THESIS DEFENSE
OPTIMIZATION OF STARTUP
OPERATIONS IN LARGE
CONSTRUCTION PROJECTS
(INTERNATIONAL AIRPORTS - SAUDI ARABIA)
OMRAN ZAIN OMRAN
KING FAISAL UNIVERSITY
STUDY STRUCTURE OUTLINE
FIELD STUDYQUESTIONNAIRE
INTRODUCTION
FIELD STUDYSTUDY CASES
PROGRAM
GUIDLINES
CONCLUSION AND
RECOMMENDATIONS
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
DEFINITION OF STARTUP PHASE
The stage by which the tools necessary for
the transition/shift from construction to
operation are provided.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
OBJECTIVES OF THE STUDY
 To carry out an in depth examination of the startup phase
of construction projects, specifically airports.
 To study and analyze the role of the startup phase of
projects in relation to project cost, time, and efficiency.
 To examine the startup procedures.
 To come up with a comprehensive program or guidelines
that will help people involved in the construction industry.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
GENERAL TYPES OF STARTUP
1
TURNKEY
STARTUP
The contractor would undertake the
design and commission a complete
installation until the time when the client
would “turn the key” for full operation.
2
PHASED
STARTUP
Large systems are handed over to the
client systematically throughout the
commissioning period. Individual units
are tested and rendered operational.
The choice of either type is dependent on number of factors on which a
decision is made.
• Client’s resources
• Size of the project
• Complexity of the project
• Time constraints
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
SEQUENCE OF STARTUP PHASE
EXECUTION
Pre-commissioning
Non-operating
checks
First equipment
completion
Commissioning
Finish/ Cleanup
Mechanical
completion
System(s) tests
under load
Construction
completion
Initial Operation
Increase load to meat
design load
Startup of
facility
Project
termination
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
AIRPORT STARTUP MILESTONES
START
55 %
O&M CONTRACTS
80 %
AOR
PROCESS
STARTS
AOT
87 %
DEDICATION
100 %
COMERCIAL
OPERATION
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
STARTUP PREVAILING CONSTRAINTS
AND REGULATIONS
1
2
TIME
3
MATERIALS
AND PEOPLE
MONEY
4
LOCAL
REGULATIONS
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
AIRPORT OPERATIONAL READINESS
(TRIAL OPERATION)
Procedures
AIRPORT OPERATIONAL
READINESS
Construction
(DD/ MM/ YYYY)
Operational
Conditions
Systems
Directions
Evaluation of Facilities/
Procedures/ Training
Training
STARTUP OF OPERATION
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY
FIELD STUDYQUESTIONNAIRE
REVIEW OF
STUDY CASES
EXTENSIVE READING
IN THE AREA
• Design/ distribute study
questionnaire to practitioners.
• Review of study cases from
local int’l airports:
KAIA, KKIA and KFIA.
• Review of collected literature
on startups of industrial
projects.
• Tabulate and analyze the
responses of practitioners.
• Review of study cases from
foreign int’l airports:
Munich and Oslo airports.
•Review of the collected
literature on startups of
airport projects.
• Interview practitioners in
the local int’l airports .
• Analyze startup procedures
implemented in study cases.
• Analyze collected literature
on startups of airport and
industrial projects.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Questionnaire Structure
Neutral or
No Response
-5
-4
-3
-2
Range of Disagreement
(Negative Mean Score)
-1
0
+1
+2
+3
+4
+5
Range of Agreement
(Positive Mean Score)
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Q.II: How would you rate the following means of learning about startup?
Question Sub-categories
Personal Experience
Vendor startup information
On -job training
Operation manuals
Site visits.
In-house training
Consultancy
Seminars
Journal articles
Rating Avg.
3.88
1.68
3.24
2.92
3.84
2.88
2.08
0.92
0.64
4.5
4
3.5
Rating Average
3
2.5
2
1.5
1
0.5
0
Personal
Experience
Vendor
startup
information
On -job
training
Operation
manuals
Site visits.
In-house
training
Consultancy
Seminars
Journal
articles
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Q.IV: Rate each of the following terms as best describing this phase
Question sub-categories
Startup phase
Commissioning phase
Pre-operational phase
Close-out phase
Rating Avg.
3.56
2.12
2.64
-0.92
4
3.5
3
Rating Average
2.5
2
1.5
1
0.5
Close-out phase
0
-0.5
Startup phase
Commissioning phase
Pre-operational phase
-1
-1.5
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Q.V: Rate each of the following sources of obtaining information about startup
Question Sub-categories
Site visits
Personal interviews
Case study
Literature review
Experience
Questionnaires
Rating Avg.
3.68
2.64
2.12
1.92
4.32
0.88
5
4.5
Rating Average
4
3.5
3
2.5
2
1.5
1
0.5
0
Site visits
Personal interviews
Case study
Literature review
Experience
Questionnaires
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Q.VI: How early in the project should startup be discussed?
Question Sub-categories
Planning phase
Design phase
Construction phase (final phase)
Construction phase (first phase)
Feasibility phase
Concept phase
Rating Avg.
1.76
1.4
3.72
2.28
-0.4
-0.84
4
Rating Average
3
2
1
Feasibility phase
Concept phase
0
Planning phase
Design phase
Construction phase
(final phase)
Construction phase
(first phase)
-1
-2
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Rating Average
Q.VII: How early in the project should startup be introduced?
Question Sub-categories
Rating Avg.
Planning phase
Design phase
Procurement phase
Construction phase (first third
Construction phase (second third)
Construction phase (final third)
1.6
1.48
1.6
2.32
2.8
3.16
2.5
2
1.5
1
0.5
0
Planning phase
Design phase
Procurement
phase
Construction
phase (first third
Construction
phase (second
third)
Construction
phase (final third)
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Q.IX: What should be the composition of the startup team (you can select more than one)
Question Sub-categories
Operations
Engineering group
Project Construction team
Construction management group
Contractors
Consultant(s)
Equipment manufacturers
Percentage
96
84
60
72
72
64
36
120
100
Percent
80
60
40
20
0
Operations
Engineering
Group
Project
Construction
Team
Construction
Management
Group
Contractors
Consultant(s)
Equipment
manufacturers
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Q.X: How early should the operations group get involved in the project?
Question Sub-categories
Design phase
Planning phase
Feasibility phase
Procurement phase
Construction (first third)
Construction (second third)
Construction (final third)
Startup phase
Rating Avg.
1.92
2.56
0.96
-0.08
1.4
2.36
3.12
2.88
3.5
Rating Average
3
2.5
2
1.5
1
Procurement
phase
0.5
0
-0.5
Design phase
Planning
phase
Feasibility
phase
Construction
(first third)
Construction
(second third)
Construction
(final third)
Startup phase
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Q.XI: When should the operations group come on site physically?
Question Sub-categories
Construction phase(first third)
Construction phase(second third)
Construction phase(final third)
Startup phase
Rating Avg.
0.76
1.92
3.68
2.88
4
Rating Average
3.5
3
2.5
2
1.5
1
0.5
0
Construction phase
(first third)
Construction phase
(second third)
Construction phase
(final third)
Startup phase
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
QXII: Who do you think are the key players involved in project startup?
Question Sub-categories
Owner as client (Operations)
Engineering group
Project construction team
Construction management group
Equipment manufacturers
Contractors
Consultant(s)
Rating Avg.
4.44
3.28
2.32
2.84
0.56
2.12
2.24
5
4.5
Rating Average
4
3.5
3
2.5
2
1.5
1
0.5
0
Owner as client
(Operations)
Engineering
group
Project
construction
team
Construction
management
group
Equipment
manufacturers
Contractors
Consultant(s)
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Q.XIV: Based on your experience, does startup suffer from the following?
Question Sub-categories
Schedule delays/overruns
Cost overruns
Project frustration/abandonment
Substandard performance
Accidents
Rating Average
4
2.88
1.56
1.2
0.56
4.5
Rating Average
4
3.5
3
2.5
2
1.5
1
0.5
0
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
Q.XV: What are the key factors for effective startup?
Question Sub-categories
Competent startup team
Rating Average
2.04
Question Sub-categories
Adequate human resources
Rating Average
3.8
Effective communication
3.72
Knowledge of complex technology
2.84
Proper coordination
2.88
Safety consciousness
3.12
A formal setup plan & schedule
4.24
Contingency plans
3.28
Strong project leadership
4.64
Computerized systems
3.48
Early involvement of operations group
3.8
5
4.5
4
Rating Average
3.5
3
2.5
2
1.5
1
0.5
0
A formal startup
Strong
Competent
Effective
Proper
startup team communication coordination plan & Schedule leadership
Operations
Adequate
Knowledge of
Safety
Contingency
Involvement Human Resources complex Tech. consciousness
plans
Computerized
systems
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
FIELD STUDY- QUESTIONNAIRE
QXIV: What are the key factors that contribute to ineffective startup?
Question Sub-categories
Poor planning & scheduling
Poor coordination among players
Weak commissioning team
Weak project leadership
Unclear responsibility matrix
Friction between protect team
Non-availability of suppliers
Unclear contract wording
Rating Average
4.48
4.56
4.2
4.4
4.08
3.24
2.8
2.44
5
4.5
Rating Average
4
3.5
3
2.5
2
1.5
1
0.5
0
Poor planning
& scheduling
Weak project
Unclear
Friction between Non-availability of Unclear contract
leadership responsibility matrix protect team
suppliers
wording
Question sub-categories
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
1
STUDY CASES
KING ABDUL- AZIZ INTERNATIONAL AIRPORT
OPERATIONAL READINESS FUNCTIONAL AND
ORGANIZATIONAL CHART
DIRECTOR,IAP
TECH. COORDINATION
AND SUPPORT
COMMITTEE 80
OPERATIONAL
READINESS COMMITTEE
TRANSITION TASK FORCE
TRANSITION SCHEDULING
GROUP
IAP/ CM TECHNICAL
COORDINATION COMMITTEE
OPERATIONS COMMITTEE
FACILITIES PLANNING
COMMITTEE
PROPERTIES COMMITTEE
SECURITY COMMITTEE
PROJECT ORGANIZATIONS WITH COORDINATION/ FEEDBACK FUNCTIONS
IAP, CM, KAIA CONTRACTORS, GOVT. AGENCIES, AIRLINES, TENANTS, ETC.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
2
STUDY CASES
KING KHALID INTERNATIONAL AIRPORT
OPERATIONAL READINESS FUNCTIONAL
AND ORGANIZATIONAL CHART
AIRPORT DIRECTOR GENERAL
OPERATIONAL READINESS COMMITTEE
King Khalid International Airport
International Airports Projects
Bechtel company & Outside Agencies
Task Force Director
KKIA Departments
Management
Operations
Maintenance & Utilities
Properties
Government Liaison
Security Support
Project Control
Facilities Engineering
Coordinator
Project Control Group
Planners
Schedulers
King Khalid International Airport
Staff
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
3
STUDY CASES
KING FAHD INTERNATIONAL AIRPORT
OPERATIONAL READINESS FUNCTIONAL
AND ORGANIZATIONAL CHART
OPERATIONAL READINESS COMMITTEE
Executive Committee
Project Control Group
Planners
Certification
Teamwork
Schedulers
Coordination w/ Users
Teamwork
Facilities
Teamwork
Properties
Teamwork
Dedication
Teamwork
Administration Affairs
Teamwork
Operations
Teamwork
Equip. & Materials
Teamwork
Engineering
Teamwork
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
4
STUDY CASES
MUNICH INTERNATIONAL AIRPORT
OPERATIONAL READINESS FUNCTIONAL
AND ORGANIZATIONAL CHART
Management
Operational
Director
General Project
Manager
Technical
Director
Chief Technical
Planning
Start-up
FMG/ agiplan
Planning
Execution
Start-up
Functional
core processes
Sub-functional
processes
1
2
3
4
5
6
N
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
DEVELOPMENT OF PROGRAM
GUIDELINES
LITERATURE
REVIEW
FIELD STUDY &
STUDY CASES
PROGRAM
GUIDELINES
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
PROGRAM GUIDELINES
CHARACTERISTICS
1
2
SIMPLE
INEXPENSIVE
4
3
PRACTICLE
FLEXIBLE
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
PROGRAM GUIDELINES
OBJECTIVES
 Emphasize on the vital functional areas involved in the
performance of the startup phase.
 Define responsibilities and responsible teams to
perform the work.
 Organize work performed by these teams.
 Provide hints on how to enhance the performance of
the work done.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
PROGRAM GUIDELINES
STRUCTURE
1
General Guidelines
2
Planning & Management Guidelines
3
During & Post Construction Guidelines
4
Staffing & Training Guidelines
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
PROGRAM GUIDELINES
1. Upper management must give adequate attention to the startup
phase.
2. Allocate the required resources for startup.
1
General
Guidelines
3. Carefully define and provide the required information for the
implementation of activities in startup phase.
4. Plan in advance and enforce the applications of safety regulations
and practices.
5. Give careful considerations and enough attention to contractual
requirements.
6. Consider the facilities configuration when commissioning systems.
7. Take into consideration the Weather Factors and their impact on
performance.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
PROGRAM GUIDELINES
Planning &
Management Guidelines
2. It should be clear to all parties that successful startup is always a result of
good planning.
2
1. Develop a detailed and well-organized plan for the startup phase.
9. Formulate startup schedule to correlate to sys.commissioning sequence.
3. Carefully define and provide required info. for planning of startup phase.
4. Take into consideration system’s operating requirements & standard
practices
5. Make everybody aware of the challenges faced.
6. Do not under estimate challenges faced in the startup phase.
7. Start planning for startup as early as possible.
8. Make sure that the schedule is feasible, reliable, and flexible.
10. Ample time should be allowed for startup.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
1. Subsystems should be started up independently.
2. Discriminate between “now” and “later”.
3. Keep documentation current throughout the project’s
life cycle and maintain strict version control.
4. Assure availability of permanent utilities when using
permanent facilities for construction.
5. Ensure application of value engineering/ management
throughout the project.
3
During & Post
Construction Guidelines
PROGRAM GUIDELINES
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
PROGRAM GUIDELINES
Ensure early involvement of Startup and operations
personnel into the project.
2. Upper management should be careful in selecting the
startup team.
3.
Shift teams for
consideration.
startup
should
be
taken
into
4. Ensure that staff training programs are planned
in advance.
4
Staffing &
Training Guidelines
1.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
CONCLUSION
1.
It was strongly evident that there is a tangible shortage or lack of
information and research on airport projects startup phase locally.
This statement was found to be equally true on local and foreign
airports.
2.
Despite some similarities, in concept, in structuring the startup
organizations, no specific and common guidelines on which airports’
startup procedures were based on in these airports.
3.
Transition plans were given a significant weight, importance, and
handled as an integral part of the startup plan In the case of the
studied foreign airports. In the case of the studied local airports it was
treated with significantly less importance.
4.
Munich International airport hired a German specialized consultant to
handle the transition stage. The consultant started to prepare the
Munich move more than 1½ years prior to the opening. Beside the
transition consultant, 14 different work groups were defined. These
work groups had the objective to assure important premises for a
smooth transition.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
CONCLUSION
5.
In the case of local international airports, some regulations were
found to dominate the obstacles when planning for startup phase,
especially when they are not taken into consideration.
Such
regulations or obstacles were:

Implementation of the lowest bidder concept on the
procurement process of materials and parts during startup
phase.

Denial of the provision of Bulk Visas for the hiring of required
foreign personnel for the completion of the startup phase.

Denial of the importance in treating startup requirements as a
special case which needs to be expedited due to the nature of
the startup phase.

Denial of the provision and hiring of specialized consultants in
temporary bases for required specific tasks during startup
phase.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
CONCLUSION
6.
If no action is taken in response to the increased task uncertainty of a
startup, additional resources must be provided. The cost of extending the
time allotted for the startup may be the easiest cost to bear. But, it would
be less costly to add people and to spend money in ways that would
reduce the startup time. Some of the ways in which this is done are to:

Add human resources: Additional technical personnel are made
available, and extra maintenance people may be kept on as well.

Add material resources: Extra spare parts may be kept on hand,
along with complete units of critical pieces of equipment.

Add money: Budgetary restrictions and controls may be relaxed:
procurement procedures may be streamlined and simplified so that
operating and technical personnel may quickly order and obtain
critically needed materials.
If all else fails, the startup will simply take longer to complete, schedules
will not be met. Time is the resource of last resort, and the one that
requires the least planning and creativity to make available.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
CONCLUSION
7.
In the case of local international airports, the utilization of
experienced personnel within the organization, from other in-Kingdom
airports, is not a common practice.
8.
Delays, postponement and slippage in the startup schedules result in
shortening the lifetime or even voiding the contractor warrantees
provided as part of their contractual requirements and deliverables.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
RECOMENDATIONS
1.
Explore in depth and further study the startup phase procedures and
operations of other public projects in the Kingdom of Saudi Arabia.
2.
Documentation for startup phase guidelines and procedures to be
formatted and saved in proper format i.e. hard copies, electronic
copies, etc. and make them accessible to planners and professionals
for reference.
3.
Develop training courses and workshop sessions on startup phase
planning, practices, challenges, etc. for planners and professionals
in order to enhance perception and decision making capabilities in
this field.
4.
Allocate funds to local universities to adapt researches and studies
on startup operations and practices in the Kingdom of Saudi Arabia.
5.
Develop checklists on startup phase planning and procedures for
the use of the government and private sectors projects in the
Kingdom of Saudi Arabia.
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN
THANK YOU
OPTIMIZATION OF STARTUP OPERATIONS IN LARGE
CONSTRUCTION PROJECTS
(INTERNATIONAL AIRPORTS - SAUDI ARABIA)