HIMALAYA OASIS

Method Of Statement

CONTROL PROCEDURE

Long Lead Items

Supply of some materials to projects within Qatar can be a risk. Generally material supply within Qatar can be, while fast improving, a risk.

Where possible material selection will be made from products stocked in Qatar. Where this is not possible materials stocked in other GCC countries will be sourced. Only as a last resort will we specify materials from further afield.

At the very earliest stages of the design process materials with an extended delivery time will be identified.  Long lead materials will be separately identified in our Master Project Programme and the following key milestones identified.

  • Assessment of options
  • Product sign off
  • Cost negotiations
  • Order placement
  • Manufacture periods
  • Shipping periods
  • Delivery

 

Suppliers will be consulted in the production of the programme and “buy in” will be obtained prior to any order being placed. Penalties for late delivery will be inserted in the terms and conditions of supplier orders.

We will adopt the same approach with these suppliers and contractors ensuring that the same key milestones are clearly identified in the programme.

Additionally, we will ensure that the Clients are fully aware of the dates within our construction programme when goods and services are required.

Sub-Consultants

Himalaya will sub-contract out the following design elements of the  fit-out project.

Civil Defense Approvals and Final Inspection

We contract either White Young or Optimum Design as they are both Grade A CDD approved consultants. They will also complete the CDD approvals and final inspections.

RISK FACTORS

MEP Design

We have two available options with regards to MEP design. The first one would be to engage a consultant of the likes of Cundall to undertake a detailed or schematic MEP design which AJG would then be able to seek sub-contractor pricing. The second option would be to proceed on the basis of requesting design & build MEP proposals from sub-contractors and then either peer reviewing the MEP design with our in-house MEP co-ordinator or by engaging the likes of Cundall .

Lighting design would be undertaken by Spectrum to ensure that the lux levels are consistent with an optimal working environment. Additionally they would also be able to advise on acoustic solutions.

Subcontractors

AJG maintain a database of suppliers and Contractors who have undergone rigorous scrutiny from our Management team in the following key areas.

  • Quality of workmanship
  • Reliability of performance
  • Financial stability
  • Value for money
  • Flexibility
  • Programme compliance
  • Health and safety awareness and procedures

Only once Himalaya  have satisfied themselves that the relevant party is sufficiently compliant in all these areas will they be placed on our database. Several tools are employed to benchmark compliance including past working relationships with members of the Himalaya’s  team, interview of candidates, obtaining trusted references and visiting previous projects to view workmanship first hand.

As a rule of thumb, we maintain at least three contractors for each main trade from which our selected partners are picked on a project by project basis.

Himalaya have a number of contractors with vast experience of working in Doha high rise towers, these companies will be given priority when selection is made for this project. It is of significant importance that these contractors are fully versed in the rules and regulations pertaining to fit out works, as dictated by the building Management Team.

Where possible, materials will be selected that are available locally in Qatar. 

Another key consideration in selection of materials will be sustainability. We endeavor to source our materials from fully sustainable renewable sources minimizing the long term impact on our planet’s environment.

Coordination of Client employed subcontractors and suppliers

We are cognizant of the potential requirement to integrate Client contractors and suppliers into the design and construction process. If this integration is not carried out in a seamless and efficient fashion this would represent a significant risk to the Project.

To eradicate this risk, it is our intention to treat these sub contractors and suppliers in the same way as those employed by Himalaya. Whilst some elements being procured by the client can effectively be “dropped in” at the end of the construction period, others cannot.

Furniture for example will, in all probability, be a standalone item which can be installed once the fit out works are complete.

Client employed contractors will be required to attend or call into all subcontractor meetings to ensure that they are fully aware of project milestones and to agree installation times with our Project Manger and the team.

 Poorly supervised sites

This represents the fifth and final risk identified by Himalaya. Our detailed construction methodology explains the way in which Himalaya  would organize and run the construction site in order to remove this as a risk factor.

CRITICAL SUCCESS FACTORS

Client Involvement

Client involvement in all key reviews, workshops, decisions and approvals.

Team Stability

Project Team Stability will be provided through full project duration assignments of key individuals thereby ensuring that intellectual knowledge will stay with the project.

Team Roles

Clarity of roles and communication protocols  will be clearly defined at the outset so that  each  team  member  will know the chain of responsibility, approval authorizations, desired frequency, format of communications and  the  need  to keep the client/ consultants fully informed in a timely basis.

Communication

Change control  combined with open  and  clearly  defined communication at  all project levels is  the  integral  key  to the  successful management of the  project. Procedures for the management of change orders will include the requirement for analysis of the origin of the change schedule and the impact of each change on the cost schedule and quality of the completed project. Cumulative accounting of changes approved, pending, and anticipated, will be accrued and continuously updated.

Experience

Lessons Learned  in similar development projects  will be  accessed through  the application of AJG  Interior Design internal knowledge, the  strategic use of peer review and the combined wealth of experience of the project team particularly gained during the design and construction of previous completed projects.