Mohamed Salah Mohamed

Mohamed Salah Mohamed Planning & Scheduling Freelance Services PROFILE

Mr. Analyze and assess impact of variations on programme and produce time impact analysis to support EOT claim.

Mohamed has 15 years experience in project control systems and planning services working on large multi-packaged, multi-million dollar projects in the construction industry. He has worked on projects covering the financial, commercial, retail and infrastructure sectors of the industry primarily in Egypt, UAE and Qatar. He is assisting the clients to minimize programme over runs and clearly demonst

rate the consequences of delay events. He has an excellent understanding of all stages of a claim from initial forensic and historical analysis, to actual claim stage, and the post claim stage. He is able to analyse and interrogate programmes and identify irregularities and discrepancies relating to time, cost and resource from complex subcontractor multi-scheduled programmes

KEY DUTIES

Prepare and maintain detailed engineering and construction schedules including development of critical path and project float
Monitor hours and costs to determine trends and to assist in forecasting
Evaluate scope changes, cost trends, additional work orders and other elements
Analyze data and situations, recommend solutions to site managers
Prepare the periodic progress presentations
Provide “in-house” facilities engineering support by providing plans and specifications for individual small projects, on schedule and cost satisfactory to project and / or job sponsors
Extensive experience in the use of project planning software (Primavera P6 & P3). Experience in preparing EOT, acceleration/disruption claims with the ability to analyze and demonstrate entitlement during progress of construction works. Proven ability in recognized methods of delay analysis including Time Impact Analysis techniques
Experience of implementing the above under FIDIC based contracts. Experience in proposing in coordination with other departments (commercial etc) control measures (re-sequencing works etc) to mitigate and recover the effects of delay. Ability to determine activities which fall on the project critical path and the effect of delay on such activities. Analysing consultants and contractor schedules and progress reports
Perform critical path analysis of schedules
Prepare independent schedule impact analysis of complex claims and change orders
Drafting of counter claims for contractor extensions of time claims
Use the obligatory / appropriate time impact analysis method to produce analytical reports

ESSENTIAL CRITERIA

10 years Forensic Planning, experience working solely in a claims / delay / forensic analysis role
Project planning ideally on major construction and engineering projects
Delivering delay analysis commissions including schedule analysis and report writing
Due diligence of programmes
Track record on large-scale projects
Ability to produce high quality analytical reports clearly establishing cause
Experience in Schedule Impact Analysis methods for complex Change Order Claims
The practical use of the 1999 Conditions of Contract under the 1999 Edition FIDIC Contracts. Knowledge in contract formulation activities, systems and processes as well as develop and analyze contract documentation (interpretation of Contract Scope & Terms and Conditions) and provide advice and seek counsel on contractual, commercial and legal issues.

25/06/2017
Happy Easter 🐰 كل سنة وأنتوا بألف خير
16/04/2017

Happy Easter 🐰 كل سنة وأنتوا بألف خير

25/09/2015
Four Techniques to Manage Risk on Your ProjectAll projects have risks and the risks have the potential for negatively im...
04/07/2014

Four Techniques to Manage Risk on Your Project

All projects have risks and the risks have the potential for negatively impacting the project. (I am not referring to opportunity (positive) risk.) You use risk management to determine the risks that are important enough to manage. The following four techniques will help.

Try to Include Budget and Schedule for Unknown Risks

A project manager can request additional budget and schedule to account for known risks at the beginning of a project. Of course, the risk contingency does not include the full impact of risk. Instead you multiply impact by the percentage likelihood for all high risks. Then add the numbers to come up with a risk contingency budget and schedule.

However, risk identification is not something that only happens at the beginning of a project. The project manager assesses risks throughout the project. Therefore, it makes sense to include time and budget for unknown risks as a part of your estimating process. If you do an effective job of periodically reassessing risks, you may find new risks to manage that were not included in the original risk contingency budget. You can include some additional contingency budget and schedule for these as well.

If your organization does not allow a risk contingency budget, you would naturally account for risk uncertainly in your base budget estimates.

Include Team Members in Risk Identification

If team members are familiar with the circumstances of the project, they can take an active role in identifying and evaluating project risks. Joint participation from the team can help identify project risks, lay out effective actions to manage the risk and provide consensus and buy-in for ex*****on.

Weigh the Cost of the Risk Management Plan Against the Level of Risk

The activities associated with managing risks have a cost. The project manager should make sure that the effort and cost associated with managing the risks do not exceed the impact to the project if the risk occurs. For high risks, this is normally not the case. However, for medium risks make sure that the costs of managing the risk is not more than the risk impact to the project.

Understand the Risk Tolerance Level in Your Organization

During the risk identification process, you may encounter many risks that have some likelihood and impact to the project. Which ones do you think are important enough to manage? The answer says something about your risk tolerance.

Risk tolerance is usually cultural in an organization. Some organizations are bigger risk takers and will accept a higher level of risk on projects. They will also tend to have a higher threshold before they chose to manage a risk. On the other hand, some organizations are more risk-averse. They will tend to accept less risky projects and they will also tend to have a lower threshold to manage risks.

Address

West Bay
Doha

Website

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