TRANSFERRING TECHNICAL KNOWLEDGE AND INNOVATING IN EUROPE , c.1200-c.1800
Transferring Knowledge
Transcript of Transferring Knowledge
Projacs
International
Newsletter
HUMAN RESOURCES
Performing To Expectations
BAB EZZOUAR
New Territory, New Challenges
PROJACS PALESTINE
Transferring Knowledge
No.10 - JUNE 2014
June 2014 2
THE LARGETS MIDDLE EAST BASED
PROJECT & CONSURTION FIRM
BAHRAIN | KUWAIT | SAUDI ARABIA | BAHRAIN | UAE |
QATAR | IRAQ | JORDAN | LEBANON | EGYPT | PALESTINE
SYRIA | OMAN | PAKISTAN | MOROCCO | LIBYA | USA | CANADA
3June 2014
This is a special year in Projacs' history as we celebrate our 30th anniversary. We began our
journey in October 1984 and, as a company, we have seen many changes:
1.
and 650 full-time professional engineers and managers.
2.
management services, managing hundreds of projects, with a total construction value
of nearly $30 billion.
3.
construction managers, according to ENR's ranking of Top International Construction
4.
5.
of the company's commitment to quality, the environment and systems.
It is equally important to note what has not changed at Projacs – the foundation of growth:
1. We have always been committed to providing our clients with outstanding professional
services.
2. We have always kept our promise to live by our core values: Leadership by Example,
Integrity and Teamwork.
3. We have built a brand, which has become synonymous with quality, success and
leadership.
4. We continue to foster strategic alliances and create joint ventures with reputed
5.
society at large.
Looking ahead, we are focused on implementing a balanced growth strategy, while continuing to
build on the strength of our brand.
Luay Khoury, President & CEO
Message from the Message from the Message from the
CEO
June 2014 4
Issue 10 | June 2014
PUBLISHER | Rimal Publications
EDITOR Gerald Butt
DEPUTY EDTT ITOR
EDITORIAL ADVISOR Leonard Harrow
PHOTOGRAPHY EDPHY ITOR
DESIGN MANAGER Wissam Itani
Rimal Publications Ltd.
P.O. Box 57017, Limassol 3311, Cyprus
Tel. +357 25580029TT
www.rimalbooks.com
ADVERTISING ENQUIRIES [email protected]
or visit Projacs International at www.projacs.com
44
"...our hand-picked
team has become
one of the best
performing ones in
Projacs."
"I was impressed by the way the top
management values its employees and
considers them the company assets."
8
16
Transferring Knowledge
No Day Is Typical
New Territory, New Challenges
BAB EZZOUAR
5June 2014
CONTENTS
3
6
8 Projacs Palestine: Transferring Knowledge
15
16 The Design Manager: No Day Is Typical
19 Human Resources: Performing To Expectations
22
30 The Operations Manager: Top-Rate Management, Healthy Atmosphere
32
34
37
41
44 BAB Ezzouar: New Territory, New Challenges
50
53
54 Projacs Talk
The Projacs
opened in 2013
June 2014 6
PROPELLING FORWARD
PROJACS AT A GLANCE
Project Highlights
International is the
Middle East, North
and more than 600
residential component consists of 2,086 villas
neighborhood includes mosques, shops, health
care unit and open green areas. The project
has 2 local primary schools each for boys and
girls, 1 complex school each for boys and girls,
and kindergarten. The sporting center include
family/women and men sports club. Town center
consists of main shopping mall, health center,
Alfareeda
JEDDAH, KSA
Located in Bur Dubai, the refurbishment of the
Burjumena Center will re-classify the premises
as a prime mall and strategically positioning it
to cater to upper-scale retailers. The main scope
aims at integrating the old and new Burjuman
in terms of aesthtic, utility and infrastructure;
structural reinforcement, interior design and
MEP upgrades. An additional structure on the
upper level will include an 8 screen movie theater
among other aminities.
DUBAI, UAE
Located in Al Khobar, north of the Dhahran
the development is based on a 47,000 m2 plot
area. JENAN City has a total built-up area of
approximately 320,000m² comprising of a hotel
vertical compound, residential units and its
amenities.
AL KHOBAR, SAUDI ARABIA
Located in the heart of Beirut, the Department
is a landmark project showcasing a unique
architectural language. It will appeal to a wide
including Design, Construction, and Cost
Management.
BEIRUT, LEBANON
7June 2014
expand its current premises by proposing a new, modern,
environmentally friendly and iconic building in the adjacent
land to the current existing premises in Amman - Jordan.
a landmark in the city of Amman. Along with the new
Headquarters Building a complete and comprehensive
rehabilitation is to take place at the existing building (Gross
bridge is to link both existing and proposed buildings.
ABC assigned Projacs International to provide Project
Management and Construction Management services for
the new Headquarters Development.
Projacs International commenced with its services in March
2014. It is anticipated that whole project program will extend
up to 3 years, with design to be completed within the second
quarter of 2015.
AMMAN, JORDAN
Projacs Oman signed lately the Design and Tender
Junoot Resort is a unique Eco friendly development that
feature two luxury resorts, chalets for sale, a town center
developers and United Kuwaiti Real Estate Development
renewable energy in its operation by mean sod wind farms,
JUNOOT RESORT
SALALAH, OMAN
In North Eastern Iraq in the vibrant and dynamic city of Erbil,
capital of Kurdistan, Mass Group Holding and Trillium Group
and commercial complex on a one million sqm land with
beautiful landscaped surroundings. The complex is located
center, entertainment spots and commercial centers. A
spread mixture of new detached villas and semi detached
town houses numbering over 1,750 will rise to beautify this
community’s skyline. The villas vary in size from 300 sqm to
900 sqm. Included in this new development are restaurants,
cafes, two malls, schools, a hospital and eventually 30 high
rise towers will be built to overlook the city of Erbil.
Projacs International hired by Trillium group to provide PM
support services to their team at the site. The construction
2015. However, the overall project completion will be
extended up to 3 years.
ERBIL, IRAQ
desalination plants and photo voltaic cells.
The project construction technique is unique (sand bags
by early 2015.
June 2014 8
Palestine: Transferring
Knowledge
9June 2014
is built upon years of experience, knowledge and skill,
and the company’s “biggest success in Palestine today
is quite simply the transfer of knowledge,” according
to Nasser Kanaan. This transfer process “to the
Palestinian people today, and in the years to come, is
crucial for the overall success of the branch.”
June 2014 10
Above:/opposite
Palestinaian Museum
Right:
Nasser Kanaan
Bahrain, the Eastern Province
that passing on know-how will help “in the development of
manner, meeting international industry standards. By
arming the people with the knowledge, we are moderately
contributing to the development of what we hope to soon be
Palestine presents huge challenges for the Projacs team.
which places obstacles in the way of the country’s growth,
prosperity and development. The constant uncertainty
of overall living conditions as well as the foreseen and
standard set of programs, timelines and budgets to carry
out our normal course of business.”
Even the simplest and most basic operations like
bringing in construction material from outside the country
11June 2014
are complicated and face huge delays because of the need
for security clearance. Added to this, Nasser continues, is
“the lack of ease in mobility because of security roadblocks
all over the territory.”
to carry out projects to international industry standards. This
is primarily due to the lack of large ventures carried out in the
West Bank, aside from a few infrastructure projects being
funded by donor countries. There is also a problem, Nasser
to run the projects in Palestine due to the emigration of the
local brainpower and the lack of local experience.”
unforeseen risks make it
standard set of programs,
”
June 2014 12
ENCOURAGING TALENT
Projacs is playing a leading role in encouraging young
and talented Palestinians to remain, sponsoring the
University of Birzeit’s Engineering Career Day. During this,
Nasser explains, “we undertake a variety of activities like
interviewing eligible top candidates for work opportunities
Projacs is also “ready and willing to reach out to all the
engineering establishments and associations in Palestine to
lend them any assistance that they might require for their
local NGO to review the design of the Palestinian Museum
to ensure it is within the standards needed to obtain the
accreditation in the country.”
As for Projacs’ operations in Palestine, Nasser highlights the
following:
building will be constructed on a 5,886 square meter
and supporting space facilities for the General
Research and Development, the Culture and Arts
art gallery, multipurpose hall, and a book café.
Proposed new headquarter for Bank of Palestine,
The total built up area is 30,783 square meters,
consisting of four basements, a podium of four
Palestinian Museum, to be located next to
the Birzeit University Campus with a site of
approximately 40,000 square meters. The
Museum will contain indoor and outdoor
exhibition areas with all the supporting
seating areas, storage zone, educational
functions, and car parking area. It aims to be
a leading, innovative forum for creating and
communicating knowledge about Palestinian
society, history and culture.
non-Palestinians to live and work there. As a result,
Kuwait. This remoteness spurred us to try and identify
interruption on a daily basis, to advise and guide our
team in Palestine.”
13June 2014
is my family, and as with any family member, I try my best to
their overall wellbeing and to identify their needs, both on
a professional and personal level. The message that I keep
reiterating to the employees that work under my direct
the more they work hard, the more the doors of opportunities
for self-development and advancement will open up for
them.”
Nasser adds that Projacs is one of the “few Arab
companies that follow an incentive scheme generously
the company are liberally distributed amongst the diligent
and hardworking employees; this incentive policy is a wise
Above/opposite:
Palestinian Museum
Right top:
Right:
& Louay Nashashibi
June 2014 14
employees."
”
Right:
Bank of Palestine
Ramallah
strategic decision that was inaugurated by the management
of the company as a means to build a work environment
based on equality and trust.”
While much of Nasser’s focus is on Palestine, his
residence is in Bahrain. He is married with two sons: Khalid,
the eldest, is graduating this year from Purdue University
University.
As a role model, Nasser points to astronaut Neil
Armstrong. Why? Because he was “a superlative human
being who showed extraordinary levels of dedication, bravery
and loyalty, as well as a thirst for knowledge.” Nasser shares
that same thirst and has made it his mission to make sure
that the knowledge he and Projacs have acquired over many
years is transferred to the young Palestinians living under
15June 2014
Projacs signed an agreement with Canada’s Hatch engineering, project and construction
The key element of success in the Projacs/Hatch alliance, according to Ihab Abbas,
in the alliance complement the services of one another. Projacs provides support in
while Hatch complements Projacs’ services in terms of Oil & Gas technical experience/
technology and EPCM experience.”
Based in Mississauga, Ontario, Hatch, in its own words, is “an employee-owned,
and strategic services, including consulting, information technology, engineering, process
development, and project and construction management to the Mining, Metallurgical,
Energy, and Infrastructure sectors.”
Thus far, Ihab says, “Projacs/Hatch have been invited twice to pre-qualify and bid
materialized due to reasons beyond the control of both organizations. However, Projacs/
Ihab, a graduate in Engineering from the American University of Beirut, joined Projacs
Complementing
One Another
ALLIANCES & JOINT VENTURES: HATCH
Ihab Abbas
Operations Manager
PROJACS/
HATCH
June 2014 16
might occur during an average working week as Design
Manager, Projacs Kuwait – communicating with his project
team or consultants and contractors, or holding Progress
Meetings with the latter or with Clients. But, Ousama says,
the exciting and stimulating aspect of his work is the fact
that “there is hardly a typical day in my job at Projacs.
One day may be mostly spent in meetings and other days
in writing or replying to correspondence, or reviewing and
drafting reports and contractual documents.”
might have been tailor-made to lead him eventually towards
a career at Projacs.
After completing his studies Ousama worked for six
looking for an opportunity to change his career into project
management, having come close to completing a Master’s
degree in Construction Management. He heard about
Manager Lebanon – and Ousama’s former teacher at the
2006 – was looking to hire engineers. Ousama’s Projacs
career was about to begin.
“I was hired by Jihad Usta in July 2006 to join the UAE
few months to adjust my approach from being a Consultant
Architect, whose main focus is to design a fully integrated
project according to the Client’s needs, into a Design
Manager.” The Design Manager’s role, by contrast, is “to
make sure all consultants are working according to their
contractual obligations in order to meet the intended design
quality, submission deadlines and project budget. Therefore,
my previous experience allowed me to properly monitor the
design consultant's work throughout the design stages and
until the award of the contractor.”
Arriving at a new job in a new company was not, however, a
Ousama says, “I have seen it as a professional and
friendly environment. I was impressed by the way the top
management values its employees and considers them the
company assets.” Over the subsequent eight years, “I’ve
them all very friendly and helpful in many ways. I think that
Projacs employees know that they are an integral part of the
Projacs fabric, which enhances the sense of loyalty.”
Much as no day is typical for a Projects Manager like
Ousama, so the challenges may vary from hour to hour. But
in general, Ousama says, the challenges include: managing
THE DESIGN
MANAGER
Oussama Abbas
Design Manager
Kuwait
17June 2014
scope changes that are usually generated by the Client,
which have an impact on the project time and budget;
dealing with extended project durations beyond his control;
may have been appointed by the Client without taking into
consideration Projacs’ recommendation.
being brought to bear on two major projects in Kuwait: he
special assignments on other projects as required.
2007 by Gulf Consult and was tendered for construction.
The contractor, Ousama says, “wasn’t awarded and the
Client decided to update the design in terms of internal
departments planning to satisfy company growth and
new requirements, in addition to complying with the new
regulations issued by the Ministry of Electricity and Water
”
last phase of tender document, with construction expected
to start in July 2014. The main building has a central atrium
overlooked at all levels, which is meant to be the heart of the
building. The external facade is a combination of a curtain
a contemporary corporate image.
in Kuwait occupying 357,000 square meters. It is a BOT
commercial mall. The project construction “started in 2008,
but was suspended for a time before being started. Now we
are about to start the testing/commissioning period. Our role
was originally Project Management, and was extended to
cover the Tenant Coordination phase. Our team is reviewing
all tenants’ designs and making sure they comply with the
Tenant Design Manual. The project is expected to open later
this year.”
To overcome the impression that the disruption to
schedule, Ousama “met with all the tenants and informed
June 2014 18
them that the work was progressing in the right direction,
which was supported by thorough follow-up meetings
and correspondence. In addition to that, I also asked the
tenants to work on their design submissions for our review
and approval.” Projacs management provided a technical
support team for this purpose. During the review “I guided
and consultants whom I recommended, based on my
experience, in order to add to the value of the project once
completed.”
linked partly to the economic slowdown in the region of the
past years. Projacs, he says, “has reacted to the declining
economic situation by shifting some of its employees into
the busiest markets. I believe it is the right approach to
avoid losing the valuable employees that the company has
invested training in. I was asked to relocate myself, and it
have arisen, and many rewards, such as meeting and
working with the knowledgeable and highly experienced
team.”
Married with two daughters (Rania, aged eight and Maya
twice before moving countries again. On the other hand,
your network of people, proving yourself, and progressing in
your career. Working in UAE was a very good experience
and I wouldn’t mind repeating it. I think the market there can
However, there is one opening, if it ever appeared,
worked there for many years.”
If Ousama was ever asked whether he thought he would
there’. But the success of the other half of his journey might
depend on Ousama persuading his family to leave their
happy life in Kuwait.
Previous:
Above:
Kuwait
19June 2014
Performing
HUMAN RESOURCES UNITrecruiting, organizing, planning and training, but also for
ensuring that they “perform to expectations”, according to
Abbas is not shy in stressing the vital role played by
his HR team: “We have to manage the company’s most
has the task of ensuring that the company has the best
We enable the organization to achieve its objectives by
taking initiatives and providing guidance and support on all
matters relating to its employees.” The HR department’s role
is also to implement strategies and policies relating to the
place.
June 2014 20
While each territory has its own HR department, they
on years of experience to handle a range of duties related
and strategic planning, business expansion and start-
up planning. I have a good knowledge of the preparation
and preferred business practices.”
them to meet their deadlines. Through hard working I have
established and maintained good working relationships
objective.”
normally follows the following course:
1.
2.
throughout Projacs.
3.
4.
5.
requesting AM and COO for interviewing and
selection
1. A Request-to-Hire must be submitted to COO
indicating proposed position, grade and salary. A
2.
3.
4.
refusal note to AM, OM and local HR.
5. An employment agreement must be issued by
21June 2014
Executive Asst. - HR & Admin.
Lebanon
Azza Ahmed Gomaa
Asst. Manager - HR
Egypt
Ellaine Omar
Kuwait
Iyad Alsabbagh
Accountant
Rowaida Al Amoush
Executive Asst. - Admin. & Logistics
Jordan
day one."
”to employee maximum by the end of the probation
period.
6. Three copies must be signed by the Employee and
7.
one copy to be kept at Corporate HR.
on board, the HR department’s role continues. “As a
support unit,” Abbas explains, “we have the responsibility
needs. Problems arise from misunderstandings and solving
these needs a lot of practice, deep breaths and self-control.
Most important of all we must always remember that we are
“I am always expecting new challenges to face and handle.
What’s very important in overcoming them is the continuous
backing and respect from the senior management.”
Newcomers to the department, Abbas says, are advised to
“always ask questions and don’t jump to conclusions” and
conditions that distinguish it from other companies. “We do
in the company, a unique culture; and we have 30 years of
we always invest in them.” In order to invest in them further,
Abbas believes, Projacs should “update the salary scale and
As for his own career, Abbas says “many achievements
need to be completed in the coming months and years. We
opening, more joint ventures and strategic partners, and
so on. I hope in the coming months to complete the new
enhanced budget and reporting system for all territories.”
Abbas is married with three daughters (Rawan aged 14,
or working on his stamp and coin collections. The last book
he read was Michael Mandelbaum’s The Frugal Superpower:
America’s Global Leadership in a Cash-Strapped Era. This
explains how America has had to learn to live and operate
June 2014 22
Positive And
Professional
PROJACS
SAUDI ARABIA
23June 2014
positive and professional in their approach and work with
June 2014 24
personnel work there. In those early days, Tarek says, “we
were new to that promising and potential market. Our aim
from the start was to become the regional leader in the
and construction management, in an environment where our
King Abdullah Military City project in al-Hasa. “Coming as I
did from a contractor background was, in technical terms,
a really good advantage for me in my new career in PM/
CM,” he recalls. “Today, I oversee all projects in Riyadh and
Jeddah from a management perspective, as well as looking
ensuring the implementation of policies and procedures set
by the Corporate Management.”
Over the years, Projacs has been involved in some of the
Tarek Ahmed
& Area Manager
25June 2014
key construction projects in the Kingdom. The King Abdullah
Military City was completed in 2003, the company has since
been awarded the contract for Phase 2 development. The
in Olaya, Riyadh, comprising a total built-up area of 56,700
square meters. Two years later the Headquarters of King
inaugurated.
Projects underway today include: the Ministry of
local mosques, local shops, and a local health care unit in
several challenges, mainly with issues to do with local labor
Residential Compound
”
new labor law is a challenge, as well as our commitment
market.”
The credit for overcoming these challenges, Tarek
says, is in large part attributable to the performance and
But while the employees in Riyadh, as elsewhere in the
region, feel they are part of the wider Projacs family, there is
such as bonuses and raises. But equally important are the
social gatherings and ongoing football matches we have for
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"Our aim from the
the regional leader in
the Middle East – the
management, in an
”
Left:
Majdoul Tower
Opposite:
27June 2014
”
June 2014 28
”
29June 2014
Above:
Ministry of Education
Headquarters
Below:
Hilton Riyadh Hotel
Keeping his team in touch with Projacs across the
region has become easier over the years because of
territories, as well as standardization of procedures. The
possible improvements that might be made, Tarek believes
the company should “reintroduce the annual retreat and
Tarek has worked for Projacs in Egypt and the UAE
challenges elsewhere, if required. “I am interested in working
in any area as per company needs and instruction,” he says.
not to mention the 136 Projacs employees in his care, he
of being positive and professional.
June 2014 30
Jamil Yaseen, Operations Manager Projacs Bahrain, has had
seven years to observe the company from the inside and to
His conclusion is that Projacs stands out from other
companies because “our senior management are very
atmosphere. Projacs also provides an integrated range of
professional services that covers the various phases from
Project Initiation to Project Closing. We provide both Project
Civil Engineering in 1981, Jamil worked for a number of
companies before his path and that of Projacs crossed. He
joined as a Project Manager in 2006 and later obtained an
MBA in Project Management and Construction Management
the friendly atmosphere: “It is a very positive environment
where you can perform your duties in a professional manner.
Management. Take my case: I started out with the position
of Project Manager, and thanks to hard work I became
Jamil’s main task in his current job is to “focus on the
providing guidelines and monitoring the high level of the
services provided.” On a day-to-day basis this entails
“handling and resolving issues as they come up, working
Clients in term of cost and time. And, of course, to ensure
that their primary objectives are met.”
Many potential obstacles stand in the way of achieving
these aims. But Jamil is undaunted. “The most challenging
services in a timely and professional manner. Dealing with
and managing issues that are the subject of contractual
disputes also represent a challenge.”
At present, Jamil is engaged on three projects: Al Baraka
Banking Group Headquarters in Bahrain; Zallaq Resort
of professional personnel and clients. It’s a case of working
out priorities and seeking to maintain the satisfaction of all
of them.”
THEOPERATIONS
MANAGER
Jamil Yaseen
Operations Manager
Bahrain
op-Rate TT
In his Projacs career thus far, Jamil has found greatest
satisfaction from his involvement in the $40 million Ain
Adhari National Park project in Bahrain. This ambitious
venture, completed in 2009, involved no fewer than 15
contract agreements during the service period.
management, Jamil has no hesitation in recommending
their utmost an opportunity to learn from experienced teams
in the company. Jamil himself says his personal motivation
is based on a desire “to keep on educating myself and to
pass on to others the lessons I have learned in my years of
experience in the Project Management Industry.”
There is no question but that Jamil is steeped in the
construction environment. He lists his personal interests as
recent book was a study on the repairing and strengthening
describe as light relief from work.
these years? “My role model,” he says, “is my grandfather,
who built himself up independently when he emigrated from
Palestine in 1948.”
The son of a man who fought to create his own
pass on what the experience he has acquired to the next
generation.
Manager, and thanks
years later."
”
Below:
Bahrain
June 2014 32
skills, according to Yasser Khreis, Head of IT Unit, Projacs
International. “Projacs is a very good place for any
newcomers who like to improve themselves and want to
be up-to-date with the latest in the IT, engineering, and
all to do with skills improvement. Every day there are lots of
tasks that help me upgrade my management and technical
experience.”
University, Yasser heard about Projacs from a friend and
joined the company in 2000 as IT Manager Kuwait. In
2009 he moved up to his current position. On his arrival at
the work environment: there is a strong team spirit; hard
work is recognized; there is an emphasis on training and
The main role of the IT Department, Yasser says, “is to
and sites.” He lists the support areas as follows:
1. Workstations, servers and end-user support
2. Networking/communications support
3.
4. Policies, procedures, licenses and functionalities
5. Administrating applications in LAN , WAN , WN , W N, Cloud
6.
7. Providing training in systems use and access
8. Providing day-to-day advice to users on data
structures and terminology
9. Providing assistance in testing new equipment and
systems
10. Checking systems in order to optimize the
performance and to initiate recovery action after
system failures.
team, plus teams around the region. In every country,
company:
Lama Habash: IT Manager for Projacs Jordan,
Egypt and Palestine.
Kuwait, assisting Yasser and following up on IT
issues with the outsourced IT companies for other
Projacs branches.
Alaa Almarzook: IT Administrator for Projacs
Bahrain.
Yasser says his job presents several challenges, not
least keeping up with new technology and the pressure
challenge is deciding which of these new technologies will
work to the best interest of advancing the organization and
INFORMATION TECHNOLOGY UNIT
Yasser Khreis
Head of IT Unit - Kuwait
33June 2014
Lama Habas
IT Manager
Jordan
Ashif Kuniyil
IT Administrator
Rasha Moussa
Kuwait
IT Administrator
Alaa Almarzooq
IT Administrator
Bahrain
Policies.” With the advances of Cloud opportunities, for
example, there are security and risk considerations to be
taken into account.
In Yasser’s view Projacs would do well “to improve the
IT infrastructure in our projects and consider that the
implementation of a Project Management Information
to our projects and this will enable our Project Managers/
Contract Managers/AContract Managers/Contract Managers/ dministration Managers/Engineers/
Document Controllers etc to follow up these issues and take
the necessary preventive corrective actions. This will impact
positively on client satisfaction, which is the basis of our
success.”
Yasser’s life philosophy can be summed in one word:
improvement. He is continuing studies in the Informatics
point of view,” he says, “motivation is all about improvement.
This is always my goal and target. Accordingly on a daily
basis I am seeking to acquire the knowledge and experience
language as those in other areas of the company.”
Yasser has been living in Kuwait since 1993. He feels
settled there, with a wife and three children (Raghdad aged
football. His positive outlook and his belief in improvement,
in both his personal and professional life, is encapsulated in
his favorite motto: “Coming together is a beginning, staying
together is progress, and working together is success.”
”
June 2014 34
One of the most important challenges facing Omar Rayan,
Coordinator at Projacs Academy, is “getting people out of
their comfort zone when it comes to new technologies and
proving that cloud solutions and a few tweaks in the way
time management and therefore revenue generation.”
Cloud computing, Omar explains, “is the current
iteration of the internet which somewhat eliminates the need
of having software installed locally. Instead it’s replaced by
needs minimal hardware. It can be used on a wide range of
in August 2013, he says, “the transition to the cloud had
already begun. When Mr. Nael Al-Ashy and I were appointed
reputation and a good portfolio of customers, capable of
delivering a well-made end product.”
The main challenges were “convincing the management
evolution that replaces software installed locally.” There
was also a need to convince “management and some
cloud email and collaboration solution rather than the one
available now.”
As far as Projacs Academy is concerned, “the biggest
challenge was proving the importance of social media and
online advertising as the ideal method nowadays to expand
brand recognition among potential customers, instead of
traditional methods of advertising, including email.”
THESYSTEMANALYST
Omar Rayan
Bahrain
35June 2014
equal or greater security capabilities than those provided
by the data center. Omar is equivocal in his response.
“Having a local server has always been the safe solution
for companies seeking full control over their data. Yet not
all companies can keep up with the high costs of frequent
hardware, software and security layer upgrades if they want
a data center that runs perfectly. At some point they will be
a bit behind if they don’t keep up with the rapid technology
updates.”
In Omar’s view, cloud solutions from renowned vendors
have gone a long way in terms of data integrity, uptime and
service availability, and security. But crucially if a company
is to opt for a cloud solution to reduce IT costs, it should
also follow the Projacs example by doing its research well
before choosing a vendor. The bigger the vendor, the more
this vendor invested on having reliable and secure data
centers.”
Adopting this prudent approach, Omar says, “Projacs is
moving slowly but steadily in order to ensure that the end
results will perform perfectly as planned.”
and gaining more experience, as well as coordinating with
vendors regarding enhancement. My day-to-day work
presenting it as a strong management solution in existing
and upcoming projects.”
Omar’s role in the Projacs Academy involves beta-testing
the mobile application, research on e-learning solutions ,
research on best social media practices to expand brand
”
content management system.
Omar, who is 24 years old and single, admits “a passion
for technology and gadgets, podcasts, photography and
being active outdoors.” He exudes both energy and a
determination to get to the top – motivated his mother Mrs.
Lina Abdulkhaleq. “Over the years,” he says, “she was a
great inspiration who made me aim to succeed in the
world of business, build better connections, and become a
walking success story in business and IT.”
No surprise, then, to hear that Omar has just been
reading Think and Grow Rich, by Greg Habstritt. No surprise
either to learn that he has crafted his own motto – one that
he would like all Projacs employees to adopt: “The best way
to get out of your comfort zone is to never have one in the
June 2014 36
“with a very professional yet demanding client, and we have had to be focused,
great achievement for Projacs, Ashraf says. Musanada is “the most important
client in UAE, if not in the Gulf region in general. They manage all UAE
goal that we were trying to achieve for the past few years.”
Being selected by Musanada was all the more remarkable because of the
recent restructuring of Projacs’ operations in the UAE and the perceptions this
created. As Ashraf explains, “Projacs Abu Dhabi was re-activated in March 2013
result, “we faced lots of challenges in the negotiations stage before the project
was awarded. Most of the challenges were about the client’s perception that
Focused
But FlexibleMUSANADA
SCHOOLS
PROGRAM
Ashraf AlGarf
& Deputy CEO
37June 2014
Projacs Abu Dhabi won the contract in July 2013 and turned to a pool of resources
in neighboring countries to establish the project team – deploying more than 25
professional personnel in fewer than four weeks. The task now is to see the project
completed by its target date of December 2014.
drawn up by the Urban Planning Council to optimize the city's development through
a 25-year program of urban evolution. In doing so, it is laying the foundations for a
socially cohesive and economically sustainable community. The Abu Dhabi Education
The buildings are of two levels and are located in built-up areas. In addition to
facilities, in addition to outdoor spaces, playgrounds, landscaping, roads and parking.
The schools are being fully furnished, with specialty items for laboratories, classrooms,
incorporated green building guidelines and are intended to achieve 2 Pearls Estidama
rating.
Having been with Projacs since April 1998, Ashraf has worked on many types of
President and Area Manager Kuwait and Iraq. In his current position, Ashraf oversees
beginning of every year.”
REWARDING WORK
planning, work expansions, internal policies and procedures, in addition to studying
new markets, and new areas of concern. He must also prepare, present and implement
the company’s annual budget, business and operation plans and expenditures, and
monitor development and investment opportunities in the Gulf area and North Africa.
“I feel proud of being part of the senior management of Projacs,” Ashraf says. “I
whole region, working with a very friendly and supportive CEO and Chairman.”
Ashraf is always on the look-out for new opportunities for Projacs: “I’m currently
opportunities. However, if the question is where else I’m interested in expanding our
operations, I would say India, Turkey and Iran.”
With Projacs’ operations widening in scope across the region and beyond, travel
constitutes a large part of Ashraf’s life. Indeed, asked where he was currently residing,
three children requires the same key skills that he brings to his professional life: focus
June 2014 38
PROJACS ACADEMY WORKS WITH AN EXTENSIVE NETWORK OF
39June 2014
LEADERSHIP AND MANAGEMENT SKILLS
PROJECT MANAGEMENT
CONSTRUCTION MANAGEMENT
STRUCTURES & CONCRETE
MECHANICAL AND ELECTRICAL SYSTEMS
DESIGN MANAGEMENT
VALUE ENGINEERING
COST ESTIMATING AND CONTROL
PLANNING & SCHEDULING
CONTRACT ADMINISTRATION
CLAIM MANAGEMENT AND DISPUTE RESOLUTION
OPERATION AND MAINTENANCE MANAGEMENT
HUMAN RESOURCES MANAGEMENT
BANKING & FINANCE
ISO & QUALITY MANAGEMENT
MARKETING & SALES MANAGEMENT
PURCHASING & LOGISTICS MANAGEMENT
REAL ESTATE & PROPERTY MANAGEMENT
ENVIRONMENTAL & SECURITY ISSUES
PETROCHEMICALS
OIL & GAS
PROPERTY DEVELOPMENT
FACILITIFF ES MANAGEMENT
OUR PROFESSIONAL TRAINING PROGRAMMES
120 PALL MALL, LONDON SW1Y 5EA UK
40
41June 2014
and diversity of the development projects to be covered in our scope,” according
Projacs won the contract in August 2013 and completion in due in August
this year. The Kuwait Government Grant totals $1.25bn, at a rate of $250mn
Jordan. Basel, who is in charge of directing and managing the Jordan venture,
says the project is unique because “there are hundreds of projects in the range
and withdrawal requests in a short period of time.”
particular projects are to be included in the development program and whether
a certain deviation from the stipulations of the Grant Agreement signed
between the governments of Kuwait and Jordan is acceptable.” The projects
are grouped in nine Government Development Programs: Municipalities &
Unique
In DiversityKUWAIT FUND
JORDAN PROJECT
Basel Abdullatif,
Operations Manager, Jordan
June 2014 42
Generation Project; and Liquid natural Gas Port Project.
summarized as follows:
Regular visits to development projects locations,
inspection of project documentation, follow up
and check payment processes to ensure accounts
transparency and follow up on the projects
advancements.
Review and commenting on the abidance of
each local authority concerned with any of the
Grant to proper accounting book-keeping, and
transparent management and to the conformity in
the preparation of withdrawal applications with the
corresponding Grant Agreement.
duration of about six months each.
Not surprisingly, Basel says, administering such a range of
projects can throw up complications that need sorting out:
“The main challenge we are facing is the need to synchronize
the accounting and administrative procedures practiced by
the various Jordanian Ministries and Authorities performing
processing of the withdrawal requests and accelerate due
payments. To resolve this challenge, we have conducted
several meetings with the concerned from the Kuwait
procedures that are currently being reviewed by both
parties.”
Basel joined Projacs in October 1998 and over the
years has accumulated experience in many areas of Project
Management. This and what he describes as his “personal
dedication and problem solving approach, have helped in
facing such challenges and, hopefully, with the invaluable
support of the brilliant Project team, will lead to the successful
completion of the Project.”
most that Projacs take on. “All my previous projects were
explains. “In most of my previous projects, I was responsible
Pervious page:
Productivity Enhauncement Project 1
at Ain El-Basha Area
Above:
Productivity Enhauncement Project 2
at Ain El-Basha Area
Left:
Opposite:
43June 2014
to support their often
”for managing the project throughout the various phases
from inception to completion. In this project Projacs’ role
is more related to auditing work done by others – various
Governmental Ministries and Authorities.”
The particular focus of the projects being undertaken in
Jordan is another aspect of the contract that appeals to
Basel. “Being a part of a process aiming at supporting the
people living below poverty line is a great source of personal
satisfaction. I am greatly inspired by the strong women,
often uneducated; we occasionally meet during our visits to
impoverished areas in Jordanian provinces while inspecting
talk to those women and learn about the miracles they were
able to create when given the chance to start small projects
to support their often very large families.”
philosophy that one should always be on the look-out
for new challenges outside one’s comfort zone. It can be
summarized in his advice to newcomers to Projacs: “Work
hard, learn more, be smart, get involved and be willing to
accept assignments even if not fully compatible with your
previous experience. This is the recipe for success at
Projacs.”
Basel, who is single, lives in Amman where he is very
happy. He enjoys reading history and archaeology books,
as well as “working out on a daily basis and practicing Yoga,
my favourite stress management technique.”
His skill at managing stress is likely to be tested to the full
as he tries to keep tabs with the huge range and diversity of
June 2014 44
New Territory,
New Challenges
45June 2014
in Algeria, a new market for the company, has presented a challenge – in fact several
challenges.
was not easy to set up and operate immediately as our Client needed. Nevertheless we
team has become one of the best performing ones in Projacs.”
was another. “Getting to know the Algerian market and dealing with its unique legal
and logistic conditions was a further challenge,” Osama says. “This was overcome by
new Algerian colleagues.”
June 2014 46
Teamwork is key to the success of the Algeria venture, the
structure of which is unusually complicated. The project is
Consultants are headquartered in Turkey, and the Contractors
aside from all the other challenges, “communications is
always the major one. My concern has always been to secure
enable our team to concentrate on their assignments. In
best guarantee for team success.”
Osama says that Projacs was approached by the Client
to take over the on-going BAB Ezzouar project in Algeria
Projacs was providing, such as management of their World
The $500 million Bab Ezzouar Mixed Use Complex, as
the project is formally described, is a vast development
near Algier Airport that is scheduled for completion in mid-
2016. It is simply the largest mixed-use development to be
undertaken by a private investor in Algeria, covering a total
built-up area of approximately 280,985 square meters on a
plot of 40,398 square meters.
The venture comprises: a 5-star Marriott Hotel with 222
keys; four high-class executive serviced apartment buildings
with 354 apartments; a Marriott Courtyard in three buildings
with 495 apartments; a Marriott Residence Inn in two buildings
square meters of rentable area; a shopping centre with 19,000
square meters of net lettable retail area; and a 2,000-square-
meter food court. The project is built on three basements with
an enclosed area containing 2,300 car parking spaces.
project team and continuing support from Projacs’ corporate
leadership are essential factors to guarantee successful
delivery of this complex project. Our team is performing an
active role and has beautifully blended with the enormous
number of players on the project.”
This latter aspect of the Algiers project makes it stand out
from others on which Osama has worked: “Cultural diversity
told that Jordanians and Lebanese were inspecting the site
with the Algerians, along with the Turkish Consultants. Many
languages are being spoken in the project, but that doesn’t
amongst the team.”
Project Director
47June 2014
Projacs’ success worldwide, Osama continues, “is built
Algeria experience, “we have always succeeded in creating
what sets us apart from our competitors, who rely on their
”
templates and try to impose them in every project with very
little attention to the real needs of the Clients.”
new territories in Algeria “has made me very proud. It is the
least I could do to contribute to the success and growth of
the company.”
Osama, who is married with a 16-year-old daughter, joined
June 2014 48
49June 2014
Projacs in October 2006, armed with a BA in Engineering from A
Cairo University. He became aware of Projacs’ operations
in Egypt, and when a vacancy occurred he applied and was
remembers as being “more like being re-united with a family
than moving into a new organization.”
Today, managing a number of mixed-use and commercial
usually gets involved “in the initiation stage, building project
teams and managing the project until construction is started
been, Osama acknowledges that there is always room for
improvement. His advice to Projacs corporate management:
and establish scholarships for management-related academic
studies.
Bab Ezzouar
Project Team
creative and has been a very successful businessman at the
same time.” Just the combination Projacs needs, one could
say, to overcome the challenges in the new Algeria project.
”
June 2014 50
success across the company, with wholesale improvements
st century business
of the users have combined to “transform Projacs into more
moving away from a world dominated by bits of paper, has
presented challenges. One of the initial problems developing
involved “changing or transitioning traditional work processes
onto an online platform. We experienced both cultural and
technical issues throughout the years.”
and the system is being utilized fully across the company’s
regularly, and technical support is available to all users.
Due to the rapid growth of the company, the existing
is now in its second phase. Undertaking this has meant
“identifying certain enhancements through workshops,
meetings and surveys conducted with core department
heads and select users.” Then came the task of consolidating
raised and exploring the best way forward in implementing
all the upgrades without completely departing from existing
provide the users with the tools they need on the system,
while maintaining a user-friendly and dynamic platform, and
Baracci, the Canadian-based solutions company. I have to
thank my colleagues for their professionalism and dedication
in helping us enhance the system, which has reduced the
challenges of the Phase II development.”
According to Ali, “each core unit or department has submitted
on the system, with minor tweaks and changes.”
Ali points out that there are some new features to be included
developments – a process that “has been on schedule and
successful”. These developments include: Executive Report
“The most evident features that will be noticed instantly
by most users,” Ali says, “include a personal calendar,
incorporating local public holidays from the company
Corporate Communications
MOVING WITH THE TIMES: PROMIS
calendar on employee timesheets, upgraded reporting tools,
platform dynamic facelift, web part customization with drag-
added other useful webpats, including task management,
pending timesheet approvals and submissions.”
publish a training tutorial that will walk users through the new
upgrades and features on the system.
After receiving a Bachelor Degree in Environmental Design
& Urban Planning from the University of Massachusetts at
Amherst, Ali worked for Bechtel in California for a number of
years before deciding to move back to the Middle East. Ali
recalls that he was “hired by Projacs International in Bahrain
in 2004 as a business development coordinator. The transition
”
from California to the Middle East, I assumed, would have
Projacs’ welcoming family-oriented environment that made
the process quite smooth.”
After spending several months working closely with Mr
“I became more in-tune with the company as a whole.
several core team members from various departments to
coordinate and help establish to blueprints for developing
team, we deployed the system company-wide and provided
and Joselito. However, Ali says, “we have also established
the comprehensive training to provide general local system
system users and super users always have a direct open
training.”
After a decade with Projacs, Ali knows the company well
and points to the elements that have brought it success: “Its
great reputation and excellent services. Loyal employees.
Prestigious clients.” Young men and women considering a
career with Projacs should be aware that the company “across
appreciates hard work, and friendly and respectful attitudes.
One must truly believe in one’s work, the company’s vision
In addition to hard work, Ali advocates “injecting an
dining space would do for a start. This will strengthen the ties
between all members, professionally and socially.”
When he’s not at Projacs, Ali likes to involve himself in
in everyday life." The last book he read was 52 Projects, by J.
Yamaguchi. One can be sure that this was a digital version of
the book – on the assumption that Ali’s vision of a paperless
PROMIS:
WHAT TO EXPECT
IN PHASE II ?
”
53June 2014
GROWTH
NATIONALITIES
CATEGORIES (TECHNICAL, SUPPORT, T&D)
June 2014 54
Project Manager - Business Development
PR
OJ
AC
S
TA L K
Laila Yehia, Project Manager/Business Development, Abu
Dhabi joined Projacs in August 2007 and over the subsequent
in this particular company. The experience, she says, has
been one of “working in a friendly and highly professional
environment – one that encourages the day-to-day learning
process.”
she had heard that it was “a pioneer in the provision of
Project Management services in the Middle East. I got to
Once in the job, she learned quickly that Projacs’ success
was based on professionalism at all levels to guarantee
that projects are completed to meet the highest industry
standards. Ensuring that this is the case motivates Laila
every single day. “The most important thing for me,” she
says, “is ensuring client satisfaction and seeing the project I
am working on evolving all the way from a design on paper
to a fully operational building.”
While Laila accepts that her successful career has been
based on the principle of day-to-day learning and the honing
of professional skills, she pays tribute to her family who laid
the foundations for her working life. Her mother, in particular,
was the motivating force in her life – being “the one person
As far as inspiration for her life as a whole, Laila turns to
music. And the one musician and composer in history she
would love to have met is Mozart who, she says, “was a
genius musician who sparked a revolution in the world of
music.” Listening to music, Laila sometimes daydreams
about new places in the world she might like to visit. High
on the list is Brazil and in particular “the Amazon as being a
land of natural wonders and exotic environment.”
LEARNING DAY TO DAY
”
55June 2014
DIALOGUE
QU
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IDEAS NE
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Hiba Baaj
Executive Assistant
Bahrain
one ultimate professional goal: to be promoted to the role
of HR Manager.
Projacs came into Hiba’s life when a friend suggested
she apply for the post of Document Controller for the Porta
and pays tribute to the help and advice she received from Mr.
she says, “he has been my mentor who has contributed
a great deal in developing my skills and knowledge about
Project Management, Construction Management and other
related domains.”
There is no hiding Hiba’s enthusiasm and energy, qualities
every day for a new day is a challenge for a better future and
just being grateful that I and my family are in good health. A
At the workplace, Hiba’s focus is on further success
for Projacs. “Professionally,” she says, “I would certainly
hope for Projacs to secure more mega-projects across the
region and expand to potential markets, where and when
appropriate.” In this scenario, Hiba is determined to play a
part one day as HR Manager – but she is realistic enough to
realize that promotion comes only to who have proven their
worth: “The experience gained throughout my career is by
far the most rewarding element in my job with Projacs.”
But when it comes to Hiba the private individual, rather
than the Projacs professional, there are two sources of
“On a personal level,” Hiba has no hesitation in saying, “the
The second inspiration comes from someone who lived
way back in the 16th century. Hiba says she would love to
was “one of the most beautiful, smart and powerful women
Empire.”
With inspiration and passion from such a dynamic
woman, the HR Department in Projacs Bahrain had better
HR MANAGEMENT IS HIBA’S GOAL
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Kuwait
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New Hampshire, USAwww.projacs.com