1. The NPT project was initiated in 2013 by the Cyprus Port Authority (CPA). The terminal achieved substantial completion in September 2016.
2. DP World Limassol Ltd (DPWL) had little information on the project. The project manager needed to familiarize with design, construction, contract terms, consents and authorizations, and all other aspects of the project to date.
3. The objective of the appointment was for DPWL to have an experienced person to assess and evaluate the project during handover and acceptance, and to manage the acceptance process. In addition, DPWL was responsible for fitting out the facility, and this required assessment, scoping, procurement and delivery.
4. Following substantial completion in 2016, DPWL needed to be aware of all outstanding construction and other issues, including non-conformities and non-compliance, and to put into place an effective tracking and reporting system to ensure these issues were resolved by the contractor. Any contractor disputes needed to be monitored, with due process in place between the design and delivery team to track disputes.
5. The building required extensive fit out. The Project Manager was to advise on the extent of installed services and systems, identify and scope out further works required to enable the building to be fully functional by users (in effect, undertake a ‘gap’ analysis between base build and fully fitted-out facility). Following this, DPWL needed to understand the extent of fit-out works and program and procurement methods required to deliver appropriate accommodation to users. The task included use of IT systems, working in conjunction with DPWL personnel. In addition, new external construction works were required for access roads, fence works, road markings, signage, landscaping, irrigation systems and parking areas. Design and construction of project works were to be reviewed/commented upon by the Project Manager, along with monitoring, inspecting, quality approval, contract administration, final payment certificates, budget control and cost reporting.
6. Further responsibilities included assisting the CPA-appointed contractor in monitoring the snagging list and the defects list, and assisting the DPWL-appointed facilities management team in familiarizing themselves with the building systems, plant and machinery.
7. During the handover process, information needed to be managed and collated, using a suitable document management system. It was important to ensure a good level of ‘knowledge transfer’ from the CPA and project team – which included the architect – to relevant DPWL personnel. An appropriate program and trackers were to be used during the handover period.
8. Regular reporting and management of actions and events were required, generally on a ‘by exception’ basis.
9. Relationships were to be managed in a professional manner.
10. Reporting to the General Manager of DPWL (Project Committee Chairman), with additional reporting and monitoring required from time to time to DPWL’s NPT team members (IT Manager, Engineering & Facilities Manager, Operation Manager, Commercial Manager, HSSE Manager).