Table of Contents

ID Title Version Date

GPCD_QP01 Construction Project: Bidding Stage 1.0 01 Oct 2003

GPCD_QP02 Project Award Stage: Planning and Mobilization 1.0 01 Oct 2003

GPCD_QP03 Resource Deployment 1.0 01 Oct 2003

GPCD_QP04 Controlled Execution and Demobilization 1.0 01 Oct 2003

GPCD_QP05 Payment Administration 1.0 01 Oct 2003

GPCD_QP06 Engineering Management on Site 1.0 01 Oct 2003

 General Projects Construction Division
GPCD_QP01
Construction Project: Bidding Stage Ver: 1.0 / 01 Oct 2003

Purpose
To describe the process of evaluating the prospects of bidding for a construction project,
preparing Technical & Commercial submittals and forwarding a bid to the client.

Definitions
GPCD: General Projects Construction Division
Corporate Management: Vice President(s), General Manager and/or Assistant General
Manager(s)
GPCD Management: GPCD Division and Assistant Division Manager(s)
Client: Owner or his representative(s)
Estimating Department: Department Management (Manager & his assistant),
Estimating Engineer and Quantity Surveyors
Commercial Submittal: The portion of the bid package that includes financial
aspects such as price, the bank guarantee and other
commercial documents related to Saudi Oger
Technical Submittal: The portion of the bid package that includes technical
capabilities of Saudi Oger, methodology and resources
proposed to execute a construction Project
RFC: Request for Clarification

Responsibilities
The Estimating Department is responsible to prepare project evaluation, present technical &
commercial bids to the GPCD Management and archive the documents.
GPCD Management is responsible to review documents and to secure Corporate Management
approval.
Corporate Management is responsible to evaluate the prospects of bidding for a construction
project, to approve bid preparation, set mark up and approve bid submittal to client.

Procedure
The General Projects Construction Division is primarily aimed at executing Construction
Projects. The Corporate Management assisted by the GPCD Management, research the market
and evaluate the prospects of bidding for Construction Projects.
The involvement of GPCD in some Projects might exclude some activities, which will be carried
out by other Saudi Oger Divisions/Departments, Oger International or a combination. This
decision will be specified and recorded by the Corporate Management at the start of each Project.
The sequence of activities carried through out this process (Bidding until Execution and
Handover) is described within the GPCD Quality System.
The following charts describe the general & detailed activities related to the bid preparation:

Page 1 of 4
 General Projects Construction Division
GPCD_QP01
Construction Project: Bidding Stage Ver: 1.0 / 01 Oct 2003

GENERAL ACTIVITIES

Client Corporate Management GPCD Management / Estimating Department

Invitation to Bid

Project Evaluation , include:

y Client Information
y Project Summary (Size, Scope etc.)
y Project Execution Period & Milestones
y Financial & Contractual Terms
y Projected Work & Resource Load
y Projected Cash Flow & Budget

Proceed to
Client Informed NO
YES
Bid

Evaluate Technical &

Commercial Submittal
Requirements as per the
process "Estimating & Bid
Preparation"

Tender Submittal

Analyze

Clarify Reasons,
Analyse the Root
REJECTED Causes & Identify
Corrective Measures
for Future Bids

Update Archive the Bid

Management Document

Initiate

AWARDED GPCD_QP02 "Project Award

Stage: Planning &
Mobilization"

Page 2 of 4
 General Projects Construction Division GPCD_QP01
Ver: 1.0 / 01 Oct 2003
Construction Project: Bidding Stage

ESTIMATING & BID PREPARATION

C orp orate GPCD E stim atin g E stim atin g E stim atin g P oten tial C orp / D iv
C lien t S u p p ort
M an agem en t M an agem en t M an agem en t E n gin eer Q u an tity S u rveyor V en d ors

Prep are Sp ecialist B id

Prep are/ V alid ate B ills P lan n in g S ection :
In itiate B id Pro cess Packages & Select
o f Q uan tities fo r Pricin g
Po ten tia l V en d o rs B id Sch ed ule,
E v alua te B id Sco pe R eso urce L o ad in g,
& C o n d itio n s & Procurem en t &
p rep are fo r T en d er E n gin eerin g
subm ittal Sh ced ules
E v aluate C o ntractual In itiate in -h o use co st
C on tin u al C ontin ual Prep are B ill breakd o w n
C o m m . & T ech n ica l E stim ates & D efine Sco p e In su ran ce S e ction :
Interface In terface fo r in -h o use co stin g
req uirem en t L im its
E stim a tio n o f P ro ject
Securities

E v a lu ate H igh ligh t D iscrep an cies, E rro rs, A m biguities, A ltern ativ e O p tio n s, O bso lete T ech n o lo g ies, M isco o rd in a tio n issues & an y M eth od s S ection :
R FC 's p articula r issue fo r clien t clarificatio n M eth o d o f
C o n structio n ,
C rain age &
C larify E v alu a te C lien t C larificatio n & A d d en d u m s, d istribute to co n cern ed pa rties, reflect ch a n ges & clarificatio n s in bid Fo rm w o rk E stim ates
R FC 's p rep aratio n p ro cesses
B u sin ess D e velp :
R egistra tio n &
O fficial go v ern m en t
R ev iew C o m p arativ e Fin alize & Subm it d o cum en ts
Prep are C o m p arativ e Statem en ts V en d o rs V s. In -h o use
statem en ts, clarify & C o m m ercial &
allo w in g fo r exclu sio n s & u n p riced item s Fin an ce D ivision :
set co st T ech n ical T en d er
B id B o n d s

P erso n n el:
Fin alize C o st B ills & C o lla te sum m a ries in C lien t fo rm ats C urren t M an p o w er
status
R eq uest E v alua tio n & E xtern al S ou rce s:
sup p o rt o f C o p r/ D iv
en tities w h ere req uired Sp ecia l serv ices
w h ere req uired

E v alua te In d irect C o sts

& P rep are T ech n ical Pro v id e T echn ica l D ata
R eq uirem ents In clud in g fro m B id D o cum en ts &
O rga n iza tio n , Pro ject & R eceiv e O ffers
E xecutio n Plan s

E v a luate, A d just, M o d ify & set M arkup

Pro d uce selling B ills & Fina l

B id subm ittal

Page 3 of 4
 General Projects Construction Division
GPCD_QP01
Construction Project: Bidding Stage Ver: 1.0 / 01 Oct 2003

Related Records
The following records are retained as per QP04:

ID Record Title Retained by / Period

Estimating Department Management / End of
N/A List of Bid Documents
Contract or 6 Months for non-award Projects.
Client’s Correspondence (Request for Estimating Department Management / End of
N/A
Clarification, Addenda, etc.) Contract or 6 Months for non-award Projects.
Estimating Department Management / End of
N/A Preliminary Project Evaluation
Contract or 6 Months for non-award Projects.
Estimating Department Manager / End of
N/A Indirect Cost
Contract or 6 Months for non-award Projects.
Estimating Department Manager / End of
N/A Final Price Summary
Contract or 6 Months for non-award Projects.
Estimating Department Manager / End of
N/A Selling Bills
Contract or 6 Months for non-award Projects.
Open/Close Bid: Estimating Department
N/A Bid Submittal to Client Management / End of Contract or 6 Months
for non-award Projects.
Estimating Department Manager / Calendar
N/A Bid Status Report
Year
Estimating Engineer / End of Contract or 6
N/A Tenders of Potential Vendors
Months for non-award Projects.
Estimating Engineer / End of Contract or 6
N/A Vendor’s Comparative Statements
Months for non-award Projects.
Estimating Engineer / End of Contract or 6
N/A Cost Bills
Months for non-award Projects.

END

Page 4 of 4
 General Projects Construction Division
GPCD_QP02
Project Award Stage: Planning and Mobilization Ver: 1.0 / 01 Oct 2003

Purpose
To describe the process of preparing of pertinent plans, initiating site mobilization and securing
Client approval as required.

Definitions
Project Management: Project Manager & his Assistant(s).
Planning Section: GPCD Planning Section Head, Planning Engineers & Schedulers.
BOQ: Bill of Quantities
CPM Network: A Critical Path Method providing a graphical representation of
construction activities and indicating their logical relation,
dependence, duration and sequence.

Responsibilities
Planning Section is responsible to develop monitoring documents for the project by acquiring
input from GPCD Management, Project Management & support Divisions / Departments.
Project Management is responsible to prepare specific plans, supervise the preparation of
relevant documents, secure Client’s approval and initiate site mobilization.
GPCD Management is responsible to review contractual aspects, advise support Divisions /
Departments for the preparation of relevant plans and review the mobilization & execution
planning.

Procedure
Upon award of a new project, the GPCD Division Manager shall officially request the Accounts
Department to provide a Project Code, assign a Project Manager and circulate the information to
all concerned.
The following flowchart describes the activities related to the preparation of documents and
plans needed during the execution phase.

Page 1 of 3
 General Projects Construction Division
GPCD_QP02
Project Award Stage: Planning and Mobilization Ver: 1.0 / 01 Oct 2003

GPCD Management /
Planning Section Project Management Client
Estimating Department

1
Kick Off Meeting

Review The Contractual Aspects through:

y Contract Documents (conditions, Drawings, Specifications, BOQ)
y Schedule Requirements (Completions data, Bid Schedule, Milestones)
y Quality requirements (Standards, QA/QC inspection program, Hold Points)
y Procurement Requirements (Nominated Vendors, Specially Items, Milestones)
y Engineering Requirements (Design Responsibility, shop Drawings, Calculations)
y Organizational Requirements (Functions, Qualifications, Staff)
y Safety Requirements (Issues, Standards, Work instructions, Rules & Regulations)
y Documentations Requirements (Submittals, Forms Reports)
COMMENTS

Prepares:
y Safety Plans
y Contract Management
Advise Support Divisions / Prepares Preliminary
Procedures
Depts. to contribute to the Schedule Including:
y Organizational Charts &
project following the prepared y Critical Milestones &
CVs
requirements like: Constraint
Continual Continual y Resources Deployment
y Engineering Interface y Work Breakdown Interface
Schedules
Requirements & Schedule Structure
y Construction Budget
y QA/QC Requirements y Activity Logical
y Documentation
y Procurement Sequence
Requirements
Requirements & Schedule y Activity Duration
y Communication &
Coordination
Requirements
NO

Develop CPM Network

Deliverables:
Bar Chart Schedule,
Procurement Schedule, Analyse & Verify Plans
Material & Drawing
Submittal Schedule &
Progress Curves.

Accepted

YES

Apply GPCD_QP03
"Resource Deployment"

Initiate Annex A
"Project Initiation Checklist"

Commence A Meeting
With the Client

Acquire Approval On
Feedback Continual Interface
y Project Schedules Approved
y Surveying Reports, Etc.

Make Corrections Accordingly NO

Initiate YES
GPCD_QP04 " Controlled
Execution & Demobilization"

Page 2 of 3
 General Projects Construction Division
GPCD_QP02
Project Award Stage: Planning and Mobilization Ver: 1.0 / 01 Oct 2003

1 Kick-off meeting is requested and chaired by the Project Manager and is attended by the
Site Management, Procurement, Engineering, QA/QC and Maintenance (If necessary).
Agenda includes:
• Project Description
• Preliminary Planning
• New Technologies
• Milestones
• QA/QC Scope of Work
• Procurement Approach
• Resources
• Responsibilities & Authorities

Related Records
The following records are retained as per QP04:

ID Record Title Retained by / Period

N/A Kick-off Minutes of Meeting Project Management / 6 Months
CPM Network Deliverables (Bar Chart
N/A Project Management / End of Contract
Schedule, Procurement Schedule, etc.)
Plans & Schedules (Resource Deployment,
N/A Project Management / End of Contract
Safety Plans etc.)
Annex A Project Initiation Checklist Project Management / 6 Months

END

Page 3 of 3
 General Projects Construction Division
GPCD_QP02
Project Initiation Checklist – Annex A Ver: 1.0 / 01 Oct 2003

S
A
M
P
L
E

Page 1 of 1
 General Projects Construction Division
GPCD_QP03
Resource Deployment Ver: 1.0 / 01 Oct 2003

Purpose
To describe the methods for acquiring and managing the deployment of resources.

Definitions
EQP: Equipment Department within Technical Support Services Division.
Methods &
Planning: A Department within Technical Support Services Division.
RCF: Shuttering Service within Methods & Planning Department.
MTH: Methods Service within Methods & Planning Department.
ENG: Engineering Department within Technical Support Services Division.
ITD: Information Technology Department within Finance & Administration Division.

Responsibilities
Project Management is responsible for ensuring proper and efficient deployment of resources.

Procedure
The deployment of Resources involves many Services/Departments within Saudi Oger, as
described below.
GPCD Planning Section prepares a Manpower forecast and forwards the Manpower histogram to
the Project Management for their review & approval. Project Management on approval, makes a
request for the deployment of Manpower at site through QP02 “Human Resources Management &
Control”.
Estimating Department, in coordination with the related Departments of the Company, proposes
a list of Resources required for the site. The Project Management reviews/finalizes this list
makes the requests from the concerned Department, as follows:
EQP Department
• TSSD_EQP_QP01 “Equipment Requisition”
RCF Service
• TSSD_RCF_QP01 “Shuttering Material Request”
MTH Department
• TSSD_MTH_QP01 “Methods Missions”
ENG Department
• TSSD_ENG_QP01 “Engineering Missions” (GPCD carries out Engineering activities on
site as per GPCD_QP06 “Engineering Management on Site”.
ITD Department
• FIAD_ITD_QP01 “Computer Hardware/Software Request”
For resources acquired through the Procurement Division e.g. Material Purchasing,
subcontracting, etc. refer to the Process Flow below:

Page 1 of 3
 General Projects Construction Division
GPCD_QP03
Resource Deployment Ver: 1.0 / 01 Oct 2003

Project Management Procurement Division Client

Prepare Procurement & Material

Continual Review & Comment on
Submittal Schedule with the help
Interface Schedules
of Planning Section

Prepare Strategy for Acquiring

following Material/Services:
Bulk Material
Local/Foreign Material
Supply Orders
Installation Orders
Supply & Installation Orders

Determine Package Requirements:

Client Approval
Tender/Shop Drawings
Tender/Measured Bills
Specification & Brochures
Execution/Delivery
Schedules
Special Conditions

Initiate Material/Services
Request through:
PROD_MCS_QP01
"Material Requisition Process"
&
PROD_TND_QP01
"Tendering Process"

Evaluate & Propose

Supplier/Subcontractor

Forward list of Proposed

Suppliers/Subcontractors to
Client for Approval

Approved

Acknowledges Procurement
NO
Division on the Client's decision.

Acknowledges
Procurement Division to proceed
YES
with the formalities & related
procedures

Page 2 of 3
 General Projects Construction Division
GPCD_QP03
Resource Deployment Ver: 1.0 / 01 Oct 2003

Related Records
The following records are retained as per QP04:

ID Record Title Retained by / Period

N/A Execution Budget Project Management / End of Contract
Resources Forecast (Manpower, Equipment,
N/A Project Management / 6 Months
etc.)
Approved Potential Suppliers/Subcontractors
N/A Project Management / End of Construction
List

END

Page 3 of 3
 General Projects Construction Division
GPCD_QP04
Controlled Execution and Demobilization Ver: 1.0 / 01 Oct 2003

Purpose
To describe the control exerted during the execution phase of a project.

Definitions
Method Statement: A statement relevant to the execution of the construction activity,
detailing execution methodology, specifics of quality assurance &
measurements, hold points and required inspections.
QA/QC: Quality Assurance/Quality Control Department within Technical
Support Services Division.
Subcontractor: Entity contracted by Procurement Division to execute specific scope of
work on the project, under the authority of Project Management.
Project Management: Project Manager and his Assistant(s).

Responsibilities
Project Management is responsible to:
Monitor execution progress and report to the GPCD Management.
Ensure that all required resources are made available for executing construction
activities.
Interface with Subcontractor, QA/QC and Client for controlling the construction activity
on site and
Secure QA/QC and Client’s approvals, as needed.
GPCD Management is responsible to review execution progress reports and ensure
implementation of proper corrective actions.
Planning Section is responsible to monitor the execution schedules and prepare a
revised/recovery schedule, in case of slippage.
QA/QC is responsible to examine work execution, inspect completed work and report quality
related issues to the Project Management.

Procedure
The following flowcharts describe the processes related to the control of execution phase,
Subcontractors’ works and Project schedules.
Note: The implementation of this Procedure requires the establishment and control of Forms,
Reports, etc… The Project Management shall at the start of the Project develop these
Forms and ensure their retention.

Page 1 of 5
 General Projects Construction Division
GPCD_QP04
Controlled Execution and Demobilization Ver: 1.0 / 01 Oct 2003

CONTROLLED CONSTRUCTION ACTIVITY

Project Management QA/QC Client

Review Periodic Look

Ahead Programs

Initiate Activity by Checking

Availablity of
Corresponding Approved
Drawings, Material
Required, Safety and
Construction Equipment &
Tools

Organize Resources

Method Statement
Required

YES

NO Submit Method Statement

INCORPORATE COMMENTS NO Proceed

Start Execution YES

Initiate Carry out Inspection as

TSSD_QAQC_FM03-01 per
"Request for Inspection" TSSD_QAQC_QP03
"Construction Division:
Inspection Procedure"

NO Proceed YES

Incorporate Comments
Inspection
& Rectify

NO Approved

YES

End
NO YES
of Project

Assess & analyze DEMOBILIZATION

Resource Deployment PROCESS

Page 2 of 5
 General Projects Construction Division
GPCD_QP04
Controlled Execution and Demobilization Ver: 1.0 / 01 Oct 2003

EXECUTION SCHEDULE CONTROL

GPCD
Planning Section Project Management Client
Management

Conduct Periodic "Controlled

Continual
Review for Progress Construction
Interface
Monitoring Activity"

Supply Progress Data,

Analyze the Data
Submittals & Client
Provided
Responses

Prepare Progress
Report, Update CPM
Network Deliverables:
Bar Chart Schedules,
Procurement Schedule,
Receive Copies
Material & Drawings
as Required
Submittal Schedules,
Manpower & YES

Equipment Loading
Schedule & Progress
Curve

Schedule
Slippage

YES

NO

Take Corrective Action as per Procedure

QP06 "Corrective & Preventive Action Control"

Prepare Recovery /
Review & Submit Schedules
Revised CPM Network Approved
for approval
Deliverables

NO

YES
NO

End Of
Project

YES

Estimating &
Data at Completion vs.
Technical
Estimating & Technical
Department to
Department Submittal
Analyze and
at Bid Stage
Report Variances

Page 3 of 5
 General Projects Construction Division
GPCD_QP04
Controlled Execution and Demobilization Ver: 1.0 / 01 Oct 2003

SUBCONTRACTOR MONITORING

Procurement QA/QC Subcontractor Project Manager

Issue Work Order

as per
The Coordination Meeting led by the Project
PROD_TND_QP0
Manager discussing the scope of work.
1
"Tendering Process"

Prepare Organizational Chart /

Site Organization, Work
COMMENTS
Schedules / Planning, Design &
Procurement Works
NO

Approved

YES

Monitor the
Quality of the
Execution Continual Continual
work as per Interface Interface
TSSD_QAQC Controlled Construction Monitor the
NO _QP03 Activity Compliance to Schedule
"Construction
Division:
Inspection
Procedure"

End of
Work Order

YES End of Project

Commence a Periodic Meeting. Minutes of the meeting are prepared by the PM.

Page 4 of 5
 General Projects Construction Division
GPCD_QP04
Controlled Execution and Demobilization Ver: 1.0 / 01 Oct 2003

DEMOBILIZATION PROCESS
Upon completion of the construction phase, Project Management requests QA/QC to conduct
final inspection and to coordinate activities/documents before the project is officially handed
over to the Client. QA/QC Engineers carry out inspections as per TSSD_QAQC_QP05
“Commissioning & Handover Procedure: Tender Projects”.
Upon Hand Over of all Buildings/Systems and lifting all the Reserves, the Project Manager shall
call for a De-Briefing Meeting to discuss the problems encountered during the execution and
decide on actions to be taken in order to avoid their repetition. Representatives from the
following Saudi Oger Entities shall be present, in addition to the Project Management:
GPCD Estimating Department
Contract Administration
Procurement Division
QA/QC
Engineering
Maintenance (If necessary)
The Project Manager shall chair the meeting and establish its Minutes, which shall be
distributed and reported back to the Upper Management and concerned Divisions.
Following Hand Over to the Client, if any pending remarks/deficiencies still exist, the Project
Management shall establish a plan for clearing them and submit it to the Client for approval.
Project Management now initiates Demobilization of the project as per Annex A “Project Close
Out Checklist” and follow up on the progress of work and report it back to the Client.
During the Defect Liability Period, the Project Management is responsible to clear all deficiencies
covered by the contract.

Related Records
The following records are retained as per QP04:
Site Execution Data, e.g. Concrete, Steel, Manpower, etc… will vary for each Project. Such
records will be maintained by the Project Management until the End of Contract.

ID Record Title Retained by / Period

N/A Monthly Cost Report Project Management / End of Contract
N/A Actual Resources (Manpower, Equipment, etc.) Project Management / End of Contract
N/A Comparison Sheet Forecast vs. Actual Cost Project Management / End of Contract
Detailed Activities Schedule (Site Organization, Project Management / 6 Months after End of
N/A
Work Schedule, etc.) Construction
All Trades Minutes of Coordination Meeting
N/A Project Management / End of Construction
(Subcontractors)
N/A Subcontractor Weekly Progress Report Project Management / End of Contract
N/A Request for Clarification Project Management / End of Contract
N/A Subcontractors Work Order Project Management / On Account Settlement
N/A Monthly Progress Report Project Management / End of Contract
N/A De-Briefing Meeting Division Manager / 1 year
Project Management / 3 Months after End of
Annex A Project Close Out Checklist
Contract

END

Page 5 of 5
 General Projects Construction Division
GPCD_QP04
Project Close Out Checklist – Annex A Ver: 1.0 / 01 Oct 2003

S
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Page 1 of 1
 General Projects Construction Division
GPCD_QP05
Payment Administration Ver: 1.0 / 01 Oct 2003

Purpose
To describe the management of Payment.

Definitions
Contractor: Saudi Oger Limited.
Procurement Work Order: A contract between Saudi Oger and a Contractor, detailing the
scope of work.
Site Work Order: A request to modify the scope of Procurement Work Order.
Contract Administrator: Saudi Oger Employee handling financial & contractual matters
with the Client and Subcontractors.

Responsibilities
Project Manager is responsible to issue site work orders, change orders, and to verify & approve
invoices to release payments to Subcontractors. He is also responsible to verify/submit interim
application for payment and request/approve modifications in scope of work.
QA/QC is responsible to verify payment certificates vis-à-vis Quality of executed work, as per
company policy.
Contract Administrator is responsible to advise PM on:
Variation in Contractor’s scope of work
Initiate change order
Variation in Saudi Oger’s scope of work
Initiate Interim Application for Payment
Quantity Surveyor is responsible to update PM about the quantities of the invoiced material /
executed work.

Procedure
The following flowcharts describe the activities related to payment administration.

Page 1 of 4
 General Projects Construction Division
GPCD_QP05
Payment Administration Ver: 1.0 / 01 Oct 2003

SUBCONTRACTOR PAYMENT

Project Service Marché Responsible /

Procurement Subcontractor QA/QC
Manager Quantity Surveyors

Issue Procurement Issue Site Variation

Work Order Work Order in the Scope
of Work

NO
Execution as
per
GPCD_QP04
"Controlled
Execution & END
Demobilization"

Prepare Monthly YES

Progress
Evaluation

Invoice

Initiate Change
Order as per NO
Verify & Request Change
PROD_TND_Q
Submit Order
P01
"Tender Process"

Review

Quantities & Quality Verified by Inspection of Works

Make Adjustments
& Advise the
Subcontractor

NO

Apply Back
Charges from
any other
Party

Retain Amount
as per Order

Release Invoice
for Payment

Work Order
YES
Complete

YES

Release part of retention after

initial acceptance and balance
after final acceptance

Page 2 of 4
 General Projects Construction Division
GPCD_QP05
Payment Administration Ver: 1.0 / 01 Oct 2003

SAUDI OGER PAYMENT

Contract Administrator / Quantity Surveyor Project Manager Client

Determine:
The Site Progress Percentage for
Contractual Works
The Progress Value for Variation
Works NO

Interim Application for Payment

Verify & Submit

COMMENTS

Variation in the
NO NO Approved
Scope of Work

YES

Approve Certificates
as per Contract

Release Payment as per

the Contract

YES

Project Complete

YES

Release part of
retention after initial
acceptance and balance
after final acceptance

NO

Request Variation
Variation Work
Order for Modification YES Proceed
Request
in Scope of Work

Verify & Submit

Incorporate Comments YES Proceed NO Approved

NO YES

END
Initiate Variation
Verify Variation
Order
Order Value

Page 3 of 4
 General Projects Construction Division
GPCD_QP05
Payment Administration Ver: 1.0 / 01 Oct 2003

Related Records
The following records are retained as per QP04:

ID Record Title Retained by / Period

Project Management / On Account
N/A Site Work Orders
Settlement
N/A Variation Orders Project Management / End of Contract
Project Management / On Account
N/A Interim Subcontractor Payment Certificates
Settlement
N/A Interim Application for Payment Project Management / End of Contract
Project Management / On Account
N/A Subcontractor Initial Acceptance Certificate
Settlement

END

Page 4 of 4
 General Projects Construction Division
GPCD_QP06
Engineering Management On Site Ver: 1.0 / 01 Oct 2003

Purpose
To describe the process of controlling Engineering activities on Site

Definitions
Engineering Design Team: Comprise of Design Engineers/Technicians from different
trades and CAD Operators.
Engineering Management: Engineering Manager and the Engineer In charge of each trade
(Electrical, Mechanical, etc.)

Responsibilities
Engineering Design team is responsible to prepare execution documents, identify any
modifications in design and to prepare As-Built drawings as per the details specified
contractually.
Engineering Management is responsible to analyse, verify and validate execution documents, As-
Built drawing and any modifications made to these documents.
Project Manager is responsible to:
Prepare & monitor Engineering plan & detailed schedule
Acquire resources to initiate mobilization of the Engineering team
Review & approve execution documents, As-Built drawings and final documents
Secure Client’s approval

Procedure
Once the project is awarded, GPCD Management provides TSSD Engineering Department with
the scope of work, schedule and an allotted budget to acquire complete engineering mission.
If TSSD Engineering Department accepts the request for Engineering Mission, then the
Engineering procedures apply fully, taking into account contractual matters for
review/validation of documents.
If TSSD Engineering Department rejects the request, the GPCD shall either subcontract the
activities to an external design office as per GPCD_QP03 “Resource Deployment” or apply the
following process for managing the Engineering Mission on Site. In all cases, the approval /
validation by the Project Manager / Client shall remain obligatory.

Page 1 of 3
 General Projects Construction Division
GPCD_QP06
Engineering Management On Site Ver: 1.0 / 01 Oct 2003

Engineering
Engineering Management Project Manager Client
Design Team

Prepare Engineering Plan

and detailed schedule.
NO
Forward it to the Client for
Approval

Approved

In coordination with
the GPCD
Management, Analyse
YES
and acquire resources
as per GPCD_QP03
"Resource Deployment "

Mobilize the Engineering

Team on Site

NO

In coordination with the

Engineering Management,
Prepare Execution
Validate & Forward Continual Review, Approve & Forward
Documents 1 and Approved
Execution Documents Interface Execution Documents
highlight any
modification in design for
approval

Distribute documents to the

concerned entity for
execution and forward a YES
copy to QA/QC for
information

Carry Out Controlled

Activities & Monitor 2
the Engineering
Progress as per
GPCD_QP04
"Controlled Execution &
Demobilization "

Compile & update

Prepare Information on any
As-Built drawings 4 modification during
Execution 3
NO

Validate & Forward As- Continual Review, Approve & Forward

Approved
Built Documents Interface Documents
NO

YES
End of Project YES

Verify Final Documents 5 prior to handling them over to the Client

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 General Projects Construction Division
GPCD_QP06
Engineering Management On Site Ver: 1.0 / 01 Oct 2003

1 Execution documents include submittals like Execution Drawings, Shop Drawings,

Calculation Notes and Samples etc.
2 Engineering Management prepares Engineering Progress Report and forwards it to the PM
for monitoring purpose.
3 Any proposed modification in design during the execution stage will be validated by the
Engineering Management, PM and approved by the Client.
4 Prepared As-Built drawings must be verified and validated by QA/QC as specified in the
contract.
5 Final Documents: Documents that GPCD is contractually obliged to submit to the Client
e.g. O&M manuals, etc.

Related Records
The following records are retained as per QP04:

ID Record Title Retained by / Period

N/A Detailed Engineering Schedule Project Management / End of Contract
N/A Submittal Logs Project Management / End of Contract
N/A Monthly Engineering Progress Report Project Management / End of Contract
N/A List of Final Documents Project Management / End of Contract

END

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