darmagazine
i5 issue 5, 2013
Staying the Course: Dubai Remarkable Come Back // Solutions to Complexities: Managing the Design Process for the King Abdullah Financial District // An Impressive Mix //
setting the stage As lead A-E-C consultants, Dar Al Handasah (Shair & Partners) works with individual firms, established consultants and specialized designers to manage our clients’ mega projects. This issue of the DarMagazine centers around the unprecedented project design and delivery scales that are being achieved through sound design management and project integration in our industry today. The right leadership, the engagement of a multitude of investigators and a large community of experts through collective work, the utilization of new technologically-inspired tools and common standards achieve high levels of success for the construction of large (medium and small) scale projects. Over many years we have built a solid expertise leading the management of mega-size projects through partnerships, knowledge management, and visualization. Our objective has always been to produce an end project that is valuable for society and useful to many and this issue of the magazine is a glimpse of how we do it. ‘Staying the Course’ is a feature article about Dubai’s remarkable recovery; it showcases four recent projects signed in 2012. ‘Solutions to Complexities: Managing the Design Process for King Abdullah Financial District’, is an article about KAFD’s highly complex project that dictated advanced management activities, methods and skills to optimize and run design processes. A unique opportunity to achieve highly successful outcomes based on best design management practices backed up by our solid experience managing large scale projects, regional insight and international exposure, KAFD ranks among our most challenging projects over the last decade. ‘An Impressive Mix’ we present some of our integrated core values, strategic choices and insight for solid and durable success. In May 2012 Dar Al Handasah and the Dargroup of global consultancies concluded a deal with the international firm Currie and Brown, DarMagazine features an interview with Sari Gedeon Director of the Project Management and Contracts Department who was instrumental making C&B part of our Group. The article ‘The Ondjiva Paradox’ relays our flood experts’ solution to tame a flood that constitutes threat and livelihood for the residents of the Angolan city of Ondjiva. Our commitment to E-P-C project delivery especially in large scale industrial projects necessitating particular expertise is presented in ‘The Challenges of Equipment Procurement in Industrial Projects’. Finally, ‘The Unsymmetrical Precast Pre-tension beams for PNU’s APM’ is an overview of a technical paper submitted by our Structural Department and presented during the 2011 Prague fib Symposium. Rawiya Bikhazi DarMagazine Editor-in-chief
contents 02//
the unsymmetrical precast pre-tensioned beams for the apm bridge at pnu
by Essam Ayoub, Senior Bridge Engineer; Gamal Helmy, Bridge
Department Head; Charles Malek, Director of Structures
Department
07//
the challenges of equipment procurement in industrial projects
by Lara Al Amm, Senior Project Engineer
10// staying the course: dubai remarkable comeback 12// dar al handasah at dia: two new concourses 28// the pointe 32// dragon mart 34// pearl jumairah 36//
an impressive mix 36// joined up execution 38// an interview with sari gedeon
40//
the ondjiva paradox
by Joelle Makhoul, Environmental Engineer
45// solutions to complexities: Managing the design process for the king abdullah financial district
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minimizing distortion | pnu’s apm unsymmetrical beams
The Unsymmetrical Precast Pre-Tensioned Beams For The Apm Bridge At Princess Nora Bint Abdulrahman University by Essam Ayoub, Senior Bridge Engineer; Gamal Helmy, Bridge Department Head; Charles Malek, Director of Structures Department
Figure File • Alignment length: 12.1 km • Concrete volume: 146,500 m3 • Construction period: • Pre-casting = 8 months • Construction = 8 months • Guideway Bridge • Straight sections: 8,800 m • Curved sections: 3,300 m
• Precast concrete elements • slabs: 7,500 m3 with total number of ≈ 8650 units • C beams: 23,000 m3 with total number of ≈ 660 units • Segments: 6,500 m3 with total number of ≈ 810 units • Parapets: 11,500 m3 with total number of ≈ 8500 units
• Cast in situ concrete elements • Foundations: 43,000 m3 • Piers: 18,500 m3 • Topping slab & stitching: 24,500 m3 • Concrete sleepers: 12,000 m3 • Pre-stressing and ordinary reinforcement • Pre-stressing reinforcement for all elements: 1,750 t • Ordinary reinforcement for all elements: 32,000 t
Main image The APM’s box girder bridge and piers. Inset, view of the APM and the Central Plaza, in the background minarets of the main mosque
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pnu’s apm unsymmetrical beams | minimizing distortion
The premise: Minimizing distortion for doubly unsymmetrical beam sections
When subjected to gravity loads such as their own weight, doubly unsymmetrical sections are subjected to vertical and transversal displacements. Moreover, under pre-stressing, loading the same kind of displacements and the possibility of axial displacements can also occur. To minimize distortion (bowing), only allowing for vertical camber and
eliminating lateral displacements, the pre-stressing strands should be arranged so that under their own weight, and prestressing forces (case of load transfer) the final lateral displacement across the beam is minimal. This can be achieved if, at transfer, the final orientation of the neutral axis is horizontal at all critical beam cross sections.
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minimizing distortion | pnu’s apm unsymmetrical beams
The day King Abdullah Bin AbdulAziz Al Saud, Custodian of the Two Holy Mosques, inaugurated the Princess Nora Bint AbdulRahman University (PNU), he rode the Automated People Mover (APM) demand-responsive transport system designed to take students around the 800-ha campus safely, securely and with the least strain on the environment. PNU, east of Al-Riyadh, is the vision of the Custodian of the Two Holy Mosques to advance education in the Kingdom of Saudi Arabia. Completed in a record breaking two and a half years covering design and construction – the King himself laid the foundation stone on the 29th of Shawwal, 1429 (October 30th, 2008), just as he was the one to inaugurate the campus on the 12th of Jumada II, 1432 (May 15th, 2012).
The driverless dual-track APM transit system running smoothly and quietly on continuously welded steel rails is PNU’s center piece. Visible from all areas of campus, it rises on a pre-tension C-beam guideway 13-m above the academic plinth providing a lookout point from which students can gaze at the canopyshaded green piazzas connecting the academic buildings and runs on overlapping routes to the residential quarters stopping
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at a total 14 stations. The plan calls for an easily constructible and cost-controlled design of the 12-km alignment guideway with straight and curved segments. Sticking with the 25-months grueling time schedule was a project requirement but delivering on looks and uncompromising soundness of design is that of the team of bridge engineering designers’ own commitment to design and execution.
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1 Assembling of the two precast unsymmetrical C-beams on site 2 On site connection of the two C-beams through stitching concrete 3 Erection of the 10 cm precast slabs 4 Cast in situ of the 15 cm R.C deck slab 5 Final stage elevation and cross section of the 36 m straight span
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pnu’s apm unsymmetrical beams | minimizing distortion 7
Closet box section type guideways were chosen for the entire (75 % straight 25 % curved) alignment requiring a precast concrete technique of construction. For the straight sections, the box girder was executed using unsymmetrical precast pre-tensioned C-beams assembled together using stitching concrete. At transfer, the unsymmetrical precast pre-tensioned beam was studied to avoid distortion that could characteristically occur with unsymmetrical beams. The cast-in-situ R.C. deck slab was then constructed using precast slabs resting on the formed box girder section. No formworks were needed for the whole bridge box section construction because of the efficiency gained from the use of precast beams and slabs. For the curved APM parts, a precast post-tensioned segmental construction was considered.
This article summarizes the findings of a technical paper accepted by the International fib Symposium and presented by Dr. Essam Ayoub in Prague 2011. The authors present the efficiency obtained using precast construction technique for the PNU elevated APM guideway. The paper also discusses the pretensioned strands arrangement for unsymmetrical precast C beams (straight parts) to minimize distortion occurring at transfer due to the unsymmetrical characteristics of the precast beams.
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Guideway straight parts precast C-beams The straight parts of the APM’s guideway were constructed using doubly unsymmetrical precast pretensioned C-beams with several span lengths adopted. These include 22-27, 30 and 36 m simple spans each with two precast C-beams assembled to form the final box girder section of the APM guideway. The sequence of construction resulted in the most efficient box girder section construction with a 45 MPa concrete grade. For the 36-m span straight bridge 75 strands, five are located at beam top and adopted for each of the two precast unsymmetrical pre-tensioned beam. The pre-tensioned strand has an ultimate strength of 1770 MPa and an area of 150 mm2. Ten strands are de-bonded for a distance of 8.9 m from support and 34 strands are de-bonded for a distance of 3.4 m from support. Because of the appropriate selection of transverse eccentricities of the pre-tensioned strands the distortion of the beam is barely noticeable.
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6,8 Constructed 34.8 m unsymmetrical precast C-beam lateral and top views 7 Double precast unsymmetrical C-beams assembly 9 C-beam and precast slab close up 10 Precast slabs installation used as scaffolding for the cast in place top slab 11 Box Bridge Girder resting on piers
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minimizing distortion | pnu’s apm unsymmetrical beams
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3-D solid element modeling of the unsymmetrical precast pre-tensioned beam at transfer 3-D solid elements are adopted to model the precast unsymmetrical pre-tensioned beam. The output normal stress results at transfer at mid-span range from 3.06 to 3.10 MPa for top fiber and are equal to almost 24.55 MPa all over the bottom beam fiber. The lateral displacement is about 1.1 mm, insignificant considering a 34.8 m beam span.
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The pre-casting concrete technique used had a positive impact on ease of construction resulting in major time cutting. It ensured a higher concrete quality than the cast in-situ method of construction which relies on traditional scaffolds and would have taken much longer to complete. The tendency of the unsymmetrical precast beam to distort during transfer was made negligible by use of proper arrangement of pre-stressing strands. Only camber deformation is expected and recorded after pre-stressing transfer. The two finite element models developed guaranteed the validity of the non-distorted behavior of the unsymmetrical beam at transfer. The bridge’s box section with its two precast unsymmetrical sections produced elegant and elongated guideways adding a visual element to the already well-designed campus.
1-D frame element modeling of the unsymmetrical precast pre-tensioned beam at transfer One-dimensional frame elements used to model the precast 34.8 m span unsymmetrical pre-tensioned beam yielded maximum longitudinal, transversal and vertical displacements at mid-span, at transfer of 6.3, 1.2 and 44.5 mm, respectively. Optimum selection of transverse pre-stressing eccentricities resulted in a negligible 1.2 mm maximum transverse displacement of the beam at mid-span and only significant camber and axial displacement.
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1 Maximum displacements at mid span for the unsymmetrical precast beam at transfer using solid element model 2 Normal stress distribution at mid-span for the unsymmetrical precast beam at transfer using solid element model 3 Displacement results for the one dimensional frame element model
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equipment procurement | industrial projects
The Challenges of Equipment Procurement in Industrial Projects by Lara Al Amm, Senior Project Engineer
Industrial projects are widely executed through Engineering, Procurement and Construction or Turnkey arrangements, when a plant is designed and built by the contractor and turned over to the client in a ready-to-operate condition. In some instances, especially when design necessitates a particular expertise or knowledge of a specific production process, industrial projects are executed through a conventional Design-and-Build arrangement when the design consultant and the construction contractor are two distinct entities. This arrangement commonly brings to the clients the duty to procure themselves the project’s main equipment and materials and often times the client delegates this duty to the design consultant. Those equipment and materials are usually long lead items with a high degree of customization, quite specialized, and constitute an important share of the total project cost which triggers more interest in conducting competitive procurement for individual equipment or equipment package and ensuring timely availability on site for installation. The fact that the design consultant typically needs very specific data from equipment suppliers in order to complete its design encourages separate and early procurement of equipment.
This equipment procurement duty delegated to the design consultant exposes it to major challenges especially that most industrial projects have very strict time constraints and critical interfaces with on-going operations and processes. Delays in procurement could mean delays in the start of operation or production thus translate into measurable losses in market shares — employer-caused delays that the contractor could claim for time extensions and cost reimbursements.
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industrial projects | equipment procurement
The first challenge resides in the identification of the equipment, their bundling into equipment packages and developing their technical specifications. All this does not necessarily take place in a smooth way especially that this step is commonly performed when design is still at a conceptual level. Equipment is packaged to allow each package (with all its components) not only to be awarded to one supplier, but also to be sizeable enough to attract various interested bidders ready to give priority to such equipments in their production and supply chain.
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The second challenge is to build an efficient procurement cycle agreeable to all parties, especially to the client. This cycle should identify all procurement activities to be performed along with the needed approvals. It should respect the administrative and managerial requirements in the client’s organization in terms of approvals, signature of purchase orders, opening of Letters of Credit, and issuance of payments. In many instances a complex cycle that often includes several steps and various reviews and approvals tiers within the client’s organization is by itself a source of considerable delays.
The third challenge of equipment procurement in the client consultant - and contractor trifecta is the formulation of commercial terms that are acceptable to the supplier while preserving client’s interest. Various standards are consulted in that respect including the Model Form of General Conditions of Contract recommended by the Institution of Mechanical Engineers, the Institution of Electrical Engineers, and the Association of Consulting Engineers for use in home or overseas contracts for the supply of electrical, electronic or mechanical plant. Yet, it has been widely observed that most suppliers are reluctant to fully comply with the commercial terms and require their own terms and conditions to take precedence over any other terms. Often time, due to the high degree of specialization or the proprietary nature of the equipment the design consultant has a very thin margin for discussion of commercial terms.
equipment procurement | industrial projects
The fourth challenge resides in the proper planning and development of a preliminary yet robust program of works. A program that should identify, though often times built at concept design stage, two major milestones: the first milestone is the expected installation time on site (and consequently the expected equipment delivery time) and the second milestone is the expected time for design information provision by the supplier, for the sake of design development and completion by the design consultant. Equipment delivered very early would necessitate a lengthy storage on site, with an increased risk of damage due to improper storage or handling. Furthermore, various suppliers limit their performance guarantee to a specific period following delivery and a specific period following installation, whichever comes first. Thus, in early deliveries performance guarantees could expire even before equipment installation. Late deliveries could delay construction works on site which would trigger contractor’s claims for time extension and additional cost.
The fifth challenge is the proper integration of construction contractor’s duties associated with this equipment, in the construction contract. Those duties include, without being limited to, insurance provisions to such equipment when taken over by the construction contractor, storage and proper handling, as well as the duty to provide timely notification of the expected installation date, to allow for the supplier to supervise equipment installation, testing and commissioning. This provision ensures proper installation of the purchased equipment and the validity of the supplier’s guarantee and effective warrantees.
Equipment procurement does not end with the placement of purchase orders with suppliers but also necessitates equipment expedition, until taken over by the contractor. This expedition exercise spans over shipping, insurance, custom release, demurrage and finally delivery to site. It requires skills and experience beyond those normally appropriated by the design consultant’s staff such as being conversant with the International Chamber of Commerce (ICC) rules and terms. Equipment procurement on behalf of our clients is a crucial service that we render for successful completion of industrial projects. It is a service not without its challenges many if not minutely dealt with could derail a project’s outcome no matter how good and complete the design. The general challenge, actually framing all the challenges discussed in this article, arises from our ability as design consultants to act outside of our traditional realm of services, in other words outside our ‘comfort zone’. By being familiar with such challenges, and carefully laying them out at the project’s onset and bringing them to the attention of the working team, is how we maximize the chances for success.
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DUBAI Staying the course:
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Master Plan Development I Illustrative Master Plan
a remarkable comeback Figure 3.1: Illustrative Plan of Pearl Jumeria
AD11084-0100D–RPT–TP–REV 0
Dubai is staging a powerful comeback from the recent economic downturn that left those who predicted a bleak future for the city singing to a different tune. The six-year boom that turned the once quiet town into a large regional hub came to a crashing halt in just a few short months. According to industry watchers, by 2009 nearly half of all construction projects were either put on hold or cancelled in the small Arabian Gulf Emirate who had positioned itself as an international finance, tourism and trading center. In the wake of the blow that hit hard and fast, the city fought back to restore its finances and rebuild on stronger foundations guided by wise leadership and well structured institutions. With support from the United Arab Emirates Federal Bank and oil rich neighbor Abu Dhabi, Dubai and the UAE as a whole acted decisively to work through mounting debts and lack of transparency issues that fuelled doubt into investors’ willingness to stay in the market. The remarkable recovery efforts were showing signs of healthy economy as far back as mid 2010 and in the midst of the mayhem in the Middle East, Dubai is again a much needed safe haven and a stronger transport and trading hub with newly stated national policy to build an infrastructure qualified to outperform rival regional hubs. Often referred to as the three T’s strategy: trade, tourism, and transport, there is still room for gulf tournaments, fancy hotels and show jumping championships, but logistics is big business in Dubai these days. The city has moved quickly on infrastructure projects to consolidate its position in transportation and trade, diversifying its export strategy, tapping into new trade destinations particularly with Africa, and developing an oil-based industry. Dubai International Airport passenger traffic surged 13.4 % in 2012, freight volume jumped 3.9% with aircraft movement rising 8.4 % with the launch on new routes to South America, Africa, Autralasia and Eastern Europe. Dar Al Handasah is moving ahead with the design plans on the new Concourse 4 as our on-the-ground teams are managing final works on DIA Concourse 3 expected to be phased into full operation in 2013 to bring
the total capacity of airport from 50 to 70 million pax. With the completion of the ongoing Concourse 3, Concourse 4 in addition to Terminal 2 expansion; the total capacity of DIA will reach 92.5 million pax in 2014 to cater for the aviation traffic demand up to the year 2020. This is part of the 2020 Strategic Plan set by the Airport in July 2011..
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Contents
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Dar Al Handasah at Dubai International Airport Two new concourses
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3/ Dragon Mart
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The Pointe
Master Plan Development I Illustrative Master Plan
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Pearl Jumairah
Figure 3.1: Illustrative Plan of Pearl Jumeria
AD11084-0100D–RPT–TP–REV 0
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1/ Dar Al Handasah at Dubai International Airport: Two new concourses
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1 C3 nearing completion of construction 1 Single-loaded C4 to be built west of C1
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DUBAI INTERNATIONAL AIRPORT
DXB DUBAI
Captions
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C4
C1
C2
C3
C1
C2
C3
Dubai Aviation Engineering Projects (DAEP) instigated Phase II expansion of Dubai International Airport Terminal 3, Concourse 2, and Concourse 3 in 2001 with Dar Al Handasah as lead consultants.
C3 visual identity with already existing C1 and C2 15
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Concourse 2 Interior
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The coveted exterior plane-wing inspired shape of C2 (and C3) is the work of DarGroup members Perkins + Will and Dar Al Handasah so is the interior design and supervision for both concourses.
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1 C2 central atrium 2 Terminal 2 3 C2 axially designed departure level featuring naturally lit interiors through the envelop arched openings
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Concourse 3 Designed to meet DIA’s passenger’s needs, C3 is a 535,000 m2 underground structure extending above ground under a huge metal tube for 20 aircraft stands for the A-380 aircraft and 6 hold rooms for remote stands. Part of the Emirates Airlines network, the fully airside structure with characteristic arched shell above ground levels comprises EK First and Business Class lounges, hotels, arrival and departure floors and the axially designed and beautifully lit 15,000 m2 duty free retail facility. Completely detached for its landside, passenger flow from T3 is through the underground APM with the two facilities also connected by underground utilities tunnel that includes the vehicular and baggage handling systems. The APM network also connects to C2’s lower levels. Much like C2, sky train vertical transport systems connect C3’s five floors and act as focal point features within the central atriums of each floor and in keeping with a unified visual identity C3 also adopts the arched shape openings along its exterior shell. With a 90-m wide by 645-m long footprint the elliptical tube-like form that tapers off at each end remains rectilinear in projection. Encased inside C3 are two rectangular volumes holding a four and five star hotels, and first and business class lounges located on two separate levels below the hotels.
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4 C3 longitudinal section 5 C3 transversal stacking section 6 Central atrium transversal section detail 7 C3 tube like ending glass facade
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dubai remarkable recovery | dar al handasah at dia: two new concourses
C3 salient characteristics
C3 Figure Facts Floor Area
[]
528,000 m2 total area
645m []
Concourse Length
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100 m wide at apex
42 m []
Concourse Height
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33.7 m high tappering at both ends
91 m []
Concourse Base
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20 contact gates
58 []
Arched windows
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15 m wide skylight
528,000 m2 []
11 []
Levels
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Metalic rainscreen skin
20 []
A380 Gates
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58 arched windows
5 []
Bus Lounges
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A central rectangular atrium
Hotel Rooms
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Rectangular hotel volume
Retail Area
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Duty free zone
189 [] 12,650 m2 [] 7,900 m
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First Class Lounges
9,700 m
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Business Class Lounges
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dubai remarkable recovery | dar al handasah at dia: two new concourses
C3 steel structure and construction progress
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dar al handasah at dia: two new concourses | dubai remarkable recovery
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dubai remarkable recovery | dar al handasah at dubai international airport - concourse 4
C4 is a LEED certified concourse
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Main C4 exterior volume and central skylight design 1 Single loaded ramp detail 2 Departure gate architectural design scenario
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dar al handasah at dubai international airport - concourse 4 | dubai remarkable recovery
C4 18M pax Single loaded fully airside concourse Designed for OAL Terminal 1 passenger processing and connectivity 900X250 m site 64,000 m2 footprint 17 contact gates (6 Eleven Code E, Four Code F and One code C stands 2
Concourse 4
11 remote bus lounges.
With reported rise in passenger traffic and EK’s plans to start on new routes, the October 2011 Dubai Airport’s Westside Study established the need for a 4th concourse to meet airline and economic growth for the next 10 to 15 years and deliver world class service for a unique carrier. Forecast projections carried out for the study indicate that DIA would continue to accommodate growth and EK will continue to require additional aircraft stands and airside capacity. With EK expected to outgrow C1 and the demand for a new concourse for Other Airlines (OALs), C4 is a new concourse sited west of C1 to serve OAL as an airside satellite concourse.
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dubai remarkable recovery | dar al handasah at dia: two new concourses
Our design objectives were centered on integrating C4 on a 900X250 m site west of C1 and linking it to T1. Another fully airside concourse, C4’s passenger processing will take place within T1 also slated for renovation including APM connectivity with the new concourse. Airside, we looked at C4’s site constraints for maximum contact aircraft gates to achieve efficient aircraft gating and bridging with the flexibility to meet anticipated aircraft fleet mix. C4 design sought to break away from C2 and 3’s trademark arches but keeping with the overall visual identity established at DIA. The single-loaded C4 is conceived as a fit for purpose design with space and design saving features and adequate connectivity. Slated for fast construction and scheduled to be operational by 2014, just like both previous concourses, construction will occur within a fully operational and extremely busy airport.
BIM Coordination The project is being developed and coordinated using BIM (Building Information Modeling) virtual building modeling containing all design information continuous quality control, conflict detection, accurate 3D visualization and coordination, early problem identification, and view of combined HVAC, fire, and electrical model.
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The Department of Civil Aviation and Dubai Airports, SP2020, Projects Summary Report produced in June 2011 summarizing all expansion work for the airport since 1991, the Westside Study Strategic Brief published in October 2011, the 2020 flight schedules prepared by Dubai Airport, and the future Dubai Airport Layout Plan constituted the base sources for our C4 initial concept design.
We were part of most expansions DIA has undergone starting in the 80’s as well as designing SP2020
Top Transversal interior space section Bottom Functional site plan
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dubai remarkable recovery | dar al handasah at dia: two new concourses
The T1-C4 APM is a critical component of the T1 improvement and expansion project for OAL. Passenger Process throughput was determined at 440 passengers every 10 minutes for departure and 1,092 passengers every 10 minutes for arrivals. T1, C4 and the APM linking them are designed to remain in capacity balance with one another so that each individual facility works in conjunction with the other to deliver a comparable level of service when responding to passenger demand levels. The T1-C4 equilibrium would be maintained for anticipated airfield capacity increases and applies to supporting passenger functions including BHS and apron bussing to and from C4
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1 Aircraft gating eye-level view 2 C4 exterior volume, central atrium skylight roof, and aircraft gating configuration 3, 4, 5 A detail of C4 interior features, the smart column integrating: lighting, A/C, public address speakers, security cameras, signage, time, WLAN, advertising screens, and power sockets
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The Pointe Project and Construction Management | Dar Al Handassah
The Pointe
The dual dancing fountains
The newly restructured Nakheel Properties, one of the world’s largest real estate developers and a key player in Dubai’s vision for the 21st century, is back with newly announced plans to expand Dar-designed Ibn Battuta Mall and Dragon Mart. Nakheel has also announced plans to build ‘The Pointe’ an exclusive new $80 million restaurant and shopping area at the tip of its Palm Jumeirah trunk facing the Atlantis Hotel. The project is a mixed-use retail and entertainment complex conceived as an exciting and vibrant terminus for the residential fronds and captivating spine of the Palm. The location directly opposite and across the bay from the landmark Atlantis features a destination type linear complex with casual cafés, bistros and specialty restaurants. The architecture caters for a relaxed quayside ambiance where the restaurants’ lower and upper terraces and balconies adjoin interior spaces allowing innovative seating and uncompromised views of the waterfront’s many features and amenities. The sinuously curving facades of these venues parallel the water and landscaped terraces. Casual strolling and various leisure activities are planned for this quay side location including the viewing of the Dancing Waters fountains which can be viewed from the convenient arena seating nestled into the shoreline.
Dar trade teams : Architecture Structure MEP Civil Infrastructure Landscaping
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The Palm Monorail Station Transportation Environmental Geotechnical & Marine Project Management
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dubai remarkable recovery | the pointe
It is envisioned that the central complex with its restaurants arrayed around the twin palm courtyards will also contain a new station for the monorail connecting the Palm residents and visitors as well as the Atlantis Hotel directly to this exciting destination. In addition to the monorail the central area has a convenient wharf where boats will shuttle visitor to and from Atlantis. The project with a 131,000 m2 site print only includes a 25% or 33,000 m2 building footprint opening giving way for ample areas for promenades (20,000 m2 ), piazzas and landscaping (40,000 m2). The project is being designed in our DarCairo office with over 30 architects and specialty engineers working on the Pointe for design and execution. During the design process, Dar has applied state-of-the-art systems for optimized choices and best value design over the project’s life cycle. Communication lines were key now
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that we are using BIM, project websites, daily communication at all levels of the project management structure to report regular progress and provide close tracking system of deliverables. With Dar’s scope covering all design aspects from concept design up to tendering award, DarDubai is providing design management and supervising the construction of works. Our concept design already submitted and approved, the design team in Cairo now moves to tender packaging for tender awarding. As a multi-disciplinary firm, our architectural design services are fully integrated with all building engineering, landscape, infrastructure and transport design services. Coordination with Nakheel, and local authorities for permits and approvals is assured through our area of operation office in Dubai.
the pointe | dubai remarkable recovery
The Pointe views
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3/ Offering Chinese traders and manufacturers the opportunity to sell their merchandise to the lucrative GCC and Middle Easter markets, Dragon Mart is another Nakheel project and the largest trading hub for Chinese goods outside mainland China. Opened since December 2004, Dragon Mart is part of a complex that includes eight fully equipped warehouses and 25 residential buildings. It lies within the boundaries of International City, a medium-income residential community of around 100,000 residents, and covers a 1.2-km long dragon shape-shaped formation along Hatta Road. Dar and Nakheel are once again teaming up for design and construction management of the new Dragon Mart expansion project planned north east of the existing Mart over a 160,000m2 site and 300,000 m2 built-up area. Our scope is a for architectural, structural, mechanical, electrical, transportation, environmental, and all external and infrastructure, and landscape design for a 5-phased implementation project: the mall, the hotel, the car park, the central utility complex and the plaza and all external works
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dragon mart | dubai remarkable recovery
2-storey 84,000m2 floor plate retail and entertainment mix, roof parking and additional multi story car park 17,000 m2 240-key Hotel
Main image Dragon Mart aerial view along Hatta road Bottom images Dragon Mart interior shot, hotel facade, and top view
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dubai remarkable recovery | pearl jumairah development
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Pearl Jumairah Development
Plan Development I Illustrative Master Plan
ure 3.1: Illustrative Plan of Pearl Jumeria
D11084-0100D–RPT–TP–REV 0
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pearl jumairah development | dubai remarkable recovery
Project Phasing Phase I: Update of the Master Plan Phase II: Detailed Master Planning Phase III: Detailed Infrastructure Design Phase IV: Tender documents Phase V: Tendering and Tender award Phase VI: Supervision of construction
Pearl Jumairah is a 77-ha reclaimed island located close to Dubai Dry Docks. Our initial scope for Palm Jumairah was to review and validate the existing master plan, we then developed in the final integrated road and infrastructure network design serving the whole project with design carried out in our Beirut design office and our area office in Dubai coordinating with local authorities and Meraas. The project is a mixed-use island with allocation for 280 residential plots and provision for hotels, beaches, a promenade, parks, and community and retail facilities. With Master Plan validation completed and final design and tender documents issued we worked with Meraas through the tender evaluation, contract negotiation and awarding. With Non Objection Certificates granted for the wet utilities, and road and electrical works granted, go ahead and initial mobilization started in early April, 2012.
Scope of Work Project Teams • Validation of the revised Master • Marine Consultant COWI Plan to meet Dubai Municipality • Environmental Consultant GHD requirements • Traffic impact consultant CRHI • Preparation of the final design • Master Plan reviewers Dar Al for Authorities Handasah • Tender documents for roads and infrastructure services Dar Disciplines • Tender analysis assistance • Town Planning • Contract documents preparation • MEP engineering • Infrastructure systems • Civil engineering • Road works • Architectural design • Bridge crossing the flushing • Structural Engineering canal • Ground Engineering • Wet infrastructure (Water, • Transportation Engineering Firefighting, Irrigation, • Resources and Environmental Stormwater, Wastewater) engineering • Power supply and Street Lighting • Telecommunication
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an impressive mix | joined up execution
Our strategy has always been delivery on bigger projects and for longer commitments, growing the Group organically and by inviting new companies with matched up skills and similar values, and looking into new markets of opportunities.
With mechanisms in place, we are just more joined up in executing them... by Rawiya Bikhazi There is a lot to be said about “the bigger is better” and the “one-stop-shop“ notions. Clients want to work with fewer firms and we do that - providing a multidisciplinary range of services, from scheme and design to delivery and operations. Consolidation makes it easy for big clients to keep a good handle over their projects; clearly they’d rather work with a smaller number of organizations than have to deal with a
Our clients are the biggest reason why we work hard to keep our operation so well-oiled. It is about the efficiency of the process to get the job done. We have top world class capability on a global scale and we use the full scale of our organization and our Group to get into a project. We draw upon our Group’s global expertise to skill up for projects, with the adaptability for what clients need. Our culture and work style gelled with local expertise and a leadership that understands the subtleties of the local market is fundamental to our success.
multitude of contracts. But, it is not about size or doing it all. We are not about doing everything, when we need to subcontract for a specialty task we know where to go, within our Group or outside. We have become really good at virtual leading, we get plugged into a project’s network before its starts and continue well after delivery. It is about leadership management especially for the larger projects where active teams are dispersed all around the world. At the firm level we have seen consistent
organic growth. We have just opened our fifth head office in Amman, consolidated our London head office and construction is already underway on our new Cairo Head Office building. DarPune’s activity is growing as our easternmost Dar Head Office celebrates its fifth year and the outlook for our global Area Offices is looking good too.
Un-organic growth is also part of our overall growth strategy. At the Group level we are targeting niche match ups that have solidified our front end expertise in modern infrastructure, energy, transport, natural resources and security. Currie and Brown, the latest firm to join our Group, has added significant value to our project management and cost consultancy services. We are trying to look at areas of consultancy that have a different set of expertise as their basis than ours, looking at their core value and out of this evaluating whether they are a good fit into our Group.
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joined up execution | an impressive mix
Our Group now counts 13,000 plus professionals within one single network ready to deploy or configure to any project or location.
Our default position is to look for opportunities of
Because we don’t dissolve new acquisitions, the Group
reputation of excellence and our group’s geographical
functions as the collaboration of autonomous firms
spread we are looking at fast-growing regions
gelling their expertise together on tasks, and working
where some members of our Group already have a
independently on others.
significant presence in China, Mexico and Central and
We don’t have to worry about thinning of our resources
South America where we think there is great work
because we operate in a quasi-independent way as
opportunity for us.
a Group and within our own Dar operation. The best
growth or evaluate interesting ones that will help grow our business. By leveraging our project delivery
We are very enthusiastic about the Oil and Gas
route to growth will always be finding ways to add
sector and we see great potential to increase energy-
value to the service we provide.
related work particularly with required environmental
Spending time with our clients is a critical differentiator we have set up through all our areas bases. To maintain a global presence and to enable growth in a very competitive market, tie-ups are becoming a necessity facilitating and accelerating our Group’s reach and providing it with needed propulsion.
solutions as a key driver in work related to oil and gas
Naturally, as growth accelerates keeping continuous
There is also a great push to ramp up gas production
interaction and coordination within the various
as a clean and abundant energy source especially
Group members becomes more needed and more
for the developing world where growing consumption
challenging to manage.
needs are considerable.
We are maintain this through top management
We have built an energy sector team ready to support
involvement at the group level keeping the interaction
serious investment into oil and gas, and there are
going and acting as links connecting and strengthening
big opportunities for growth. We are also optimistic
development. It is a heavily regulated industry that is looking to make some changes and take advantage
... An impressive mix
of the benefits that can be realized through such things as energy storage
technologies, CHP efficiency, waste-to-energy plants and distributed gas-based power plants.
the lattice among our group members.
about the Infrastructure and Transportation sectors
No doubt retaining the brand of each of the Group
benefiting from growing interest in private-public
members is a distinguishing feature and a key factor
partnerships and the global trend to new delivery
behind the success of our Group. It has worked for us
methods. New environmental revenue and sustainable
for over four decades now, it is a notion that we plan
transportation planning and programming are major
to retain and nurture.
market drivers in some of our established areas
It is very simple actually, we do it by allowing
We give great emphasis to maintain our Dar brand and
autonomous management at member level all the
work ethos. Our particular blend of East and West is an
while ensuring a uniform strategy, overall vision and
invaluable asset combined with our long track record
common grand objectives that are shared and
of delivery excellence, strong sense of entrepreneurship
respected.
has allowed us to come up with thought provoking
Our Group is privileged in the sense that our members
but workable solutions based on experience, integrity
are spread over the globe and hence projects
and ethics in all that we do. Talent can be found
can be approached in various markets through the
throughout our firm, our people are our strength and
collaboration among the group members. Each of the
the stability of our teams gives us a competitive and
group members is specialized in a certain field and
forward looking advantage. Fortunately, our ethos and
outreaches a specific geographic locations and more
values are shared among all members of our Group.
than one of these members collaborate on a myriad of services, expertise can be rallied anywhere.
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an impressive mix | an interview with sari gedeon
An Interview with Sari Gedeon In May 2012 Dar Al Handasah concluded a deal with the international firm Currie & Brown headquartered in London and employing over 650 people in the UK, USA, Mexico, France, Jersey, India, Japan, Taiwan and several countries in the Middle East. Sari Gedeon, Director of the Project Management and Contracts Department recently sat with DarMagazine to talk about the successful bid, what gets him to be optimistic about the future, where is Dar looking for opportunities of growth, and how to navigate through a competitive market.
Currie and Brown is a successful consultancy headquartered in the UK whose expertise includes strategic cost planning, cost and project management, contract management, asset management PFI/ PPP and due diligence services. Could you tell us about what engaged Dar to approach C&B and could you also tell us what were the overriding factors considered when investigating this new company joining the group? With the ever increasing size and complexity of projects Dar has been handling during the last decade or so, we have been working for some time to reinforce our project management capabilities. Just growing organically would not have matched the pace of growth required to manage the kind of projects we are undertaking. I believe we found in C&B the kind of established firm that has the ability to grow within our Dar culture and market footprint and the best potential to integrate into our Group and establish the kind of synergetic collaboration that will satisfy our own growth requirements and provide our clients with the kind of integrated offerings to match their project needs. C&B’s CEO Euan McEwan spoke of the global wave of consolidation sweeping our industry and the need to take part in it to maintain leadership in the market place. In your opinion what does this tie-up provide an established multi-disciplinary group like the DarGroup? And why is it attractive to an equally established firm like C&B?
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A tie-up with one of the oldest cost consultancies in the world not only reaffirms Dar’s position as a global player but also provides it with a specialized arm that happens to meet the service capabilities of all ten specialty firms making up our Group. Expansion as we see it is not only about integrated service offerings, this tie-up will assist in extending Dar’s reach to new markets such as Mexico and Japan where C&B has been established for some time now. The view from C&B is equally beneficial; Dar’s solid roots in the Middle East market, which is undoubtedly a market of great potential growth, our solid organizational structure, and the inner dynamics of our group members offer C&B a most enviable situation considering its growth outlook, financial restructuring incentive and ultimately its ability to retain its own identity and inner structure. In your position as director of the PMC Department, how do you see the role of C&B synergized into Dar program management and consulting services? Can you tell us a bit about the kind of momentum you are building on, how is the tie-up envisaged with other members of the group? The role of C&B can be synergized at various levels; first at the Project Management and Contracts Department (PMC) level synergies are harnessed through close interaction and knowledge sharing between the respective personnel for improved service delivery, at various stages of projects. It’s been a relatively short time since the tie-up and C&B capabilities have already been drawn upon on major projects.
an interview with sari gedeon | an impressive mix
At Area Operations level, we are harnessing synergies by involving C&B in delivering services for current and future projects, providing our AOs with the added capabilities of C&B uniquely branded services. At the Group level, synergies are sought through the integration of services with other group members. Noteworthy to highlight that among our Group the services of C&B intersect with all members and inter-group collaboration is expected to increase as a result of C&B blanket coverage. Public-private partnerships (PPPs or P3s) are a growing feature of the global construction landscape encompassing rehabilitation or construction of new assets. How do you see C&B adding value to the Group in this respect? Public–private partnership (PPP) describes a government service or private business venture which is funded and operated through a partnership of government and one or more private sector companies. This is becoming increasingly attractive as a delivery scheme for major infrastructure project. Currie and Brown is one of the leading international providers of technical and related advisory services to a diverse and evolving PPP infrastructure market and are involved in projects with a combined value of over £35 billion. Currie & Brown work for both the private and public sectors, across a wide range of PPP challenges, including technical and commercial remits and lead advisor where their expertise covers strategic planning and preparation of business cases; project scoping and assessing affordability; technical outputs and advice;
payment mechanism; service levels; and advise on asset lifecycle across all aspects of transactions. Currie & Brown were entrusted PPP assignments with the Ministry of Health and the Ministry of Transportation in Mexico and also advised on PPP projects in Chile, Guatemala and Peru. Also they have wide-ranging projects ongoing across Europe, including the M25 ring-road in Madrid and municipal stadiums in France. In the UK they have an extensive portfolio of defense, education, health and infrastructure projects dating from the inception of PPP to the present, and are a recognized industry leader in the market. Obviously there is a great potential if such capability is invested within and across the various members of our Group in their respective fields of services and their geographic spread. How do you see this integration growing and how do you see it benefitting other firms in the Group? The services provided by C&B make it possible for all members of the Group to expand the scope of their service delivery each will benefit from the services and expertise of C&B. On integration within the Group, it looks very promising and over the few months following the tie-up, there were on-going meetings and discussions between C&B executives and those from the Group’s other firms and the outcome so far has been very positive. The intention is to maintain the momentum and keep the snowball growing, consolidating and vying to pool resources on shared work assignments.
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the ondjiva paradox | taming the flood
Photo credit: goblin-stock gallery
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taming the flood | the ondjiva paradox
The Ondjiva Paradox by Joelle Makhoul, Environmental Engineer
In August 2011 our technical team of experts accompanied representatives from the Urban Planning and Construction Ministry on a visit of the city of Ondjiva. They collected information, met officials and toured the city part of the initial reconnaissance and data collection trip at the onset of studies and projects planned for Ondjiva’s Integrated Urban and Infrastructure Masterplan. The team carried out a general land use survey and identified the character of the city, opportunities and constraints. The Ondjiva Urban Structure Plan with a 25 year plan will restructure the existing urban and peri-urban areas, developing community facilities, upgrading infrastructure networks, and planning the growth of the city in a well structured urba plan.
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the ondjiva paradox | taming the flood
Flooding during the 2008 rainy season was so severe in the city of Ondjiva that thousands of ‘lucky’ chanas dwellers were evacuated to higher grounds while others were left stranded, cut off from any help for several days. The city’s basic infrastructure was not spared either, sanitation networks, utlity lines and power lines were affected even stopping from functioning all together in some parts of the city. The city of Ondjiva, in the southern portion of the Republic of Angola in Cunene Province near the boundary with the Republic of Namibia, is characterized by low lying flat terrain averaging a range of 1100 m
1
Any flood mitigation measures has to carefully assess the impact on these water-dependent income generating and life sustaining activities to 1115 m in elevation from the mean sea level. It falls between two huge river catchments and receives an annual rainfall of 800-900 mm/year during the October to April rainy season. The River Cunene to the west with a catchment area of around 94,000 km2 and River
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1 Ondjiva City location map 2 Flood devastation photos of low lying plains
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Cubango to the east with a catchment area of around 56,122 km2 are known as major perennial rivers. In between these two rivers a rather smaller river – a Cuvelai or natural wadi – receives storm runoff from the catchment between the Cunese and the Cubango and conveys the runoff southward towards Ondjiva. Before reaching Ondjiva city the river formed in the Cuvelai after heavy rain loses its defined corridor and spreads out onto surrounding flat terrain forming an inland delta of several wide and relatively shallow flood plain water courses called chanas. Ironically, these chanas constitute both a source of life providing water for people and livestock, aquifer recharge, and fishing and a threat flooding farms, roads, houses, and infrastructure of populated areas in the flood plain. Most of the population within the city depends on local agriculture for food and income including small farming activities, raising livestock, and fishing. These activities depend highly on the surface water runoff generated each year in several catchment areas, chanas and ponds. Any flood mitigation measures has to carefully assess the impact on these water-dependent income generating and life sustaining activities.
taming the flood | the ondjiva paradox
Legend Formal Housing
Top Ondjiva City proposed Land Use
Informal Housing Government Education
Bottom Drainage works were proposed
Health
based on Urban and Infrastructure
Industrial
Master Plan to serve as a tool for
Commercial
implementation of Integrated Urban
Tourist
and Infrastructure Programs for the
Social / Cultural
City of Ondjiva, over a 25 years horizon.
Religious Sport Utilities Park
Legend Proposed Channel (0.6x0.6) Proposed Channel (0.76x0.76) Proposed Channel (1.00x0.5) Proposed Channel (1.00x0.76) Proposed Channel (1.00x1.00) Proposed Channel (1.25x1.00) Proposed Channel (1.50x1.00) Proposed Channel (2.00x1.00) Flow Direction
3
Phase Number District Limit Proposed Dike Proposed Culvert Proposed Culvert with Flat Gate 1Ă˜1000 Natural Earth Cahnnel Discharge to Natural Water Courses Flooded Areas Clear Area To Drain Water
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the ondjiva paradox | taming the flood
1
2
Taming the Flood Our flooding, flood defense and river engineers’ objectives for Ondjiva were first to activate immediate emergency rehabilitation measures and then develop a flood mitigation strategy that relieves the city and new developments growing around it from the hazards of flooding down to non-threatening level while ensuring that benefits derived from flood water remain the same. The emergency rehabilitation works that were mobilized in 2009 protected from more flooding during that season. But it was evident that the city lacked permanent mitigation measures as well as comprehensive upgrading and development of basic infrastructure networks.
These new drainage works are based on the Ondjiva City December 2011 Urban and Infrastructure Master Plan meant to serve as a tool for the implementation of Integrated Urban and Infrastructure Programs over a 25-years horizon.
Ironically, these chanas constitute both a source of life providing water for people and livestock, aquifer recharge, and fishing , and a threat flooding farms, roads, houses, and infrastructure of populated areas in the flood plain. Most of the population within the city depends on local agriculture for food and income including small farming
We worked to find an applicable solution better suited than channelization to define and delineate the flood plain, tame the River and protect urban areas. We also initiated a number of rehabilitation and upgrading works of existing culverts. In 2009 eight dikes were constructed and 14 culverts were rehabilitated in the City of Ondjiva part of the emergency first response relief strategy we implemented. The floodplains remained dry during the 2010 and 2011 rainy seasons, meanwhile, the long term phased drainage and storm water protection master plan for the city’s two urban areas: the Central Area and the Kachila I District was started.
1 Ondjiva City elevation contours 2 Emergency relief flood mitigation dikes constructed in 2009 3 Contained flood after dike construction and culvert rehabilitation
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The bulk of the storm water master plan is implemented within these initial phases and includes upgrades and additional channeling. The channels’ gravitational force are designed to carry the flow away from urban areas and upgraded roads and discharge into existing natural water courses or proposed reservoir ponds east and west of city center. Several outlets in the master plan act to reduce cost-inducing earth works and allow the storm water drainage to discharge with minimum slope considering the flat nature of the terrain. Alternatives were designed and evaluated to cover projected urban developments around city center with provisions for additional dike construction, rehabilitations of existing culverts and extension to some of the channels.
kafd | solutions to complexities
Solutions to complexities: Managing the design Process for the King Abdullah Financial District
Riyadh’s King Abdullah Financial District (KAFD) set to house the Saudi Arabian Stock Exchange is a physical urban and financial district currently being constructed in the heart of Al Riyadh. Integrating cultural and recreational facilities for a growing workforce in the Middle East’s emerging financial sector, it is part of the Kingdom of Saudi Arabia’s long-term strategy to generate opportunities for investors in the region. KAFD is a leading financial market defining the core character of a high profile financial center by integrating a mixed-use district for a growing local and expatriate financial workforce. The mix of buildings in different architectures facilitates the relationship between a highly stressful work environment and a livable city center designed around a natural Wadi.
Mega construction projects like KAFD risk overrunning on cost, falling behind schedule or failing to deliver according to the terms of the project. The bulk of the blame for most delays and cost overruns in such projects end up to be associated with construction and operational phases while the lack of realism, and improper planning at the initial stages are not sufficiently taken into account. Design management, decision making, cooperation and cross-functional collaboration have expanded the understanding of project management and defined our industry’s new understanding of the term. KAFD involves the design and construction of 30 ultra-modern towers in addition to a number of religious, public and community facilities each covering a large area and involving large teams of specialized technical experts. Consequently, multi-disciplinary collaboration is more intense including coordination with civil engineering and infrastructure works, the contractor and the overseeing authorities. Due to the huge coordination that needed to take place and owing to the multi-layered cross interfacing, a topbottom linear management structure would have resulted in fuzziness and overwhelmed senior management. Dar Al Handasah’s task for KAFD is dictated by the highly complex nature of the project and the need for management activities,
methods and skills to optimize and manage the design processes. It is a unique opportunity to achieve highly successful outcomes based on best design management practices backed up by our solid experience managing large scale projects, regional insight and international exposure. Our role as Design Managers was to advance the task of KAFD’s main contractor Saudi Bin Laden Group (SBG) by mediating and coordinating the design and documentation of the thirty lots making up KAFD and designed by fourteen of the most celebrated international Lead Design Architect firms (LDA) and ten global engineering firms (Dar was lead designer on three of the towers jointly with DarGroup’s Perkins +Will). Tasked with providing on-going coordination, master scheduling, and review and monitoring of the Master Design Schedule, we ensured on-time design submittals and on-target milestones. We also implemented a delay identification process that took care of any snags popping up along the way long before they could mushroom to delay the process or hinder work on the ground. To create collaborative efficiencies, we developed an Infrastructure Interface Matrix and Communication Protocol covering all aspects of communication to allow multiple operators to interact efficiently and make informed decisions.
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solutions to complexities | kafd
�
AH
5
UM
TH
PUBLIC LIBRARY
1.15
FINANCIAL ACADEMY FINANCIAL PLAZA N
NORTH RING ROAD
Attractors | KAFD offers a wide mix of religious, educational, sports and cultural facilities located at different areas and densities to appeal to different people and meet a broad range of demands.
3
AD RO
AM
TRADE/FINANCE MUSEUM
The Financial Plaza | The five tallest towers of the district make up the Financial Plaza and hold a unique status within KAFD standing out as the visual and physical center.
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K I N G FA H D R OA D
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Our work is dictated by the highly complex nature of the project and the need to manage the design process.
The Wadi | A strong urban landscape feature, the Wadi designed to absorb water and humidity to decrease outdoor temperature defines the inner edge of the leaf, dividing it into five areas. This lowered green pedestrian oasis cut out in the urban areas forms a unique entity within the city of Riyadh. The 7-m below-ground Wadi runs in a series of cultural, educational and leisure attractor buildings.
4
The Squares | Accessible to the public and spread out along the Wadi, the Square plots benefit from a location in close connection with public attractors, good infrastructure, and invaluable exposure.
Public Spaces | KAFD offers a rich variation of coherent streets, promenades and open spaces defined by dynamic building volumes that provide grandeur and shade.
kafd | solutions to complexities
Our ongoing review of design and documentation from the LDAs’ design submissions conformed to requirements, design standards and guidelines, scope, coordination and completeness, and contractor’s requirements was another aspect of Design Management Review services. Reviews occur at specified intervals according to a pre-set and agreed upon program established for each of the LDAs and allocated to the task-specific Design Management Review Group. Additionally, we set up a project website that compiled all project documents, standards, procedures, the design review process and tracked document exchange and recorded reviews. The KAFD website acted as a real-time workplace station allowing the cooperation of multiple users interacting, view submissions and documents including drawings, reports and correspondence to make informed decisions.
KAFD is a unique opportunity to achieve highly successful outcomes based on best design management practices backed up by our solid experience managing large scale projects.
Concept master Plan by Henning Larsen Architects Thumbnail visual courtesy of KAFD lead architectural designers Perspective courtesy of Behnisch Architekten
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solutions to complexities | kafd
THE KAFD MODEL
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A 30-tower project with a total built-up area of 1.9 million m2, assigned to 13 signature architectural firms: • Skidmore, Owings and Merrill LLP (SOM) • Henning Larsen Architects (HLA) • Behnisch Architekten • Gensler • Callison • Foster + Partner • Will Bruder Architects • RMJM • Perkins + Will – Dar Al Handasah (Shair & Partners) • RTKL • Adrian Smith + Gordon Gill • Lucien Lagrange Studio • Fxfowle
Perspectives courtesy of: 1 Skidmore, Owings and Merrill LLP (SOM) 2 Fxfowle 3 Fxfowle
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kafd | solutions to complexities
Designing and coordinating from 18 different locations in the USA, Europe, and Asia.
Engineering Consultants: • Thornton Tomasetti • Buro Happold • KPFF Consulting Engineers • Hoare Lea • WSP F+K • Dar Al Handasah (Shair & Partners) • Halvorson & Partners • DeSimone • ESD Engineering Ltd. • Consentini
LEED Executive Management • SBG, Project Teams and Green Building Certification Institute (GBCI) liaison • Preferred LEED approaches, site-wide issues, and common LEED queries • Regular Client feed about the project’s LEED status. • Collecting and peer reviewing of LEED documentation prior to submission to GBCI. • Coordinate LEED application submissions • LEED tracking tools and follow ups
USDRT , EUDRT and BMT independent Lead Coordinators and Project Managers monitored and managed the reviews. They conducted weekly real-time video calls with LDA teams to review, discuss and coordinate work progress.
Callison (Seattle)
SOM (NY)
Will Bruder (Phoenix)
Adrian Smith (Chicago)
P+W (Chicago)
Lucien Lagrange (Chicago)
Fxfowle (NY)
US FIRMS
US CORE TEAM (USDRT)
Contractor BEIRUT MANAGEMENT TEAM
RIYADH CORE TEAM (RTC)
Authorities
LONDON CORE TEAM (EUDRT)
EUROPE FIRMS
HLA (Copenhagen)
Behnish (Stuttgart)
Foster (London)
RMJM (London)
RTKL (London)
Gensler (London)
Riyadh Core Team – The RCT team based in Riyadh and working directly with the SBG Design Team is led by a designated Project Manager supported by a Lead Coordinator, Discipline Liaison Architects and Engineers and support staff. London Core Team –The EUDRT (The European Design Review Team) is tasked with review and liaison with European-based LDA’s (EUDRT) based in London, led by a Lead Coordinator, discipline liaison architects and engineers and support staff . US Core Team - The USDRT (US Design Review Team) is tasked with review and liaison with US-based LDA’s. Based in P+W offices in Chicago, USDRT is made up of a Lead Coordinator, discipline liaison architects and engineers and support staff. Beirut Management Team – The (BMT) comprised of a Project Manager supported by assistant managers, a Lead discipline engineers and support staff provided complete Civil Engineering design review.
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solutions to complexities | kafd
Success Features • Timely communication between 32 designers and engineers operating from 18 different locations and time zones across the globe, the main contractor, and the client • A unified set of sheet format, numbering, symbols, and detailing • Optimized design and priority to local material specification • Standardization • Timely and unified set of review criteria and procedure • Easy access and retrieval of deliverables • Comment channeling to LDAs • Timely answers to RFI • Assessing progress and reporting to the client • Ensuring design development in accordance with contract design basis • Managing design deviation • Ensuring optimized design space program • Documenting all correspondence, review reports, MOM and deliverables We addressed the challenges by developing a set of comprehensive procedures including a manual communicated to all designers at the start of the project. Project management process also included a data sharing and documentation project website (PWS) accessible according to defined protocols Management Services, Procedures and Toolsets • Liaison and coordination • Master scheduling and control • Preparation and control of infrastructure Interface Matrix • Communication Protocol • Design scope control • Documents control • Design review services • Contract administration services Full compliance across the board secured timely, fully-coordinated deliverables. The same rules applied to our own internal managers and reviewers as it did to all architectural and engineering firms.
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Meeting & Reporting • Direction, support and control of the design program • SBG Design Management team support side-to-side parcel design coordination • Monitoring and managing architecture and engineering performance • Monitoring, managing compliance to Project Standards • Design program brief • Procurement packaging strategies • On-time on-budget adherence • Architecture and Engineering design coordination • Architecture and Engineering documentation for all statutory approvals • Development and review of document and drawing standards • Labeling, filing and distribution program • CD’s, Correspondence, E-Mail, MOM’s, Transmittals
Perspectives courtesy of: 1,2 3 4 5 6,7
Perkins + Will – Dar Al Handasah (Shair & Partners) Skidmore, Owings and Merrill LLP (SOM) Adrian Smith + Gordon Gill Foster + Partner Perkins + Will – Dar Al Handasah (Shair & Partners)
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solutions to complexities | kafd
It always comes down to people. Our success managing KAFD’s mega-design largely rested on setting a management and review team based on a complementary composition of talents, expertise, communication skills and available resources. We always have technology to thank for our modern ability to manage mega-projects. Communication channels and protocols allowed timely sharing of information and data, tracking and follow up, cutting down on abortive work and ensuring proper dissemination. Documents control systems and procedures played a critical role keeping track and easing access to hundreds of thousands of documents; for KAFD ’s more than 300,000 messages were exchanged and more than 30,000 design documents were submitted. Standardization and processes, systems, materials unification through a well thought of design approach were essential for deliverable quality, on-time delivery and design optimization.
KAFD Vitals A Rayadah Investment Group (RIC) development A Saudi BinLadin Group (SBG) construction 14 Lead Design Architect (LDA) 30 Parcels to design The largest financial center in the Middle East Capital Market Authority (CMA) HQ 44000 new jobs 12000 residents The leaf at the heart of KAFD 72 percent workplace 23 percent residential 5 percent retail Dedicated 2/3 of the gross area featuring KAFD flagship ‘attractors’ (aquarium, museum, hotels, an exhibition center, a conference venue and mosques.)
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KAFD ’s in Numbers 776
Meeting and Video Conferences
4,587
Notices
2,869
Consultants Memos
418
Design Variation Request
8,424
Designer Submittal References
3,831
Design Review
3,454
RLOD Memo
2,899
Design Queries
1,195
Design Queries Knowledgebase
334
Notes
103
Technical Design Review
16,275
RFI
kafd | solutions to complexities
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Perspectives courtesy of: 1 Perkins + Will – Dar Al Handasah (Shair & Partners) 2 Foster + Partner 3 Callison 4 Will Bruder Architects 5 RMJM
Building on this experience by continuously developing and restructuring management procedures toolsets and use of technology remain essential to our vision.
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for further information, please visit us at www.dargroup.com cairo // 15 Amr St., Mohandessin, Giza, 12411, P.O. Box: 895, Cairo 11511, Egypt // +20 (0)2 3344 9680 beirut // Verdun St., Dar Al-Handasah Bldg., P.O. Box: 11-7159, Beirut 1107 2230, Lebanon // +961 (0)1 790 002/3 london // 74 Wigmore Street, London W1U 2SQ, UK // +44 (0)20 7962 1333 pune // Tower 11 Cybercity, Level 2, Wing A & B, Magarpatta City, Hadapsar, Pune 411013, India // +91 (0)20 4109 0000 amman // Abdoun, Princess Basma Street, Building No. 200, P.O. Box: 815550, Amman 11181 // +962 (0)6 590 3060 email: darmagazine@dargroup.com // Š2013 A Dar Al-Handasah (Shair and Partners) HR Publication