MGM Master Global Management Philosophy, Guidelines & Framework Adil Abdalla May 2009

1. MGM Master Global Management Philosophy, Guidelines & Framework Adil Abdalla May 2009

2. MGM is a Professional Business Venture; aims to fill the gaps in Urban Development Practice; collectively utilizing capacities of Associated Practitioners

3. Business Deficiency & Challenges 2009 The twisted customer focus, the unfocused board members, and the complicated legal modeling, the had created confusion rather than clarity Ambiguous Scope Money Gaming The excessive commercialization and profitability, despite the promoted CSR policies, had created the wide spread of immoral and criminal implementations Equilibrium among all activities and targets is the natural and historical organizational platform; which if disturbed by political lobbying; anarchy rules Interests Diffusion Scattered Capacities Indemnifibility, Profitability, and Politicability were root causes to non-alliance among schemes and programs, which would save time, cost and momentum

4. Creating a Corporate Distinction Roles & Deliverables of Stakeholders Practically; Comprehensive Structure, Clear Roles & Responsibilities, and Deliverables Smart Process Mapping Road Mapping of Processes and Procedures that enables Successful Decision Making Intelligent Quality & Accountability Align Targets to Common Interests of Sustainable Business Framework Applications of Neo-Management State of the Art in Processing, Associating and Partnership with Experts & Professionals

5. Creating a Corporate Distinction Neo-Management Not Directing, but Facilitating Staff to Perform Inevitable Team–work as Mind-set and Solutions Performance & Deliverables Drive The Process Mapping Skills, Competitiveness and Loyalty are Upgradable

6. Theory of Authorization Policies Public Interest Methodology Civic Authority Public Authority Legitimization Tools Laws & Regulations Control Enforcement Correctivity State Of Compliance Violation Prosperity Code of Practice Standardization

7. Development Consensus Realization + Resources + Planning Delivery Knowledge + Finance + Regulations Biz Model Assets + Charge + Creditability Concept Complexity of Assets Development Operations of Assets Management Impacts of Risk Management

8. The Corporate Project Business Opportunities Doing Business Revenues & Profitability Micro Economics, Shareholders, Entrepreneurship Social & Economic Cycle Macro Economics, CSR Initiatives, Governance CORPORATE MANAGE ASSESS Resources Standards VISUALIZE CHANGE Skills Dynamics Delivery Inflows Outflows

9. MGM Business Framework The Development Project Start-up PST Project Marketing PMS Project Management PRM Project Compliance PCM Project Close-out PCL

10. Accounts Structure Corporate Structure Business Structure MGM Client Project Structure Project Director The Project

11. Management of Risk Quality Quality Processing of Approvals Scope Adequacy of Scope and Components Cost Convenience of Cost Assumptions Procurement Lawful of Procurement CSR Efficiency of CSR Proposals

12. Value Chain Tangibility Investment Uncertainty ASSET MANAGEMENT (AM) ASSET DEVELOPMENT (AD) MARKETING & SALES (MS) FINANCE & DUE DILLIGENCE (FDD) ACQUISITION & INITIATION (INI) 100 INI FDD AD AM MS 50 0 Year 1 Year 1-2 Year 2 Year 2-3 Year 4-50

13. Main Processes Project Start-up Baseline Mode Constructability Skills Required Project Compliance Business Mode Exit Strategy Governance Project Marketing & Sales Legal Mode Basis of Engagements Convenience Project Management Planning Mode Execution Plan Reliability Project Close-out Change Mode Delivery Defining Deliverables

14. Operations ACT MEASURE Value Engineering Area Cost Specs Rates A Arch/Master Planning Optimization Earned Value A C B Business Management B D PLAN REVISE C Cost/Quantity Surveying KPIs Business Duration Delivery Perform D Project Management

15. Organization 2009 MGM BOARD Executive Director Tech Office Ops Office A C Admin Project 1 Project 2 Project 3 Project 4

16. Organization 2010 MGM BOARD QA/QC Managing Director PA DC Admin Director of Research Director of Projects A1 B1 C1 D1 D1 D1 A2 B2 C2 A Project A Project A Project

17. Timeline & Assignments 2009 Launch & Staffing Processes Alignment Project (P1) Q1 Q2 Q3 Q4 Management Framework Management Manual Implementations Quality Policy & Manual Implementations Quality Audit & Reform Risk Framework Risk Policy & Manual Implementations

18. Staffing Layout Monthly salaries are inclusive all allowances, plus agreed benefits (Medical insurance, Paid annual leave, Family air tickets and Gratuities. Bonus is subject to Board Decisions

19. Budget Forecast

20. Project Budget Breakdown ($250 mln model)

21. Consultants

22. Expenditure 2009 MGM Staff & Administration 0 $68K $204K $204K OPEX: $ 476,000 (AED 1,761,000) Q1 Q2 Q3 Q4 ProjectExpenditures: $10,052,000 (AED 37,192,000) 0 $1,436K $4,308K $4,308K Project 1 Out-Sourced Professionals Cost of Design & Management @ 13.5% Project Value @ $250,000,000 on 3 years

23. Project Basic Data Scope Statement Schedule & Milestones Cost & Budget Constraints & Assumptions SWOT Analysis Procurement Plan Quality Plan Management of Risk Configuration Plan Deliverables Road Map Project Charter The Project is Identified Baseline PP 0.0 Launch Baseline Update The Project is Constructible PP 1.0 Competition PM’s Assessment The Project meets Constraints PP 2.0 Design Design Close-out The Project meets Standards PP 3.0 Tender PM’s Assessment The Project is Confirmed Feasible PP 4.0 Award Change Meeting business or technical changes PP 5.0 Progress

24. Final Notes Formalize The Board; for Meetings each Two Months Preferably; Combined Consultancy & Management Service Agreements on 15% for each $250 mln Project Only Advisory on Procurement of Construction Contracts

25. Part Two Process Mapping

26. PST: Realization of Constructability

27. Typical Launch Limits of Engagement Financial Framework Legal Framework Terms of Payment Contract Scope Cost Time Q Cost of Product Delivery Milestones Product Technical Framework

28. PCM: Governance

29. Typical Engagements Procurement Planning Execution Technical Model ACT (Consortium Formation) MEASURE (Appraisal Review) Managing Model Conceptual Model Stakeholding KPIs Business Model PLAN (Official Launch) REVISE (Contract Sign off) Initiation Close out

30. PMS: Publicity & Convenience

31. Typical Execution Plan PROJECTIZATION REGULATORY OPERATION PLANNING SLA & Baseline PP 1.0 & Initiation Design Procurement ALIGNING PP 2.0 & Award Design Development PP 3.0 & Main Tender Construction Procurement PP 4.0 & Award DELIVERING PP 5.0 & Change Construction Substantiation Commissioning VERIFYING Taking Over Final Accounts Lessons Learned Close Out Handing Over

32. PRM: Optimization & Reliability

33. Engineering Typical Exit Strategy Exit 3 Exit 2 Technical Model Regulatory Constructability Architecture Construction Conceptual Model Managing Model Delivery Exit 1 Business Model Opportunity Feasibility

34. PCL: Change & Delivery

35. “Individually, We're just Drops; Together; We're an Ocean”