Volume 1 - Chapter 2

Planning & Network

Development Protocol
Waterworks Planning & Design Manual
 Volume 1 - Chapter 2
Planning & Network Development Protocol
Table of Contents
I. PURPOSE ............................................................................................................................................. 1
II. SCOPE .................................................................................................................................................. 1
III. RESPONSIBILITIES & AUTHORITIES ................................................................................................. 1
IV. ABBREVIATIONS, DEFINITION OF TERMS & KEY REFERENCES ................................................. 1
V. RELATED DOCUMENTS ..................................................................................................................... 1
VI. P&NDS PROTOCOL........................................................................................................................... 1
VI.1 WPD Organization .................................................................................................................. 2
VI.1.1 P&NDS Function ............................................................................................................ 2
VI.1.2 WGIS Function .............................................................................................................. 2
VI.1.3 MSSWS Function .......................................................................................................... 3
VI.2 P&NDS Organizational Structure and Functions ................................................................ 3
VI.3 Collaboration ............................................................................................................................ 4
VI.3.1 Capital Expenditures Projects .................................................................................... 4
VI.3.2 Modeling Support ........................................................................................................ 6
VI.4 Authority .................................................................................................................................... 6
VI.5 Communication .......................................................................................................................... 8
VI.5.1 Meetings and Coordination ....................................................................................... 8
VI.5.2 Email Communication ................................................................................................... 9
VI.5.2.1 General Guidelines ...................................................................................... 9
VI.5.2.2 Selecting Email Recipients ........................................................................... 9
VI.5.2.3 Composing the Email ..................................................................................10
VI.5.2.4 Unacceptable Email use .............................................................................11
VII. KEY PERFORMANCE INDICATORS................................................................................................11
VIII. RECORDS ...........................................................................................................................................11
IX. LIST OF TABLES .................................................................................................................................11
X. LIST OF FIGURES ..............................................................................................................................11

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I. PURPOSE
The purpose of this document is to define the Planning and Network Development Section
(P&NDS) protocol in order to make certain the work flow process supports KMs vision for
future growth.

II. SCOPE
This document presents the current practices/protocols of the planning and network
development section along with recommendations for re-statement of functions, definitions and
delineation of responsibilities in each of the approved positions in the organizational structure.
This document also includes position descriptions for each approved positions.

III. RESPONSIBILITIES & AUTHORITIES

The primary responsibility and authority for implementing revised protocol lies with the
P&NDS. It is the responsibility of each of the staff members in the P&NDS to implement
communication elements of the protocol contained in this report. The Head of P&NDS is
responsible for assuring that all managers and staff are familiar with their responsibilities and
that they act in accordance with approved protocol.

Any deviation from the standards/guidelines outlined in this document must be reviewed and
approved by KM

IV. ABBREVIATIONS, DEFINITION OF TERMS & KEY REFERENCES

Abbreviations and definition of terms used in this report are consistent with the Standard
Terminologies, Abbreviations, Acronyms and Definitions presented in the Glossary of
Documents located at the beginning of each volume of WPDM.

V. RELATED DOCUMENTS
This document presents improvements to the P&NDS organizational structure while documents
prepared for procedures, forms and various other applications including document control
standards will be implemented by the P&NDS. These scope items will be closely coordinated
in order to ensure the organization and procedures are efficient and effective.

VI. P&NDS PROTOCOL

The P&NDS Protocol is a section of WPDM that will familiarize employees with important
information about this section of the organization. This section includes a general overview of
the KM organization, a statement of functions, definitions and delineation of responsibilities in
each approved position in the organizational structure. The intent of the P&NDS Protocol is to
improve the overall efficiency and maximize communications both within and outside of KM.
It is expected that this P&NDS Protocol will be revisited periodically as the system develops
and P&NDS workload and functions adapt to address new system challenges.

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VI.1 WPD Organization
KM is the water and electricity provider for the State of Qatar. Figure VI-1 WPD
Organizational Structure provides an overview of the key components as it relates to the
P&NDS. P&NDS is within the Water Planning Department (WPD), the department of Water

Network Affairs (WNA) responsible for developing policies, plans, standards and project
design documents. WPD comprises three sections, Water Geographic Information Systems
(WGIS), Materials Standards & Specifications (Water) Section (MSSWS) and P&NDS.

Director,
Water Network Affairs

Manager,
Manager, Manager,
Water Transmission &
Water Planning Water Field Services
Distribution

Chief Clerk
Senior Clerk
(Secretarial)

Head of Material
Head of Planning &
Standards & Specifications Head of Water GIS
Network Development
(Water)

Figure VI-1 Water Planning Department Organization Structure

VI.1.1 P&NDS Function

P&NDS plays a critical role in Water Network Affairs, providing engineering study and
design services that facilitate water system expansion, system replacement and upgrade, and
initiate new infrastructure extensions. P&NDS functions include demand forecasting, long and
short term planning, hydraulic modeling, monthly reporting of water system performance,
facility planning and programming, cost and budget preparation, schedule development, new
customer application review, and coordination with both internal and external departments
and agencies.

VI.1.2 WGIS Function

WGIS maintains the water system data so that it can be shared with other users. All water
mains and valves are included in the WGIS system. There are three work activities that
provide new data to WGIS in order to update its records: new construction, service
connections and maintenance events. WGIS provides an important service to P&NDS by
maintaining geospatially accurate, asset tagged records of condition, failure, and use of
facilities. This is a key function that should be enhanced to support planning for system
replacement and upgrades.

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VI.1.3 MSSWS Function
MSSWS maintains all technical specifications with current references to international technical
standards and new water system construction materials. MSSWS also provides an important
quality assurance function that ensures the materials received conform with specified KM
requirements. MSSWS provides an important service to P&NDS by assuring the quality of
materials and construction to achieve the long term benefits of planned system improvements
and to optimize system efficiency for operations and maintenance.

VI.2 P&NDS Organizational Structure and Functions

Figure VI-2 P&NDS Organizational Structure presents the organizational structure of the 16
positions that align with the functions described in Section VI.1 above. Water System Analysis
Engineers (WSAE) are responsible for functions such as demand forecasting, long and short
term system planning, hydraulic modeling and the review of bulk customer applications. Water
Planning & Design Engineers (WP&DE) are responsible for monthly reporting of water system
performance, facility planning and programming, cost and budget preparation, project
scheduling, review and approval of new connections to the system. WP&DE coordinates with
either Water Field Services Department (WFSD) or Technical Affairs (TA) for new connection
installation and project design. WP&DE provide detailed design on projects and concept
design on primary projects. Once developed, the detailed or concept design is transferred to
TA who completes the preparation of tender packages for construction of secondary projects
or for design and construction of primary projects. P&NDS assists TA during the construction
phase with the review of shop drawings and design submittals. Job Descriptions for each of
the positions on the organization chart are included in Appendix IX.1.

P&NDS responsibilities encompass a broad spectrum of communications between departments

within KM and with other utilities and service providers outside KM.

Head of Planning &

Network Development (1)

Senior Clerk (1) Document Controller (1)

Senior Water Planning & Senior Water System

Design Engineer (1) Analysis Engineer (1)

Design Engineer - Design Engineer -

Planning Engineer (3) Water System Engineer (4)
Mechanical (1) Civil (1)

AutoCAD Technician (2)

Figure VI-2 P&NDS Organizational Structure

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VI.3 Collaboration
The success of both WPD and P&NDS depends on developing and maintaining a high level of
collaboration both internally and externally while building internal capabilities to meet future
challenges. P&NDS is the project development section that provides the planning, analysis and
design to define projects that effectively meet system challenges. This is the seedbed of the
water system where ideas become projects and high quality water is finally delivered to KMs
customers. All elements of P&NDS must work together to identify needs, refine ideas, and
define effective solutions.

P&NDS cannot work in isolation from other sections of Water Planning or from other
departments internal to and external from KM. Just as Water Operations depends on
analysis support from P&NDS, P&NDS relies on WGIS, MSSWS, TA, HSE, and Corporate
Services for all water projects. Therefore, the organization must foster open communications
with all related sections. Figure VI-3 P&NDS Communication Tree displays the large number of
groups that either must provide input or approve some aspect of the infrastructure
maintenance or new construction furnished by P&NDS.

VI.3.1 Capital Expenditures Projects

Business processes involving P&NDS are mapped in various KM procedures. These procedures
show multiple hand-offs of portions of a project to specific technical resources within P&NDS,
or to other departments, including TA, CSD and WFSD. P&NDS establishes a Project Technical
Lead (PTL) for each capital project. PTLs focus on expediting and coordinating all required
project activities including planning, analysis, design, budgeting, scheduling, tendering,
monitoring during construction, testing, commissioning, and project close-out. A project follows
four key stages: Planning and Concept Design, Final Design, Tendering and Construction, and
Commissioning. At each transition stage of the project, the PTL is responsible for coordinating
the information and knowledge transfer required for the next stage to be completed
effectively and efficiently. Throughout the project, the PTL is responsible for reviewing or
obtaining appropriate review of all project deliverables through P&NDS. At the completion
of each stage of the project, the PTL recommends to the Head of P&NDS for acceptance of
the completed stage. At completion of Commissioning, the PTL should make recommendation
to the Head of P&NDS for official acceptance of the completed project into the Water
Networks System. This will serve to officially transfer the completed facilities to WTDD and
out of WPD and TA.

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Figure VI-3 P&NDS Communication Tree

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VI.3.2 Modeling Support
The water system analysis group provides two separate functions which require different
system models. The primary function is to provide analysis of the impact of future projects by
analyzing the combined effects of growth and future network system projects in order to
develop effective projects that assure continued delivery of high quality water to all
customers. A secondary function is to provide analysis support to WTDD for troubleshooting
existing system problems and predicting effects of operational outages. Related to this
support, WTDD may require design support for temporary facilities to mitigate the impacts of
operational outages. P&NDS should designate staff members a Planning and Design
Engineer, and a System Analysis Engineer to provide existing system analysis and design
support to WTDD. This operational support staff would have primary responsibility for
supporting WTDD. However, they are available for other functions of P&NDS when not
required by WTDD.

The two functions of water system analysis also require different system models to analyze the
existing system and to predict performance of the future system. Therefore, P&NDS should
maintain two models of the system. One model should continuously reflect existing system
configuration. As such, this model should be updated on a continuous basis as projects are
completed. It could be further enhanced by integrating with the GIS system to reflect the
condition of elements within the system. Some of the best managed utilities use the
capabilities of a real-time system model to validate operating decisions. KM should consider
integrating this model with the National Water Control Center. The second model should
include projected future water demands and programmed projects to reflect future conditions.
This model would be used to analyze the impact of future projects and to develop the plan for
the next capital improvements program. Small annual changes to the system are not required
for this analysis. Thus, the future demands model may be updated on a less frequent basis,
such as triennially.

VI.4 Authority
Table VI-1 Matrix of Authority presents defined authority for positions within P&NDS as they
relate to each of the functions within P&NDS. Generally, the Head of P&NDS has the greatest
authority. The Head of P&NDS also is accountable for the performance of the section.

Delegation of authority means the assignment of all or part of a managers authority to an

immediate subordinate. Delegation of authority must be clearly defined, effectively
communicated and monitored. The delegator must clearly define the task to be delegated, as
well as the results expected. Delegated authority to approve or review may not be
delegated further.

Authority to review or approve may be delegated to direct reports and appropriate

individuals within a manager's organization, however the ultimate responsibility for the action
remains with the manager assigned to the Role in the Matrix of Authority. Responsibility
cannot be delegated.

All delegation must be in writing. Delegation should be limited to a defined period, project or
task. Review or approval is documented by signature, initials, form, email or workflow.
Records of delegation are maintained in permanent files and attached to actions taken under
the delegation.

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Table VI-1 Matrix of Authority

Design Engineer (Mechanical)

Sr. Water Planning & Design

Sr. Water System Analysis

Design Engineer (Civil)

Water System Engineer

Project Technical Lead

AutoCAD Technician
Planning Engineer
Head, P&NDS

Engineer

Engineer
Review Bulk Customer Applications and
A R D
New Applications
Operations and Maintenance Support
R/A D D D D R/A D
Work Product
Monthly Reporting R/A D/R D
Water Demand Forecast/Projection R/A D/R D
Capital Expenditure Plan R/A D/R D
Coordination with Internal Agencies D/R D/R D D D D D D
Coordination with External Agencies D/R D/R D D
Annual Reporting A D/R D D D
Business Planning A D/R D
Water Balance A D/R D

Project Development
Project Concept Report A R D
Project Design Report R/A R R D
30% Submittal R/A R R D D D
Value Engineering Review Report R/A D
60% Design Submittal A R D D D
90% Design Submittal A R D D D
Constructability Review by TW R/A R
Final Submittal R/A
Execution Plans R/A D
Cost Estimates R/A D D D
Quality Assurance and Quality Control R D D
Survey and Mapping R
Geotechnical Assessments R
Environmental Assessments and Permits R R
Utility Coordination R/A D D
Tendering and Construction

D Develop
R Required Review prior to Approval
A Approve

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VI.5 Communication
Effective communication strengthens relationships between section staff and prevents
misunderstandings. This section provides guidelines for coordination meetings and email
communication. The goal of this communication protocol is to create a P&NDS that is linked
closely with related groups, working together in a supportive manner and dynamically
developing viable solutions to assure a robust water system for the State of Qatar.

Project documentation including calculations, memorandums documenting alternatives analysis

or decision making, and project reports will be maintained in accordance with P&NDS
Document Control Plan.

Information may be disseminated to P&NDS staff using a variety of communication mechanisms

including meetings, email or by copy of official documents.

VI.5.1 Meetings and Coordination

Effective communication is a result of frequent, open, and honest dialog both horizontally and
vertically in the organization. While this communication may happen during the normal course
of business, it often breaks down during the most critical times as there is increased pressure to
maintain critical project schedules. Regularly scheduled meetings with agendas that require
input from most people in attendance are key to maintaining effective communication when it
is most needed.

To make meetings effective, all staff should be trained in meeting etiquette, planning and
executing effective meetings, and recording the decisions from meetings. Proper planning and
execution of meetings assures that the time is well spent and that all issues are identified
during the meeting.

The following meetings will be conducted to validate project progress and coordination,
identify impediments to progress, and develop plans for eliminating impediments and
resolving problems:
Manager Water Planning and Manager Water Projects - Monthly (more frequently
when needed) to address project coordination issues raised during department
meetings
Manager Water Planning and Head of GIS, Head of Technical Services, Head of
P&NDS Weekly (more frequently when needed) to address internal department
coordination, coordination with other departments, external coordination with outside
agencies, staffing needs, project issues
Head P&NDS with all PTLs, Sr. Planning & Design Engineer and Sr. System Analysis
Engineer weekly to address internal section coordination, coordination with other
water planning sections, coordination with other departments and outside agencies,
staffing needs, project issues
P&NDS Staff Meeting to include all members of P&NDS weekly/bi-weekly/monthly
as determined to be necessary. This meeting should initially be established on a
weekly basis to begin breaking any barriers to communication. It is a time for key

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changes to be discussed, project status to be briefed, and issues or concerns to be
voiced.

VI.5.2 Email Communication

Email and network access are provided as powerful professional resources to assist staff in
conducting KM business. P&NDS staff should utilize the email system in an efficient,
professional, ethical, and lawful manner.
Proper email etiquette should be utilized to convey a professional image, convey a message
effectively, and protect KM. Etiquette guidelines are divided into 3 sections: selecting email
recipients, composing the email, and general guidelines. These guidelines are presented in the
following sections.

VI.5.2.1 General Guidelines

Email is not a substitute for face-to-face communication. If you have a conflict with someone or
need to discuss an important issue, it should be handled in person or over the telephone if a
meeting is not possible. The following general guidelines should be applied to email
communication:
Respond within 24 hours, or within a single business day. If a complete response
cannot be provided within 24 hours, acknowledge receipt of the email and provide a
schedule for a complete response.
Maintain the email thread by clicking Reply.
Only use Reply to All if you really need your message to be seen by each person
who received the original message. Otherwise, use Reply and add specific persons
as needed.
Do not request delivery and read receipts. If the communication is so critical that it
requires receipts, consider using other communication methods.
Do not overuse the high priority option.
Do not recall a message.
Do not copy a message or attachment without permission.

VI.5.2.2 Selecting Email Recipients

Thoughtfully consider who needs the information in each email communication.
Recipient (TO)
o Intended Recipients directly requesting certain information, or people in the
best position to respond to an inquiry.
Courtesy Copy (CC)
o Include other recipients who want, need, expect or ask for the information.
Courtesy is not clogging others inboxes with e-mail that does not apply to
them.
o Members of a team, group or department who need current information about
a particular project, policy, procedure, or event.

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o Others outside the team, group or department who ask to know current
information about a particular project, policy, procedure, or event. This is only
to be used if their request is appropriate and does not violate KM
confidentiality procedures.
o Interested parties such as managers, heads, or directors who ask to be kept
informed of information that affects the company's goals, objectives or
forecasts.
o Others may be included when the sender expects and asks for responses,
comments or corrections from the "CC" recipients.
Blind Courtesy Copy (BCC)
o BCC should be used with extreme caution. BCC recipients may confront
persons on the To or CC list about the email. Sending information without
disclosing the complete list of recipients may be disruptive to working
relationships. BCC may be appropriate in some situations.
o When the sender does not want to crowd the "To" or "CC" area of the e-mail
with a long list of names or e-mail addresses.
o When the sender wants to maintain the privacy of the recipients who are not
listed in the "To" area.
o When the sender is sending a newsletter or e-mail blast to a designated group
where all the recipients know and understand that they are not the only ones
receiving the e-mail.

VI.5.2.3 Composing the Email

The following guidelines should be used to compose KM emails:
Choose a subject line that is meaningful for both you and your recipient.
Be concise.
Use short paragraphs and blank lines between paragraphs.
Number or mark each point as separate.
Use active voice verbs.
Do not discuss confidential information in emails.
Answer all questions and provide information anticipating follow-up questions.
Pay attention to grammar, spelling and punctuation.
Personalize email content.
Do not use all capitals.
Avoid using URGENT and IMPORTANT.
Avoid long sentences.
Use gender neutral language.
Do not use abbreviations and emoticons.

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Read your email before you send it.
Only attach necessary files.

VI.5.2.4 Unacceptable Email use

Unacceptable and inappropriate behavior includes, but is not limited to:
Forging an electronic mail signature or to make it appear as though it originated from
a different person.
Attempting to gain another person's email files regardless of whether the access was
successful or whether or not the messages accessed involved personal information.
Knowingly send/forward messages containing a computer virus, worm, spyware, or
any form of malware.
Utilizing KM system for commercial activities or personal gain.
Send/forward any email that includes:
o Obscene, harassing, abusive, or threatening material.
o Copyrighted materials.
o Proprietary information or any other privileged, confidential sensitive
information, without proper authorization.
o Chain letters, junk email, or any other type of widespread distribution of
unsolicited email.
o Email hoax with the intention to mislead or trick others into
believing/accepting/doing something.

VII. KEY PERFORMANCE INDICATORS

Current Job Descriptions Updated Annually

Monthly Reports prepared within 10 days of the beginning of the month.

Scheduled Capital Projects design/concept design transferred to TW on schedule.

Scheduled Capital Projects construction completed on schedule and within budget.

Capital Improvements Plan updated triennially and evaluated annually.

VIII. RECORDS
Documentation maintained in accordance with Document Control Plan.

IX. LIST OF TABLES

Table VI-1 Matrix of Authority

X. LIST OF FIGURES
Figure VI-1 Water Planning Department Organization Structure

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Figure VI-2 P&NDS Organizational Structure
Figure VI-3 P&NDS Communication Tree

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