Darmagazine I5issue 5, 2013

darmagazine i5issue 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 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 played a role 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

1 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 • Precast concrete elements • Cast in situ concrete elements • Concrete volume: 146,500 m3 • slabs: 7,500 m3 with total • Foundations: 43,000 m3 • Construction period: number of ≈ 8650 units • Piers: 18,500 m3 • Pre-casting = 8 months • C beams: 23,000 m3 with total • Topping slab & stitching: 24,500 m3 • Construction = 8 months number of ≈ 660 units • Concrete sleepers: 12,000 m3 • Guideway Bridge • Segments: 6,500 m3 with total • Pre-stressing and ordinary reinforcement • Straight sections: 8,800 m number of ≈ 810 units • Pre-stressing reinforcement for all elements: 1,750 t • Curved sections: 3,300 m • Parapets: 11,500 m3 with total • Ordinary reinforcement for all elements: 32,000 t number of ≈ 8500 units

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

2 pnu’s apm unsymmetrical beams | minimizing distortion

When subjected to gravity loads such as eliminating lateral displacements, the The premise: their own weight, doubly unsymmetrical pre-stressing strands should be arranged sections are subjected to vertical and so that under their own weight, and pre- Minimizing distortion for doubly transversal displacements. Moreover, stressing forces (case of load transfer) unsymmetrical beam sections under pre-stressing, loading the same the final lateral displacement across the kind of displacements and the possibility beam is minimal. This can be achieved of axial displacements can also occur. if, at transfer, the final orientation of the To minimize distortion (bowing), only neutral axis is horizontal at all critical allowing for vertical camber and beam cross sections.

3 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 at a total 14 stations. The plan calls for an easily constructible and quietly on continuously welded steel rails is PNU’s center and cost-controlled design of the 12-km alignment guideway piece. Visible from all areas of campus, it rises on a pre-tension with straight and curved segments. Sticking with the 25-months C-beam guideway 13-m above the academic plinth providing grueling time schedule was a project requirement but delivering a lookout point from which students can gaze at the canopy- on looks and uncompromising soundness of design is that of the shaded green piazzas connecting the academic buildings and team of bridge engineering designers’ own commitment to design runs on overlapping routes to the residential quarters stopping 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

4 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 8 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 9 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 pre- tensioned strands arrangement for unsymmetrical precast C beams (straight parts) to minimize distortion occurring at transfer due to the unsymmetrical characteristics of the precast beams. 10 Guideway straight parts precast C-beams The straight parts of the APM’s guideway were constructed using doubly unsymmetrical precast pre- tensioned 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 11 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.

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

5 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 The pre-casting concrete technique used had a normal stress results at transfer at mid-span range positive impact on ease of construction resulting from 3.06 to 3.10 MPa for top fiber and are equal to in major time cutting. It ensured a higher almost 24.55 MPa all over the bottom beam fiber. The concrete quality than the cast in-situ method of lateral displacement is about 1.1 mm, insignificant construction which relies on traditional scaffolds considering a 34.8 m beam span. and would have taken much longer to complete. The tendency of the unsymmetrical precast beam 1-D frame element modeling of the unsymmetrical to distort during transfer was made negligible precast pre-tensioned beam at transfer by use of proper arrangement of pre-stressing One-dimensional frame elements used to model the strands. Only camber deformation is expected precast 34.8 m span unsymmetrical pre-tensioned and recorded after pre-stressing transfer. The two beam yielded maximum longitudinal, transversal and finite element models developed guaranteed vertical displacements at mid-span, at transfer of 6.3, the validity of the non-distorted behavior of the 1.2 and 44.5 mm, respectively. Optimum selection of unsymmetrical beam at transfer. The bridge’s transverse pre-stressing eccentricities resulted in a box section with its two precast unsymmetrical negligible 1.2 mm maximum transverse displacement sections produced elegant and elongated of the beam at mid-span and only significant camber guideways adding a visual element to the already and axial displacement. well-designed campus.

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

6 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 This equipment procurement duty delegated to the lead items with a high degree of customization, quite design consultant exposes it to major challenges specialized, and constitute an important share of especially that most industrial projects have very strict the total project cost which triggers more interest in time constraints and critical interfaces with on-going conducting competitive procurement for individual operations and processes. Delays in procurement equipment or equipment package and ensuring could mean delays in the start of operation or timely availability on site for installation. The fact that production thus translate into measurable losses in the design consultant typically needs very specific market shares — employer-caused delays that the data from equipment suppliers in order to complete contractor could claim for time extensions and cost its design encourages separate and early procurement reimbursements. of equipment.

7 industrial projects | equipment procurement

The first challenge resides in the The second challenge is to build The third challenge of equipment identification of the equipment, an efficient procurement cycle procurement in the client - their bundling into equipment agreeable to all parties, especially consultant - and contractor trifecta packages and developing their technical to the client. This cycle should identify all is the formulation of commercial terms specifications. All this does not necessarily procurement activities to be performed that are acceptable to the supplier while take place in a smooth way especially along with the needed approvals. It preserving client’s interest. Various that this step is commonly performed should respect the administrative and standards are consulted in that respect when design is still at a conceptual level. managerial requirements in the client’s including the Model Form of General Equipment is packaged to allow each organization in terms of approvals, Conditions of Contract recommended by package (with all its components) not only signature of purchase orders, opening the Institution of Mechanical Engineers, to be awarded to one supplier, but also of Letters of Credit, and issuance of the Institution of Electrical Engineers, and to be sizeable enough to attract various payments. In many instances a complex the Association of Consulting Engineers interested bidders ready to give priority to cycle that often includes several steps for use in home or overseas contracts such equipments in their production and and various reviews and approvals tiers for the supply of electrical, electronic or supply chain. within the client’s organization is by itself mechanical plant. Yet, it has been widely a source of considerable delays. 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.

8 equipment procurement | industrial projects

The fourth challenge resides The fifth challenge is the proper integration of construction in the proper planning and contractor’s duties associated with this equipment, in the development of a preliminary construction contract. Those duties include, without being yet robust program of works. A program limited to, insurance provisions to such equipment when taken that should identify, though often times over by the construction contractor, storage and proper handling, built at concept design stage, two major as well as the duty to provide timely notification of the expected milestones: the first milestone is the installation date, to allow for the supplier to supervise equipment expected installation time on site (and installation, testing and commissioning. This provision ensures consequently the expected equipment proper installation of the purchased equipment and the validity delivery time) and the second milestone is of the supplier’s guarantee and effective warrantees. 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 Equipment procurement does not end with limit their performance guarantee to a the placement of purchase orders with specific period following delivery and suppliers but also necessitates equipment a specific period following installation, expedition, until taken over by the contractor. whichever comes first. Thus, in early This expedition exercise spans over shipping, deliveries performance guarantees could insurance, custom release, demurrage and expire even before equipment installation. finally delivery to site. It requires skills Late deliveries could delay construction and experience beyond those normally works on site which would trigger appropriated by the design consultant’s staff contractor’s claims for time extension and such as being conversant with the International additional cost. 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.

9 Master Plan Development I Illustrative Master Plan Staying the course: 38

Figure 3.1: Illustrative Plan of Pearl Jumeria DUBa remarkableAAD11084-0100D–RPT–TP–REV comeback 0 I 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..

10 1 / Dar Al Handasah at Dubai International Airport Two new concourses

Contents 2 / 3 /

Dragon Mart

The Pointe Master Plan Development I Illustrative Master Plan 38

Pearl Jumairah

Figure 3.1: Illustrative Plan of Pearl Jumeria

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11 1 / Dar Al Handasah at Dubai International Airport: Two new concourses

12 dar al handasah at dia: two new concourses | dubai remarkable recovery

1 C3 nearing completion of construction 1 Single-loaded C4 to be built west of C1

13 DUBAI INTERNATIONAL AIRPORT

DXB DUBAI

Captions

14 C4

C1 Dubai Aviation Engineering Projects (DAEP) instigated C2 Phase II expansion of Dubai International Airport Terminal 3, Concourse 2, and C3 Concourse 3 in 2001 with Dar Al Handasah as lead consultants.

C3 visual identity with already existing C1 and C2

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2 Concourse 2 Interior 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.

1 C2 central atrium 2 Terminal 2 3 C2 axially designed departure level featuring naturally lit interiors through the envelop arched openings

16 dar al handasah at dia: two new concourses | dubai remarkable recovery

Concourse 3 Designed to meet DIA’s passenger’s needs, C3 is a 4 535,000 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 5 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 6 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.

4 C3 longitudinal section 5 C3 transversal stacking section 6 Central atrium transversal section detail 7 C3 tube like ending glass facade

17 dubai remarkable recovery | dar al handasah at dia: two new concourses

C3 Figure Facts C3 salient characteristics 528,000 m2 [] Floor Area [] 528,000 m2 total area 645m [] Concourse Length [] 100 m wide at apex 42 m [] Concourse Height [] 33.7 m high tappering at both ends 91 m [] Concourse Base [] 20 contact gates 58 [] Arched windows [] 15 m wide skylight 11 [] Levels [] Metalic rainscreen skin 20 [] A380 Gates [] 58 arched windows 5 [] Bus Lounges [] A central rectangular atrium 189 [] Hotel Rooms [] Rectangular hotel volume 12,650 m2 [] Retail Area [] Duty free zone 7,900 m2 [] First Class Lounges 9,700 m2 [] Business Class Lounges

18 19 dubai remarkable recovery | dar al handasah at dia: two new concourses

C3 steel structure and construction progress

20 dar al handasah at dia: two new concourses | dubai remarkable recovery

21 dubai remarkable recovery | dar al handasah at dubai international airport - concourse 4

C4 is a LEED certified concourse

Main C4 exterior volume and central skylight design 1 Single loaded ramp detail 2 Departure gate architectural design scenario

22 1 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 11 remote bus lounges. 2 Concourse 4 With reported rise in passenger traffic and EK’s plans to start on new routes, theOctober 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.

23 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

25 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

27 2 / The Pointe Project and Construction Management | Dar Al Handassah

p24 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 : The Palm Monorail Station Architecture Transportation Structure Environmental MEP Geotechnical & Civil Infrastructure Marine Landscaping Project Management

28 p24

29 dubai remarkable recovery | the pointe

It is envisioned that the central complex with that we are using BIM, project websites, daily its restaurants arrayed around the twin palm communication at all levels of the project courtyards will also contain a new station for management structure to report regular the monorail connecting the Palm residents progress and provide close tracking system of and visitors as well as the Atlantis Hotel directly deliverables. to this exciting destination. In addition to the With Dar’s scope covering all design aspects monorail the central area has a convenient from concept design up to tendering award, wharf where boats will shuttle visitor to and DarDubai is providing design management from Atlantis. The project with a 131,000 m2 site and supervising the construction of works. print only includes a 25% or 33,000 m2 building Our concept design already submitted and footprint opening giving way for ample areas approved, the design team in Cairo now moves for promenades (20,000 m2 ), piazzas and to tender packaging for tender awarding. As landscaping (40,000 m2). a multi-disciplinary firm, our architectural The project is being designed in our DarCairo design services are fully integrated with all office with over 30 architects and specialty building engineering, landscape, infrastructure engineers working on the Pointe for design and and transport design services. Coordination execution. During the design process, Dar has with Nakheel, and local authorities for permits applied state-of-the-art systems for optimized and approvals is assured through our area of choices and best value design over the project’s operation office in Dubai. life cycle. Communication lines were key now

30 the pointe | dubai remarkable recovery

The Pointe views

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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 160,000 m2 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

32 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

33 dubai remarkable recovery | pearl jumairah development

Master Plan Development I IllustrativePearl Master PlanJumairah Development 38 4/

Figure 3.1: Illustrative Plan of Pearl Jumeria

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34 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 Scope of Work Project Teams located close to Dubai Dry Docks. Our initial • Validation of the revised Master • Marine Consultant COWI scope for Palm Jumairah was to review and Plan to meet Dubai Municipality • Environmental Consultant GHD validate the existing master plan, we then requirements • Traffic impact consultant CRHI developed in the final integrated road and • Preparation of the final design • Master Plan reviewers Dar Al infrastructure network design serving the for authorities Handasah whole project with design carried out in our • Tender documents for roads and Beirut design office and our area office in infrastructure services Dar Disciplines Dubai coordinating with local authorities • Tender analysis assistance • Town Planning and Meraas. • Contract documents preparation • MEP Engineering The project is a mixed-use island with • Infrastructure systems • Civil Engineering allocation for 280 residential plots and • Road works • Architectural Design provision for hotels, beaches, a promenade, • Bridge crossing the flushing • Structural Engineering parks, and community and retail facilities. canal • Ground Engineering With Master Plan validation completed • Wet infrastructure (Water, • Transportation Engineering and final design and tender documents Firefighting, Irrigation, • Resources and Environmental issued we worked with Meraas through the Stormwater, Wastewater) Engineering tender evaluation, contract negotiation and • Power supply and street awarding. With Non Objection Certificates lighting granted for the wet utilities, and road and • Telecommunication electrical works granted, go ahead and initial mobilization started in early April, 2012.

35 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 multi- disciplinary 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 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. Our clients are the biggest reason why We have become really good at virtual leading, we we work hard to keep our operation so get plugged into a project’s network before its starts and continue well after delivery. It is about leadership well oiled. It is about the efficiency of the - management especially for the larger projects where process to get the job done. We have active teams are dispersed all around the world. top world class capability on a global At the firm level we have seen consistent scale and we use the full scale of our organic growth. We have just opened our fifth head organization and our Group to get into office in Amman, consolidated our London head office and construction is already underway on our new a project. We draw upon our Group’s Cairo Head Office building. DarPune s activity is growing global expertise to skill up for projects, ’ as our easternmost Head Office celebrates its fifth year with the adaptability for what clients and the outlook for our global Area Offices is looking need. Our culture and work style gelled good too. with local expertise and a leadership Un-organic growth is also part of our overall growth that understands the subtleties of the strategy. At the Group level we are targeting niche local market is fundamental to our match ups that have solidified our front end expertise in success. 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.

36 joined up execution | an impressive mix

Our Group now counts 13,000 plus professionals Our default position is to look for opportunities of within one single network ready to deploy or growth or evaluate interesting ones that will help configure to any project or location. grow our business. By leveraging our project delivery reputation of excellence and our group s geographical Because we don’t dissolve new acquisitions, the Group ’ 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 South America where we think there is great work We don’t have to worry about thinning of our resources opportunity for us. because we operate in a quasi-independent way as a Group and within our own Dar operation. The best 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 solutions as a key driver in work related to oil and gas differentiator we have set up through all our areas development. It is a heavily regulated industry that is bases. To maintain a global presence and to enable looking to make some changes and take advantage growth in a very of the benefits that can competitive market, ... An impressive mix be realized through such tie-ups are becoming a things as energy storage necessity facilitating and accelerating our Group’s technologies, CHP efficiency, waste-to-energy plants and reach and providing it with needed propulsion. distributed gas-based power plants. 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 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.

37 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 A tie-up with one of the oldest cost consultancies in headquartered in the UK whose expertise includes the world not only reaffirms Dar’s position as a global strategic cost planning, cost and project management, player but also provides it with a specialized arm that contract management, asset management PFI/ happens to meet the service capabilities of all ten PPP and due diligence services. Could you tell us specialty firms making up our Group. Expansion as we about what engaged Dar to approach C&B and could see it is not only about integrated service offerings, you also tell us what were the overriding factors this tie-up will assist in extending Dar’s reach to new considered when investigating this new company markets such as Mexico and Japan where C&B has joining the group? been established for some time now. The view from With the ever increasing size and complexity of C&B is equally beneficial; Dar’s solid roots in the projects Dar has been handling during the last Middle East market, which is undoubtedly a market decade or so, we have been working for some time to of great potential growth, our solid organizational reinforce our project management capabilities. Just structure, and the inner dynamics of our Group offer growing organically would not have matched the pace C&B a most enviable situation considering its growth of growth required to manage the kind of projects we outlook, financial restructuring incentive and ultimately are undertaking. I believe we found in C&B the kind its ability to retain its own identity and inner structure. of established firm that has the ability to grow within In your position as director of the PMC Department, our Dar culture and market footprint and the best how do you see the role of C&B synergized into Dar potential to integrate into our Group and establish the program management and consulting services? Can kind of synergetic collaboration that will satisfy our you talk to us about the kind of momentum you are own growth requirements and provide our clients with building on, how is the tie-up envisaged with other the kind of integrated offerings to match their project members of the group? needs. The role of C&B can be synergized at various levels; C&B’s CEO Euan McEwan spoke of the global wave first at the Project Management and Contracts of consolidation sweeping our industry and the Department (PMC) level synergies are harnessed need to take part in it to maintain leadership in the through close interaction and knowledge sharing market place. In your opinion what does this tie-up between the respective personnel for improved provide an established multi-disciplinary group like service delivery, at various stages of projects. It’s the DarGroup? And why is it attractive to an equally been a relatively short time since the tie-up and C&B established firm like C&B? capabilities have already been drawn upon on major projects.

38 an interview with sari gedeon | an impressive mix

At Area Operations level, we are harnessing synergies payment mechanism; service levels; and advise on by involving C&B in delivering services for current asset lifecycle across all aspects of transactions. and future projects, providing our AOs with the added Currie & Brown were entrusted PPP assignments capabilities of C&B uniquely branded services. At with the Ministry of Health and the Ministry of the Group level, synergies are sought through the Transportation in Mexico and also advised on integration of services with other Group members. PPP projects in Chile, Guatemala and Peru. Also Noteworthy to highlight that among our Group the they have wide-ranging projects ongoing across services of C&B intersect with all members and Europe, including the M25 ring-road in Madrid and inter-group collaboration is expected to increase as a municipal stadiums in France. In the UK they have an result of C&B blanket coverage. extensive portfolio of defense, education, health and infrastructure projects dating from the inception of PPP Public-private partnerships (PPPs or P3s) are a to the present, and are a recognized industry leader in growing feature of the global construction landscape the market. Obviously there is a great potential if such encompassing rehabilitation or construction of new capability is invested within and across the various assets. How do you see C&B adding value to the members of our Group in their respective fields of Group in this respect? services and their geographic spread. Public–private partnership (PPP) describes a government service or private business venture How do you see this integration growing and how do which is funded and operated through a partnership you see it benefitting other firms in the Group? of government and one or more private sector The services provided by C&B make it possible for all companies. This is becoming increasingly attractive members of the Group to expand the scope of their as a delivery scheme for major infrastructure project. service delivery each will benefit from the services and Currie and Brown is one of the leading international expertise of C&B. On integration within the Group, providers of technical and related advisory services to it looks very promising and over the few months a diverse and evolving PPP infrastructure market and following the tie-up, there were on-going meetings are involved in projects with a combined value of over and discussions between C&B executives and those £35 billion. from the Group’s other firms and the outcome so far Currie & Brown work for both the private and public has been very positive. The intention is to maintain sectors, across a wide range of PPP challenges, the momentum and keep the snowball growing, including technical and commercial remits and lead consolidating and vying to pool resources on shared advisor where their expertise covers strategic planning work assignments. and preparation of business cases; project scoping and assessing affordability; technical outputs and advice;

39 the ondjiva paradox | taming the flood

Photo credit: goblin-stock gallery

40 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.

41 the ondjiva paradox | taming the flood

Flooding during the 2008 rainy season was so severe 1 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 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

Cubango to the east with a catchment area of around 56,122 km2 2 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 calledchanas . 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.

1 Ondjiva City location map 2 Flood devastation photos of low lying plains

42 taming the flood | the ondjiva paradox

Legend

Formal Housing Informal Housing Top Ondjiva City proposed Land Use 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 1Ø1000 Natural Earth Cahnnel Discharge to Natural Water Courses Flooded Areas Clear Area To Drain Water

43 1 2 the ondjiva paradox | taming the flood

Taming the Flood

Our flooding, flood defense and river engineers’ objectives for These new drainage works are based on the Ondjiva City Ondjiva were first to activate immediate emergency rehabilitation December 2011 Urban and Infrastructure Master Plan meant to measures and then develop a flood mitigation strategy that serve as a tool for the implementation of Integrated Urban and relieves the city and new developments growing around it from Infrastructure Programs over a 25-years horizon. 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.

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 The bulk of the storm water master plan is implemented within channelization to define and delineate the flood plain, tame the these initial phases and includes upgrades and additional River and protect urban areas. We also initiated a number of channeling. The channels’ gravitational force are designed to rehabilitation and upgrading works of existing culverts. In 2009 carry the flow away from urban areas and upgraded roads eight dikes were constructed and 14 culverts were rehabilitated and discharge into existing natural water courses or proposed in the City of Ondjiva part of the emergency first response relief reservoir ponds east and west of city center. Several outlets in strategy we implemented. The floodplains remained dry during the master plan act to reduce cost-inducing earth works and the 2010 and 2011 rainy seasons, meanwhile, the long term allow the storm water drainage to discharge with minimum phased drainage and storm water protection master plan for the slope considering the flat nature of the terrain. Alternatives were city’s two urban areas: the Central Area and the Kachila I District designed and evaluated to cover projected urban developments was started. around city center with provisions for additional dike construction, rehabilitations of existing culverts and extension to some of the channels.

1 Ondjiva City elevation contours 2 Emergency relief flood mitigation dikes constructed in 2009 3 Contained flood after dike construction and culvert rehabilitation

44 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, methods and skills to optimize and manage the design processes. falling behind schedule or failing to deliver according to the It is a unique opportunity to achieve highly successful outcomes terms of the project. The bulk of the blame for most delays and based on best design management practices backed up by our cost overruns in such projects end up to be associated with solid experience managing large scale projects, regional insight construction and operational phases while the lack of realism, and international exposure. Our role as Design Managers was and improper planning at the initial stages are not sufficiently to advance the task of KAFD’s main contractor Saudi Bin Laden taken into account. Design management, decision making, Group (SBG) by mediating and coordinating the design and cooperation and cross-functional collaboration have expanded documentation of the thirty lots making up KAFD and designed the understanding of project management and defined our by fourteen of the most celebrated international Lead Design industry’s new understanding of the term. KAFD involves the Architect firms (LDA) and ten global engineering firms (Dar was design and construction of 30 ultra-modern towers in addition lead designer on three of the towers jointly with DarGroup’s to a number of religious, public and community facilities each Perkins +Will). Tasked with providing on-going coordination, covering a large area and involving large teams of specialized master scheduling, and review and monitoring of the Master technical experts. Consequently, multi-disciplinary collaboration Design Schedule, we ensured on-time design submittals and is more intense including coordination with civil engineering on-target milestones. We also implemented a delay identification and infrastructure works, the contractor and the overseeing process that took care of any snags popping up along the way authorities. Due to the huge coordination that needed to take long before they could mushroom to delay the process or hinder place and owing to the multi-layered cross interfacing, a top- work on the ground. To create collaborative efficiencies, we bottom linear management structure would have resulted in developed an Infrastructure Interface Matrix and Communication fuzziness and overwhelmed senior management. Protocol covering all aspects of communication to allow multiple Dar Al Handasah’s task for KAFD is dictated by the highly complex operators to interact efficiently and make informed decisions. nature of the project and the need for management activities,

45 solutions to complexities | kafd

Our work is dictated by the highly complex nature of the project The Wadi | A strong urban landscape and the need to manage 2 feature, the Wadi designed to absorb water and humidity to decrease outdoor the design process. “ temperature defines the inner edge of the leaf, dividing it into five areas. This

TRADE/FINANCE MUSEUM THUMAMAH ROAD

PUBLIC LIBRARY lowered green pedestrian oasis cut DAOR DHAF GNIK DHAF DAOR out in the urban areas forms a unique 1.15 The Financial Plaza | entity within the city of Riyadh. The 7-m FINANCIAL ACADEMY FINANCIAL PLAZA 1 The five tallest towers N below-ground Wadi runs in a series

” NORTH RING ROAD of the district make of cultural, educational and leisure up the Financial Plaza attractor buildings. and hold a unique status within KAFD standing out as the visual and physical center.

Attractors | KAFD offers a wide mix of religious, educational, sports Public Spaces | and cultural facilities located at KAFD offers a 3 different areas and densities to 4 rich variation of appeal to different people and coherent streets, meet a broad range of demands. promenades and open spaces defined by dynamic building volumes The Squares | Accessible to the that provide 5 public and spread out along the grandeur and Wadi, the Square plots benefit from shade. a location in close connection with public attractors, good infrastructure, and invaluable exposure.

46 kafd | solutions to complexities

Our ongoing review of design and documentation from the LDAs’ design submissions conformed to requirements, design standards and guidelines, scope, KAFD is a unique opportunity coordination and completeness, and to achieve highly successful contractor’s requirements was another outcomes based on best design aspect of Design Management Review services. Reviews occur at specified management practices backed intervals according to a pre-set and agreed up by our solid experience upon program established for each of the managing large scale projects. 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.

Concept master Plan by Henning Larsen Architects

Thumbnail visual courtesy of KAFD lead architectural designers

Perspective courtesy of Behnisch Architekten

47 solutions to complexities | kafd THE KAFD MODEL

A 30-tower project with a total built-up area of 1.9 1 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

2 3

48 kafd | solutions to complexities

Engineering Consultants: LEED Executive Management • Thornton Tomasetti • SBG, Project Teams and Green Building Designing and • Buro Happold Certification Institute (GBCI) liaison coordinating • KPFF Consulting Engineers • Preferred LEED approaches, site-wide issues, • Hoare Lea and common LEED queries from 18 • WSP F+K • Regular Client feed about the project’s LEED different • Dar Al Handasah (Shair & Partners) status. locations in the • Halvorson & Partners • Collecting and peer reviewing of LEED USA, Europe, • DeSimone documentation prior to submission to GBCI. and Asia. • ESD Engineering Ltd. • Coordinate LEED application submissions • Consentini • 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.

Adrian Lucien SOM Callison Will Bruder P+W Smith Lagrange Fxfowle (NY) (Seattle) (Phoenix) (Chicago) (Chicago) (Chicago) (NY)

US FIRMS

US CORE TEAM (USDRT)

Contractor

BEIRUT RIYADH CORE TEAM MANAGEMENT (RTC) TEAM

Authorities

LONDON CORE TEAM (EUDRT)

EUROPE FIRMS

HLA Behnish Foster RMJM RTKL Gensler (Copenhagen) (Stuttgart) (London) (London) (London) (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.

49 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 Meeting & Reporting with contract design basis • Direction, support and control of the design program • Managing design deviation • SBG Design Management team support side-to-side parcel • Ensuring optimized design space program design coordination • Documenting all correspondence, review • Monitoring and managing architecture and engineering reports, MOM and deliverables performance • Monitoring, managing compliance to Project Standards We addressed the challenges by developing a set • Design program brief of comprehensive procedures including a manual • Procurement packaging strategies communicated to all designers at the start of the • On-time on-budget adherence project. Project management process also included • Architecture and Engineering design coordination a data sharing and documentation project website • Architecture and Engineering documentation for all (PWS) accessible according to defined protocols statutory approvals • Development and review of document and drawing Management Services, Procedures and Toolsets standards • Liaison and coordination • Labeling, filing and distribution program • Master scheduling and control • CD’s, Correspondence, E-Mail, MOM’s, Transmittals • Preparation and control of infrastructure Interface Matrix • Communication Protocol • Design scope control • Documents control Perspectives courtesy of: • Design review services • Contract administration services 1,2 Perkins + Will – Dar Al Full compliance across the board secured timely, Handasah (Shair & Partners) fully-coordinated deliverables. The same rules applied 3 Skidmore, Owings and to our own internal managers and reviewers as it did Merrill LLP (SOM) to all architectural and engineering firms. 4 Adrian Smith + Gordon Gill 5 Foster + Partner 6,7 Perkins + Will – Dar Al Handasah (Shair & Partners)

50 1 2 3 kafd | solutions to complexities

6 7

51 solutions to complexities | kafd

It always comes down to people. Our success managing KAFD’s mega-design largely rested KAFD ’s in Numbers

on setting a management and review team based on 776 Meeting and Video Conferences a complementary composition of talents, expertise, 4,587 Notices communication skills and available resources. We always have technology to thank for our modern 2,869 Consultants Memos ability to manage mega-projects. Communication 418 Design Variation Request channels and protocols allowed timely sharing 8,424 Designer Submittal References of information and data, tracking and follow up, 3,831 Design Review cutting down on abortive work and ensuring proper 3,454 RLOD Memo dissemination. 2,899 Design Queries Documents control systems and procedures played a 1,195 Design Queries Knowledgebase critical role keeping track and easing access to hundreds of thousands of documents; for KAFD ’s more than 334 Notes 300,000 messages were exchanged and more than 103 Technical Design Review 30,000 design documents were submitted. 16,275 RFI 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.)

52 kafd | solutions to complexities

Perspectives courtesy of: Building on this experience by continuously developing and 1 Perkins + Will – Dar Al restructuring management Handasah (Shair & Partners) procedures toolsets and use of 2 Foster + Partner 3 Callison technology remain essential to 4 Will Bruder Architects our vision. 5 RMJM

1 3

53 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: [email protected] // ©2013 A Dar Al-Handasah (Shair and Partners) HR Publication