Post on 29-Mar-2015
MGMMaster Global ManagementPhilosophy, Guidelines & FrameworkAdil AbdallaMay 2009
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MGM is a Professional Business Venture;
aims to fill the gaps inUrban Development Practice;
collectively utilizing capacities of
Associated Practitioners
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Ambiguous Scope
MoneyGaming
Interests Diffusion
Scattered Capacities
The twisted customer focus, the unfocused board members, and the complicated legal modeling, the had
created confusion rather than clarity
The excessive commercialization and profitability, despite the promoted CSR policies, had created the
wide spread of immoral and criminal implementations
Equilibrium among all activities and targets is the natural and historical organizational platform; which if
disturbed by political lobbying; anarchy rules
Indemnifibility, Profitability, and Politicability were root causes to non-alliance among schemes and programs,
which would save time, cost and momentum
Business Deficiency & Challenges 2009
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Roles & Deliverablesof Stakeholders
SmartProcess Mapping
IntelligentQuality & Accountability
Applications of Neo-Management
Practically; Comprehensive Structure, Clear Roles & Responsibilities, and Deliverables
Road Mapping of Processes and Procedures that enables Successful Decision Making
Align Targets to Common Interests of Sustainable Business Framework
State of the Art in Processing, Associating and Partnership with Experts & Professionals
Creating a Corporate Distinction
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Neo-Management
Creating a Corporate Distinction
Not Directing, but Facilitating Staff to Perform
Inevitable Team–work as Mind-set and Solutions
Performance & Deliverables Drive The Process Mapping
Skills, Competitiveness and Loyalty are Upgradable
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Public Interest
CivicAuthority
PublicAuthority
State OfCompliance
Control
Tools
Methodology
Policies
Legitimization
Laws & Regulations
Enforcement
Prosperity
Violation
Correctivity
Code of Practice
Standardization
Theory of Authorization
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Assets + Charge + Creditability
Concept
Knowledge + Finance + Regulations
Biz Model
Realization + Resources + Planning
Delivery
Complexity of Assets Development
Impacts of Risk Management
Operations of Assets Management
Development Consensus
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The Corporate
Reve
nues
& P
rofit
abili
tyM
icro
Eco
nom
ics,
Sha
reho
lder
s, E
ntre
pren
eurs
hip
Soci
al &
Eco
nom
ic C
ycle
Mac
ro E
cono
mic
s, C
SR In
itiati
ves,
Gov
erna
nce
CORPORATE
VISUALIZE CHANGE
ASSESSMANAGE
Skills
Resources
Dynamics
Standards
Inflows Outflows
Delivery
Project
Business OpportunitiesDoing Business
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The DevelopmentProject
Start-upPST
Project Compliance
PCM
Project Marketing
PMS
Project Management
PRM
ProjectClose-out
PCL
MGM Business Framework
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Corporate Structure Business Structure
Project Structure
The Project
Project Director
Accounts Structure
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ClientMGM
Quality Processing of Approvals
Adequacy of Scope and Components
Convenience of Cost Assumptions
Lawful of Procurement
Efficiency of CSR Proposals
Quality
Scope
Cost
Procurement
CSR
Management of Risk
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Value Chain
Uncertainty Investment Tangibility
100
50
0
Year 1 Year 1-2 Year 2 Year 2-3 Year 4-50
INI FDD MS AD AM
ASSET MANAGEMENT
(AM)ASSET DEVELOPMENT
(AD)MARKETING & SALES
(MS)FINANCE & DUE DILLIGENCE
(FDD)ACQUISITION & INITIATION
(INI)
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Baseline Mode
Business Mode
Legal Mode
Planning Mode
Change Mode
Constructability
Governance
Convenience
Reliability
Delivery
SkillsRequired
ProjectStart-up
ExitStrategy
ProjectCompliance
Basis ofEngagements
ProjectMarketing &
Sales
ExecutionPlan
ProjectManagement
DefiningDeliverables
ProjectClose-out
Main Processes
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Operations
PLAN REVISE
MEASUREACT
Area Cost
Business Duration
AB
CD
RatesSpecs
PerformDelivery KPIs
Value Engineering
Earned Value
Opti
miz
ation
A
B
C
D
Arch/Master Planning
Business Management
Cost/Quantity Surveying
Project Management
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MGM BOARD
A C
Tech Office
Executive Director
Admin
Project 1 Project 2 Project 3 Project 4
Ops Office
Organization 2009
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MGM BOARD
A1 B1 C1 D1
Managing Director
DC
A Project
Directorof Research
Directorof Projects
D1
A ProjectA Project
D1
Admin
A2 B2 C2
PAQA/QC
Organization 2010
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Processes Alignment
Q2Q1 Q3 Q4
Management Framework
Quality Policy & Manual
RiskFramework
Management Manual
Quality Audit & Reform
RiskPolicy & Manual
Implementations
Implementations
Project (P1)
Launch & Staffing
Implementations
Timeline & Assignments 2009
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Code Position Roles & Responsibilities M. Salary $
01 Board Member Contribute to set, review, audit and approve strategy, policies, framework and programs 5,000
02 Managing DirectorSetting framework, reviewing progress of proposals and programs, and daily directing and mentoring the company performance
15,000
03 Director Ditto; for the Department; and facilitating adequate performance for operations 12,000
04 Senior Manager Ditto; for the Specialized Section; and provide technical support for subordinates 10,000
05 Manager Ditto; for the Specialized Unit; and perform professional effort for the delivery of tasks 7,000
06 ExecutiveProvide technical and professional efforts to carry on successful tasks and operations to deliver the intended assignments
5,000
07 Clerk Ditto, and assisting the line-manager 2,000
Staffing Layout
Monthly salaries are inclusive all allowances, plus agreed benefits (Medical insurance, Paid annual leave, Family air tickets and Gratuities. Bonus is subject to Board Decisions
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Code Particular Monthly $2009 2010
Qty Total $ Qty Total $
01 Board Member 5,000 4 20,000 4 20,000
02 Managing Director 15,000 1 15,000 1 15,000
03 Director 12,000 0 0 2 24,000
04 Senior Manager 10,000 1 10,000 4 40,000
05 Manager 7,000 0 0 0 0
06 Executive 5,000 1 5,000 6 30,000
07 Clerk 2,000 1 2,000 4 8,000
08 Operations @ 20% NA NA 10,000 NA 27,000
09 Contingencies @ 5% NA NA 3,000 NA 8,000
010 Finance @ 5% NA NA 3,000 NA 9,000
Monthly TOTAL 68,000 181,000
Year TOTAL 476,000 2,172,000
Budget Forecast
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Code Particular $K Year 1 $K Year 2 $K Year 3 $K Year 4 $K Total
021 Management Staff @ 1% 800 800 800 100 2,500
022 Design Consultants @ 3% 7,500 0 0 0 7,500
023 Supervision @ 3% 0 3,500 3,500 500 7,500
024 Supporting Consultants @ 2% 5,000 0 0 0 5,000
025 Commercial Consultants @ 0.5% 500 200 200 350 1,250
026 Legal Consoler @ 0.5% 500 300 200 250 1,250
027 Professional Fees @ 0.0005% 40 40 40 5 125
028 Operations Cost @ 1% 800 800 800 100 2,500
029 Contingencies @ 2% 1,600 1,600 1,600 200 5,000
030 Finance @ 0.5% 500 300 300 150 1,250
Average Monthly $K 1,436 628 620 137 NA
Yearly $K TOTAL 17,240 7,540 7,440 1,650 NA
Grand Total 13.6% or $K 33,875
Project Budget Breakdown ($250 mln model)
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Consultants
Type ABuildingPrinciple
Type BBuilding
Configuration
Type CBuilt
Environment
Type DBuilt
CommunityType E
Urban Infrastructure
Architect Landscape Seismic Governmental Roads
Structural Façade System LEED Audit Marine Sewage
MEP Lighting System Green Audit Theme Parks Water Supply
Quantity Surveyor ICT Facilities Mgmt Office & Commercial Road Signage
Preservation Public Address Security Residential Public Transportation
Public Interiors Health & Safety Retail & Malls Street Lighting
Convoying System Heritage Conservation Health Care Bridges
Car Parking Space Making Conferencing Tunnels
Way Finding Environmental Mgmt Educational Drainage System
Water Features CSR Advisory Leisure Traffic
Acoustics Marketing Advisory Industrial Power Transmission
BMS PR Advisory Aviation Gas Supply
Thermal Protection Legal Consular Hospitality District Cooling
Land Surveyor Finance Advisory Town Mgmt Disposal Mgmt
Urban Mgmt
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Project 1
Q2Q1 Q3 Q4
0
Out-Sourced Professionals
MGM Staff & Administration
OPEX: $ 476,000 (AED 1,761,000)
Project Expenditures: $10,052,000 (AED 37,192,000)
$68K $204K $204K
0 $1,436K $4,308K $4,308K
Expenditure 2009
Cost of Design & Management @ 13.5%
Project Value @ $250,000,000 on 3 years
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Meeting business or technical changes
The Project is Constructible
The Project meets Constraints
The Project meets Standards
The Project is Confirmed Feasible
The Project isIdentified
PP 2.0
PP 1.0
PP 3.0
PP 4.0
BaselinePP 0.0
PP 5.0
Launch
Competition
Design
Tender
Award
Progress
ProjectCharter
BaselineUpdate
PM’sAssessment
DesignClose-out
PM’sAssessment
Change
Scope Statement
Project Basic Data
Schedule & Milestones
Cost & Budget
Configuration Plan
Constraints & Assumptions
SWOT Analysis
Procurement Plan
Quality Plan
Management of Risk
Deliverables Road Map
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Agreements on 15% for each $250 mln Project
Preferably; Combined Consultancy & Management Service
Only Advisory on Procurement of Construction Contracts
Formalize The Board; for Meetings each Two Months
Final Notes
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Part Two
Process Mapping
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Process Inputs Activity Output
Constructability Feasibility Study • Constructability Analysis• Experts Judgment
Technical Model of the Development
Master Plan Urban Planning Restrictions
• Urban Design• Standard Details
Master Planning Framework
Project RRM Stakeholders IDs • Stakeholders Analysis• Compliance Checklist Stakeholders RRM
Scope Mgt Business Model • Project Area Analysis• Introduction to Guidelines Scope Baseline
Cost Mgt Tentative Cost Estimates
• Basis of Project Costing• Industry Cost Trends Cost Baseline
Schedule Mgt Tentative Milestones
• Industry/Market Trends• Project Risk Analysis Program Baseline
PST: Realization of Constructability
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Typical Launch
Technical FrameworkTechnical Framework
Finan
cial Framew
ork
Finan
cial Framew
orkLe
gal
Fra
mew
ork
Legal
Fra
mew
ork
Cost Time
Scope
Q
Limits of EngagementLimits of Engagement
Delivery
Milest
ones
Delivery
Milest
ones
Cost o
f Pro
duct
Cost o
f Pro
duct
Term
s of
PaymentContract
Product
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Process Inputs Activity Output
Project RRM Project CharterProject Plan
• Project Planning• Audit Processing
Regular Compliance Report
Quality Mgt Technical AuditRegular Audit
• Progress Processing• Quality Planning
RegularCheck Listing
Risk Mgt Risk AssessmentChange Assessment
• Change Processing• Risk Planning
RegularRisk Report
CSR Appraisal Local TrendsProject Plan
• Procurement Analysis• Governing Bylaws CSR Declaration
Control Mgt Progress StatusBoard Instructions
• Change Statement• Completion Processing Exit Declaration
Close Out Mgt Quality PlanProject Documents • Document Controlling Project Archive
PCM: Governance
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ExecutionPlanning
Initiation
Stak
ehol
ding
Procurement
KPIs
Close out
PLAN
(Offi
cial
Launch
)
REVISE
(Contra
ct
Sign off)
MEA
SURE
(Apprai
sal
Review)
ACT(C
onsorti
um
Form
ation)
Business
Model
Managing ModelTe
chnica
l Model
Conceptual Model
Typical Engagements
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Process Inputs Activity Output
Project Control Progress StatusProject Plan
• Industry/Market Trends• Project Planning Procurement Plan
Project Control Progress StatusQuality Plan
• Progress Processing• Tender Processing
Awarding Declarations
Project Control Progress Status • Progress Processing• Project Plan
Regular Briefs & Data-Sheets
Project Close-out Progress Status • Progress Processing• Quality Processing
Progress Documentations
Project Close-out Project BaselineProgress Status
• Scope Verification• Progress Processing
End-user Guidelines
Project Close-out RRMProgress Status
• Check Listing•Quality Processing
Authority Attestations
PMS: Publicity & Convenience
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Typical Execution Plan
VERIFYING
PLANNING
ALIGNING
DELIVERING
OPERATIONREGULATORYPROJECTIZATION
Design Procurement
PP 1.0 & Initiation
Design Development
PP 3.0 & Main TenderConstruction Procurement
SLA & Baseline
PP 4.0 & Award
PP 5.0 & Change Construction
Final AccountsTaking Over
Commissioning
Handing OverClose Out
PP 2.0 & Award
Substantiation
Lessons Learned
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Process Inputs Activity Output
Tendering & Award
Procurement Plan
• Tender Processing• Tender Analysis
Tender Status Report
Design Development Scope Baseline • Architecture Processing
• Engineering ProcessingDesign Status Report
Construction Development Program Baseline • Mobilization Processing
• Construction ProcessingConstruction Status Report
Change Project Baseline • Change Realization• Change Plan
Change Status Report
Hapitatability Scope BaselineProgram Baseline
• Utilities Processing• Systems Audit
Testing & Commissioning Report
Completion Scope BaselineProgram Baseline
• Taking Over Processing• Handing Over Processing Completion Report
PRM: Optimization & Reliability
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Typical Exit Strategy
Exit 1
Exit 2 Exit 3
Delivery
ConstructabilityRegulatory
Feasibility
Arch
itect
ure
Engineering
Construction
Conc
eptu
al M
odel
Technical Model
Managing M
odel
Business Model
Opportunity
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Process Inputs Activity Output
Close out Client Approval • Compliance Processing Start up Close out
Close out Authority ApprovalClient Approval • Compliance Processing Design Close out
Close out PM Approval Client Approval • Compliance Processing Tender Close out
Close out PM Approval Client Approval • Compliance Processing Construction Close out
Close out PM Approval Client Approval • Compliance Processing Change Close out
Close out Authority ApprovalClient Approval • Compliance Processing Project Close out
PCL: Change & Delivery
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“Individually, We're just Drops;
Together; We're an Ocean”
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