1. TALKING GOVERNANCE A Knowledge-Base Project Management Guideline Adil Abdalla, Dubai, 2008 1Talking Governance

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4. Organization the organizational units and structures, groupings, and coordinating mechanisms (such as steering groups) established within the organization and in partnership with external bodies, for the management of change Principles: Governance Framework 4Talking Governance Management the roles and responsibilities established to manage business change and operational services, and the scope of the power and authority which they exercise Policies the frameworks and boundaries established for making decisions about investment in business change, and the context and constraints within which decisions are taken.

5. Astronomical Monetary Reserves Principles: Global Corporate Cycle 5Talking Governance Criteria for Global Corporate Partnership Share Returns on Global Investments Acute Demands for Funds & Investments

6. Corporate Governance Accounts & Operations Transparency Principles: Elements of Governance 6Talking Governance Protection of Stakeholders’ Rights Board Critical Functions Building Customers’ Confidence

7. Principles: Golden Roles 7Talking Governance Close-outPlanning Legal Frame Execution Control Project Manager Work or Effort Requirements Pay Acceptance Scope/TOR Terms of Payment Proposal $$$ The Client Service Provider Verification Award Baselines Close out Take over Lessons Learned Product Identification Conditions of Contract Chain of Acceptance

8. Principles: Communications Cycle The Client/Developer ConsultantConsultant ContractorContractor Project Manager Instruct Accept Request Report Request Report Request Report Instruct Accept Instruct Accept Technical Level Project Level Business Level Progress Issues Change Issues 8Talking Governance

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10. 1. Business Cycle 10Talking Governance Business Model Conceptual Model Technical Model Managing Model Exit 1 Exit 2 Exit 3 Opportunity Delivery Constructability Regulatory Feasibility Architecture Engineering Construction

11. 2. Scope/WBS Cycle Strategy The Client (Board) Ownership 1 Main Tasks 1.1 Sub Tasks 1.1.1 Main Processes 1.1.1.1 Sub Processes 1.1.1.1.1 Detailed Field Operations 1.1.1.1.1.1 Liaison officer Ownership Project Management Project Management Project Manager To Client (Liaison Officer) Project Manager To Client (Liaison Officer) Contractor/Consultants To Project Manager Contractor/Consultants To Project Manager Contractor To Consultants Contractor To Consultants Technical Audit Project Audit Quality Audit Organization Audit Business Audit Financial Audit Company Audit 11Talking Governance

12. 3. Legal Cycle PLAN (Official Launch) PLAN (Official Launch) REVISE (Contract Sign off) REVISE (Contract Sign off) MEASURE (Appraisal Review) MEASURE (Appraisal Review) ACT (Consortium Formation) ACT (Consortium Formation) Business Model Technical Model Managing Model Conceptual Model 12Talking Governance Execution Planning Initiation Stakeholding Procurement KPIs Close out

13. 4. Consortium Formation Project Manager The Engineer Architect Facilities Manager Contractors Associated Consultants Quantity Surveyor Client’s Liaison Officer 13Talking Governance Suppliers

14. 5. RRM Cycle Area Cost Business Duration Value Engineering Key Performance Indicators Optimization Earned Value Cost Consultant The Engineer Project Manager Rates Specs Liaison Officer Delivery Perform REVISE PLAN ACT MEASURE 14Talking Governance

15. 6. Project Cycle VERIFYING PLANNING ALIGNING DELIVERING OPERATIONREGULATORYPROJECTIZATION Design Competition Design Competition PP 1.0 & Initiation Design Development Design Development PP 3.0 & Tender SLA & Baseline PP 4.0 & Award PP 5.0 & Change Construction Final Accounts Taking Over Testing & Commissioning Testing & Commissioning Handing Over Close Out PP 2.0 & Award S LL 15Talking Governance

16. 7. Project Plan 16Talking Governance Meeting business or technical changes Meeting business or technical changes The Project is Constructible The Project is Constructible The Project meets Constraints The Project meets Constraints The Project meets Standards The Project meets Standards The Project is Confirmed Feasible The Project is Confirmed Feasible The Project is Identified The Project is Identified PP 2.0 PP 1.0 PP 3.0 PP 4.0 Baseline PP 0.0 Baseline PP 0.0 PP 5.0 Launch Competition Design Tender Award Progress Project Charter Baseline Update PM’s Assessment Design Close-out PM’s Assessment Change

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18. Management Cycle VISUALIZE CHANGE ASSESS MANAGE Opportunity Resources Corporate Delivery Dynamics Standards 18Talking Governance

19. Mind/Report Mapping: Example QQ YY NN SS SC4SC4 SC2SC2 QQ SC1SC1 YY NN QQ YY NNCC QQ NN YY SC3SC3 CC SC5SC5 FF FF FF FF FF FF CC CC 19Talking Governance

20. Continuous Improvement Recommendations Record Defects Record Defects Process Step 1 Process Step 1 Process Step 2 Process Step 2 Process Step 3 Process Step 3 ClientClientProviderProvider Define Measure Improve Processing Analyze Data Control Tools LessonsLearnedLessonsLearned 20Talking Governance

21. Reporting By Project Manager By Consultant By Contractor Acceptance Log Acceptance Log Acceptance Log Acceptance Log Change Log Change Log Change Log Change Log Instructions Log Instructions Log Instructions Log Instructions Log Cost Tracking Cost Tracking Cost Tracking Cost Tracking Schedule Tracking Schedule Tracking Schedule Tracking Schedule Tracking Scope Tacking Scope Tacking Scope Tacking Scope Tacking Progress Report Progress Report Progress Report Progress Report Daily Safety Report Daily Safety Report Daily Safety Report Daily Safety Report Project Directory Project Directory Project Directory Project Directory Communication Log Communication Log Communication Log Communication Log Inspection Log Inspection Log Inspection Log Inspection Log Submittal Log Submittal Log Submittal Log Submittal Log Risk Mgt Log Risk Mgt Log Risk Mgt Log Risk Mgt Log Safety Log Safety Log Safety Log Safety Log Eqpt Daily Report PaymentsPayments Labor Daily Report Daily Progress Info Request Log Info Request Log Info Request Log Info Request Log Inspection Rqst Log Inspection Rqst Log Inspection Rqst Log Inspection Rqst Log Submittal Rqst Log Submittal Rqst Log Submittal Rqst Log Submittal Rqst Log Status Report Project Plans Project Plans Project Plans Project Plans Test Reports Cash Flow Updates Procurement Plan Quality Log Quality Log Quality Log Quality Log Negative Reporting Status 21Talking Governance

22. Measures: Example 22Talking Governance Variance is no more than 5% No of Tech Request. No of Timely Approvals No of Reports No of Timely Instructs Activities Logged Activities 25% 50% 100% No of Risk Events No of Timely Responses No of Request. No of Timely Approvals No of Violations No of Timely Responses Progress Change Scope Risk Audit

23. Quality Measures: Examples 23Talking Governance -10 % -3 % -10 % -7 % -5 % -3 % Schedule Control Budget Control Performance Control Failure to Satisfy The Client Failure to Meet Planned Budget Failure to Meet Milestones Technical Control Cost Control Performance Control Failure to Satisfy The PM Failure to Minimize Variations Failure to Satisfy Peers The Project Manager 5,000 Events In 20 Months The Project Manager 5,000 Events In 20 Months The Consultant 20,000 Events In 20 Months The Consultant 20,000 Events In 20 Months Technical Control Safety Control Performance Control Failure to Satisfy The Consultant Failure to Meet the Code Failure to Satisfy Consultant The Contractor !00,000 Events In 16 Months The Contractor !00,000 Events In 16 Months 2.80 3.50 2.80 3.00 3.15 3.50 10,000 3,000 10,000 1,400 1,000 600 150 24 7 7 3 3 2 2 1 1 0.3 TotalDailyDefectsApplicationsISO 6σ6σ

24. VISUALIZECHANGE ASSESSMANAGE PLAN REVISE MEASURE ACT Quality Cycle DEFINE CONTOL ANALYZE IMPROVE 24Talking Governance

25. Strategy Control P/RP/RAA ContractorConsultantProjectManagerLiaisonOfficerTheBoard PPS/R/AS/R/AAA PPS/R/AS/R/AAA PPS/R/AS/R/AS/R/AS/R/AAA Viability Planning & Controlling DesignActivities SiteActivities S/R/AS/R/A S/R/AS/R/A TechnicalLevel ProjectLevel ContractualLevel BusinessLevel P erform S upervise R ecommend A pprove 25Talking Governance

26. Progress Control P/RP/RAA ContractorConsultantProjectManagerLiaisonOfficerTheBoard PP PPAA PPS/R/AS/R/AAA Viability Planning & Controlling DesignActivities SiteActivities TechnicalLevel ProjectLevel ContractualLevel BusinessLevel P erform A pprove S/R/AS/R/A S/R/AS/R/A S/R/AS/R/AAA S upervise R ecommend 26Talking Governance

27. Operations Control P/RP/RAA ContractorConsultantProjectManagerLiaisonOfficerTheBoard P/RP/RAA P/RP/RAA PPAA Viability Planning & Controlling DesignActivities SiteActivities TechnicalLevel ProjectLevel ContractualLevel BusinessLevel P erform A pprove S/R/AS/R/A S upervise R ecommend 27Talking Governance

28. Technical Control P/RP/RAA ContractorConsultantProjectManagerLiaisonOfficerTheBoard P/RP/RAA P/RP/RAA P/RP/RAA Viability Planning & Controlling DesignActivities SiteActivities TechnicalLevel ProjectLevel ContractualLevel BusinessLevel P erform A pprove SS S upervise R ecommend 28Talking Governance

29. Corporate Framework Organizational Structure Processes & Operations 29Talking Governance Alignment to Corporate Governance as sole route for Business Excellence Legal Standardization Roles & Responsibilities Matrix Business Proposition Resources & Skills Techniques & Tools Operational Manuals Recommendations Segregation between Roles of Project Management, Lead Consultancy & Sub Consultants Adherence to Continuous Improvement as Baseline for Quality Performance