Page 17 - Inside K&A - January 2016

The Challenges Khawarem Master Plan

The contract included around 23 sites and the
scope of work consisted of the full design of the
master plan and infrastructure (from the receipt
of the sites to sites’ visits were initiated at the
outset to gather information on the local socio-
economic fabric and site constraints and urban
planning; the development and finalization of
roads’ design; earthworks; infrastructure network,
to be followed by construction supervision; the
preparation of the full package for tendering; and
all the processes of receiving approvals from all
concerned stakeholders). It’s worth noting that
each site is designed to be fully self-sufficient.
But this was not the only challenge. Many of the
sites had plateaus and deep valleys, which made
provision of optimum and most economical design
a difficult task.

Value engineering was conducted and up-to-date
standardization and cutting-edge presentations
and animations were produced since this was a
key benchmark project that could pave the way for
future large scale housing projects.

K&A’s Successful Approach Landscape design of Beni Kabir
Masterplan of Beni Kabir
K&A successfully overcame all the challenges
by engaging several of its in-house departments
(urban planning, infrastructure and MEP). This
multidisciplinary approach gave rise to superior
solutions. Given the sheer size of the project, K&A
divided the work over four offices. Initially Beirut
handled the management, concept design and
quality control, Riyadh focused on coordination
and Cairo provided professional design support. At
a later stage the Khobar office also assisted in the
design. By involving four different offices in three
different countries, the firm aimed at ensuring that
the massive amount of work was delivered on-time
and upheld the highest quality standards.

This was one of the largest multidisciplinary and
multi-geography projects and hence having a
proper, well-organized system was key to fostering
good coordination from office to office. It was also
primordial to ensure there was no redundant work
when dealing with such a mega-team. Regular
meetings between teams from different sectors
and cities helped monitor and exchange all the
project information and requirements.

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