Project Readiness and Deliverables Alignment

Do you manage, Vasili, to have a look at it or anything? Yes. Yeah, I think we have already like 90%, maybe 95% already of all the data that was requested. Yes, I just added Ahmed Rabah. He is our lead planning engineer from the project. He is from the project side, and he has been coordinating with the team to give us the data that we require. So if you want to ask further questions, he might be more help than me, but I will try to cover here. Yeah, yeah, I think we are good, yes, in terms of the data. So tell me, what do you see next? You want to discuss? Yeah, I want to discuss next, like the expected deliverables of this project, yes, and I don't need—do we have enough people to discuss it, or we need some other people as well? Probably we will require to have our management team, but just allow me to go a bit backward. I thought that we, like on a higher level, we are aligned on what is the aim, right? Yes. Which is we need the readiness, confidence rating, and what is the bottlenecks, what are the enablers, and this kind of issues. Yes, yes, yes. Correct. Yes. So we're not discussing this. You want to, like, discuss what is the kind of deliverable that we are expecting from your team? So we discussed with Rami to, like, finalize commercials, yes, and he said that we need to discuss with the business. The final outcomes of the project and to align. And we prepared a presentation where we want to walk through, like, in more detail, yes, how we see the outcome. Okay, I'm not aware of this. Are you aware of anything like this with Mr. Rami? Like what, sorry? Basili was mentioning that there is a presentation and some discussion regarding the commercials and what we require from this item. Are you aware from this initiative, are you aware of anything like this? Can you elaborate it more, Basili, please? So I know the commercial part, but commercial part regarding our—it's another topic, if you remember, but this is in something... Yes, so we shared, as I said, yes, we shared a presentation with Rami to discuss, like, with him commercials, and he said that we need to align with the business the final outcome of the project. So he needs the final outcome of this project, Mahmoud, from your side as end user. So how many, for example, let's say man-hours or man-power or cost saving or... he needs all of these as KPIs or measurement for this initiative. So this is what he's... I can see what you're saying, but we didn't start, Fahna. We do not know currently the decision, as you know. It's like a high-level confidence-as-rating assessment. Was the resistance data achievable or not? Maybe also, you know, on your side you shared, like, high-level requirements, what should be done. We reflected it in our presentation, how we see it, yes, and then we want to align, like, is it a correct understanding or it's not correct understanding, our preliminary view on UI/UX, yes, of this system, this kind of, I think, details that Rami wanted to discuss. But maybe for this meeting we need also Rami, and we need someone from your management team, yes, I think. Yes, I believe maybe we can do that. Personally, I'm not aware of the presentation, so I cannot speak on something I don't know. Maybe we can discuss internally with Rami, Magid, and the team, and then we can come back to you with a discussion, since you have already shared the presentation. What do you think? Yeah, yeah, maybe we can schedule a separate meeting on this topic. Sure. Because this meeting was on the data side, and to discuss overall whom we need for this discussion, yes, and as we understand that, and who do we need from management team, do you think?

I know Mr. Rami, Mr. Amjad, and Mr. Arifi are handling this, and Mr. Devande, but he just left. But who to discuss this specific? I might say just let's keep it for Mr. Rami and let him share the invitation. What do you think, Michael? Do you know a list of the people that Rami wants to engage in such discussion? From our side, Mahmoud. No, not from our side, from NGC as a whole. Amjad Jamil. Yeah, exactly. Let me write follow-up email that we finalize the date request discussion, and now we need a meeting to discuss expected outcome of this project. Maybe you can just share if you have any proposal or any vision from your side, so at least we have a starting point, since we discussed the components and we discussed the content, and you have a vision in your mind, and then we can find units, or at least we have, you know... I know, I understand also where Vasiri coming from, so he's asking for what I mentioned to you, the KPI or the outcome of this project for the business itself, for your department. No, we mentioned the outcome, yeah, this is what I'm saying. We already discussed the outcome. We already discussed the outcome. We want something to tell us a percentage of confidence in the date, whether we meet it or no. No, no, no. Outcome, the saving on your department saving, this is what they need, I am sure. So saving in your—not the outcome of—this is the result or the... We cannot know the saving if we are not sure even we are going to achieve it. If we achieve it, if we achieve it, it doesn't mean anything. Exactly. See, we are not here to do KPIs for the AI development company. This is one thing that you are doing as AI internally, when you are doing this. But we are the business side. We do not care about the KPIs of development of the tool. We care about the confidence rating. If we are able to increase our confidence rating and we are able to quantify it, this is actually what we want. Yeah, yeah, I got you. You got my point? Yeah. I understand from technology point of view, I really understand your points, both of you. But this is not something that we can write. You got my point? And maybe we can agree on metrics to measure. This we can do jointly. But the other item, I'm not really sure that we can articulate what is the saved man-hours. Yeah, let maybe I can quickly share maybe the presentation I have now that you gave some comments, yes, and some reflection on this, and then we can share it offline with the group. Okay. Just, I'm having a meeting at 10:15, so I hope that we have sufficient time for this. Yeah, yeah, we can quickly run through it. Perfect. So this is initiative charter, yes, what we are trying to build, like energization, deviation, and risk identification. I mean, that's the first use case, yes, but later it can be scheduled for other sub-projects as well. And overall goal here: know every week on one dashboard, first the four model of the site. As we discussed, ideally we need some good visualization. With dashboard and with some like 3D for the model, how likely the milestone is to be met and why it is moving, and which actions with owners raise the probability most and what the team may not yet see. So basically the idea that this system would read all the data, would watch deviations, find the root cause, forecast confidence score, and act based on the risks, yes, that the system see. And how we discuss the impact, we need to, like, calculate it based on the days of delay avoided multiplied by cost of each day. The main question is how we can calculate it, yes, because as I see now, the schedule already was moved a couple of times, yes, and it's not clear how we can calculate. Maybe we can problem-solve on this, how we can build KPI in the way that we can then prove the impact of this system, yes, because we need business case, yes, for this system.

To, to start the project. I agree with you. The only thing is, you know, like Mr. Amjad was saying, we are starting with an intermediate milestone, right? So it does not directly—it's not directly related to our completion milestones, which carried the liquidated damages with our client. This is the part that may do, like, an additional value, which I believe even the part that you are looking for, right? This is the critical part: days of delay avoided and the cost of each day plus the liquidated damage that we are saving or avoiding. Yes. But for this, it has to be done on the completion milestone, which is the last milestone that we are handing over for the client. Let us think about something like this with the project team. Ahmed, do you have any thoughts on measuring the impact of such an initiative? I know he's driving, so it may be. One of the options, yes, is just to have some savings on the analysis, yes, of people would do, yes, otherwise without agents, yes. But it's not directly linked to business result, yes. It's better to have some days of delay allocated, yes, to this system that would make the impact much bigger, yes, compared to many hours of analytics. Yeah, this is... How much people, how much time people and effort people are putting into the analysis, and the mitigations, so this can be one of them. Maybe we can have some baseline, like of our, for example, overrun days, and if we, for example, reduce the whole for the project, then out of this we can allocate, for example, some percentage to the system, yes. So, for example, if our usual overrun is like 10%, then we allocate 20%. If we reduced, for example, this from 10% to 5%, then 1% out of this we can allocate, yes, to the system. But if our overrun is bigger, then we do not allocate anything, yes, because our overrun becomes worse, not better, yes. Something like that. This is an idea. So let us think about this one. Yes, sir. So you were saying something, but I was in the car and the mic was not working, so if you still need me, please repeat the question. I just arrived, so you can ask whatever you want. So we were discussing with Vasili and Magid, what are the options that we can measure the impact of such an initiative in our project. So if you can see the screen, one idea is just calculating the days of delay that we are avoiding and multiplied by the cost of each day. I mentioned that we are only looking for an intermediate milestone, so it may not be directly related to the whole project. So I'm not sure if we can have something like this. Another alternative was to check if we can quantify the analysis man-hours that we are doing in order to do analysis on whether we will meet or not meet this energization milestone. And now Vasili was just mentioning that maybe add a reason the overrun man-hours or the overrun days that we can allocate a percentage. So we're just thinking loudly if you have any thoughts from a business point of view that can tell us how to quantify the impact of this. Okay, I mean what I understand the main purpose, even from this model, to identify whether we will achieve this milestone with the current scenario and the current progress and the current manpower and the current quantity and current status or not, right? And this is the first thing, يعني whether I will achieve or will not achieve. This is the first item that we need. That second thing, if I will achieve, what is the confidence level? If I will not achieve, why I will not achieve, and what are the things that I need to do to achieve? Yes, correct. Correct. So, yeah, I think no more questions are required in this topic. Either you will achieve or not. If yes, what is the confidence level? If no, why?

And what I shall do right to achieve it? Yeah, but the question is how to quantify impact, yes, of this system. To quantify also, it's—we have norms, يعني, inside UAE there are norms, and we have current status right now, and I have the duration left with the current manpower available and the current productivities that we are achieving with the current conditions, whether we're gonna achieve this date or not, يعني. I think it might be straightforward. يعني, what you're saying is correct when it comes to how to build the—what is our goal, how to quantify our goal. What Vasili is asking is how to quantify the impact of this initiative. يعني, without this initiative, without having this AI, what could have been worse, for example, and with having it, what is making it better. So it's not only about the confidence, يعني, he's trying to quantify it in terms of dollar value. Okay, for me, as a planner or as a project scheduler, I always look to when. يعني, if I will not achieve it now, end of January, let's say what we are saying, then when? This is the question that I need to know, and I usually know by applying. يعني, I can have a forecast by checking the productivities, the current status, and I can anticipate the forecast date. If we are not providing one to three, we will not fulfill this date. This is how we quantify it. And if this item, as energization of the main substation of the project, it's definitely one of the critical path items. If we didn't achieve this date, it will take us to the next step. We push the total project duration, and it will take us to the cost quantification or whatever that you were asking for or you were telling. Yeah, I think it's a good idea if it's on the critical path, then all clear. Yes, any day of the delay of the critical path activity would delay overall project. Exactly. So what we need now is firstly to identify what is the delay, whether it's achievable or not, and then what is the day, the amount of days in delay, if this date will gonna be postponed or delayed more. Then we need to go back, or I don't know, the AI model will go back to the schedule to assess the critical path and tell you this delay will take you to how many days on the overall project schedule or the area completion or whatever. This we can identify, and at that time we will tell you, okay, one day it will X dollars, and we can continue the model. But I think it's step by step. We need to have something firstly, then we can elaborate more. If I understand right, also I'm not with the same background as you guys. You are the genius brains here, but this is my thoughts. Yeah, but I think in the end, yes, you are doing multiple runs. You are generating your plans, how to mitigate those risks, yes, and how to make everything on time. And then maybe in the end of the project, anyway, you should allocate the impact based on final days of your run, yes. You see that maybe we can go with what Ahmed was saying. What do you guys think? Yeah, I think it's a good option. The only question is maybe we can understand the current baseline, what would be like overrun based on the current data, for example. If we want to achieve first of January, but now we understand that it's first of March, then delay is, for example, two months, yes? If we can decrease it to one month using the analysis and using all our resources, then out of one month of critical path, we can allocate, for example, 20% on this system, yes, because it's not only the system, it's many factors which would try to decrease this overrun. But for accounting purposes, yes, we can allocate, for example, 20% out of reducing of the delay, something like that. I think this is okay from my side.

We can agree on the percentage with the management team. Yeah, yes, we can agree. It's just for— because honestly, we need to look into the other resources and how much they are costing us and this one. So at least the percentage allocation is also reflective of the cost and the efforts. And also it takes into consideration the impact, because without a good analysis, still even if you paid double the resources, you're still gonna end up on the same loss. So I agree with you, but let's pinpoint on the details of the impact percentage on this allocation. Yeah, maybe on your side you can, like, develop at least some initial business case to understand, for example, for this project, how much we can gain and how much we need to, like, invest, yes, for building this system, and then we can proceed. Okay, we can do that. Maybe once I get a chance to speak with Mr. Rami, we can have a discussion, and we may have an internal just alignment meeting at least to figure out how to work on it. So maybe as a way forward, like you said, if you can share your proposal, okay, and from our side we will further detail the business case in order to pinpoint and close all of those pending items. And in parallel, I believe the team is gonna work on the model itself because, you know, these tight timelines we're having the two weeks timeline. Yeah, yeah, yeah. That's what they think. Yeah, I think it's a good approach. So that's just for your, like, understanding how, like, it can look like, yeah, like the model itself for DES. And we have dashboard, for example, on the right side with, like, some enablers on how we can achieve, like, better results, yes, and on the expected delay and probabilities, like confidence, yes, of the system, of the agents. So I think, yeah, I can share it with you, and you can review it offline. Fair enough. Looks really interesting, by the way. The visual side that Amjad and Jamil were stressing on. Yes. What do you think? But I have a question here. This visual, is it just a demo or— It's just a demo, yes, it's just a demo. Okay. Good. Yeah, I think we discussed everything. Yeah, let me share and, yeah, let's schedule the next call. And I will share with you the updated file that we have went through right now for the data request, so at least we're all on the same page. Okay, good. Yes, perfect. Thank you. Thank you so much. Bye. Thank you. Have a good day.