Documente Academic
Documente Profesional
Documente Cultură
rticle
Quarter
2007
rticle
CONSTRAINTS
Time, cost, quality,
technical and other
performance parameters,
legal, environment, etc
INPUT
Business
needs
and
requirements
OUTPUT
Project
deliverables,
products
and/or
services
MANAGEMENT
OF THE PROJECT
3. Project Risks
The third essential element is
to have a proper and structured
appraisal and management of
project risks.
BS 4478 defines Risk as a combination
of the probability, or frequency, of
occurrence of a defined hazard and
the magnitude of the consequences
of the occurrence. In construction
project terms, RISK is The likelihood
of negative occurrences adversely
affecting the project, so that its
objectives become more difficult
MECHANISMS
People, techniques
and tools, equipment,
organisation
Diagram 1
61
4th
Quarter
2007
rticle
4. Project Team
The fourth essential element is in the
selection of a suitable project team,
both for design and construction.
The Project Manager plays the all
important role to lead and manage
the project team towards successful
project completion. His or her
duties will vary depending upon the
clients experience and requirements
62
4th
Quarter
2007
5. Building Procurement
System
The fifth essential element to
effective project management is
to ensure the use of a suitable
procurement system in managing
the construction process.
The building procurement systems
include traditional/conventional,
management contracting, design
and build/construct, project
management, pack age deal or
turnkey, etc. Each system exhibits
its own characteristics and benefits/
disbenefits.
Any selection should consider them
together with the project nature and
rticle
7. Organisation Structure
6. Contractual Arrangement
The use of a suitable contractual
arrangement, which is the
contractual and legal framework
for the construction process is
the sixth essential element to
successful project management.
The contractual arrangement
leading to contract documentation
establishes the contractual rights,
obligations, responsibilities and
liabilities of the contracting
par ties. Such ar rangement or
documentation includes contract
b a s e d o n b i l l s o f q u a n t i t i e s,
drawings and specification, schedule
of rates, cost reimbursement,
design and build, etc.
In selecting a suitable contractual
arrangement, various factors
such as the elements described
p re v i o u s l y, p l u s c h a n g e i n
requirements, design completeness,
cost fluctuations, etc., need to be
considered accordingly, instead of
merely using a standard forms of
contract.
Further details on the contractual
documents and arrangement can
be found in the Authors paper on
Construction Contracts in Malaysia
a paper presented at Construction
Conference 2002 ~ A One -D ay
Conference jointly organised by
The Chartered Institute of Building,
Malaysia (CIOBM) and Master
Builders Association, Malaysia
in-conjunction with MALBEX and
International Construction Week
2002, September 12, 2002 and
Effective Contracts Management a
paper delivered at the Construction
Management Seminars organised by
8. Planning
All successful projec ts do not
happen without proper planning.
Effective planning is an essential
element in project management. In
todays construction projects, too
much emphasis has been placed
on sophisticated planning tools
and scheduling programmes rather
than whether they are suitable and
appropriate for the project concern.
Indeed, the CIOB Code of Practice4
commented that There is a wide
range of projec t management
63
4th
Quarter
2007
9. Monitoring and
Control Systems
The ninth essential element is to
maintain effective monitoring and
control systems, which are capable
of identifying and responding to
changes to ensure project objectives
can be met. Proper monitoring
and control systems enable timely
provision of information/details,
smooth progress of works, costs
within the budget, identification
of changes/variations, timely
supervision, testing and inspection
of works, etc.
I ncreasingly, the projec t team
should adopt quality assurance
programmes such as ISO 9001:2001
to ensure consistency and systematic
approach in organisations work
processes and procedures. Quality is
rticle
FUNCTIONAL
Director
Management Level
Operations
Tendering
Sales
Marketing
Department Level
Administration
Functional responsibility
PROJECT
Director
Marketing
Finance
Project
Manager A
Construction
Administration
Project
Manager B
Project
Manager C
Procurement/
Purchasing
Contract
Tender
Construction
Construction
Contract
Procurement/
Purchasing
Procurement/
Purchasing
Contract
MATRIX
Director
Project
Manager A
Project
Manager B
Project
Manager X
Functional responsibility
Tender &
Contracts
Marketing
Finance
Purchasing
Others
Project responsibility
Diagram 2
64
4th
Quarter
2007
rticle
HOW
WHY
OBJECTIVES
Efficient Working
Tools
Invest in ICT
NEEDS
Facilitate People
Movements
Minimise Physical
Hindrance
Provide Confortable
Working Area
Improve
Productivity
Land Scaping
Safe Work Area
Conducive
Environment
Security
Proper Space /
Relocation
Good Communication
& Interaction
Promote Staff
Interaction
Prevent Eating on
Working Area
Improve Interpersonel
Relatives
Boost Employee
Spirit
Reduce Noise
Interference
Diagram 3
Quarter
2007
WANTS
rticle
design, construction,
occupation).
Risk allocation and mitigation.
Working of the project team
(internally or externally).
Any projec t process at any
project phases.
All construction projects go through
a progressive transformation from
inception to the assembly of raw
materials, components and elements
under often different environment
into its planned outcome. Indeed,
projects are the engine of
change3.
In undergoing such transformation,
changes, both internally and
externally, desirable or not, may be
inevitable. Change therefore needs
to be managed, effectively if the
project is to be successful.
Summary/Conclusion
Construction in progress
Quarter
2007
rticle
REFERENCES/BIBLIOGRAPHY
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Association of Project Management (APM), Project Management Body of Knowledge, 4th Edition, 2000.
BS ISO 10006:1997 British Standard, Quality Management Guidelines to Quality in Project Management,
BSI 06 - 2000.
BS 6079-1:2002 British Standard, Project Management Part 1 Guide to Project Management.
Chartered Institute of Building, Code of Practice for Project Management for Construction and Development,
3rd Edition, Blackwell Publishing, 2002.
Ong, H.T., Building Procurement, Tendering and Contractual Arrangement, Construction Management
Seminars/Workshops, CIOB Malaysia, November 16, 1996.
Ong, H.T., Effective Contracts Management Construction Management Seminars by The Chartered Institute
of Building, Malaysia. December 16, 2000.
Ong, H.T., Construction Contracts in Malaysia a paper presented at Construction Conference 2002 ~ A
One-Day Conference jointly organised by The Chartered Institute of Building, Malaysia (CIOBM) and
Master Builders Association, Malaysia in-conjunction with MALBEX and International Construction Week
2002, September 12, 2002.
Ong, H.T., Practical Construction Contract Administration/Management, 12-Modules Training Programme
Lectures and Workshops, March- September 2003.
Ong, H.T., Achieving Excellence through Value-Managed Quality System - A paper delivered at the
International Conference on Managing Excellence in Construction, Chongqing, China- Organised by
CIOB China, May 26, 2004
Ong, H.T., Construction Contract Administration/Management in Practice - Two Day Intensive Seminar/
Workshop organised by Entrusty Management Sdn Bhd, December 9 & 10, 2003.
Ong, H.T., Value-Managed Quality System (VMQS) Towards A Value-Added Quality Management
System, 6 th International Value Management Conference organised by Hong Kong Institute of Value
Management, Nov 26 & 27, 2003
Ong, H.T., Value & Risk Management, FIABCI-CIDB Brown Paper Bag Seminar, University Malaya, 2004
Ong, H.T., Risks and Its Management, International Conference on Construction Law & Arbitration, April
2628, 2005, organised by Kuala Lumpur Regional Centre for Arbitration (KLRCA) & Malaysian Institute
of Arbitrators (MIArb), April 27, 2005
Ong, H.T., Risks and Uncertainties in Construction Projects One Day Executive Workshop on Construction
Business Financing and Risk Analysis for Non-Construction Financial & Risk Managers/Executives organised
by Business & Advanced Technology Centre (BATC), Universiti Teknologi Malaysia, August 3, 2005
Pro-Value Management Sdn. Bhd/Applied Facilitation & Training, An Introduction to Risk Management for
KLCC Berhad, Training Manual/Materials, September 11, 2002.
Project Management Institute, PMI Guide to the Body of Knowledge, PMI 1996.
Mr. Ong Hock Tek BSc(Hons) MSc MBA DipM DipICArb MIVMA MIVM MMIArb FISM ICECA FCIOB FRICS FSIArb
FCIArb is a well qualified multi-disciplinary consultant, experienced in pre and post contract quantity surveying
duties, commercial and contractual administration/management of various types of construction projects,
gained from over 20 years of working for architectural practices, quantity surveyors, project managers, civil
engineering and building contractors and specialist consultants. Mr. Ong is a practicing Panel Arbitrator of
the Kuala Lumpur Regional Centre for Arbitration (KLRCA), an Accredited Mediator and Value Manager to
the Mediation and Value Management Panels of Construction Industry Development Board Malaysia (CIDB)
respectively, a Regional Convenor of Institution of Value Management Australia (IVMM), the past Deputy
President of Chartered Institute of Building Malaysia (CIOBM) and 1 st Treasurer-General of Institution of
Surveyors Malaysia (ISM). He is a certified Master Trainer and has organised and/or delivered papers in many
public and in-house conferences/seminars/workshops for professional institutions, private and public listed
companies on subjects such as construction contracts, ADR and value management. He has been actively
involved in consultation under various committees, including the review and drafting of the CIDB Standard
Form for Nominated Sub-Contract. Mr. Ong is currently the Managing Director of Entrusty Group, Director of
BK Burns & Ong Sdn Bhd and BK Burns Pte Ltd, Singapore.
67
4th
Quarter
2007