of contractors against their a roved quality plans, project documents,
method statements, ITP's and recognized good practice;
Advise the Sr. Construction Manager of any issues which impact compliance of project
documentation;
Identify non-conformities and propose remedial action;
Issue Non-Conformance Report (NCR) and propose remedial action;
Track Non-Conforman Reports (NCRs)and ensure timely close out of actions;
Facilitate and carry o int mal and external audits;
Assist the Sr. Construction Manager with preparation of weekly and monthly reports;
Coordinate project level management review meetings to ensure the continuing suitabiJity, adequacy
and effectiveness of the management system

Claims anag r

R ports to the Sr. Construction Manager
R view and agree on Contractor's rates
Assess and negotiate Contractor claims
Assist in preparation of monthly cost reports
Review Contractor's risk analysis
Liaise with individual project teams, especially QS's for project updates
Assist in resolving any cost/budget related issues that arise with esign consultant or contractor
Claims control and prevention
Document and process variation orders
Page 18of 66 Document No. 2785--00-PL-0012, Rev.02
ASTAO EdlH" ti n '.;ity rr'>j~ -Project Execution Plan
lssu date 301 4/20" 3

Senior Quantity Surveyor

Reports to the Claims Manager
Develop financial control and reporting procedures;
Prepare cash flows for th Client;
Define overall constructior ietrgef' budgets;
Provide input into value engineering and risk analysis;
Monitor, control and report on project costs;
Advise the Client on contractor claims and payments;
Maintain variation land EOT registers;
Prepare monthly interim payment certificates;

Planning Manager

Establish the Baseline Programme;
Review programme updates against the Baseline Programme;
Provide planning I programme advice to LB's management;
Develop, monitor and update the delivery programme no less than fortnightly;
Attend programme meetings chaired by the Sr. Construction Manager;
Advise the Sr. Construction Manager on the time impacts of instigating a change request;
lmple ant progress monitoring, evaluation and reporting;
Provide inp t to the Risk Register maintained by the Deputy Construction Manager.
Oversee the earned value process
Oversee time impact claims analysis
Provide support and mentor Project Planners.
LEED anager
Reports to the Senior Construction Manager
Review and approve the contractor's key LEED sub-contractors stated goals and LEED strategies
for his project;
Review design documents to identify possible procurement savings and I or buildability issues
related to LEED;
Manage LEED submittal activities and provide general interface between contractors and designers;
Monitor progress and site activities related to achieving LEED goals;
Monitor and manage the performance of the LEED sub-contractors and advise the Senior
Construction Manager of key issues;
Review of the Contractor's construction methodol i and ensuring the contractors abide with
agreed methodologies as relate to LEED goals and activities.
Reviewing and approving the LEED portions of the contractors' material submittals in accordance
with approved design documents:
Adopt a leading role with respect to LB's LEED procedures and provide assistance to the team if
required;

Executiv Seer tary

Assist the Construction Management Core Team
Provide secretarial services to site management;
Manage site administration;
Procure consumables;
Create and maintain staff leave I absence register;
Maintain meeting schedule;
Page 19 of 66 Document No. 2785-00-PL-0012, ~ev.02
lssu dale 30/04/2013

Responsibility Assignment

Based on the scope of services and responsibiliti s, the Louis Berger Construction Management Team
will be sized and its organization structure will be appropriate for the following:

Each project has a Resident Engineer and a CMCS T- am reporting to the Sr. Construction
Manager who will carry single point r. ponsibility for delivering its objective being technical, HSES,
Quality, commercial, cost or schedule.
Assign and optimize use of resources to be deployed by the call off consultants such as cost
consultant, etc. and create the best harmony amongst them.
Key relevant personnel from Education City, Jf available, will be integrated into the project
organization for efficient interfaces.
Monitor performance of sub-consultants, contractors and any other contracting parties, and ensure
that they fulfil their obligations under the contracts the Resident Engineer will not duplicate any
work that contractors/consultants/call off people are obliged to deliver to Louis Berger.
Contract Administration: The activity of fulfilling the role of Sr. Construction Manager under the
Professional Services Agreement {Contract) and administering all contracts between the sub
consuftants, contractors and ASTAD;
Contract Management: The activities relating to all other aspects of the contracts including
providing advice to the Client, reviewing design deliverables, facilitating the resolution of technical
issues, contract coordination, construction management, site supervision I inspection, monitoring
performance and meeting with and reporting to the Client.
The Core Team will develop and maintain the processes, systems and tools for construction
management and make them readily available to the Resident Engineers to enable them to
administer their work responsibilities.
The Core Team functions will provide the service of integrating the input from each work area to
establish the overall project monitoring and reporting.

RACI Matrix

An Internal RACI Matrix has been developed by LB CMCS Team to identify individual responsibilities of
each member of the roject Team. Refer to Appendix 8.
Page 20of 66 Document No. 2785-00PL-0012, Rev.02
A.STAD Education Cit.: roject - Project Execution Plan
I e dat 0/04/2013

6. PROGRAMME/SCHEDULE MANAGEMENT

6.1 Overall Execution Programme

Louis Berger plans to complete the services within the overall duration as outlined in the following Project
Execution Plan, and acknowledges that activity durations are indicative and that adjustments may be
required during finalization of specific constructior tender execution programmes. Louis Berger further
notes that where float is apparent within the Execution Plan, ASTAD shall own that float. Louis Berger
does not assume any entitlement to the utilization of such float, unless otherwise instructed in writing by
AST AD.

CONTRACT EFFECTIVE DATE:
CONTRACT COMPLETION DATE:
1 May 2011

31May2013

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Page22 of 66
ASTAD EduM Oor. City Project ~ Project Exe--ltio Plan
Issue date 3
1
12013

6.2 Schedule Management

Baseline Schedule

At the completion of th initial Value Engineering and Risk Management exercises, the master schedule
will be saved as a basefine against which future updates will be measured. This baseline will also be
used as part of the Earned Value Analysis process.

The baseline schedule must include:
Primary schedule submissions required to be made by the Contractor to the Resident Engineer
Permits required from statutory authorities
Design deliverables plan
Long lead time procurement Items and ear1ytrade specialties
Construction deliverables designated as to urgency, magnitude, and potential impact to project
schedule.
Interfaces for dependencies between projects

The integrated Master Schedule baseline is the project's target schedule and is utilized to evaluate
current progress on a summary basis. When variances occur due to such factors as a modification in
Project scope or a restriction by external influences (such as permitting), the current version of the
schedule Is submitted to ASTAD, for approval as the new target baseline. Delays are held as negative
variances against the baseline until the matter has been reviewed with ASTAD and a recovery plan is
developed or new baseline target schedule is authorized. If a new baseline is required a change in the
configuration management system may be recorded.

Detailed Construction Schedul

After the award of a Construction Contract Package, the summary schedule previously developed by the
Resident Engineer and the P anning Engineer for this scope of work is superseded by the schedule
developed by the construction contractor, and included with the most recent Contractor Schedule - and
included with that update. The new schedule with the added work package must fall within the time
envelope established by the Contract Documents. The Contract Documents specify the level of detail for
the contractor's scheduling submittal as appropriate to the size of the contract package. This schedule is
summarized into the master schedule and a baseline is recorded. Summary activities In the DCS will
correspond to activities in the master schedule. The construction schedule will progress each month by
the contractor based on data received from its own staff and from its subcontractors. The level of detail
required by contract permits the Planning Engineer to assess monthly progress. All progress is measured
against a previously approved baseline.

Targ t Compari on
A comparison of the Contractor's monthly progress a ain t its anticipated progress can be made to
determine if productivity is being matntained. A companson of the current schedule to the integrated
master schedule will determine if the Contractor is ahead of, on, or behind schedule and if the project
completion dates are still achievable.

Issue Highlights
A forecast of those activities that are. or may become Issues t at c mid impact the tin Jy completion of
the project will be submitted. Those matters that require ASTAC's in ut will be note ith associated time
allowance prior to having an impact on the schedule.

Recommendations
Issues identified from the monthly analysis will be accompanied by recommendations for a course of
action for resolution.
Document No. 2785-00-PL-0012, Rev.02 Page ?3af 66
ASTAD EdL e1fr r City Project -Project Execution Plan
Is ue date 30/04/2013

Contractor CPM Sch dul
Louis Berger will imple t proc ur s for the analysis and approval of the Contractor's schedule
submissions, and, in a diti n, will r view and analyze updates provided by the Contractor. Louis Berger
will measure as-planned versus actual performance throughout the project. comparing the Contractor's
schedule with the integrated master schedule. Upon receipt of the Contractor's cost- and resource
loaded CPM schedule, LB will provide analysis and recommendations for acceptance or rejection. LB
verifies that the Contractor's schedule logic is appropriate and conforms to the project phasing scheme
and all intermediate milestones. Values assigned for labor and cost must be rea on 1b e with minimal
front-loading. The pay application will be based on the schedule of values which is an integral part of the
CPM network submitted by the Contractor.

Extension/Impact Analysis
Time Extension information will be clearly documented and maintained as part of the project record. Data
should indicate if the extension is required, has been granted, is pending or has been denied. This
information Is a critical component of the claims management process. Calculating the extent of a delay
is accomplished through a time estimating procedure that utilizes networking techniques to pinpoint,
isolate, and quantify the time impact of a specific critical delay and determine its relationship to past or
current delays.

Recovery Schedules
When a Contractor is lagging behind schedule due to lack of performance, ASTAD may direct the
Contractor to recover at their cost. When this occasion arises, Louis Bergers Sr. Construction Manager
will inform the Contractor to recover any lost time. There may be other times when Louis Berger may
recommend that a Contractor be directed to recover lost time due to delays, which are not the result of
the Contractor's lack of performance. These directives are usually part of a change order whereby the
Contractor Is compensated for this action based on proof of additional expense to accomplish the
accelerated work.
When these instances occur, and a project is behind schedule, Louis Berger's Planning Engineer and Sr.
Construction Manager ca review the remaining schedule to determine opportunities for lost time
recovery. The critical activities and specific durations of these activities should be reviewed to determine if
some form of re-sequencing of the activities can produce the time beinq sought for recovery. Additi rial
time may be made available by reducing duration of certain activities by increasing manpower or by
employing additional or equipment, or increasing the number of shifts.
Louis Berger will employ as many of the above discussed scheduling techniques to assure that every
effort is being made to complete the construction phase of projects within the original contract time.
DocumenNt o.278~-PL-0012, Rev.02 Page 24 of 66
ASTAD Education Cit) r roject - Project Execution Plan

7. COST ANAGE ENT AND CONTROL

All Tasks and Activities included in the Project Schedule shall be cost loaded and shall be monit red by
the team for the purpose of Cost Control, Risk, Contingency Management, Cash Flow Distribution and
respectiv cost control implications of various mo ifications.

In general, Louis Berger shall provide the following, cost management and control, services to the client:
Cost Estimating and Advice
Measurements from drawings and on-site including preparstl n of BOQ's1 all in accordance with
Qatar's Standard Method of Measurement
Preparation of monthly interim valuati ns incorporating amounts to be retained for NCR's, if any
Preparation of monthly Cost Report . i ,luding updates of projected cash flows
Review, validation and cost evaluation of any variations

Preparation and evaluation of Change Requests and assessment of returned submissions for
cost impact
Preparation of BOQ's (pric d and unpriced) for Change Requests and Variations with all
supporting documents such as, but n t limited to, rate analysis, vendor's quotations, drawings,
etc.
Analysis of EOT Claims for advice on impact of costs in accordance with ASTAD's Claims
Management and Prevention Policy
Advice on and management of contractual claims
Contract cost and payment administration and advice on any contractual matters

Preparation of monthly Variation Log incorporating all change requests/variations/claims with
costs for each of LB's Project
Evaluation o Design Consultant's and/or Contractor's sub ni' ions for Change Requests,
Variations, Claims for each of LB1s Projects
Advice on liquidated damages
Preparation and recommendations of Final Accounts
Analysis, review and advice on the release of retention monies
Issue of Final Valuation

Cost/Budg t ana ement at D ign Stage

Louis Berger shall engage the services of a Senior Cost Controller to take full responsibility for cost
management and quantity surveying throughout the construction period. Prior to contract award, the Sr.
Cost Controller will get all initial estimates, plans and reports from the Design Consultant, cost estimator
or surveyor to be used as inputs to cost management in the next stages of construction.

Cost/Budget anagementat Pre-Construction

LB's Sr. Cost Controller shall provide assistance to client on preparation of tender documents and on
answering tendering inquiries. He shall review works/services. specifications and drawings and provide
inputs in matters relating to cost management and quantity surveying. He shall also participate in the
tendering process, prepare cost plan, and cash flow forecast for the project.
Page 25 of 66 Doc iment No. 2785-00-PL-0012, Rev.02
Issue date 3 !04/11J13

Cost/Budget anagement during Construction and Post Construction

Louis Berger sh::ill provide the following Cost Management services during the construction stage:

Atten lck Off Meetings
Calculat and assess value of works
Establish a cost reporting system
Prepare BOQs for ChangeNariations
Assess all progress payments
Negotiate, with Client, all variations and other cost matters
Ensure all required bonds and insurances are in place
Validate and make recommendations for interim payments
Provide Cost Estimates
Analyze Extension of Time Claims
Prepare Monthly Financial Statements

Cost/Budget Management at Completion/Post-Construction

Louis Berger responsibilities as follows:

Recommend payments on completed work

Update Cost Reports

Recommend Final Account of the Project

Reconcile Projected Completion Costs with Cost Plan

Prepare Asset Capitalization Documents

Cost Estimating

Project Cost Estimating is the functional responsibility of the Louis Berger Cost Control Team. The Sr.
Construction Manager performs Independent audits of these estimates to ensure accuracy and
completeness. In subsequent versions of the cost estimates, and based on cost data to be collected and
budgetary analysis to be done. CosUBudget Reports shall Include detailed budget analysis for each
project along with Cash Flow Diagrams to help ASTAD prepare for cash flow accordingly.
The components of the cost estimates will include scope, unit pricing, adjustments for field conditions,
and escalation. Comprehensive estimates will be prepared at several intervals in the project and prior to
the release of construction documents by project.
Estimate development Is performed by the Cost Controller, who provides trade costs appropriate to the
location of the work. For Items with sufficient level of development in terms of design and projected
construction methodology, a bottom-up labor/equipment estimate is prepared. For items that don't have
detailed design and construction methodology information, parametric unit pricing and/or allowances are
used.
The Co t Database used for regional labor rates, crew configuration and related costs is assembled using
an estimating Project The labor rates, crews, quipment rates, etc. are all in thefr model. Qatar rates will
apply to all site work. Local construction equipment rates will also be updated when new published rates
are made available. The materiaVinstal1edequipment pricing is updated when each new estimate is
created. The estimators evaluate the material/installed e uipment pricing and determine if updating is
appropriate.
Document No. 2785--00-PL-0012,Rev.02 Page 26 of 66
ASTAD Edi -::ati r. City Project - Project Execution Plan
lssu dat 30/04/2013

Baself ne Budget

The baseline budget represents the original authorized project estimate, which has been time phased
ver the original approved schedule. The baseline does not change unless there is a significant change in
scope.

ea urem nt of Con truction Progress for Payment Reque t Validation
At months end, the LB Resident Engineer, Quantity Surveyor, and the Planning Engineer will review the
percentages of progress for each adivity in the cost loaded schedule submitted by the contractor.
Discrepancies will be negotiated with the contractor prior to his development and submission of that
particular months payment application.

Accrued Co t

Each month accruals are tabulated for each adive contract. Accruals would come from the Contractor's
i voice allocated by project. These accruals are replaced with actual costs when payments are made.
This is done because accruals are a projected estimate of values owed/earned, or account for invoices in
process but not yet approved or paid for. The replacement of the accrual with actual costs during the
following period will produce a variance in the Cost to Date from the previous period's Paid to Date and
Cost this Period. The Cost Controller develops accruals for all contracts and evaluates any variances.
Accruals that are unbilled for over two months are brought to the attention of the Sr. Construction
Manager by the Cost Controller. The Sr. Construction Manager expedites the billing or facilitates the
invoice approval.

Budg t Variance

A get variance is the difference between the cost-at-completion and the budget. A current budget
variance is the difference between the cost-at-completion and the original baseline budget plus any
approved scope changes. A second variance is also tracked comparing the estimate-at-completion
(EAC) and the original budget. For earned value calculations the current budget is used. This does not
include extra work.

Measuring Financial P dorrnance

The Cost Management team shall use Earned Value Management to assess financial and schedule
performance of the Project at all stages of its delivery. This is a method which measures project
performance by comparing work completed against work planned (at a given time in the Project
Schedule}. This will allow management to use accurate and consistent information to confirm the Project
the current status of and forecast the final cost of the Project.

The basis for Earned Value Analysis is as follows:

Budget at Compl tion (BAC) = Overall approved budget for a task.
Actual Cos (AC) = Total amount spent on a task up to the current date.

Percent Complete = Task progress. related as either EV/BAC, or simply physical progress shown by
the fill of the task bar.
Estimate at completion (EAC) estimates cost of project at completion.

Once these three measurements have been established, the following calculations can be performed:

Earned Valu (EV) = BAC x Per cent Complete. The budgeted cost of completed work as of the
current date.
Planned Value (PV) = the point along the time-phased budget that crosses the current date. This
shows the budgeted cost of scheduled work as of the current date.
Page 27 of 66 Document No. 2785-00-PL..0012. Rev.02
AST AD EdllCS'ti ~ City r - >j ct - rr-
1
~t Execution Plan
te 30/04/201 -

Once Earned Value and Planned Value are known, they will be used to determine schedule and cost
variance, and calculate performance efficiency.

Schedule Variance (SV) ::: Earned Value ....,. Planned Value. The difference between what was
planned to be completed and what has actually been completed as of the current date.
Cost Variance (CV) = Earned Value - Actual Costs. The difference between the work that has been
accomplfshed (In OAR) and how much was spent to accomplish it. This only applies to re-measured
contracts or for provisional sums. There is no value in this for lump ~ rn contracts.
Schedule Performance Index (SPI) = Earned Value I Planned Value. Schedule variance related as
a ratio instead of a QAR amount. A ratio less than 1 indicates that work is being completed slower
than planned.
Cost Performance Index (CPI) = Earned Value I Actual Costs. Cost variance related as a ratio
instead of a QAR amount. A ratio less than 1 indicates that the value of the work that has been
accomplished is less than the amount of money spent. See note above for CV

A CPI greater than 1.00 indicates that the Project has been earning value faster than it has been accruing
costs. If the project has a SPI value that is less than 1.00, the Project is not performing to the planned
progress, as the Project has not earned as much value as was planned.

The Schedule Performance and Cost Performance Indices will not only m. 1nitor current project
performance, but shaJI aJso be used to predict future performance trends.

To-Complete P rformanc Index (TCPI} = (BAC-EV) I (BAC-AC). Indicates the CPI required
throughout the remainder of the Project to stay within the stated budget.
Estimate at Completion (EAC) = AC + ((BAC-EV)/CPI). A forecast of total costs that will be
accrued by project completion based on past cost performance trends.
Variance at Completion (VAC) = EAC - BAC. The difference between the new Estimate at
Completion and the original Budget at Completion.
Page 28 of 66 Document No. 2785-00-PL--0012, ~ev.02
ASTAD Education City Project - Project Ex 1ti n Ptan
Issue date_ .-013

8. CO MUNICATIONS MANAGEMENT

All formal and informal communications among project partlci nts shall be generated and transmitted in
accordance with the protocols documented in the Communication Plan. Communications include formal
written correspondence, reports and presentations, meetings, and inter-personal correspondence such as
telephone and emails.

The general principles that apply to project communications are:
All instances of material oral and written information must to be recorded and filed
Oral communication must be encouraged for day-to-day transactions
Written communications are essential to provide an audit trail of events
Writing on or marking originals of incoming documents should be avoided; if necessary, write on a
copy
Shared communication diminishes uncertainty (risks)

The Project Communi a i n Management Plan supplementing this CMCS Plan addresses the following in
detail:

Types of communication
Correspondence templates
Distribution of communication
Confid r .I correspondence
Comm ni lion responsibilities

e ting I Workshops

Meetings can be an effective method of project communication and project monitoring and control.
Meetings shall be for specific topics to allow them to be as short as possible with relevant attendees. The
meetings shall be well prepared and well documented to quickly review actions and the dissemination of
information. All meetings shall have a Chair and minute-taker and shall be recorded in Minutes (or a
Record of Conversation for smaller meetings).

The Chair of a meeting shall endea our to ensure that minutes are distributed to the meeting distribution
list within 48 hours of the meeting. inutes shall clearly identify all decisions and classify actl ns arising
as either for information or for action with a nominated responsible person and a requi e date of
completion. The nominated person shall complete all actions prior to the completion date. Any omissions
or errors in the Minutes should be brought to the attention of the Chair within 48 hours from the time of
Issue, or the minutes will be deemed to be accepted by the parties.

R porting

Regular reporting is an essential element of the project control and communications process. All project
parties shall provide regular reports. Reports fall into two categories:

Performance Reports. Management reports on progress against baseline or contract parameters.
Technical Reports. A variety of reports or submittals as detailed in contract documents; for example
Design Reports, Geotechnical Reports, Operations and Maintenance Manuals, Test and Acceptance
Plans and Reports.

Formal monthly performance reports shall be prepared for the project. A report shall be prepared for
each project to summarise the status of that projects. In addition, an administrative closure report shall
be prepared at final completion of each major contract. A key aspect of performance reports is that they
should be predicti e and proactive as well as pr0viding historical and factual information.

ASTAD Edlir rti n City Project - Project Execution Plan
ssue dat 30/0412013

In addition, regular oral and written communications will be provided on an as required basis. All LB
reports distributed outside the organization will be presented to the Sr. Construction Manager for review
and approval, and issued under signature of the Sr. Construction Manager.

The key sections contained within the weekly and monthly reports are given below:

Weekly Reports

o Executive Summary
o Progress
o Quality Assurance I OHS I Environmental

o ;ritical Issues

o Progress Photographs

onthly Reports
0 Introduction
0 Executive summary
0 Project controls snapshot
0 Engineering Status
0 Contract and procurement management
0 Construction Management and Supervision
0 Schedule control and management
0 Cost Control and Management
0 Quality Management
0 HSES Management
0 Risk Management
0 LB Staff Organization
0 Construction Photographs
Page 30 r:A 66 Document No. 2785-00-PL-0012, Rev.02
ASTAD Educati in City Project - Project Execution Plan

9. RISK MANAGE ENT

A risk is an event that may or may not occur that .couid impact the projects' cost, time, uality,
environment and safety if it does occur. Risks can be categorized as positive or negative opportunities.

Louis Berger's CMCS Team will manage project risks. LB has a documented Risk Management
Procedure that Involves risk identification. risk workshop, use of risk model, risk analysis and
prioritization, and risk mitigation and control. A Project Risk Management Plan wifl be prepared 2 months
after NTP that will contain a risk register, risk model an risk management plan outline.

Subject to approval, Louis Berger may use Primavera risk analysis. Primavera Risk Analysis is a full
lifecycle analytics solution integrating cost and schedule risk management. It provides a comprehensive
means of determining confidence levels for project success together with quick and easy techniques for
determining contingency and risk response plans. With Primavera, LB can identify common scheduling
pitfalls that may result In misleading schedule or risk analysis results; address risk management through
advanced Monte Carlo technique based on cost and schedule analytics; and report confidence levels with
regards to finish dates, costs, float. IRR and NPV.

The Risk Management Plan (RMP) shall provide a structured and integrated process for identifying,
evaluating, tracking, abating, and managing risks. In this RMP, emphasis shall be placed on six risk
categories: cost, schedule, technical performance, environment, security and Health & Safety. The focus
of the risk management is a proactive approach with early identification of major risks and the abatement
and/or management of these risks In a cost-effective manner. Louis Berger shall be responsible for
implementation of the RMP.

Risk Management shall be used:
To assess confidence levels in the Project Schedule I budgt cash flows and give early warning
signals to matters that are likely to affect the viability of the Project;

To minimize risks associated with any geotechnical, structural, and/or soils issues;
To minimize risks associated with security issues;
To provide mechanisms for preparing for acts of force and nature and for emergency response;

To identify and mitigate risks to the general public;
To predict confidence levels in achieving the project end date and any key interim milestones;
To identify and continually review existing or potential problems, disputes or conflicts and produce a
practical mechanism to resolve them.

Risk Identification

This Is the stage at which risks are raised and formally recorded and recognized or rejected by the Project
Team.

All risks, both positive and negative opportunities need to be identitl and logged.

Risks will be recorded into an initial Risk Log. The risks recorded will be maintained and distributed by
the Resident Engineer for review during project Risk Workshops. The Risk Manager can be the Resident
Engineer at a project level or the Sr. Construction Manager at the program level.

A complete Risk Register, Risk Management Plan and Risk Model should be available at the end of the
Preliminary Design Stage and as part of the Main Contract Initiation (Detailed Design and Construction
Phase) for contingency assessment. These will be prepared by Louis Berger if included in the scope of
services.

A Risk Register and Status List template is provided in Appendix D for identifying risks at various stages
of the project.
Page31of66 Document No. 2785-00-PL-0012, Rev.02

ASTAD Education City Project - r .j ;t Execution Plan
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Risk Workshop

This is a formal meeting with the objective of reviewing and agreeing on the risks previously placed on the
Risk Log. A workshop shall be conducted at least once a month at the project and program lev I. It will
be attended by the Resident Engineer, Site Managers and Site Engineers who are assigned with special
tasks in the risk management team.

At the conclusion of this Risk Workshop all revised risks will have been agreed upon. These risks will be
assigned risk priorities, risk owners and any additional information to complete the Risk Model and Risk
Register.
Risks are formally identified during the Risk Workshop, but can be identified at any time as the risks on a
project will vary throughout its lifecycle by LB's CMCS Team Members, Client Representative and other
project parties. Once identified, they will be raised for consideration by the risk management team
members. If agreed, it will be logged on the Risk Register. An updated Risk Register should be
developed after the conclusion of every Risk Workshop.

Ri kMod I

The Risk Model is a report generated from either a s ftware simulation tool or mathematical techniques.
This Risk Model will use either determinl tic .r probabilistic approach as applicable.

The baseline project estimate and Risk Register will be required for project control to run the risk
simulations.

Ri k Analy is and Prioritization

The main objective of analysis and assessment is to separate the minor acceptable risks from the major
risks, and to provide information to assist in the evaluation and treatment of risks. Risk analysis involves
consideration of the sources of risk, their consequences and the likelihood that those consequences may
occur. Risk Is analysed by combining estimates of consequences and likelihood in the context of existing
control measures.
Once a risk has been vetted and accepted then it must be analysed by the Project Teams to determine
the likelihood of the risk occurring and the impact of the risk. The potential impacts on schedule/time,
cost, quality, environment and safety should be given emphasis. This is known as Risk Analysis.

Ri k Analysi (lmpilct vs. Probability)
The analysis of risks begins by evaluating:
likelihood of occurrence

extent of potential impacts

The combination of these factors defines the Priority Level for the risk.

Priority Level

The Priority levels are set at High, Medium and Low and the parameters will be established by the Sr.
Construction Manager and the Project Teams before the Risk Workshop. These individuals would
constitute the Risk Management Team.

The Risk Management Team will be ade up of individuals identified y the Sr. Construction Manager,
who may have direct knowledge of the risk being reviewed and can assist in determining the risk priority.

The pri rities will then identified in the Ris Register and on the Risk Management Plan.

Each Resident Engineer will identify the top 10 High Priority risks to be reported in the risk register and
status list The T p10 risks to be prioritized are ideal but each project may report on as many as
necess ry to re rese t risk exposure in each project.
ASTAD Educatio: Cit~ Project - r'lj -c Execution Plan
~ te 30/04/2013

The foll ' ril ..... rating criteria will e used for risk evaluation/analysis:
Likelihood Rating
A - The consequence is almost certain to occur in most circumstances
B - The consequence is probable to occur
C - Possible for the conseq nee to occur at some time
D - The consequenc is unlikely to occur but could happen
E - The consequence may occur but only in exceptional circumstances

Potential Impact

1. Catastrophic
2. Major
3. Moderate
4. n r
5. Insignificant

Priority Rating

3-Moderate 4- Minor 5 - Insignificant

High (H) Medium (M)

Medium (M)

D

E Medium (M)

In evaluating risks, Louis Berger will consider how specific stakeholders, as individuals or organizations,
are affected by a risk. This is important in determining the treatment options and communication
requirements for the risk.

Risk Regi t r

The Risk Register is a catalogue of all potential risks and their mitigation as detailed in the management
plan, both opportunities and threats.

The purpose of the Risk Register is to assist CMCS Management to track, define, and mitigate risk
handling strategies.

The Risk Register will be the complete log of risks and will contain all risks that have been identified and
are still on-going and all risks that have been mitigated or put in a lower priority. This Register maintains
the complete history of risks.

Refer to Appendix D, Risk Register Template

Reporting

The updated Risk R gister will be Included in th Project Monthly Progress Report. The Sr. Construction
Manager and the Resident Engineer maintains the Risk Register at the program and project level
respectively.
AST AD Education City Project - Project Execution Plan
Issue e 30/04/2013
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Project Risk Management Plan

The Risk Management Plan is a plan for controlling project exposure to various risks that could affect
cost, time, quality, environment and safety of a successful project. The Sr. Construction Manager and the
Resident Engineers will use this plan to make accurate decisions for moving forward and for developing
strategies for each risk.

Pre-R quisites

The following pre-requisites should be in place before a final Risk Management Plan can be developed.
Risk Management Plans may be created and updated as necessary throughout the project llfecycle.

Work Breakdown Structure & Work Packages
Project Assumptions
Project Organization Chart
Project Schedule
Project Budget
Project Quality Plan
Project HSSE Management Plans
Schedule activity dependencies and constraints.

Compon nt of th Risk Manag m nt Plan

The Risk Management Plan is the responsibility of the Sr. Construction Manager. He will distribute all
pre-requisites mentioned above to the Project Team and call for a Risk Management Workshop. A Risk
Management Plan Table of Contents will be developed for this workshop and will include:

Risk Register
Risk Model
Risk Management Plan Outline

a) Risk Identification and Risk Breakdown Structure (RBS)
Risk identification and Risk Breakdown Structure (RBS) will be consistent with and support the
Work Breakdown Structure (WBS} of the project.. Some techni ues for defining the RBS are:

Brain Storming
Delphi Technique (Forecasting method based on the collective Ideas of Experts)
Interviewing
Root Cause Analysis
SWOT (Strengths, Weaknesses, Opportunities and Threats} Analysis
b} Identify the Risk Owner
Each Risk will be assigned an owner. This individual will be responsible for following the risk and
reporting on the risk status to the Sr. Construction Manager for updating.

c) Qualitative Risk Analysis & Prioritization/Ranking

All risks will be ranked and prioritized based on the impact & probability of the risk. This ranking
may change as mitigating circumstances change on the project. This status change will also
need to be reported and included on project reports, weekly, monthly and executive.

d) Quantitative Risk Analysis
Quantitative risk analysis may use various techniques such as Decision Tree Analysis & Monte
Carlo Simulation, Expected Monetary Value (EMV); this is a statistical technique that calculates
the average outcome when the future includes scenarios that may or may not happen.
lssu date 30/04/2013

e) Risk Ranking

Risk ranking will consider impacts to:

Schedule
Budget
Quality
Environment
Safety

f) Contingency Reserves

The contingency reserve may be used on all known and unknown risks, based on the above step.
g) Risk Response
The risk owner working with the team will identify the best risk response strategy for each risk:

ccept: Tolerate the risk & identify necessary contingency
Avoid : Modify the plan/project feature, if possible to avoid the risk
Transfer: Transfer the risk to another party, such as consultants, contractor or insurance
company.
Mitigation: Mitigation selects one possible action and employs it to resolve the risk.
Deferral: Deferral moves the decision to a later date.
h) Risk Register
Develop risk register based on the input provided above
I) Risk Monitoring I Update

The Risk Register will be updated as required, depending on project progress.
Recommendations will be passed on for incfusion in the Schedule and Planning Procedure, Cost
Management Plan and CMCS Plan.

j) Contingency

Contingency reserves may be utilized to cover known & unknown risks.
k) Review
Each Resident Engineer is to assemble all plan components and formulate the Project Risk
Management Plan. Submit the Plan to the Sr. Construction Manager for review and approval.

Contingency Development
The Sr. Construction Manager will use the estimated contingency costs from the Risk Register to develop
a contingency reserve, which will be incorporated into the project cost report. The contingency reserve
will be updated monthly es estimated costs are refined, or applied as approved variations to the project.

Change Control and Release of Contingency

The Sr. Construction Manager and the Resident Engineers will implement the change control program to
administer changes to the Baseline and the release of contingency. This program will address the
management of the baseline scope under their control.

Organizing for Quality (QA/QC Management Section 5 of PQP, Staff 14 days from

1.1
Organization)

Appointment of QA/QC Representative
Deployment Plan
Section 5 of POP, Staff
Deplo ment Plan
Effective Date
14days from
Effective Date
1.Z

Assignment of QA/QC Responsibilities
Section 5 of POP, Staff
Deployment Plan
14days from
Effective Date


10. QUALITY ANAGEMENT

10.1 Project Quality Objectives

The level of Quality Performance by LB's Project Team will be measured using the established Project
Quality Objectives. These objectives will demonstrate the ability of LB to consistently provide services
which meet client requirements.

Loui Berger's Project Management Quafity System will provide an effective system for ensuring that:

Materials supplied are compliant with project requirements, specifications and standards

Equipment are procured, installed and commissioned in accordance with project requirements

Contractor's workmanship complies with project and contract requirements thru effective
supervision
Und irable conditions are detected early on and corrective actions are taken to prevent
recurrence
Technical submissions including drawings are reviewed accurately and in a timely manner

Project Deliverables are achieved

Louis Berger as CMCS Consultant will ensure that the Contractor's work conforms to the design and
int n of the specifications. Berger wilf coordinate with the Contractor's Superintendent(s) and arrange
sp ,cialized testing agents to witness and test work as required by the Project design/s , ~fication intent.
As part of this aspect of the Quality Control process, Louis Berger and the Contractors ii be required to
conduct a weekly walk of the work area and document findings via a memo to the concerned. When
there are deficiencies, Louis Berger will document the findings in a Deficiency Report addressing any
unsuitable work and materials, unsafe practices and safety issues or concerns. Thereafter, Louis Berger
will work with the Contractor to develop a course of action to address the deficiency reported.
During the Construction Phase, Berger will monitor and update mitigation measures, addressing specific
Contractor's means and meth ds issues and coordinate between the Contractor and AST AD concerning
schedule forecasts and ctivities.
Louis Berger will work with th Contractor to resolve any issues related to conformance with the contract
documents, and will provide an objective review of any disagreements to the Departments for ear1y
resolution

10.2 Project QA/QC Programme

2 PQP Development
LB Corporate Quality
Man ementPlan
30 days from
Effective Date
3

Quality Orientation and Training

Section 23 of POP

4 Quafity Documentation I QA/QC Records

Section 20 and 21 of POP

5

Quality Auditing Section 11 of PQP

Bi-annually
5.1 Internal Audit Section 11 of PQP Bi-annually
Documert No. 2785-00-PL-0012, Rev.02 Page 36 of 66
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ASTAD Education City Project - r >j -+ExecutionPlan
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j

5.2 200 Party Audit Section 11 of PQP Bi-annually

6 Inspection and Testing S c i n 1 O of PQP
As per Contractor's

ITP
6.1 Contractor's Inspection and Testing
Section 10, LB Inspection & As per Contractor's

Testing Procedure ITP
6.2 CM (LB) Inspection
Section 1 o, LB Inspection & As per Contractor's

Testing Procedure ITP
As per submlssir n

Review and Assessment of Contractor's Deliverables Section 18 of CMCS Plan
schedule/programme

7.1 Technical Documents Section 18 of CMCS Plan
As per submission
schedule/programme

7.2 Shop Drawings Section 18 of CMCS Plan
As per submission
schedule/programme

8 Non-conformance Monitoring/Reporting Section 12 of PQP

PQP, CMCS Plan, LB
Weekly/Monthly

9 Performance Monitoring/Reporting Planning, Scheduling and
Reoorting Procedure
Reporting

POP, CMCS Plan, LB
Weekly/Monthly

9.1 Contractor's Performance Planning, Scheduling and
Reporting Procedure
Reporting

POP, CMCS Plan, LB
Weekly/Monthly

9.2 LB Perfonnance Planning, Scheduling and
Reoortino Procedure
Reporting

10 Communications LB Communications Plan

Section 7 of PQP, LB
Weekly/Monthly

11 Quality Reporting Plannlng, Scheduling and
Reporting Procedure
Reporting

12
Inspection and Testing-Commissioning and CMCS Plan. LB Testing &
As per Programme

Handover Commissioning Procedure
12.1 Defects listing
CMCS Plan, LB Testing &
As per Programme

Commissioning Procedure

12.2 Unit Testing and Commissioning
As per Programme

12.3 System Testing and Commissioning
As per Programme

POP, CMCS Plan, LB
Weekly/Monthly

13 Performance Monitoring Planning, Scheduling and
Reoortino Procedure
Reportin

Section 20 and 21 of POP, As per subrnlsst I
-
14 Close Out Documentation
CMCS Plan schedule/programme
14.1 As-Built Drawings
Section 20 and 21 of POP, As per submission

14.2 Operation and Maintenance Manuals
Section 20 and 21 of POP. As per submission

14.3 Warranty and Guarantee Certificates
Section 20 and 21 of PQP, As per submission

Section 7 of PQP, LB
Weekly/Monthly

15 Close Out Reporting Planning, Scheduling and
Reoorting Procedure
Reporting

16 Project QNQC Records Section 20 and 21 of PQP

17 lnsp .tion - Defects Identification and Correction
Section 10 of PQP, CMCS
As per programme

Plan
Section 7 of PQP. LB
18 Reporting Planning, Scheduling and
Reporting Procedure
Page37 of 66 Document No. 2785-00-PL-0012, Rev.02

AS1AD Education City Project - Project Execution Plan
lssu , te 30/()4/2013

10.3 Inspection and Testing

This actiVlty defines the processes associated w'th Contractor initiated inspections and tests using
Inspection and Test Requests, or random inspections by LB that may iocur during the execution of work
including but not limited to material inspection, work product inspections, progress inspection,
perfonnance Inspections and r Guests related to construction contracts (including miscellaneous and
temporary works), as generally in'tiated by the C ntractur for construe ion and/or installation on the
specific Louis Berger project.

Inspection and Test Plan
In accordance with Inspection and Test Plan Guidelines, Louis Berger shall ensure the application of the
guidelines to the service providers and project contractors.
Inspection and Test Plan addresses the activities, processes and tasks related to the work. It includes the
associated equipment, characteristics to be verified, level and frequency of inspection, tests and
reporting, controlling documents, acceptance criteria, verifying records In addition to the responsible
parties involved and their type of responsibility.
LB shall ensure that the Inspection & Test Plans indicate the nature of inspections as follows:

Witness Point (W):
A work operation that is watched. observed, or visually examined by LB as required by the contract
agreement. The Contractor and LB must agree to the witness points prior to commencing work. The
Contractor is obligated to advise LB of the operation within a reasonable time frame to ensure attendance
of the required witness point.

Hold Point (H):
A critical operation in which, by prior agreement, the Contractor is obliged to advise LB a reasonable time
in advance of the ration so that the item may be visually examined, tested, or n e sured by LB to
verify conformance ith the contract requirements. The Contractor may not procee with work beyond
such hold points except by written agreement from the LB dependent on contract requirements.

Surveillance (S):
LB shall establish a process of monitoring the Contactor's ctivities to the degree necessary in order to
provide confidence that the work process and methods ar in compliance with the established criteria.

Review (R):
Review of the Contractor's Inspection and Testing records by LB for correctness and completeness.

Codes and Standards from the following organizations will be used by Louis Berger in conducting
insp tion and Test activities:
C American Concrete Institute
AIA American Institute of Architects
ANSI American National Standards Institute
ASHRAE Am ri n Society of Heatinq, Refrigeration & Air-conditioning Engineers
ASTM American Society for Testing and Materials
BS British Standards
NFPA National Fire Protection Association
QCS Qatar Construction Standards

Contractor's Inspection and Testing Program
The Contractor's Inspection and Testing Program shall have the following features that are re ired by
the project contract and shall be applicable also to subcontractors. suppliers, manufacturers an other
service providers.

Receiving Test and Inspection: refers to testing and inspection of procured items, materials or
equipment by the Contractor. Records shall be furnished to LB for review and keepln .
In-process Inspections and Tests: refers to testing and inspection of on-going works by the
Contractor that can only be verified when carrying out the works. These may refer to pre-requisite
works where LB is to be informed in advance to inspect or witness.
Page 38 of 66 Document No. 2785-00-PL~0012, Rev.02
Issue dat 30/04/2013

Final Inspection & Testing: refers to testing and in pection of completed works.

Installation Inspection and Test: refers to testing and inspection of installation works against the project
specifications and design requirements. Tests will be conducted for both units (equipment individual
component} and systems.

lnsp ction and Test Plans: The Contractors sh- II de elop Inspection and Test Plans for criti I works
subject to review and approval by Louis Berger. Thi is part of the QC Program to verify that all works and
materials are conforming to project specificati ns and requirements. The ITP's should contain the
following information;

Construction Stage or Activity
Inspection or Test Required
Inspection/Test Frequency
lnspection/T est Method
Inspection/Test Standard
Identification of Hold Points and Witness Points
Inspection and Testing Responsibility
Verification Responsibility
Records

Non-conforming Materials/Works: inspection and test status f inspected and tested materials shall be
identifiable. The means or system of Identification shall be developed by the Contractor and approved by
Louis Berger. Non-conforming materials will be segregated to prevent unintended use. Decision on
disposition of non-conforming materials and works is the responsibility of Louis Berger in agreement with
the Contractor and ASTAD.

Calibration of Inspection and Testing Equipment: Inspection and test devices should be calibrated to
ensure accurate measurement. The Contractor shall develop a system for periodic calibration of these
devices that should also include provision for identifying calibration status of all devices. Any device found
to be out of calibration should be withdrawn from site to avoid unintended use.

Louis B rger Inspection and Testing Program

Inspection of Contractor Work: Louis Berger will inspect Contractor' wr rk to verify conformity to
specifications, design requirements and industry standards thru the following;
Inspection & Test Request: will be done using the approved Inspection and Test Request form issued
by the Contractor to LB based on the approved Inspection and Test Plan. LB will be informed In advance
to inspect works or witness tests via a completed RFIT form. Inspection and Test Requests will be
processed in accordance with LB's Construction Inspection Procedure.

Field Quality Control: Refers to random inspection, QNQC Site Walks or witnessing of tests by LB
whether on-site or off-site. These will be done by LB's Site Resident Engineers and Site Engineers.
Findings will be documented using LB's Inspection and Test Report Form. Some findings may be
reported as NCR's (non-conformance reports) or observations depending on the severity of the finding.
NCR's and Observations will be processed according to LBs Control of Non-Conformance Procedure.

~~c;.; r;:5bc
I 8!~

10.4 Audits

LB's Audit Master Plan is classified into three types:
151 Party Audit (Internal Audit)- self audit by LB on its office and project operations.
2nd Party Audit - au it on Education City Project Contract; r.
3rd Party Audit - audit n LB by Certification Bodies.
LB's Audit Program includes all the activities necessary for planning and organizing all quality and
technical audits. The Audit Program will be based on the following:
Management Priorities
Customer or client requirements
Management System Requirements
Risk to the Organization
Statutory, regulatory and contractual requirements and need of other interested parties.

As per the approved Audit Master Program, Audits will be conducted approximately every six (6)
months, however, this can vary and be influenced by the nature and complexity of LB project functions
or according to client or management requirements.

The LB Lead Auditor as indicated on the audit plan, will notify the contractors a minimum of one week
prior to the scheduled audit Audits will generally be carried out in accordance with LB's Audit
Procedure and the schedule below.

The schedule is subject to revision depending on the changing circumstances of the Project or if
ASTAD directs a change.

Auditee Auditor Subject of AudH Frequency
- LB Lead Auditor(QAIQC 1 6 months
Internal Representative)or his nominee and- I QMS & implementation required or as
5- b-------- ~.~erf!!#_~J{!!ti1 9 i ir r,,-onii. :- ..-a .. -95

- 9~nsul!Bnts_-- -f1r'!~"J?}!;2-E!~iaJr~AiQC j ~~s & '.m~lementat'.on - ~q"f'!o'!JihS- -or-as-
Contractors B!!P._resynt(!.five)9r._fJi.S_(!_(!.fJJ_f'!~-~---- - l ~~~- ~_!_'!!_P'~'!'e~!~~~~ - ..... -~q~ir_ljJq

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- Materials - LB Lead Auditor(QAIQC i QMS & Contract As
6
d with Cf t

Su _p~iers ~ Representat/ve)or his nominee Requirements_ _ _ ten
Laboratories LB Lead . Audlt~r(QAIQC I Accreditation, . QMS & As agreed with Client
Representatlve)or his nommee Contract Reaulrements

The QAfQC Representative has the followlng responslbllities;

Establish, imp ement, monitor, review and improve the audit program
Identify the Audit Team
Ensure that all audit findings are acted upon, implemented and v .rifi,
Ensure necessary resources are provided
When identifying resources for the audit program, consideration shall b . given to;

Financial resources necessary to develop, implement, manage and improve the audit program
Processes to achieve and maintain the competence of auditors, and to improve auditor performance
Sufficient and appropriate Information
Any e ui ent needed during th udit
Avail bili of personnel, i.e. uditors, audltees, technical experts and audit guides

Document
10
..... 85-00-PL-0012, Rev.02 Page39 of 66
Page40 of 66 Document No. 2785--00-Pl-0012, Rev.02
ASTAD Educatlon City Project - Project Execution Plan
issue date 30104/2013

The Audit Team shall have an appropriate set of skills, know'edge and experience of audit principles and
the api licati:>n of audit techniques, management skills and technical and business understanding relevant
to the acti
1itles
to be audit

Audit Master Plan

The QNQC Engineer shall prepare an Audit Master Flan and issue it to the Resident Engineers and the
Sr. Construction Manager for review and approval. It v ill t'ien be submitted to ASTAD for information.

The A/ ': Team can initiate unscheduled audits i circumstances including the following;
F ,f organizational changes
Major changes to the Project Quality Management System
A detected deficiency that can lead to breakdown of a management system
Client complaint(s)
Verification of the effectiveness of major corrective or preventive actions
Management or client request for an audit
Unscheduled audits shall be subject to the approval of the LB Management.

The QNQC Engineer is responsible for managing the audit program and shall assign competent audit
team members. The role of Lead Auditor may be undertaken by the QA/QC Engineer or delegated by the
QA/QC Engineer to another competent auditor.

No auditor shall audit their area of work.

The QA/QC Engineer or the Lead Auditor may assign a Technical Specialist within the Audit Team, who
will provide specific knowledge, technical assistance or expertise in the subject to be audited. The
Technical Specialist should be a member of LB's CMCS Team from another project.

The QA/QC Engineer shall have the responsibility of monitoring and reviewing the implementati .1 f the
Audit Master Plan to assess whether its objectives have been met and to identify opportunl ies for
improvement. The results shall be reported to the Sr. Construction Manager, concerned Resident
Engineer and to ASTAD.

Audit Preparation and Schedul

The Lead Auditor shall prepare an Audit Notification, based on the audit master plan and notify the audit
team and auditees at least one week prior to the scheduled audit. The Lead Auditor must then prepare a
detailed audit schedule to be agreed by the auditees and concerned management.

The Audit Tearn shall prepare the audit schedule upon acceptance of the audit notification by the auditee.
The audit activities shall be scheduled on the basis of the status and importance of the activities. The
audit schedule should consist of the following;

Audit Objective(s)
Audit Criteria
Audit Scope
Audit Date, Time and Location
Roles and Responsibilities
Resources
Auditee's Representatives
Document No. 2785-00-PL-0012, Rev.02 Page41of86
ASTAD Educati n City Project - Project Execution Plan
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Resident Engine .r with assistance from the QA/QC Engineer shall provide the necessary resources
required for the audit. These include communication, transportation and personnel safety requirements.
Audit guides shall also be assigned during audits.

Audit Execution

An r itial meeting shall be held with the auditee's management, or where appropriate, those responsible
for the functions or processes to be audited. The Lead Auditor will chair the meeting. The purpose of this
meeting is to;

Explain the audit objectives, scope and criteria
Confirm the audit plan
Provide a short summary of how the audit activities will be undertaken
Confirm communication channels
Provide an opportunity for the auditee to ask questions
The orening meeting shall be recorded on the standard LB i rm.

The Audit Team shall consider the following subjects (but not limited to) during the audit:

Effective and efficient implementation of procedures and processes

Opportunities for continual improvement

Effective and efficient use of resources

Relationship with other parties

During the audit, the Audit Team shall carry out relevant audltee interviews, site inspections, observations
document review, and will determine the adequacy of these items assessed against the agreed audit
criteria. The Audit Criteria may include systems, processes, documented procedures, specifications,
drawings, method statements and Inspection and test plans.

The audit team shall confer periodically, where relevant, to exchange information, assess audit progress,
and to re-assign work between the audit team members as needed. The Lead Auditor should
communicate any concerns raised during the audit to the auditee.

The Audit Team shall seek objective evidence and only informati n that is verifiable. The audit vidence
shall be evaluated against the audit criteria to generate the audit findings. Audit findings can indicate
either conformity or non-conformance with the audit criteria, or may identify an area for Improvement.

The findings from the audit are reviewed by the Audit Team and auditees. When agreed, the non-
conformances shall be documented on an NCR/CAR 1 t Non-conformances shall be graded as major
or minor. The root cause, correction, proposed corr or preventive action, and due date section of
the form shall be completed and signed by the Auditee. Areas for improvement or AFl's are recorded on
an Observation Comment Sheet (OCS).

Prior to the closing meeting, the Audit Team shall meet to discuss and evaluate their findings and to
finalize the non-conformances raised, observations, AFl's and any other findings that are pertinent to the
audit.

A closing meeting, chaired by the Lead Auditor, shall be held at the end of the audit to present the audit
findings and audit conclusions to the auditees and concerned management in a clear, unambiguous
manner. If appropriate, a timeframe should be agreed as to when a correction and corrective action plan
be presented by the audltee.

The Lead Auditor shall ensure that the Auditee signs the non-conformance section of the NCR/CAR Form
to acknowledge the no -conformances at the closing meeting. Coples of any NCR/CAR reports will be
passed on to the auditees.
lssu date 30104/2013

Audit Summary Report

Upon review of the NCR's, the Audit Team shall prepare the Audit Summary Report. The A dit "'ummary
Report shall provide a complete, accurate and concise record of the audit findings. The Audit Summary
Report contains the following sections:

Introduction

Audit Scope and Criteria

Audit Objective(s)

Definitions and Abbreviations

Auditors

Auditees

Audit Narrative

Key Strengths

Audit Findings

Key Themes to be covered on next Audit

Attachments (Including AFl's and OCS's)

The Audit Summary Report shall be dated, reviewed and approved by the respective Lead Auditor and
QA/QC Engineer. ASTAD will be sent a copy of the audit report for their review. The Audit Team shall
distribute the audit report to the management representative of the Auditees,

The audit is completed when all activities described in the audit plan have been carried out and the
approved audit report has been distributed.

Corr ctive and Preventiv: Actions

The Auditees with support from their management shall determine corrective actions for non
conformances raised and preventive actions for potential non-conformances according to the applicable
Corrective and Preventive Action Procedures. All corrective and preventive actions will be recorded in
the Audit Findings Log. The Audity may be required to take immediate action on particular non
conformance issues as directed be the Lead Auditor. The Auditee shall also provide actions to address
observations if needed (potential non-conformances).

Follow-Up Audit

The Audit Team shall verify the implementation and effectiveness of the corrective actions taken and can
be done by a re-audit, partial audit or a desk top review of audit documents to verify evidence of
Implementation.

When a follow up audit (re-audit) is required, a formal Audit Notification shall be issued in accordance
with this procedure. The Audit Team Leader shall determine the composition of the audit team for this
activity.

The results of the follow- up audit and evidence of closure of corrective and preventive actions shall be
documented in accordance with the Control of Non-Conformance Procedure.

Auditees are informed as to whether non-conformances have been reso ved and are thus closed. It also
serves as input to the Management Review (Refer to Management Review Procedure).
Page 43 of 66 Document No. ?785-00-PL-0012, Rev.02

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10.5 Control of Non-Conformances

LB Sr. Construction Manager and QA/QC Engineer will monitor and verify that sub-consultants,
contractors, subcontractors and suppliers effectively implement documented procedures that ensure that
any product or material that does not conform to specified requirements is prevented from unintended use
or installation. The Contractors are required to:
Identify, document. evaluate and segregate or clearly mark non-conforminq products,
Inform all affected parties.
Propose disposition to LB and ASTAD
In the case of proposed disposition by client concession, proposal should also be submitted to LB.
Re-inspect/re-test repaired or reworked product in accordance with the LB's requirements and
documented procedures.

LB's Corrective and Preventive Action Procedures will be implemented to prevent re-occurrence of non
conformances and to insure that potential non-conformances do not occure.

Management System NCR's

Major Non-conformances - Can be defined as one of the following;

o The absence or total breakdown of a system to meet a management system requirement, note a
number of minor non-conformances against one requirement can represent a total breakdown of
the system and thus be considered a major non-conformance.

o Any non-conformance that would result in a probable delivery of a non-conforming service and
has a significant adverse effect on the management system's performance

o Failure to assure compliance to legal or other standards to which the company subscribes
o Lack of implementation of a defined process or procedure for a critical area or function
Minor Non-conformances .. Isolated or sporadic lapses in the implementation of any management
system requirement

Observations or Areas for Improvement (AFl's) include the following;

o Observation - An audit finding which when left uncorrected, may lead to a non-conformance.
o AFI - An audit finding which may improve system performance or efficiency

Construction NCR's and Ob ervation

Construction non-conformances can be defined as fallures to comply with applicable specifications or
drawings. A non-conformance may be physical (e.g. dimension or material) or it may be documentary
(e.g. failure to provide test results or quality records). An observation refers to observed works and
practices that may lead to a non-conformance. To resolve non-conforming works, products or actiVities,
an action plan shall be developed by the Contractor to remedy the non-conformance. The action plan
shall present solutions to the NCR, as shown below.
Document No. 2785-00~PL-0012, Rev.02 Page 44of 66
ASTAO Education City Project - Proj ..t -:.... ~ution Plan
I u ', . /04/2013

Solutions

Reject/Scrap:
Repair:

Use-as-ls:

Accept with

A "Reject" status means the non-conformin item is to be removed and replaced.
Repair" or rework status means additional work is to be performed so that the
item can comply wfth an alternative specification approved by LB. Re-work
means the non-conforming portion of th item is to be sufficiently removed and
work is to be redone in order to restore the item to comply with the specff d
requirement.
A "Use-as-ls" status means no additional work will be performec.. The non
conforming item is accepted into the permanent works. This ac ptance may
require the Contractor's cone sslon if there is a time or a monetary value
associated with the NCR. Cli .nt approval is required if Use-as-is" is the
resolution to the NCR.
Concession: Acceptance of a non-conforming item with concession requires written
authorization and approval from the Client Representative to accept changes in
contract conditions which can include cost, time, materials and or quality.

Acceptance of non-conforming activities with a concession shall be avoided whenever possible, as they
require deviations from the Contract Conditions and potential delays.

Non-Conformance Reporting

If a Contractor, Subcontractor, Sub-consultant or Client discovers non-conformances during the execution
of the works, they shall inform LB and request that they issue an NCR. LB will then investigate and
validate the non-conformance reported. The Site Engineer or any LB Representative shall issue the NCR
officially to the Contractor.

The Resident Engineer shall receive and NCR and have It entered into the OMS by the Document
Controller. ASTAD review the NCR add additional r. mments as required and return the NCR to LB. LB
is responsible for issuing the NCR to th Contract . r.

Upon receipt of the NCR, the Contractor shall send an acknowledgement back to LB. The Contractor
shall review the NCR, develop remedial action and submit to LB for approval. If remedial action is
app ved, the action shall be carried out under a method statement and an ITP. LB Site Engineer
insp cts the remedial action carried out nd reviews the supporting documents submitted. The Site
Engineer will sign the NCR Form signifying inspected remedial action. Any comment will be discussed
and agreed with the Contractor.

The Contractor should always conduct a root cause analysis and establish a corrective action to prevent
recurrence of the non-conformance and submit to LB for approval.

LB will review the proposed corrective action and verify its effectiveness in terms of addressing the root
cause of the non-conformance. The NCR is considered closed when the remedial action is completed
and there is no way the non-conformance will recur. In situations where in the possibility of non
conformance to recur is high, LB will focus on the root cause analysis and implement corrective action.

After the verification process, LB Representative may close the NCR by signing off on the NCR Form. LB
Document Controller shall update the NCR Log. The NCR Log is reported every month as part of the
Project Monthly Progress Report.

10.6 Corrective Action

The purpos of this procedure is to nsure that effective action is taken to eliminate the cause(s) cf n n
conformances identified during audits, inspections or observations that may affect LB's ability to deliver
client requirements or cause disruption in its operation. This procedure aims to control and eliminate non
conformances and prevent its recurren e.
Page 45 of 66 Document No. 2785-00-PL 0012, Rev.02
AST AD Education City Project - Project Execution Plan

Conditions for Raising a Corrective Action

Conditions for raising a corrective action include but are not limited to the following:

An internal or external audit that raises non-conformances
Customer complaint identifies non-conformances
Performance of suppliers and subcontractors resulting in non-conformance
Non-compliance against documented policies and procedures
A review of trends and patterns which may result in non-conformances
Output from Management Reviews
Client Feedback
Inspection or Investigation Reports

10.7 P~ v ntive Action

A Preventive Action is taken to eliminate the root cause of a potential non-conformance. Preventive action
is different from corrective action in that corrective action prevents recurrence while preventive action is
taken to prevent occurrence.

Potential Non-conformances

Potential non-conformances may arise from various sources including the following;
Audits

Process Monitoring

Trends or Patterns of Data

Client Feedback and Complaints

Employee Observations

Inspection Activities

Risk Analysis

Impact Assessment

Management Reviews

Safety Issues

Non-compliance with Regulations, etc.

Design Review

Lessons learned

Complaints from the Community

Others

Identification of Potential Non-conformances

When a potential non-conformance is identiffed, it should be reported using a Preventive Action Request
Form. The report should clearly describe the potential non-conformance and the source and evidence
associated with the issue. The PAR form shall be completed by the auditor, inspectors, process owners
or employees who have observed potential non-conformances. They can also report it to the Resident
Engineer in-charge or the QA/QC Engineer who $hall issue the PAR on their behalf.

The QA/QC Engineer shall handle all potential non-conformances resulting from the above sources.
Evaluation of Potential Non-conformances
The Resident Engineer and the QA/QC Engineer shall valuate the problem to determine the need for
action and the level of action required. The process should include the following:
Analysis of the potential impact of the non-conformance
Evaluation of risks to LB or its Client
Identification of remedial action that may be required
Page46 of 66 Document No. 2785-00-PL~0012, Rev.02
ASTAD Education City Project - Proj ct Execution Plan
- te 30/04/2013

It is advisable to use the Failure Mode & Effect Analysis (FMEA) Method In conducting impact evaluation
and risk assessment.

The QA/QC Engineer shall be directly involved in establishing preventive e ti ns in instances of potential
major non-conformances or as may be requested by the Construction Managers and the Resident
Engineers.

The potential problem mny impact on project performance including costs, service quality, time, relia ility,
safety and client satisfacti .n. Based on the impact analysis, the seriousness of the problem shall be
analysed to determine the ev I of risk. The assessment will determine the degree of severity and nature
of the action required, whether remedial or preventive.

Root C us Analy i and Investigation

A collective investigation shall be carried out by the process owner and concerned party and the QA/QC
Engineer to determine the root cause(s) of the potential non-conformance. The root-cause analysis
should consider all aspects related to the non-conformance. which may include;
Personnel
Materials
Policies and Procedures
Software
Training
External Factors

When appropriate, LB shall use Cause & Effect Diagram or FA , Why's Method in conducting Root Cause
Analysis.

A list of all possible causes shall be created, and relevant data shall be coll -t for each p ssi )I ~ cause.
Data may come from documents, records of measurement. monitoring activiti s, correspondences, and
any other source of information that will assist in the identification of the root cause.

Determination and Implementation of Needed Actions

The extent of the root cause analysis will depend on the severity of the problem. A comprehensive action
plan shall be created by the concerned party defining responsibilities for implementation, timeframes and
resources needed. This action plan shall include remedial and preventive actions to be taken to eliminate
the identified root cause(s).
The action plan, preventive action(s) shall implement and monitor the required preventive action. The
monitoring activity shall include recording of critical parameters that will indicate elimination of the
identified potential non-conformance. The Resident Engineer associated with concerned function or area
shall be responsible for the implementation and monitoring of the preventive action required.

Verification

The preventive action taken shall be verified collectively by the QA/QC E gin er, process owner and
other concerned parties. The verification process will involve inspection, document and records review. It
should focus on the elimination of the identified root cause.

The responsible party shall also consider looking at possible new non-conformances that may arise from
the actions taken. These shall be dealt with using this procedure. The result of the verification activity is
recorded in the verification section of the PAR Form. The QA/QC Engineer shall also indicate if the non
conformance has been closed or further action is needed. The PAR Log is also updated.
Document No. 2785-00-PL-OO 2, Rev.02 Page 47 of 66
ASTAD Education Ciiy Project ~ Project Ex ution Plan
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Any document i.e. procedures, policies, work instructions, affected by the preventive action shall be
handled according to the Document Control Procedure. All stakeholders affected by the change shall be
informed through coordination with the QA/QC Representative.

All Preventive Action Reports shall be reported to the QA/QC Engineer immediately and the log updated
on a weekly basis.

10.8 Continuou Improvement

Continual Improvement is defined as a recurring activity to increase the ability of LB to fulfil the Client's
expectations and requirements. LB will continually improve the effectiveness of its Quality Management
System on the Education City Projects through the use of the quality policy, strategic objectives, results of
audits, corrective and preventive actions, quality plans, results of stakeholders' feedback and
management reviews.

Any improvement derived from the activities above will be evaluated for suitability and in terms of benefits
by the Project Team before it can be integrated into the system. A Cost-Benefit Analysis should be
prepared by the QA/QC Engineer as necessary. The QA/QC Engineer will manage the improvement
process un ii It Is Integrated or f mplemented where the concerned Manager or Resident Engineer shall
take over.

10.9 Project anagementReview

A Management Review Meeting will be held yearly to review and evaluate the effectiveness and
efficiency of the quality management system. The QA/QC Engineer is the designated Quality
Management Representative. The Sr. Construction Manager together with the QA/QC Engineer will have
the prime responsibility to call for and maintain records of project management review meetings. The Sr.
Construction Manager will chair the meetings.
The meeting Participants shall include as minimum the following:
Sr. Construction Manager
QA/QC Engineer
Resident Engineers
Any other person nominated by the Sr. Construction Manager or Resident Engineer.

The inputs to the management review shall include information on:
Follow -up action from previous management meeting
Results of Quality Audits
Customer Complaints
Status of quality objective and performance activities (KPl's performance rating)
Recommendations for improvement
Control of Process and Non Conformances
Status of Cor11 ctiv Action
Performance of Contractors I Suppliers I Service Providers (Evaluation of Service Providers)
Other factors such as: Financial, Social and Environmental Conditions, Relevant Statutory and
Regulatory Changes.

The output from the managem nt revi w shall include any decisions and actions related to:
Improvement of the effectiveness of the quality management system and its processes.
Improvement of the product related to customer requirements
Suitability of th organization's resources and structure
Loss prevention and mitigation plans for identified risks (Preventive actions)
Strategic Planning for future needs.
Document No. 2785-00-PL-0012, Rev.02 Page 48 of 66
Issue date 30/0412013

The Quality Department shall keep records of the Management Review Meetings. These records shall
include signed and approved meeting minutes, approved presentations, action plans, and any other
supporting documents.

10.10 Contractor's Control

Louis Berger will implement controfs over the Contractors according to LB's Quality Guidelines for Service
Providers (Contractors/Sub-Consultants/Suppliers). The Contractors shall develop and Implement a
Quality Management System (QMS) capable of demonstrating that all the requirements of the contract
along with International recognized quality standards have been met. Although third party certification of
assessed capability (i.e. approval of ISO 9001:2008) is not considered as proof of compliance with the
specified requirement, it will be deemed as a significant contributing factor.

Contractor R ponsibilities:

Pre-qualify subcontractors and suppliers for the bidders list using standard quality criteria.
Condu1 t a structured quality assessment of the anticipated contract and prepare contract quality
specifications for inclusion in the tender documentation.
Authorize the sub-contractors and suppliers to commence work if the pre-execution quality
requirements are met.
Evaluate and ensure adequacy of sub-contractors' quality programs with LB and ASTAD
requirements.
Prepare quality monitoring, assessment and improving programs ensuring that LB and ASTAD
quality requirements are fulfilled.
Monitor performance of sub-contractors and suppliers, analyze deviations from LB and ASTAD
Quality Requirements, and report to LB.
Issue NCR's in the event of unauthorized deviations from LB and ASTAD quality requirements
and report to LB.
Prepare periodical quality reports and distribute to LB for feedback.
Implement additional Quality Requirements as agreed.
Facilitate and provide all data and resources deemed necessary for LB to achieve and maintain
its strategies and objectives including process improvement, performance assessment, and
stakeholder management etc.,
Develop and implement interface management procedures that identify resources and
responsibilities involved in interfaces between LB and service providers.

Contractor Proj ct Quality Plan

The Contractor shall prepare a contract-specific Project Quality Plan (PQP) which conforms to the
requirements set out in ISO 10005:2005 which is the means by which the service provider assures all its
services comply with the requirements of the contract documents. The Quality Plan shall be adequate to
cover all projects' on and off-site operations. It shall include the controls to be implemented by
subcontractors and suppliers, both directly and by Identifying the quality system documentation required
to meet the contract requirements.
Document No. 2785--00-PL-0012, Rev.02 Page49of 66
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I ue dat 30/0412013

The Contractor's Quality Plan shall as a minimum include the following:
The relevant phases of the contract (e.g. design, procurement, fabrication, construction,
installation, testing and commissioning).
Identify the hierarchy of the Quality ?rogram documentation.
Describ th relatio shi and activities of the service pr vid r and any subcontractors, suppliers
etc., includin .. provision of organization charts.
List procedures for all quality plan activities
Specify the requirements of the quality systems to be operated by the consultants, service
providers, subcontractors and suppliers.
Allow for external second and third party audits to be carried out as required by LB, ASTAD and
others.
Identify comprehensive quality system audit procedures including the preparation of audit reports.
Include internal and external audits plans and schedules.
Specify procedures to rectify non-conformances raised. This inciudes specific and systems non
conformances raised as a result of both internal and external audits.
Provide for regular management reviews of the Contract Quality Program.
Identify Contract completion procedures which shall be provided for review and verification of
records by LB.
Identify project Key Performance Indicators (KPls) initiation, approval and reporting.
Identify those services provider and supplier documents that are to be submitted for review and
acceptance to LB.
Responsibility, authority and communications for all project staff.
Handing Over, Testing and Commissioning Procedures
Post Project Requirements
A Standard Document Numbering System.
Templates and Forms.

The Contractors, Sub-Contractors and Suppliers compliance with its approved quality plan shall not
relieve it from any duties, obligations or liabUit~es required under the contract.

10.11 Control of Monitoring and Measuring Devices

AJI monitoring and measuring devices that will be used at the project site are Identified and should be frt
for the purpose taking into account the type of works to be carried out. These may include the following:
a. Purposes of Survey Equipment
b. Load Testing Equipment
c. Pressure Gauges
d. Welding and Cutting Machines
e. Generators
f. mpressors
g. Lin ar measuring devices like measurement tape, gauges
h. Laboratory Equipment

The Contractor will prepare a list of materials and devices and send a copy to LB's QA/QC Engineer. All
Contractors and their subcontractors should implement a system for controlling Measurin and M nito ing
Devices in accordance with ISO 10012-1:2003 or similar.
Monitoring and Measuring Devices are to be selected on the basis of the measurement to e nade and
accuracy required. Devices are to be calibrated periodically as per man facturer or calibn ti n agency
recommendations. The calibration is taken in accordance with applicable national or international
reference standards or manufacturers advise.
Document No. 2785-0()..PL-0012, Rev.02 Page 50 of 66
ASTAD F.ducation City Pr .j -:t ~ Project Ex cutlon Plan
lssu 0/04/2013

A detailed registry will be established and maintained of the Contractor and their Subcontractors. The
Contractors Project Quality Manager shall maintain all the calibration records throughout the duration of
the project with copies sent to LB QA/QC Representative periodically.

AJI monitoring and measuring devices shall be protected from damage and deterioration during handling,
maintenance and storage. If equipment is found to be damaged, the Contractor shall immediately notify
the Contractors Quality Manager. The Quality Manager shall immediately take action to remove the
equipment or devices from the site and inform the LB QNQC Engineer who shall update the register.

Parties concerned usin the equipment I devices are responsible to carry out regular calibration of their
devices as per the validity date. They will be alerted by t e Contractors Quality Personnel who normally
monitor the validity of all devices used at the project sit . LB QA/QC Engineer shall also spot check on
site if there is any equipment not calibrated or not bearing any proof of calibration.

LB QA/QC Engineer/ Con ractor's Quality Control Manager shall issue a Corrective Action Report if
calibration of the subject e uipment cannot be verified.

10.12 Suggestions and Complaints Handling

This process refers to the management of complaints and suggestions received from sources external to
LB including analysis of root causes and identification of associated corrective actions in an efficient and
professional manner. This includes complaints and suggestions from clients, potential clients, partners,
suppliers, government authorities, contractors, consultants, community bodies and other relevant parties
affecting LB's activities. Complaints and suggestions may also be received by LB related to its corporate
policies.

Suggestions and complaints management is the process for addressing issues that arise when clients
and other external stakeholders feel that their expectations are not met. LB ensures that these
suggestions and complaints are handled and resolved in a timely, efficient and professional manner. LB
manages and monitors complaints and suggestions with the intention of improving the quality of its
services to its stakeholders.

LB's Suggestions and Complaints Handling principles include the following:

Fairness
Accessibility of LB Personnel
Efficient and Effective Handling
Professionalism
Personal
Confidentiality
Quality of Response

LB senior management has delegated the QAfQC Engineer as the main contact for the management of
suggestions and complaints.

Acknowledgement of Suggestions and Complaints

Suggestions and Complaints may be received from various channels such as:

Telephone
Written - by fax, letter or e-mail;
Personal- cfient meetings and visits, conferences, etc.;
Employee Informal interactions with external stakeholders.
Page51of66 DocumentNo. 2785-00-PL-0012, Rev.02
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Upon receipt of the complaint >r ggestion from any of the channels mentioned above, the recl1 i nt
shall report it using the Sugg sti sn and Complaint Form. The recipient shall obtain the details of the
complainant and describe clearly the nature of the complaint in the descripti n section of the form.

The complaint form shall then be forwarded to the QA/QC Engineer. The QAJQC Engineer shall review
the validity of the complaint taking into consideration any violation of LB's obligations to lts clients and
other stakeholders. The complaint is to be recorded by the QA/QC Engineer in the Complalnts and
Suggestions Log.

The QA/QC Engineer shall classify the feedback received according to the criteria as follows:

Critical Complaint - an Issue that if not resolved may have adverse effect on LB's reputation,
service quality, budget or resources and client or partner relationships
Minor Complaint - lapses in LB's delivery of its services resulting in dissatisfaction
Suggestion - does not violate any obligation, an example is an "area for improvement"

The QA/QC Engineer shall communicate with the complainant within 24 hours to acknowledge receipt of
the suggestion/complaint. He will assure the complainant that the issue will be handled in an efficient
manner and may ask for more information about the issue, if necessary.

All reasonable efforts shall be made to resolve all complaints as quickly as possible depending on the
nature of the complaint as classified in the table below. The QA/QC Engineer shall endeavour to resolve
the issue as soon as practicable within a 24 hour period, without the need for formal procedures. If the
complainant remains dissatisfied, the complaint shall be taken to the next level and further investigation
shall follow.

Standard Response Times for Complaints and Suggestions:
Nature of Complaint Re olution Tim
Critical 24 hours

Minor 48 hours

Suggestion One (1) Week

The complaint should be issued to the concerned party in LB for corrective action, and categorized as
follows;

ature of Complaint Concerned Party to T ke Action

Client Complaints
ASTAD construction Manager /Sr. Construction

Manager

Projects Related Sr. Construction Manager I Resident Engineer
-
Legal/Regulatory Issues Legal Counsel
HSES Related Issues QA/QC Engineer
Other Complaints QA/QC Engineer
Page52 r 66 Document No. 2785-00-PL--0012, Rev.02

Investigation and Corrective Action

The concerned party and the QA/QC Engin , r shall undertake a thorough i we tigati l f the mplaint
raise . This involves identifying the root cause{s} of the complaint and establishin corr tlve a tio {s}.
As necessary, a Corrective Action Implementation Plan should be developed that contains appropriate
resources and timeframes. The action plan should be reviewed and approved by the concerned Manager
and the QA/QC Engineer. At this stage the corrective action section of the complaint form shall be
completed.

The implementation of the corrective action{s) shall be monitored by th co cerned party and records
mad available to the QA/QC Engineer for review. The QA/QC Engin er shall ensure that the
comp ai ant is kept informed on the progress of the action taken ~ he complaint.

Verification

Any corrective action taken shall be verified for effectiveness in an agreed timeframe. The QA/QC
Engineer shall conduct document review and site visits, If necessary, to confirm if root cause(s) have
been eliminated. His findings shall be recorded in the verification section of the complaint form. The
QA/QC Engineer shall decide if the complaint has been closed or further action is required.

After the verification process, the QA/QC Engineer shall contact the complainant and confirm that
resolution has been implemented. Reports or documents may be issued to the complainant subject to
approval from LB Management.

The QA/QC Engineer shall also verify the effectiveness of LB's Suggestion and Complaint Handling
Procedure through feedback. This will confirm improvement(s) observed by the stakeholder or
complainant after the resolution of the complaint.

All data analysis associated with the suggestions and complaints process shall be managed consistent
with Continuous Improvement.

Section 10.8

R cordke ping

All records and documents generated are to be submitted to the Quality Department. The associated
information shall be summarized and submitted to LB Management for review
Page 53 of 66 Document No. 2785-00-PL-0012 Rev.02

11. HSESMANAGEMENT

11.1 Summary of HSE Procedures
HSE issues shall be handled by Berger's Safety Officer using the following approach;

Provide HSE Manual/Guidelines for client's review, and approval. The manual shall be provided to all
Project Management Team members.
Review and approval of the HSE Management Plan to be provl fed by contractors to handle all site
activities
Carry out formal audits to ensure that the HSE Plan is being implemented in the office and on site
Advise the client on regular basis of any project risks or issues related to HSE.
Issue a monthly report to the clients HSES Department including any incidents or near misses or HSE
related risks. HSE areas of concern and proposed solutions will be part of the LB Monthly Progress
Re
port.
The HSE Gui lines and HSE Management Plan shall be part of the Project Quality Management Plan
and submitted for client approval prior to implementation to standardize, improve and implement safety
procedures designed to prevent workplace accidents, injuries and similar hazards.

11.2 Louis Berger HSE Management Plan

This document provides guidelines for implementing, supervising and managing Health, Safety and
Environmental requirements for all LBr operations, including offices.

It also defines how Berger will discharge its duties to monitor HSE management systems and procedures,
both for staff who have special responsibilities regarding HSE matters, as well as the procedures that
must be followed by all staff.

This Guideline includes the following subjects:

Berger's HSE Policy Statement

HSE Organization

HSE Objectives and Culture

HSE Objectives and Culture

Legislation and Standards

Duties of Key Personnel

Communications, Meetings and Committees

The Role of Inspectors

Training

Monitoring of HSE Performance

HSE Document and Records Control

Consultation with Stakeholders

Incident Reporting and Investigation

Emergency Preparedness and Response

Construction Design and Management Regulations (CORM)

Risk Monitoring, Review and Management

Non-conformance, Corrective and Preventive Action

Environmental Protection

Management Review
Document No. 2785-00.-PL-0012, Rev.02 Page 54of 66
Issue dal 30/04i2013

11.3 Fi Id I SafetyManual

The Field I Site Safety manual shall form part of the HSE Manual (but may be issued as a separate
document) and shall provide detailed and comprehensive customized procedures and instructions on
safe work practices and minimum requirements in managing safety for the Louis Berger Project Sites.

The Field I Site Safety Manual shall mclude, the following, d tans, inclusive of all associated forms, pro-
forma reports, diagrams, sche ti . , photos, check-lists, lnstruc n and procedures:

1. General Work Practices.
2. Housekeeping Requirements.
3. Hazard Communication.
4. Emergency Preparedness.
5. Process Safety Management.
6. Personal Protective Equipment.
7. Power Actuated Tools.
8. Powered Industrial Trucks.
9. Blasting and Explosive Ordinance Operations.
10. Non Destructive Examination.
11. Temporary Facilities.
12. TemporaryWork.
13. Temporary and Labour Camps.
14. Fire Prevention and Protection.
15. Fall Protection, Prevention and Arrest.
16. Scaffolding.
17. Barricades and Signs.

18. Floor and Wall Openings.
19. Roofing and Cladding Work.
20. Confined Space Entry.
21. Excavation and Trenching.
22. Suspended Work Platforms.
23. Hazardous Substance (including contaminated land and groundwater) and Work Permits.

24. Lock out Tag out Procedure.
25. Portable Ladders Inspection and Control.
26. Cranes, Slings and Lifting Operations.
27. Articulation Boom and Mobile Elevating Platforms.
28. Electrical Equipment and Assured Grounding.

29. Hot Work and Welding.
30. Safety Watches.
31. Drinking Water and Ice.
32. Vehicle and Mobile Plant Safety Management.

~3. Night Work.
34. Office Facilities.
Document No. 2785~00-PL-0012,Rev.02 Page 55 of 66
ASTAD Educatior City 1 'roject ~ Project Execution Plan

35. Drugs and alcohol.

36. Forklift Safety.

37. Heat Stress Prevention.

38. Respiratory Protection.

39. Storage and House Keeping.

40. Manual Material.

41. Environmental Stewardship.

42. Work Over and Adjacent to Water.

43. Diving Operations.

44. Site Traffle Control.

45. Structural Steel Erection.

46. Demolition and Dismantling.

47. False Work and Form Work.

48. Reinforcement and Concreting.

11.4 Contractors HSE Plan

LB HSE Management Plan provides guidelines for Contractors in developing their HSE-Management
Plan LB shall review the constructors HSE plan for compliance. The Management Plan will cover all
phases of the project; from Construction to the Post-construction stage.

11.5 Emergency and Evacuation Procedures

Emergency and Evacuation procedur will b developed, impl mented and shall include
the following:

Fire Action Plan - What to Do in Case of Fire

Evacuation Action Plan - What to Do When You Hear the Evacuation Siren

Medical Emergency Action Plan - What to Do In Case of Injuries

Electrical Emergency Action Plan - What to Do In Case of Exposure to Electric Shock

11.6 General HSE Measure

Pre-Mobilization HSE Measures

Mobilization HSE Measures

De-Mobilization HSE Measures

ASTAD EdL ti1 n City Project - Project Execution Plan

11.7 Environmental and Waste anagement Policy

Environmental and Waste anagement policy will be developed and Implemented and
shall include the following:

Environmental and Waste Management Policy

Environmental Impact Assessment

Waste Management

Waste Production

Waste Classification

Waste Handling and Temporary Site Storage

Waste Disposal Techniques

Environmentally Risky Operations

Radiography

Sand/Grit Abrasive Blasting

Paint Spraying

Usage of Industrial Chemicals and Gases

Noise Pollution

Dust Control

11.8 Project Security

Louis Berger will review and audit the Implementation of a ornprehensive F roject Site Security
Management Plan by the Contractor. The plan shall include proj ect site access, logistics, and any
requirement related to staging, storage and lay-down areas, ingress and egress, and traffic control.
Documented procedures will be implemented, and shall include;

Sit Security Access Procedur - includes coordination with security Contractors! personnel ID
system, visitors logging system, visitor's access control, and security patrols, etc.

Logi tics Plan D velopment Procedur - covers provision of resources necessary for site
security management.

Site Traffic Control Plan Development Procedure - this covers vehicle passes, parking, traffic
flow, security notices, ign and bulletins.
Page 57 of 66 Document No. 2785-00-PL-0012, ~ev.02
ASTAD Educatior City Project -Projeet Execution Plan
lssu d te 30/04/20 3

12. LEED CO PLIANCE

Qatar Environmental and Sustainability Policy
--- -------

Qatar is a signatory to a number of important international protocols which affect its envir nmental and
sustainability decision making. In addition, Qatar has stringent environmental requirements for
developments. including national environmental laws.

Critical Path and Sustainability

Sustainability "critical path" requires assessing green design strategies early in the project so that they
can be successfully incorporated. These "front-loaded decisions focus on site, water and e .f y
characteristics: soils, prevailing winds, sun angles, orientation, hy rot gy, utilities, energy l ... t'c ns,
ecosystems and access. Assessing these "critical path" strategies la r irr the Design and Construction
Process will increase project cost and complexity.

The Building Process

u:e we. ~b~~)
"Front-Loaded" Green Design Critical Path (USGBC)

Su tainability Tasks

A Construction Environmental Management Plan (CEMP), covering construction and operational
activities, will be prepared as a separate document from the EIA Report. The CEMP will Identify legal
requirements and the best practice methods which will be implemented to avoid or minimise the risk of
pollution of sensitive habitats occurring during construction and operation of the development

Through the CEMP, the Construction Manager will lead the Construction Phase management and review
process, with milestone Technical Reviews from the Construction Management team. Sustainability
depends upon actions throughout design and construction of the ASCQ. The designs of systems for the
ASCQ will centre on minimizjng the total energy cost of the built environment, Including balancing load
usage with required equipment and reducing water demand. These carefully planned and designed
sustainability technologies will be handed over to the main contractor.

Some construction actions for the ASCQ, specifically site clearance and piling, may be a separate
package for contractor procurement. For this scenario, a series of on-site kick off meetings will provide
the forum to transfer knowledge to the main contractor and the construction team. The contractor must
match or Improve upon the identified sustainable construction technologies and techniques.
Document No. ?785-00-PL-0012, Rev.02 Page 58of 66
ASTAD Education City Project ~ Project Execution Plan
I ue dat 30/04/20 3

LEED-ND Sections

The LEED for Neighborhood Development Rating System includ , :
Smart Location and Linkage
Neighborhood Pattern & D sign
Green Infrastructure & Buildings
Innovation & Design Process
Of particular importance are the following actions:
Construction Activity Pollution Prevention
An Erosion and Sedimentation Control (ESC} Plan for all new construction activities associated with the
project will be reviewed and approved by the Construction Management Team. Hiring experienced,
responsible excavation and site work contractor will be important in minimizing soil erosion from
construction activities and using the smallest excavation and site work machinery that will do the job.
Best Management Practice (BMP} also requires stockpiling topsoil during excavation and site work,
Sedi n tfon prevention of any impacted storm water conveyance systems or receiving streams;
preven ing polluting the air with dust and particulate matter.

Minimiz Site Disturbance in Design and Construction
The inten of this credit is to preserve native vegetation and pervious surfaces. Impermeable areas
include buildings, roads, and staging areas. During the construction phase, the site construction staging
areas will be reviewed so as to minimize impacts to the surrounding site. Survey on site will need to be
undertaken to identify trees conditions, with special importance, diameter size and Invasive species.
According to the DOR, at least 20 percent of the previously undeveloped area will be left undisturbed.

Si e Work and Enabling ork

In coordination with the programme enabling works, the site clearance contractor ill take over the site,
confirm the conditions, and prepare the site for construction. Site clearance will comply with specifications
in the CEMP including clearance and disposal of site vegetation, including translocation of identifl _ d
trees.

Waste and Resources Tracking

The Program Management team will conduct Technical Reviews of Locally Sourced, Recycled Content,
Sustainably, and Sourced Materials. During preparation of the site, the primary concern with resources
tracking relates to any waste transported off-site. Tracking of material indicators will involve collecting the
following information:
Recycled Content
Certified Wood
Water Use
Construction Indoor l i uality

Piling I Foundations

The piling contractor will coordinate with the structural engineer and Construction management group to
estimate the recycled content of the specified mix, and any potential improvements to that mix, without
sacrifice to durability or schedule.

Super-Structures

The contractor >Viii complete the const iction of the columns, podium and main structure pe contractual
requirements including submitted drawings of the final design, and construction of specified systems.
During construction of the new districts, detailed records on tf e amount of concrete and steel
reinforcement used for the structure will be recorded by the contractor and provided to the Project
Page59 of 66 Document No. 2785-00-PL-0012, Rev.02
lssu date 30/04/20 13

Management Team. During construction and fit-out, the Commissioning Authority (CA) will implement the
commissioning process and prepare a commissioning report.

Key Sustainability Indicators

Percentage of materials by volume salvaged and stockpiled
Percentage of materials by vafue with recycled content
Percentage of materials by value sourced from within BOOkm
Average rating of materials per Green Guide
Efficiency rating of installed equipment
Amount of water consumed during construction

Construction Phase Reporting

The Construction Management Team will Review:
Monthly reporting of materials by contractor
Environmental monitoring reports
Commissioning report
Sustainability report
CEMP

Occupancy Reporting

The handover for occupation will demonstrate the liveability of the planned, designed and constructed
systems. The monitoring and verification of the systems carried out post-occupancy will be reported to the
program management team, and will be an input into the reporting framework.
Document No. 2785-00-PL--0012, Rev.02 Page 60 of 66
ASTAD E uoaticn City Project - roj ,(''Execution Plan
te 30/04/2013

13. . DOCU ENT CONTROL

F raj ...t documents are controlled and managed in accordanc with LB's Document Control Procedure
and ASTAD's Document Control Requirements for Consultants. These procedures cover the han ling of
incoming and outgoing project documents, distribution, numbering conventions, contro, filing and
archiving processes. These documents include technical submittals, RFl's, Drawings, Inspection and Test
Requests, project correspondence, meeting minutes, reports, memos, etc.
LB shall monitor and verify that Contractors and their subcontractors Implement effectively documented
procedures for document and data control.
Documents related to the Quality Management System and all revisions are reviewed and proc, ssed by
authorized personnel. AH documents are recorded and logged as required to insure accessiblll
1
by the
team. The general procedure is as follows:
Documents issued by LB and ASTAD to Contractors and other relevant documents of external
origin are received, flied and, where applicable, distributed to appropriate personnel.
A master list or equivalent is established and maintained to identify the current revisions of
documents.
Changes to documents are reviewed by the same function or organization that performed the
original review unless specffically designated otherwise.
The reviewing organization has access to pertinent information on which to base
reviews/approvals.
Obsolete documents are destroyed or are removed from use and clearly marked to prevent their
misapplication.

LB Document Deliverables

Louis Berger is contracted to submit for approval to ASTAD a number of document delivera
11
. "'
throughout the different phases of the project. These deliverables will be submitted as describe in
ASTAD's Document Control Requirements for Consultants. Submission, review, approval and revision of
all deliverables are tracked and monitored using the Document Deliverables Register and Status
template. This Register is continuously updated by LB and submitted to ASTAD for review.

EDMS
LB shall establish an effective and fully functioning electronic data management system on all LB's
Education City projects as required by contract utilizing Aconex software. LB will provide ASTAD access
at all times to the established EDMS to allow downloading and printing of contents. LB shall ensure that
security measures. back-ups and recovery systems are provided.

Submittal anag ment, Review and Approval

This section defines the process of control, transmission, review, re-submittal and approvals of Contractor
Technical Submittals listed in the construction contract. It covers the processing of Contractor1s technical
submittals explicltfy listed in contracts initiated by ASTAD for construction and/or installation on all LB
contracted projects. In addition, the process provides direction of how to obtain approval of Materials,
Sub-contractors and Vendors, required by the Contractor to execute the terms and conditions of the
contract.

The Contractor shall issue Technical Submittals to LB for review and recommendations and send a copy
to ASTAD if necessary. These submittals may be;

IFC construction drawings
Technical Manuals
Management Plans and Procedures
Method Statements
ITP1s
RFl's
Material Approval Documents
Vendor or Supplier Approval Documents, etc.
Shop Drawings
Document No. 2785-00-PL-0012. Rev.02 Page 61of66

On receipt of the Technlcal Submittals from the Contractor, LB shall review and assess these do. um nts
b sed on ASTAD's review and assessment process. LB will use ASTAD's Assessment Codes indicated
in the table below and prepare an Observation and Comments Sheet (OCS) that will be attached when
the document is returned to the Contractor. LB shall copy ASTAD when returning the commented
submittals.

Code Description Remarks
A No comments & proceed Design /Manufacture I Construction may proceed.
B ReViewed with Minor comments I Design I Manufacture I Construction may proceed subj1cted-
Resubmit for Final Approval to incorporation of comments into documents.
Drawings/ ocurr-en s must be revised and resubmitted for
Final Approval.
c Not Approved I Rejected Incorporate Major comments and submit revised drawings I
documents.
Work may not proceed.

D Reviewed with Major Comments I Design I Manufacture I ~onstruct.ionmay proceed only at the
Resubmit for Review Consultant's risk until such comments are Incorporated and
revised documents resubmitted and approved.
Revised drawings I documents to be resubmitted for
Approval.

E See Response Used for RFI only

On issuance of the reviewed Technical Submittals to ASTAD, LB's Document Controller shall record the
comments and details of the submittals and log the latest OCS on the OCS Status List. Submittal logs
are also maintained and updated and issued to ASTAD as necessary.

The LB Resident Engineer shall request input as required on Technical Submittals (for materials, vendors
or subcontractor approval) from ASTAD for approval where required. At his discretion, the LB Resident
Engineer may review and recommend status of these Technical Submittals indicating assessment codes
as above.

On receipt of ASTAD's approval and or comments, LB Resident Engineer shall review, log and assess
details of ASTAD's review. LB shall consolidate and submit a complete response to the Contractor. If
there are discrepancies or conflicting comments discovered between the reviewing parties LB shall
request a workshop for the next day to resolve issues. Once resolved LB shall issue final mments to
the Contractor.

LB shall process and respond to all techni al submittals within 2 calendar weeks from date of receipt, or
less when instructed by ASTAD to speed up the process.

LB's approved Document Management System shall be used to log and process all Technical Submittals.
Page 62 of 66 Document No. 2785--00-PL~0012, Rev.02
ASTAD Educati City Project ~ Project Execution Plan
I ue date 30/04/2013

14. CONTROL OF RECORDS

Tr f flowing are records (contractual, tocnnical, quality, HSES, etc.) that will be maintained and
archived. The documents include but are n t limited to:
All contracts;
All correspondence to and from the Client;
All correspondence to and from sub-consultants, sup Ii rs and contractors;
Construction Drawings, As-built Drawings, Design and Construction Changes
Specifications~
Document transmittals;
Site instructions (Sis);
Request For Information (RFls)
Request for Material Inspection (RMls) I Request for Material Approval (RMAs)
Variation Orders (VOs)
Progress Reports
Financial Reports;
QA/QC documentation including inspection and test reports and non-conformance records;
Hs&E documentation;
Site Logs or Diaries

LB will verify that
Quality records should be legible and are stored in a readily retrievable mann ,r in facilities that
provide a suitable environment to minimize deterioration or damage and to prevent loss.

Retention Time of quality records is established.

Issue date ., 013

15. CONTRACTS MANAGEMENT AND ADMINISTRATION

Louis Berger shall as the Construction Management/Supervision Consultant shall provide Contract
Management for projects and contract administration. The work shall include but not be limited to:

Attendance of meetings and issuance of meeting minutes.
Monitoring of work quantities accomplished against the work scheduled, and process payments
accordingly.
Process Initial, Interim and Final Progress Payments
Process Contract Initiation and Closure.
Negotiate and Process ChangeNariatlon Orders
Verify Cost Breakdown Structure for Lump Sum projects
Maintain Contract Documents
Review. Appraise and Process Claims based on contract clauses
Oversee Contractors request for extensions, to the contract time (EOT's).
Request all details to process contract changes, claims, workshop drawings and Variation/Change
orders
Update Project Schedule and Budget.
Prepare and issue Daily Reports, Weekly reports and Monthly Reports.
Carry out Contract closure activities including transfer of procedures, operation/maintenance
manuals, prepare deficiencies punch list, oversee preparation of close out reports including
acceptance letters, and final payment.

--- -~- ------------- ---

Document No. 2785-00-PL-0012, Rev.02 Page 63 of 66
Document No. 2785-0Q..PL-0012, Rev.02 Page 64 of 66

ASTAD Education City Project r >j ct Execu1 Plan
ate t . 013

16. CHANGE ANAGE ENT

Effective change control ensures:
Standardized methods and procedures are followed:
A proper evaluation of the benefits of change;.
Assessment of the potential detrimental impact of change;
A full understandin f the risks and opportunities associated with the change;
Entitlements to cost and time adjustments can be substantiated;
Unit rates can be used to price changes;
Effective management of the impacts of the change on project costs I revenue and programme;
Continuous improvement.

The contracted scope of works sets the baseline from which the magnitude and nature of the change can
be assessed. The Sr. Constructi .n Manager, with assistance from the project team and specifically the
cost management team, is responsible for continually reviewing general project correspondence. Site
Instructions, design queries, supplier claims, latent conditions, weather and performance of consultants I
contractors for potential or actual variations.

The change control process involves:
Instigating a proposed change - any project party mav instig te a change proposal;
Communicating and documenting a proposed change;
Assessing the impact of the proposed change in terms of technical integrity, cost, benefit and risk;
Developing justification for the change and obtaining approval;
Authorizing the change and gaining approval in accordance with company procedures;
Managing and coordinating change Implementation;
Monitoring and reporting on the status of change implementation;
Reviewing and closing out change requests.

Site Instructions, Var' ti n Proposals and Variation Notices will be issued in accordance with contract
requirements and LB procedures. A change request must be issued and approved by all authorizing
parties prior to issuing a variation. LB will review Variation Orders and make recommendations to
ASTAD.

A Site Instruction I Variation Log for each project shall be maintained by the Cost Controller associated
with the respective project to record the status and content of all submissi ms.

Administration of Extensions of Time (EQT) ciaims will be in accordance with contract requirements and
LB procedures using the approved template forms. The EOT will generally, but not exclusively, be
generated from a scope variation or from a valid claim from the contractor. The Cost Controller will
maintain a register to document the status of all EOT claims and approvals. LB will review Extension of
Time claims as instructed and make recommendations to ASTAD.
ASTAD Educatior ~ily reject ~ r. ij .t Execution Plan
- te 30/0412013

17. RELATED DOCUMENTS

Item
No.
Document
I
Reference Number

1 Project HSE Management Manual 2785-00-MN-0001-00
2 Project Security Programme Manual 2785-00-MN-0002-00
3 Communications Plan 2785-00-PL-0003-00
>-----
---
- -- ..... --

4 Project Quality Plan 2785-00-PL-0004-00

--
5 Project Site Access, Logistics and Management Plan 2785-00-PL-0005-00

- .
6 Risk Management Plan 2785-00-PL-0006-00

7 Inspection and Testing Method Statement 2785-00-MS-0001-00

Cost Management Procedures

Claim Prevention & Management Procedure
8

Extension of Time Evaluation Procedure
2785-00-PR-0001-00

Invoice Validation & Payment Certification

Procedure
.. .,_,
Variation Order Procedure
9 Planning and Scheduling Procedure 2785-00-PR-0002-00

10 Document Control Procedure 2785-00-PR-0003-00

11 Project Execution Plan 2785-00-PL-0001

ASTAD Document Deliverables Approval Flowcharts
Rev. Date: December 15,

2011

ASTAD As-Built Drawings Preparation, Review &
Rev. Date: June 11, 2012

Approval Guideline

ASTAD Document Control Requirements for
ASTAD-SDR-ADB-001 Rev.O
Consultants

ASTAD OCS Guidelines for Construction Issue Date: May 22, 2012

Corporate Standard for Quality Requirements for
QP-STD-Q-004 Rev. 1

Projects

Louis Berger Organization Charts

-
Page66of 66 Document No. 2785-00~PL-0012, Rev.02
ASTAD Edu :ati '" -;1ty J"lrJjc - Project Execution Plan
Issue dat 30/04/201

17.1 APPENDIX A: LOUIS BERGER ORGANIZATION CHART

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