Blood donations / Supplying labor camps

The idea behind our projects was to provide unique services to the community, as the team unanimously agreed that the element of success needs not necessarily be money, but a different measure altogether. As shallow as this may sound, money as a success measure could’ve turned the whole thing into a competition between the groups, burying the very ‘soul’ behind our projects.

Project Objectives and Methodologies:

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1) The blood drive aimed to create a convenient platform to bring together potential donors with a medical crew in order to support the local hospitals with blood packs. We started by contacting various hospitals to find out the procedures, terms and conditions needed to launch the event, fully knowing that it being a medical matter things will not go as smoothly as we hoped. Our contacts at the hospitals were kind enough to talk us through the requirements and pointed out the things we needed to keep in mind. We decided that it would be best if we held the event in the student lounge at the BIBF; a room large enough to be a venue and has a strategic location. The venue also allowed us to persuade spectators to participate, as we demonstrated that a measly 10 minutes of your time could save a couple -if not more- lives.

The blood drive was a complete success by all means and measures:

  • Due to short notice, the hospital offered to only accept 20 blood packs within a 2 hour time frame. By the time the drive was over, 13 individuals successfully donated blood, whilst 18 were disqualified due to various reasons such as smoking, alcohol, low blood pressure, and other blood related sicknesses. This brought us to a total of 31 participants.
  • Individuals that were not able to donate blood due to various reasons had the opportunity to have a quick medical checkup and consultation on their individual conditions.
  • The hospital congratulated us on a successful blood drive given the size of the venue and the very little time we had for arrangements.
  • Another prevailing success was gained by raising awareness of the importance of checking your blood for diabetes or other diseases caught by blood tests, something that a lot of people underestimate.

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2) Our second venture was to support labor camps; to supply and shed light on the difficult situations that the migrant workers live in, a hardship that remains fairly unknown to a huge number of citizens.

This project consisted of the collection of clothes, dry and canned foods (such as lentils, rice, and beans) and toiletries to migrant worker labor camps. Most of these camps are deprived of the very basic necessities that we take for granted. We placed a number of boxes in BIBF to collect the abovementioned items from the staff and students, which we in turn distributed to the labor camps that were among the worst in the country. We decided on splitting the group into two as it was best that a couple of members did the collecting while the other half was in charge of sorting out the items and managing distribution.

Supplying the migrant workers was also a success given that:

  • To our delight we were surprised with the amount collected: 4 boxes full of supplies. The boxes overflowed and donors had to use plastic bags and stash them next to the boxes.
  • We initially coordinated with the Migrant Workers Protection Society to visit 2 sites. We ended up visiting 3 labor camp sites that the society mentioned needed the most help.
  • Communicating with the migrant workers was hard as most don’t speak a single word of Arabic or English, but the happiness in their eyes spoke louder than any word could that day.

Advice for future teams doing similar projects:

  • Be sure to get the proper procedures, approvals and confirmations in time. Establishments such as hospitals are unpredictable and have certain terms and conditions that need to be met.
  • When it comes to lengthy procedures, do not make assumptions and always pursue facts and written communications. Do not hesitate to take brave decisions to save the situation by triggering contingency plans.
  • Choose a convenient location that everyone passes by. We had a healthy number of onlookers who donated on a whim because the event caught their attention.

 

Lessons learned about managing projects:

  • Communication: Projects give individuals the opportunity to share and discuss ideas without a bias outlook since you all share a common goal. Although each individual has a different personality, effective communication creates solidarity which is key for any project’s success.
  • Coordination: Assign each individual to a task he excels at, or at the very least comfortable with. Forcing roles on team members creates bottlenecks as the individual struggles to pull his weight. Therefore it’s best to coordinate accordingly; after all, a chain is only as strong as its weakest link.
  • Plan, plan and plan! No amount of planning is excessive. Exhaust all your options and weigh your pros and cons. Use your planning phase to assess your risks, to have a clear and concise action blueprint, and to come up with contingency plans. If plan A doesn’t work, don’t fret, the alphabet has 25 more letters!

 

Bonus Tip: Have fun!

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Fawaz Alabdulla – Ahmed Jahromi – Ahmed Buhejji – Hisham Engineer – Mohamed Alkhalifa.

Movie for a Cause-Supporting Autism

 

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Project Description:

Many different ideas and proposals were generated for our field project, however we had less than two weeks to prepare and implement so it had to be something not too big and feasible. We decided to do a Charity Movie Night and to partner with the Bahrain Society for Children with Behavioral and Communication Difficulties and Alia for Early Intervention to raise funds and awareness supporting autism.

 

We had a screening of the movie “Temple Grandin”, a biopic of a woman with autism who became one of the most prominent female animal scientists. In addition to the movie screening, we had an informational speaker who gave us a short interactive presentation about autism. We managed to generate funds by selling entrance tickets, as well as selling food and beverage to the audience. We also made donations open to anyone who wanted to contribute, even if they were not able to attend the event that way we were able to maximize fundslogo

 

Project Objectives and Methodologies:

Our project objectives were to raise funds, and to create awareness about autism.

We started planning for the event on 7th of April 2015 and we scheduled our event to be on the 15th of April 2015, so we only had a total of 8 days to plan, schedule, organize, and implement our plans for the event! So we had to have a very hands on approach with this project in order for it to have been successful.

We split our tasks and gave each other functional roles that were split into marketing, operations, logistics, finance, public relations and having a project manager to overlook all the tasks. Even though we distributed tasks we had a cross functional team strategy which allowed us to help each other when necessary.

Our primary tasks were to secure a location as well as have proper advertisement.

Since we had such little time, we wanted to spread the word as soon as we could. We created an Instagram account “@movieforacause” and used other means of social media  in addition to posting flyers on notice boards and digitally as advertisement. We also managed to get a local news crew cinstagramover the event.

In terms of the location we managed to secure a venue within a day from planning with Bahrain Polytechnic, a local university, who gave it to us rent free, including technical support for the event. We also had a few other sponsors, Canar who provided us with funding for the event and Janahi Design who created our banners and flyers.

In terms of logistics, it was very simple as the venue was fully equipped with chairs, speakers, screen and projectors. It also conveniently had a food area to set up stalls. For food and beverage, we had those delivered by either family members or the vendors themselves.0c8d8c404bbe8b521245f9dec24cdc8b

Also, plenty of parking was available as the event began after regular work hours, so a lot of free parking was available by then.

In terms of revenue, we charged entrance fees for 3 BHD (Bahraini Dinar) and for snack and beverage, we sold popcorn, nachos, chips, chocolate, baked goods, soft drinks and water.

We managed to have 75 attendees which equated to 225 BHD from entrance fees alone, 130.2 from snacks and beverages, and we also sold 87 BHD worth of autism accessories provided to us from the society. In addition to the money we received from the event itself we managed to raise 878.2 BHD worth of donations, so total funds raised were 1381.2 BHD. All in all we managed to create a very successful event in a very short period of time.

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Advice for Future Teams

  • Make sure all of you communicate well with each other, because communication is a key factor in helping you succeed. Use the most compatible means of communication for your team. Ours was meeting before and after every class and creating a shared whatsapp group.
  • Make sure you plan and document everything from the get go.
  • Have contingency plans in place, and if you’re doubtful of getting last minute approvals from somewhere or someone it is ok to work in parallel with your contingency plan.
  • List down all the possible challenges and consider the mitigation process in order to overcome any surprises.
  • Most of all, remember you’re doing it for a noble cause, so have fun with it and remember that it is very possible! We only had 8 days to deliver, so anything is possible if you put your mind to it.

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Lessons Learned:

We learned three main things from this project:

  • Planning. Planning is a key element that will contribute to the success of your project, it will help you think of every detail that you might have missed, and it will definitely help you avoid any risks.
  • Communication. We made sure we always had a way of communicating with each other; the workflow of our project went very smoothly thanks to that.
  • Commitment. Although a lot of us had prior engagements either with work or our personal lives, we were all committed to completing our tasks and meeting deadlines. No one fell short in that aspect in our group and everyone delivered on time which is what helped make our project so successful.  food2foodsponsor3sponsorsponsor1

Bahrain Dragon City

The real estate growth in Bahrain has always been a topic of controversy amongst us locals, mainly due to our Kingdom’s tiny geographical size and population. With all these huge projects being erected one after the other, who is actually occupying them, and are the costs justifiable? …But I digress.

Back on topic; with the steady growth in real estate in Bahrain, many great projects come to mind: “Amwaj Islands”, “Durrat Al Bahrain” and “Riffa Views”. However, one of the more recent projects, (still under development in fact), stubbornly stands out from the rest: “Diyar Al Muharraq City”.

Diyar Al Muharraq City is the largest private metropolitan development project in the Kingdom to date. Covering an area of 12 square kilometers, this huge project is split into a number of smaller, individual projects including:
Sarat Community;
Shaikh Isa Bin Salman Al Khalifa Grand Mosque;
Diyar Homes and;
Dragon City.

A project within a project, the “Bahrain Dragon City” is a multi-million district built on 115,000 square meters of land located in the southwest corner of Diyar Al Muharraq. It will consist of a shopping mall, numerous warehouses and a dining venue. The project focuses on delivering Chinese goods and services to the Kingdom in a single wholesale and retail trade facility. The developers aim to fully pre lease available space to prominent retailers from China and the Kingdom.

The project gets its name from its adoption of the unique, but undeniably gorgeous Chinese architectural and cultural references. The mall will host 700 individual retail stores, while an area of 5,000 square meters is designated to warehouses. The dining venue is a 6,000 square meter Asian-themed dining street with a car park capacity of 1,500 vehicles.

Set to be completed through 2 phases, phase 1 (which includes the Chinese themed mall) has already been initiated and is scheduled for completion by the end of June 2015. Phase 2 sets to double the size of the project to 335,000 square meters.

The project has faced some difficulties though:
Due to the exposed coast allocation, strong winds had slowed progress for a short period. Terry Carroll
-350 residential apartments are under construction adjacent to Dragon City. They need to be completed by the time the mall opens, straining the project’s time management further.
-The Dragon City has met with some disapproval from local merchants, who signed a petition against the project in 2014. They fear that the Chinese traders would eat away at their customer base and businesses.
-Moreover, if you have ever been to Dubai, the project is undoubtedly similar to “Dubai Dragon Mart”, and it admittedly follows in its footsteps. However, the success of Dragon Mart in Dubai is largely due to the energetic tourism industry in the sovereign state, coupled with the fact that in Dubai each year the number of tourists from China has grown 15-20 percent. David Macadam

With the issues mentioned above I often find myself contemplating the following:
What are the measures taken to recover the lost time and streamline time management? Is the Kingdom’s tourism industry even remotely as hyperactive as the one in Dubai to justify the costs of the project? What is to be done to win the approval of the local merchants?

 

Sources:

http://www.nassgroup.com/en/article/media-center/press-releases-1/bahrain-kicks-off-construction-of-dragon-city-project.html

http://www.constructionweekonline.com/article-32836-site-visit-dragon-city-bahrain/1/ Terry Carroll quote

http://www.arabianbusiness.com/bahrain-s-dragon-city-mall-project-60-let-ahead-of-launch-584489.html#.VTPzd5OFE6V

http://www.thenational.ae/business/retail/bahrains-dragon-city-follows-in-dragon-mart-footsteps David Macadam quote

http://www.diyar.bh/en

http://www.gulf-daily-news.com/NewsDetails.aspx?storyid=379881

Will the Qatar-Bahrain Causeway Ever See the Light of Day?

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The Qatar-Bahrain Causeway is a continuously delayed project in the Arabian Gulf region. The project consists of constructing a 40km (25mi) bridge (claimed to be the longest in the world) between the Qatar and Bahrain.

Plans for the construction of the bridge were first made in 2001. The project was approved for construction in 2005, and a formal agreement between the two GCC (Gulf Cooperation Council) members was signed in 2006 to form a company, the Qatar and Bahrain Causeway Foundation, that would manage the project. Everything seemed to be on track for the project when it was revealed that construction would begin in 2008 and construction would last four years.

However, a series of events have dramatically delayed the project. The 2008 financial crisis certainly had a toll on the mega project, causing the estimated cost of the project to rise unexpectedly. In 2009, the initial plan to have the bridge accommodate motor vehicles was changed to include a railway as well. The railway itself is part of a GCC-wide railway project. Delaying one critical project can and will have significant effects on the other. Numerous re-designs to the bridge and escalating costs further delayed construction initiation from 2008 to 2011 and then to 2015, with a plan to complete the causeway shortly before the FIFA World Cup 2022 held in Qatar. Of the two countries, Qatar especially needs to manage all the projects they have at hand before hosting the world’s biggest event. This can be achieved by assigning more resources to all their projects, something not too difficult for the rich gulf state.

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Politics always play a role when a project involves multiple countries. Bahrain and Qatar have had territorial disputes since the nineteenth century. One case is that of Hawar Islands, a series of islands located between the two countries. In 1939, when both countries were under British rule, London ruled that the islands belonged to Bahrain. Qatar tried to appeal the decision multiple times, only for the other GCC countries to intervene. In 2010, a Bahraini fisherman was found roaming Qatari waters, leading the Qatari coast guard to fire at his vessel. This incident reignited the dispute over the islands of Hawar. The bridge, dubbed the “Qatar-Bahrain Friendship Bridge”, ironically, may never see the light of day if these differences are never settled.

All obstacles and issues aside, the bridge will boost the economies of both countries considerably. Currently, a trip between Bahrain and Qatar can take up to five hours, and involves crossing through Saudi Arabia, which can be problematic for non-GCC nationals trying to obtain a Saudi visa. The new journey will be cut down to less than an hour.

If this project is ever completed, it will be one step closer to unifying the Gulf states as one country–a project of its own that’s been frequently discussed.

Do you think the Qatar-Bahrain Causeway will get completed before the 2022 World Cup, if ever? Is bad project management and estimation to be blamed for the delay of the bridge, or are there other factors?

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Sources:

http://countrystudies.us/persian-gulf-states/44.htm

http://www.qatarvisitor.com/travel/Qatar-Bahrain-bridge

http://en.wikipedia.org/wiki/Qatar_Bahrain_Causeway

Forecasts vs. rumors

Corporations like Apple, Samsung and Motorola; we hear rumors about them all the time. Like Apple with the iPhone 5, and Samsung with the new S3 and Motorola with the new Atrix 3.

I still can’t forget when everyone I know didn’t buy their iPhone 4 waiting for iPhone 5 and they were disappointed with the iPhone 4s. And now, the same thing is happening, people who are about to upgrade their phones and didn’t buy the S2 saying they’ll wait for the new Galaxy S3 and or iPhone 5.

Since I am obsessed with technology, and I keep up to date by buying the latest gadgets in the market. And while doing this course, during class when we were talking about product cycles and inventory management, I began wondering. At that very moment, I remember when I was thinking in my own world, when my teacher asked me a question that I didn’t pay attention to, and I had to ask her to repeat the question again. It was about the product life cycle and how short it is with technology.

Then during class, we started looking at the forecasting time horizon, during this part of the discussion; I was wondering what is their forecast period? Short?

We move on to the forecast methods, and during that very specific part I was trying to see which method they could possibly use? I know as the Professor said, forecasts are seldom perfect. However, they need some kind of forecast to keep the inventory right.

Immediately two blog posts of my colleagues came to my mind. First, Car dealerships with zero cars to sell. Corporations like Apple and Samsung do not want to be like those dealerships.

Second, Why Guess When You Can Forecast?

I quote from my colleague post:

“The mistake our team made was to purchase the product inventory from manufacturing companies without accurately forecasting the demand for those products.

The result? We ended up with far more inventory than we could sell. Food products are perishable; their expiration deadlines are much shorter than for other consumer goods. As those expiry dates approached, a considerable percentage of the inventory we had bought was wasted in our own warehouse. Needless to say, the company suffered some heavy losses.”

I think those corporations deal with this situation very frequently, in fact, the news of the S3 affected the iPhone 4s sales in some regions specifically in Bahrain. I do not have data to back my theory but I have seen this happening.

I wonder how does corporations like Apple deal with those rumors? How can they forecast the demand on the existing products when there is a rumor about a new product? I believe those corporations are living on the edge with their products and forecasts. They probably calculate the risk and add it to the product price to cover the forecast loses? I don’t know. But I can tell you this, it must be really hard.

The Raise and Fall of a University

Our recent class discussions about Product Life Cycles made me think about the rise and fall of the New York Institute of Technology (NYIT) – Bahrain. After being one of the best universities on the island, the Management decided to phase-off their program from Bahrain, leaving behind thousands of Alumni, a team of staff members and two large campuses.

If I can make it there.. I can make it anywhere! was the thought of NYIT’s Middle East Chairman, Dr. M. Husain, after he succeeded in entering the United Arab Emirates education market with the first NYIT campus in the Middle East. His next mission was Bahrain; he believed that a campus in Bahrain could attract potential students living in Saudi’s eastern provinces and other GCC countries as well.

Like other organizations, Universities have a life cycle. They introduce their products as degrees to the market.

Introduction:

In October 2003, NYIT-Bahrain opened its doors for new applicants in a medium size villa in Juffair with a small team of academics and staff members. It was the first American university in Bahrain, offering limited Majors in Business and Information Technology. Students liked the idea of studying locally and earning an international degree and many were looking forward to attend the annual graduation trip to New York once they complete their programs.

 

Growth:

A year later, NYIT had to triple its intake capacity to fulfill the increasing demand. A new campus was built, more sections and classes were offered and the many part-time professors converted to full-timers. Several universities were established in the same year, but NYIT managed to stand out and to gain a large share of Bahrain’s higher education market by introducing new degrees in Interior design and Computer graphics as well as having a very creative and active student life.

 

Maturity:

The university was running at an ideal capacity, where the number of the graduated students was equal to newly accepted freshmen. NYIT was doing great until 2009, when the Higher Education Council of Bahrain decided to come up with a new set of regulations, aiming to standardize all private universities in Bahrain. This would be done by standardizing courses, degrees and majors names and interfering with the Management and the Board’s regulations. NYIT could not adapt to the changes like the other local competitors, as all NYIT campuses around the world must follow the same American standard programs, otherwise they would be threatened to lose their International License and Accreditation.

 

Decline:

Many attempts were made with the ministry to prevent further downturn, but all were unsuccessful.

Unfortunately in May 2010 NYITs’ Advisory Board officially declared the phase-off plan of the Bahrain branch, and started cost-cutting and shutting-down departments in order to reduce capacity. NYIT-Bahrain will continue to run until all students graduate by 2013.

 

Do you think that NYIT made the right decision by closing the Bahrain Campus? Were there any alternative solutions that they could’ve taken to extend their life cycle in Bahrain?

Tails: The Bahraini Pet Food Brand

“Tails” is the regions first all natural pet food brand that has been officially launched in February 2012.  Their aim was to provide healthy pet food that is free of preservatives, added colors and flavors as well as the use of 100 percent natural human grade ingredients. They club their services with the Highest Quality, the Best Customer Experience and Value for Money.

Being the first of its kind in the region, and with the general lack of data availability, i immediately thought ” How did they know that this was going to be successful?”

Leap of Faith 

i was fortunate to meet with the owners, in class we talked about all the different forecasting techniques and determined when it was best to use each technique. But what do you do if you had no history/data to use?

Well in this particular case there was no entity in Bahrain that actually registers or even keeps track of Dogs in Bahrain. The owners did alot of research and found that the only entity closest to giving them information was the airport customs office, and they only recorded how many dogs came into Bahrain and how many dogs went out. Moreover they started to get samples and estimates from vets. And the final number they came up with somehow met their expectations and they were comfortable with getting even 10% of it.

Capacity Issue

Within a four month span, sales at Tails has doubled . This led to a bottle neck in their production ( remember the paper puppet activity?) , the machines they had were not able to package and seal fast enough to meet the demand of their customers.  They tried to overcome it by cooking more on and storing it  but they did not have enough storage capacity to meet this unanticipated demand. to overcome this Tails had to quickly invest in new machines that will be able to seal and package faster in order to meet the demand of their customers, gives more flexibility on variety and size, and to start distribution to supermarkets.

Tails are slowly keeping up with their demand however it has been stressful for them because they were not able to accurately forecast.

So i leave you with a thought : how do you forecast with no data? and which forecasting method should Tails use today in order to help them predict their future sales?

 

For more information please visit www.tails.co to get your free dog food sample today!

 

 

 

After midnight.. Mannequins become alive!

“Where Shopping meets Entertainment” is the slogan of the mall I work at. To keep up with our statement, the management works hard to ensure visitors overall satisfaction, present a new shopping and entertaining experience and to operate at full capacity during trading hours. To do so, extensive amount of work must be done after hours, after the last customer leaves the mall.

 

So what happens at midnight when the mall is closed? The answers would be: the mall becomes alive! Over 340 stores open their doors one more time to be cleaned, new inventory moved in, showcase items are replaced and mannequins are re-dressed. The mall’s Operation Team has to provide enough security members to ensure nothing is stolen from stores, they also issue work permits for external suppliers and cleaning companies as well as create a daily working schedule covering all the activities that will happen between midnight to 8am.

 

The real challenge..

Besides coordinating stores related activities, the Operation Team plays a huge role prior to launching new promotional campaigns along with other departments. This includes Marketing, Finance and Maintenance, as they have to plan and schedule setting-up and dismantling large promotional displays in less than 8 hours, also including the following tasks:

–  Shipping the display items into the mall through loading bays, and providing proper transportation

–  Replacing signage and banners around the mall, including banners hanging from the mall’s sealing 40 meters high.

–  Monitor the storing of old display items and banners.

–  Ensure all extra waste is removed and the mall is ready to open its door for visitors.

 

We learned in our last class about project scheduling and performing Critical Path analysis. I realized that our mall management uses the same analysis while planning campaign launches. As we will be working against the clock, the management creates a Backward Pass plan, beginning with the last event that is due at 8 am and working backwards. Time is always a priority in such projects, and if extra costs are needed to meet the 8 am deadline the management can only agree to pay.

 

3am Surprises..

Although the team spends over a month planning an 8 hour project with the suppliers and assembling company, there is always a chance for unexpected errors that might affect the project’s working path. It happened in several occasions that a supplier would discover in the middle of the working progress that there is a missing piece from the display, or banners need to be re-printed as they are in the wrong size. Solving such problems is not easy, as printing and production companies are closed, arranging extra staff is challenging and some decision makers will be in deep sleep at the time of these tragedies.

 

Fortunately, the mall management was able to solve such problems, bearing extra costs of course. The question is what can be done to prevent such problems and can this be done without additional costs?