Project Director

Scope Document for PM – SA

1. Introduction
Our Client (Client) provides 100% Hold Baggage Security Screening Services at all ACSA owned airports throughout South Africa. They seek to appoint a duly qualified Project Manager/Director (PM)/(PD) to carry out, facilitate, and manage the upgrade of both the HBS equipment and infrastructure at OR Tambo International Airport (ORTIA), Cape Town International Airport (CTIA) and King Shaka International Airport (KSIA). The service provided by the PM must, in addition to project management, sub-contractor co-ordination, and supervision, include, but not be limited to, the sourcing and procurement, by tender process or as may be otherwise stipulated by our client, of equipment, machinery, qualified engineers, conveying systems, civil works, information technology, maintenance and training.

2. Objectives
The objective is to establish a Project Management Office (PMO) that will provide, but is not limited to, the following services facilitation and management of the HBS Upgrade Project:

• effectively co-ordinate the activities of personnel, sub-contractors and resources of the Project Team to meet agreed performance levels;
• supervise the work done on Site and ensure adherence to the approved Site drawings, sub-contractor method statements, construction drawings, Client and/or the Site owner’s Site build specifications, Site instructions and quotes and variation orders;
• ensure that sub-contractor pricing is fair and market-related,
• sourcing, interviewing and hiring of qualified requisite engineers and any other human resource for the purposes of carrying out the HBS upgrade;
• assistance with tenders for procuring equipment and machinery required for the HBS upgrade, including the preparation, in consultation with Client, of a request for proposals to be issued and adjudicated by Client in relation thereto;
• installation design in respect of the new equipment and machinery;
• commissioning of the new equipment and machinery;
• decommissioning of existing equipment and machinery;
• collaboration and liaison with ACSA for the duration of the upgrade to ensure project sign off, minimal disruptions, access and egress from the airports and structural changes;
• be a liaison between Client, ACSA and ultimately oversee and manage the upgrade; and provide expertise and recommendations throughout the management of the HBS upgrade process.

3. Scope of works
3.1 Approach

• Considering the nature of the project, the complexity and the large volume of technical and contractual activities that will be required, Client would like to establish a full-time Project Management office (PMO), situated at ORTIA.
• The HBS Project Office will then provide the National Operations Manager all the support of a full-time effort to successfully manage the replacement program countrywide.
• A steering committee, consisting of various stakeholders, has been established in order to facilitate the project.

3.2 Timelines
The success of the project will depend on the long-term commitment of the PMO resources and business continuity. We envisage a minimum of 3 years for the operation of this PMO, which could then be scaled down for the next 2-4 years. The Project completion date will be 30 September 2022.

The Project Manager position will be fulfilled by a qualified person. He/she will personally attend all Client subcommittee meetings, airline liaison meetings, be involved in all contract management, invoice endorsements on behalf of Client, will be responsible for operational issues as it pertains to this project, will scrutinize all reports, will be involved in planning with the Client’s National Operations Manager and assist with budgeting on the HBS replacement systems. He/she will report to the Client National Operations Manager. We envisage that this resource will operate for approximately 25 hours/week during the initial phase, with an increase to 40 hours/week during key implementation periods

The Baggage Specialist can be a professional individual (or entity), well experienced in multi-disciplinary Baggage System projects. This resource will report to the Project Manager (as above) and Client’s National Operations Manager. We envisage this resource to be experienced in the integration, engineering and handling of baggage systems. The specialist will be involved in technical matters and strategic execution of the roll out of this project and will have specialist knowledge in CTX and airport baggage systems. This resource would guide the master plan and will be required to collaborate with the ACSA teams in terms of the design and layout requirements for the project.

The Client’s Admin function is important to the day to day operations of the PMO. Amongst admin functions of meeting and appointments, this person will also assist in providing reports of monthly activities, planned activities and financial reports. Further, also assist with document control, contract management, agreement management and issue of drawings and specifications. This resource will be appointed at the discretion of the Project Manager.

3.4 In providing the services, the PMO will need to:

• work as a team to develop requirements;
• work as a team to develop specifications;
• assist Client during the adjudication of the tender with respect to equipment and machinery procurement;
• management and assurance equipment import with related forward cover;
• manage possible “Proof of Concept” and trial runs;
• manage structural planning and construction improvements;
• ensure continued normal operations of the Sites, without disruptions;
• establish capacity planning and possible process improvement;
• establish systems for factory testing and improvements;
• establish systems for integration planning and testing to standards;
• undertake interfacing and co-ordination, with airport operations, of equipment, including cranes on apron and inside baggage make-up area;
• manage labour and integration with specialist teams;
• manage the hand-over for all process and other facilities and equipment;
• undertake forward planning for measurement and correction of operation of facilities and equipment;
• provide assistance with maintenance planning and contracts, and
• be responsible for project cost management.
• The PMO must conform to Client’s required standards. At the same time, they are encouraged to support, promote and comply with all Client Broad-Based Black Economic Empowerment ("B-BBEE") strategic objectives.
• ensure at all times that the South African Civil Aviation (SACAA) are fully informed and that any SACAA legislative requirements are adhered to;
• In providing the services, the PM acknowledges that management functions will be performed predominantly in South Africa, however, sourcing of suitable equipment may require international travel.

3.5 Client expects the PMO to deliver the following benefits:

• higher capacity, availability and resiliency allowing for innovation in facility and technology;
• improved economics of operations through maintenance and operations optimisation;
• ease of maintenance by selection of the right technology that could be maintained by resources having limited skills;
• improved business continuity and risk management; and • enhanced security and policing capabilities.

3.6 The PM shall render a professional service that meets internationally accepted standards through the utilisation of skilled, trained and competent staff in order to ensure compliance with applicable legislation and Client’s requirements.

3.7 Prospective PM’s must comply with Client’s minimum criteria in order to qualify.
The criteria are as follows:

• Previous proven experience of at least 5 years in:
  • (i) the provision of project management services; (ii) the sourcing, interviewing and recruitment of skilled personnel for the purposes envisioned by Client,
  • (iii) the procurement of machinery and equipment;

3.8 Previous proven experience of projects managed and successfully concluded in the aviation sector ;

3.9 Confirmation of previous successfully concluded projects valued at in excess of R100 000 000.00 (One Hundred Million Rand/R1bn +).

3.10 The necessary resources to operate at a "national key point", which includes trained and experienced personnel.