New Bahrein International Airport

Assume that you are appointed as Chief Project Manager for one of
the leading Airline Operations in BahrineGCC Countries.
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General Information about your new airport project
The Project Manager
The massive project of changing Bahrein's new International Airport was separated into individual tasks,
which were then awarded to various contractors depending on their authorized credentials. Although the
entire project was overseen by the government via the Bahrein Airports, each contractor operated semi-
autonomously, only contacting other contractors when it was required to exchange expertise and ideas on
how to provide greater value to the client (Bahrein Airports Company). The chairwoman of Bahrein
Airports, the corporation that controls Bahrein International Airport, is the New Bahrein International and
domestic.
However, Entire Person has been working as a project manager, supervising the actions of numerous
contractors and ensuring that the value promised is delivered. The project manager in any project
allocated to a certain contractor is the main engineer assigned to the project by the contractor. However,
the need for consistency and uniformity has necessitated the intervention of the chief executive officer of
New Bahrein's Airports in order to improve coordination of activities and guarantee that the project's final
aim is met.

Ethical Considerations
The project manager (PM) is in charge of making sure that moral considerations are made at all stages of
the project. The PM is responsible for making sure that everyone in the team complies with the demands
of the employer and other stakeholders.

Project Goal (Scope)

The primary goal of this Project Plan is to provide the customer, who is situated in international
airports, with the essential support and instructions for the complete relocation of its operational
Hub from Gulf countries to Europe, including all administrative structures and personnel.
Project Overview
BAHRAIN AIRPORT COMPANY seeks a highly qualified Consultant Company with a proven
background and track record in sustainability design and LEED Certification in various
commercial and industrial markets, to work closely with the design consultant on the terminal
expansion and refurbishment project at Bahrain International Airport.
 To increase the capacity of New Bahrein International Airport to handle 5 million tons of
cargo and 100 million passengers;
 To have a cutting-edge airport facility that meets the needs of modern travelers;
 To promote Bahrein as a global business hub by making it easy for cargo and passengers
to move into and out of the city.
Competency standards, the government picked many contractors who were assigned distinct
roles within the project. The Lane Construction Corporation, an American or United Kingdom
corporation, was one of the construction companies won a tender to assist with the airport's
expansion.

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Project Deliverables
Stage Design Management (DM) Design management
Deliverables
1. Need Identification  Depending on operation or planning  Strategic brief including
requirements arising for DM or stakeholder. opportunity, Identification, plan and
early cost
2. Feasibility Stage  Pre-feasibility assessment  Project charter
 Collection of data  Solution brief/ project
 Any other necessary pre-conditions commitment which clearly
 Requirement management articulates business scope,
 Macro analysis cost, business quality and
 Developing solution/ project brief time targets for a solution
 Feasibility analysis defining;  Data collection report 1
options which include strategic  Feasibility study report 3
policies and choices.  Project brief approval form
 Practical solutions (constraints) 3
 Defining direction
 Determination of what is to be
constructed.
 Determination of the budget
 Codes, regulations, guidelines and
standards governing the solution

All Gulf Countries, Europe routes, and New Middle East routes have been established and are
operational from Bahrein.
Project Budget
The overall Project Budget is anticipated to be 30.1 Million Dhirans, including a 20%
contingency allowance. The AA Group Financial Fund, which is made up of various local
banks/leasing and investment firms in Bahrein, is advised to offer resources (to be defined).
Business Needs
The relocation of an airline's headquarters to Bahrein necessitates not only the transfer of
infrastructure, but also the approval of the Bahrein Civil Aviation Authority (CAA). Even if the
airline is still legally registered in the Gulf countries, it must follow local operational standards,
rules, and criteria, known as CAR-OPS. In this situation, all conditions would be applied as if a
new airline were to be established in Pearl of the Gulf, and the authorization process would be
dependent on how the corporation adheres to the law. Prior to the first flight, the CAA would
examine and approve all manuals, procedures, and organizational structure.

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Work Breakdown Structure
The project entailed a number of operations that were delegated to various companies to ensure
that the project was completed on time and according to the government's expectations. The
work breakdown structure assists in identifying specific actions completed while carrying out the
project. The structure is always crucial in determining who to assign which tasks based on
experience and how different teams will collaborate to improve project uniformity. According to
BAH Country, having a successful work breakdown structure allows you to outline how various
individuals or groups will finish the full project. The following work breakdown structure was
applicable in this project.

BAH’S NEW INTERNATIONL

designee the airport Identifying contractors Identifying Sub Projects Budgeting for the Project

Handling over Design So looting Contractors Arranging Sub Projects Arranging Routs over Area

Site Cleaning
Implementing the Design

Site Excavation

Runaway Construction

Offices Construction

Terminal Construction

Gates, Garage and fences

Warehouse & Security Rooms

Watch Tower & Lounges

Work Breakdown Structure

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Stakeholder Roles and Responsibilities
Stakeholders in a project or programmer include individuals or groups that may or may not
already be a part of the project or programmer team. Examples of these individuals or groups
include the sponsor, project team, project manager, and programmer manager. If a stakeholder
group has a direct role in the project or programmer, then their roles are included in the
stakeholder obligations. The following is a list of the main stakeholder responsibilities for the
project/program:
 If relevant, commit to and give the project/program team the necessary resources.
 In order to ensure that the project or programmer aligns with their company strategy,
educate the project or programmer team on their business and objectives.
 Give detailed, definite specifications, and establish priority levels for requirements.
 Take prompt action.
 Regarding pertinent project/program work, review and promptly provide comments.
 Inform everyone as soon as requirements alter.
 Ownership over project/program deliverables as well as corporate processes and
procedures.
 Keep individuals who need to know informed of the status of the project or initiative.
 Aid in planning and carrying out training.
 If relevant, approve important project/program deliverables, such as the final sign-off or
acceptance during closing.
 Determine and address any risks and concerns with the project or programmer.
Roles:
 Business analyst
 Customer
 Functional manager
 IT governance
 Manager PMO
 Program business change manager
 Program manager
 Project manager
 Project owner
 Project team
 Sponsor
 Stakeholders
 Subject matter expert

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 Stage Stakeholder Roles and Responsibilities
1. Need Identification of business requirement through strategic planning or operational
Identification feedback.
2. Feasibility Stage  Guidance on the goals and objectives of the project.
 Initial commercial input.
 Business case formulation.
 Gathering and consolidation of initial stakeholder input.
 Production of traffic forecasts (annual/seasonal/design day schedules).
3. Project design  First level operational simulation
brief  Initial production of facility requirements
 Stakeholder review and feedback to the project design brief report
 Review and analysis of budgetary cost report; report 5.

Project Constraints
Every construction project has different data, a different environment, and a lot of information
that is unclear. Project managers must be prepared for the unforeseen events and delays that
occur during the execution of every construction project. Among other things, managing a
project often include determining the project's requirements and attending to the stakeholders'
diverse wants, needs, and expectations while the project is planned and carried out. Airport
development projects have unique scale, quality, time, money, resource, risk, and other
constraints. The obstacles cited are not those of specific projects that the organization has done,
but rather those that were thought to have been encountered when project management was first
introduced. There are a variety of obstacles to the endeavor, including the economic, social, and
political environment.
Social restrictions on the development project, such a hostile community response to the airport,
have become more important recently. Some airports in various Emirates, however, have
managed to maintain normal development despite this trend with little difficulty. It is necessary
to make some attempts to ascertain the reasons behind these airports' success and to develop
ways to apply this knowledge to other airports. Multijurisdictional influence over many airports
through control of ground access routes, control of land affected by airport noise, taxing and
policing authority, and other reasons contributes to and occasionally helps to develop negative
community views toward the airport. Although extensively acknowledged and addressed, many
multijurisdictional issues are still unresolved.
Project funding has been a contributing factor in project failure, which is defined as delays, cost
overruns, and the project not meeting customer expectations for scope and quality. The project's
slow progress was hampered by the requirement for more funding for resident engineers, which
caused delays in its completion (Müller-Mahn et al., 2021). The development of the new airport
is anticipated to be hampered by delays in the release of project money. Financial conditions can
be caused by incorrect cost estimation, a lack of cost control, problems with cash flow, or
inefficient capital allocation.

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Gradually increasing concerns for environmental factors are influencing airport design, partly
through the influence on aircraft technology. First, runway lengths continually increased Until
the 1960s to accommodate faster and larger aircraft. Then, improvements in engine Techniques
like turbofan aircraft led to stabilization and even a decrease in runway lengths in the
1980s and 1990s (Senath et al., 2021).
For an airport's aviation system to be secure, effective, and competitive, there must be enough
airport capacity. Given the lengthy planning and construction cycles required, there is minimal
room for flexibility in airport capacity increase. In contrast, there will be significant global
growth in aircraft capacity in the next years. Change in available seat kilometers (ASK) of
commercial airlines globally from 2011 to 2022, broken down by region, according to Statistical
(2022).
The Asia-Pacific region's available seat kilometers fell by 56.9% in 2021 compared to 2019
because of the coronavirus outbreak (Salas, 2022). Air traffic is anticipated to increase now that
the COVID-19 limitations have been lifted. This underlines the possibility of airport capacity
restrictions that might have an impact on the upcoming New BAH’s International Airport,
among other things.
The boundaries that a project must work within are known as project constraints. The time,
money, scope, quality, resources, and risks are the six basic project limitations. To ensure that
projects are completed successfully, managers must strike a balance between these restrictions.
These are the six most common constraints in project management:
 Deadlines for specific tasks and projects are referred to as "time." Typically, project
managers use calendars and scheduling software to keep track of their time.
 Cost: The financial costs of your project, including personnel, supplies, machinery, and
more, are referred to as cost. The project budget is often handled and represented by
project managers.
 All of the duties that the project does and does not cover are referred to as the scope.
 The triple constraint triangle is represented by the first three constraints, which are time,
cost, and scope. Modifications to one will probably result in changes to the other two as
well
 Quality: Quality is the standard of excellence necessary for a project to be successfully
completed. The way you manage resources, costs, and time will have a direct impact on
quality.
 Any resource you require to finish a project is referred to as a resource. These comprise
both the resources you already have and the ones you still need to get. Resources include
time, people, facilities, software, equipment, and anything else your project may need.
 Risks: Risks are any conceivable events that could have an impact on your project, either
positively or negatively. Depending on where the risk originates, constraints may be
internal or external.

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Project Appraisal of New Airport
ABBREVIATIONS
AREM Agency for Regulation of Natural Monopolies in Kazakhstan
ATC Air traffic control (tower)
ATMA Atyrau Airport & Transport Inc.
CAC Civil Aviation Committee in Kazakhstan
CSU Consultancy services unit
EBIT Earnings before interest and taxes
FY Fiscal year
GoK Government of BAH
ICAO International Civil Aviation Organization
IFRS International Financial Reporting Standards
KMG BAH MunaiGaz
PSC Passenger service charges
OCE Office of the Chief Economist (EBRD)
OL Operation leader
OPER Operation Performance Evaluation Review

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OpsCom Operations Committee
OT Operation team
TC Technical cooperation (project)
TC Com TC Review Committee
TI Transition impact
TIMS Transition impact monitoring system (TIMS)
ToR Terms of reference
XMR Expanded monitoring report

Operation Code TC OPID: 26657 and 21922

Location: Bahrein Pearl International
Operation: BAH’s international report of airport project
Sector: Air transportation
Type: Technical cooperation
Facilitators: EU-Tacis/Gulf countries Facility, EU-EBRD Investment Preparation Facility
BAHRAIN AIR
 Bahrain Air was incorporated as a closed Bahraini Shareholding Company being the first
privately owned national carrier of Bahrain.
 It commenced its operations in February 2008 and is currently the second largest national
carrier of the kingdom of Bahrain.
 It has his headquarters in Nfanama Bahrain with its main base being at Bahrain
International Airport.
MANAGEMENT PROFILE
Bahrain Air is run by 4 key players;
 Mr. Ibrahim Abdulla Alhamer who is the Managing Director and a visionary of Bahrain
Air.
 Mr. Richard Nuttall who is the Chief Executive Officer who happens to be a key
playmaker in the company because he understands the different airline business models.
 Mr. Moeen Al Bastaki who is the Director Technical Operations and a Licensed Aircraft
Engineer from the Britain Air University of Scotland and has held senior position in the
aviation industry for three decades.

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  Captain Waleed Alshamsi who is the Director Flight Operations. He joined the aviation
industry in 1993 and has a wealth of expertise and experience in flying Boeing B767
aircraft.
Recommendations and suggestions
Our recommendation and suggestion are that in this particular scenario of that New Bahrein
International Airport is to elaborate the waste routes towards Europe and Gulf Countries. Well if
we collaborate with other advanced countries operating systematic progress according to the
longitudinal awareness program.
Conclusion:
The building of the passenger terminal, the airside paving, the control tower, the air navigational
apparatus, and any related operational services are the main objectives of the recently planned
New Bahrein International Airport development project. Fuel distribution, water supply, power,
and a fire station are active services. The project, which is anticipated to cost USD 350 million,
is co-financed by Your Last Name 11, Bahrein National Bank, and the Government of the
Bahrein Gulf Countries Investments. The project is projected to benefit the estimated population
of the GCC region, provide jobs, and connect the region to global trade networks despite
obstacles such a hostile community attitude toward the airport. BAH city Offers a vast land
suitable for the airport; its location at the coast will significantly contribute to The region's
tourism sector and, ultimately, to its 2030 vision.

References:
https://en.wikipedia.org/wiki/Bahrain_International_Airport

https://www.projectmanager.com/blog/10-project-constraints-that-endanger-your-projects-success

https://www.slideshare.net/kippy/bahrain-air

https://www.smartsheet.com/content/project-constraints

https://www.afdb.org/en/documents/tanzania-msalato-international-airport-construction-project-project-appraisal-report

https://www.researchgate.net/publication/350657373_EIA_VLORA_AIRPORT_CONSTRUCTION_REPORT

https://www.coursehero.com/search/results/1406192732/031608833774bc3412/

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