In Malaysia, under the CIDB Act (2011), a Project
Manager who is accredited and registered as a
What does the title ‘Project Manager’
means to the Construction Industry?
By Dr Chan Yuan Eng
Principal, Perunding PMC,
Project Management Consultants
According to Walker (1989), the use of the title
‘project manager’ in the construction industry has
deflected away from the project management
process. A general reaction seems to be that if a
‘project manager’ is in charge, then all the project
management problems will instantly be solved. It
may well be that the designation of a suitable
individual with the title of ‘project manager’ will
assist in this, but it is not always a universal
solution. Walker also emphasized that there is a
need to be concerned with identifying the intricate
process of managing construction projects with its
organization; implementing techniques and
procedures that make the process of managing
the construction projects effective. In this context,
it is important to distinguish between the title
‘project manager’ and the project management
process. The title ‘project manager’ should have a
significant meaning to the construction industry.
The project manager’s role
Since projects are managed and executed for
clients, the role of the project manager is to serve
the client’s objectives. The project manager will
therefore seek to resolve conflicts in the interest of
the client. This implies that the project manager
should be a member of the client’s organization,
but not necessarily as the client’s direct employee.
Certified Construction Project Manager (CCPM)
by the Construction Industry Development Board
of Malaysia (CIDB) in compliance with the CIDB
Act (2011) - Act A1407 and who is also a certified
member of the Association of Construction Project
Managers, Malaysia (Pr., MACPM) can practice
as a Project Management Consultant (PMC) and
offer project management services to his/her
clients in the Malaysian construction industry.
The primary reasons for employing the project
manager are to relieve the client of the need to
become involved with the task of managing the
project and the hassle of coordinating the project
team. It follows that the appointment of a project
manager is directly related to the needs of a
particular client and a particular project. This
suggests that there can be no definitive
specification for the role of the project manager;
not only will the particular project itself dictate the
level of sophistication of the service to be provided
by the project manager, but the degree to which
the client wants to retain an involvement will
dictate the authority available to the project
manager and the role of the project manager in
relation to the project. Within this need to retain
sufficient flexibility in the role definition of a project
manager, it is possible to generalize and describe
the characteristics of the project management
process and to extend such a generic description
to embrace management as a concept in the
process of managing construction projects.
According to Rougvie (1987) the five critical
stages of the project management process in
which the project manager is involved in are:
 Planning stage
 Organizing stage
 Motivating stage
 Communicating stage
 Controlling stage
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Although these are useful headings for some of
the essential features of the management process,
in the context of project management, they can
not be considered as self-contained entities; each
stage overlaps with the other stages and is
supported by other stages and, in some cases, a
strong cause and effect relationship exists.
Planning stage
The planning stage must also embrace the
concept of forecasting to establish a client’s needs
in the context of what is available and desirable in
the future, given the constraints which may be
predicted within the planning horizons of the
project. The planning horizons to be employed
must also be a function of the project’s needs, and
may be subject to change, or at least redefinition,
as a result of the planning process itself. Within
this stage the project manager must be concerned
with establishing the project objectives and
redefining these so that they may be expressed as
operating objectives, which can guide the other
consultants. These objectives may be framed in
terms of cost, time, method and quality so that
they are communicable to others and also able to
be monitored by the project manager.
Organizing stage
This stage is concerned with the establishing of
whatever form of organizational framework that is
necessary to implement the objectives derived at
the planning stage. The most important issue here
is the identification of the resources for the project
and the identification and appointment of the
leading consultants. As part of the appointment
process the boundaries of responsibility allocated
to participants will need to be defined, together
with the lines and methods of communication
necessary for monitoring and reporting.
Motivating stage
At this stage, it is crucial to the success of the
project that each consultant, whether an individual
or organization, is committed to achieving the
performance level set out at the planning and
organizing stages. There must be a will to
succeed, to overcome difficulties and to
co-operate with the other consultants; for this to
be accomplished there should be a good
relationship between the project objectives and
the individual consultant’s objectives. In theory, if
the planning and organizing stages have been
thoroughly explored, there should be little problem
in achieving the high level of performance
required in pursuing the client’s objectives.
However, in practice, changes in operation briefs,
tasks and activities in the project environment will
mean that constant attention by the project
manager to motivational issues will be required
throughout the duration of the project.
Communicating stage
This is probably the one aspect of managing
projects, which pervades all the others and
without a well conceived and effective basis for
communication, it is unlikely that the project can
succeed. One of the primary tasks of the planning
and organizing stages will be the creation of the
communication system, covering methods, timing
and level of communication to be employed at
each stage of the project’s life cycle.
Communications between human beings have a
considerable potential for miscommunication and
misunderstanding, and the level of morale within
the project system between the inter-dependent
parties will be closely related to the effectiveness
of the communication system and the manner in
which it is interpreted and implemented.
Controlling stage
Control is concerned with the overall direction
of the project, the identification of deviations from
planned targets for time, cost and quality and the
action necessary to correct or minimize the effect
of such deviations. Control is ineffective unless
the processes in the planning and organizing
stages are effective. It is clear that without proper
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planning and organizing, there can be no targets
against which the performance deviations can be
effectively monitored by the project manager.
Without motivation, there will be little incentive for
the consultants to consent to a regime in which
control may take place and without an effective
communication system, there will be no reliable
means of ascertaining whether deviations are
taking place or whether corrective action is
successful. Whatever name is given to the role of
the project leader, be it project manager, project
controller, project coordinator etc, the idea is that
one person should be the team leader and has
overall responsibility for coordinating the activities
of the various consultants, contractors and
subcontractors for the full duration of the project. A
project manager should not attempt to perform
any of the functions normally undertaken by the
design team. These should always be separated
to avoid having to make any compromising
decisions that might otherwise occur.
We have to be careful when we refer to the title
‘project manager’, to qualify whether he or she is a
project manager serving the interests of the
property developer with the responsibility for
managing the property development process or if
he or she is the contractor’s project manager, who
will primarily manage the construction process.
The project manager in the service of the property
developer is gaining acceptance in the property
development industry. The role of the project
manager working in the developer office in regard
to project management as part of the property
development process is a different from the role of
the project manager working in the contractor’
office and may require different qualities, which
are not necessarily inherent in the other allied
professionals serving the construction industry.
Management is essentially a human endeavor
and this fact overshadows all other considerations.
No one professional group, therefore, has a
monopoly of the skills required, although the
project manager is well suited to this role and
perhaps better suited than many others. However,
various individuals have chosen to specialize in
the management of construction projects, having
emerged from backgrounds in architecture,
engineering, building and quantity surveying.
The project manager’s attributes
According to Cough et al (2000), to be an effective
and efficient project manager in the construction
industry, firstly, a project manager must have a
considerable background of practical construction
experience so that he is thoroughly familiar with
the workings of the industry. Without such a basic
grounding in construction fundamentals, the
project manager will be completely unprepared to
carry out his duties and responsibilities.
Secondly, a project manager must have in his
team, persons with expertise in the application of
management techniques to the planning and
scheduling of construction operations.
Thirdly, the project manager must have the
capacity to step back from the complex detail of
daily construction operations and look into the
planning for upcoming tasks, activities, checking
material deliveries, determining manpower and
personnel training, identifying possible changes to
the construction work and future problem areas.
Fourthly, the project manager must have the
personality and insights that will enable him to
work harmoniously with other people, often under
very strained and trying circumstances.
The project manager cannot accomplish
everything through his/her efforts alone. He/she
must work with and through people in the
performance of his/her duties. This requires and
appreciation and understanding of the human
factor, without this, other attributes, however
commendable, will be of limited effectiveness.
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The project manager’s basic requirements
Personality
There are those who will attempt to argue that
good project managers are born and not made,
and that the inherent qualities of a project
manager must already be present in an individual.
They will equally argue that no amount of tertiary
education and training or even experience can
produce good project managers. However,
improvement in performance can always be
achieved by encouragement in the right direction
and, hence, further tertiary education is necessary
if the role of a project manager is to be carried to
the full. Self-motivation and the ability to motivate
others are very important, as are the relationships
with those whom the project manager has to work.
Personal goals and moral values, coupled with
their own attitudes to work and that of others also
need to be considered. The responses to various
aspects of the project will vary depending upon
the project manager’s own professional judgment.
Technical knowledge
The second factor is the technical ability of the
person who aspires to be a project manager.
There is something unique about the construction
industry and project management within it is a
rather specialized form of management.
Ideally, the construction project manager should
be a member of the built environment professions.
An understanding of the process of construction
and a working knowledge of the structure of the
construction industry will be advantageous, if not
essential. The appointment of ‘project managers’
with no working knowledge of the construction
industry from the non-traditional construction
disciplines has drawbacks. The appointment of
such ‘project managers’ to manage construction
projects should be approached with caution.
Managerial knowledge
A third requirement of the project management is
a knowledge of the subject of management; at
least, basic knowledge of the principles and
practice of management and of the techniques
that can be applied. Several management
theories exist and the project manager must adapt
those which are most relevant to particular
situations. It is difficult to be dogmatic about this
question because there are no real specific rules.
However, they are certain personal qualities that
are both desirable and helpful in project managers
who have to fulfill the particular processes of
project management. There is a pertinent need,
for example, for professional integrity and for
clarity of expression when speaking and writing.
The following are some of the qualities, traits and
attributes to look for in a project manager.
Leadership
Whenever a group of people work together in a
team, the situation demands that one of the group
become leader. In the construction industry, the
project manager is the designated leader of the
project team, whose duty it is to ensure that
the whole work is carried out as efficiently as
possible. The project manager is responsible for
coordinating the various human resources and
must seek to complement the attributes of the
various members of the team and keep conflict to
a minimum. The ability to lead and motivate others
while commanding their respect is an essential
characteristic of a project manager. A project
manager is never ruthless, as this creates
conditions of stress, strain and insecurity. The
project manager’s professional integrity, character
and ability will set the tone from the beginning and
from this; the performance of the other members
of the project team will be enhanced. The project
manager must know how to praise his project
team members and when to reprove and must
also have the courage to admit a mistake, to make
changes or to proceed against opposition.
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Clear thinking
The ability to think clearly is also an important
quality of a project manager. A confused mind
creates confusion around it and confused
instructions to other members of the project team
are signs that the project manager is incapable of
making decisions. The inability in the first place to
think clearly originates from an inadequate
understanding of the objectives and priorities
associated with problems of project management.
Decision
Decisions need to be made at all levels in the
organization of a construction project. Those
made at the top will be concerned more with policy,
client objectives and the framework of the project
as a whole. At the lower levels, they tend to relate
to the solving of particular problems. The aptitude
for making decisions is a quality that distinguishes
the project manager from the technologist.
The general level of complexity of construction
projects and the number of consultants involved
makes decision-making for the project manager
particularly difficult. Making a rapid decision
requires a certain amount of courage. Sticking to a
decision in the face of criticism, opposition or
apparent failure requires a large amount of
conviction. It is vitally important for the project
manager to make the right decision and this can
only consistently occur through experience. The
ability to sense a situation and exercise correct
judgment will always improve with practice.
Delegation
The total amount of knowledge required in the
management of a construction project is beyond
the scope of a single individual. The construction
project manager must be able to delegate certain
tasks and duties to others involved in the project
and be able rely upon and receive advice from
them. The inability to delegate results in over work
for the project manager, frustration of other project
team members and a generally badly managed
project. Every project team member must feel that
they are able to make a contribution to the project.
The project manager’s duties and
responsibilities
The project manager’s terms of engagement,
extent of authority and the basis of fee
reimbursement must be established prior to
appointment. The experienced project manager
will realize the importance of unambiguous
conditions of appointment. The duties of a project
manager in the construction industry will vary from
project to project. Any contractual arrangement,
however good, must be adapted to suit the needs
of the client and the project and not vice versa.
The project manager will need to employ a wide
variety of skills and options for a whole range of
different solutions. The following may therefore be
described as some, but not all, of the project
manager’s duties and responsibilities.
Client’s objectives
The starting point of a project manager’s
commission is to establish the client’s objectives
in detail through discussion. The success of any
project can be measured by the degree to which it
achieves these objectives. The client’s need for a
building or engineering structure may have arisen
for several reasons; to meet the needs of a
manufacturing industry, as part of an investment
function or for social or political reasons.
In an attempt to provide satisfaction to the client,
three factors will need to be considered.
i) Performance
The performance of the building will be of
paramount importance to the client. The
priority covers the use of space, the correct
choice of materials, adequate design and the
aesthetics of the structure. Attention will also
need to be paid to future maintenance
requirements once the building is in use.
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ii) Cost
All clients will have to know and consider the
cost implications of the desired building’s
performance. The ultimate price that they are
prepared to pay for the project will be
tempered to some extent the differences
between their needs and their wants. The
importance of costs is often underestimated.
Clients today are also more likely to evaluate
the overall costs, not solely in terms of initial
capital outlay and expenditure, but rather on a
basis of life cycle cost management.
iii) Time
Once clients decide to build, they are
generally in a hurry for the completed product.
Although they spend a large amount of time
deliberating over a scheme, once the
decision to build has reached they often
required the project to be completed as soon
as possible. In any event, in order to achieve
some measure of satisfaction, and to prevent
escalating costs; commissioning of the
building must be done by the due date.
The project manager’s strategy for balancing the
above three factors will depend upon an
interpretation of the client’s objectives. It would
appear, however, that there is some room for
further improvement in all three areas.
The improvement of the design’s completeness,
particularly, should reduce the contract time and
hence the contractor’s costs. The correct and
effective application of project management
should be able to realize benefits in these areas.
The client’s objectives should be used as a goal
for the broader issues involved in the design and
construction of the project. The discernment of
these objectives will assist the project manager to
decide which alternative construction strategies to
adopt. It is very important that an adequate
amount of time is allowed for a proper and
objective evaluation of the client’s needs, wants
and desires. Failure to identify these properly at
the outset will make it difficult for the project to
reach a successful conclusion upon completion.
Client’s brief
This involves the evaluation of the user
requirements in terms of the space, design,
function, performance, time and cost. The whole
scheme is likely to be limited in one way or
another by cost and this, in turn, will be affected
by the availability of finance or profit achieved
upon some form of sale at completion.
It is necessary, therefore, for the project manager
to be able to offer sound professional advice on a
large range of questions or to be able to secure
such information form one of the professional
consultants likely to be involved with the scheme.
This will include the coordination of all necessary
legal advice required by the client.
It is most important that the client’s objectives are
properly interpreted at this stage. Ideas, however
vague, will begin inevitably to emerge and these
will often then determine the course of the project
in terms of both design and cost. It is the project
manager’s responsibility to ensure that the client’s
brief is clearly transmitted to the various members
of the design team and also that they understand
the client’s aims and aspirations.
Contractor involvement
The client will probably require some initial advice
on the methods that are available for involving the
contractor in the project. The necessity for such
advice will depend upon the familiarity of the client
with the capital projects. The correct evaluation of
the client’s objectives will enable the project
manager to recommend a particular method of
contractor selection on behalf of the client. It may
be desirable for the client to have a specialist
contractor involved during the design stage or to
use some hybrid system of contractor involvement.
The specialist contractor will be able to provide
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expert advice during the design stage. This
decision need to be made by the client reasonable
quickly, as it can influence the entire design
process and the necessity of appointing the
various specialist consultants for the project.
Design team selection
The project manager is responsible for the
selection of the design team. If the client has been
involved in capital works projects previously, they
may already have designated consultants with
whom the project manager will need to work.
The project manager is likely to be responsible for
agreeing fees and terms of appointment for all
consultants on behalf of the client. In normal
cases, the consultants are engaged by the clients
based on the recommendation of the project
manager, and the contractual link is between the
clients and the consultants. In certain instances,
the project manager may appoint the various
consultants directly as sub-consultants. Under
such circumstances, the contractual link is
between the client and the project manager.
Where the contractor is to be appointed during the
design stage, then the project manager will need
to consider the means of selection. Whatever the
circumstances, the project manager must control
rather than be controlled by, either the contractor
or any of the consultants. The relationship
between and contributions from each consultant
must be clear at the outset to avoid any
misunderstanding that may occur later.
Feasibility and viability studies
During the early stages of the design process, it
will be necessary for the project manager to
examine both the feasibility and viability of the
project. Sound professional advice is very
important at this stage, as this will determine
whether or not the project should proceed. A
feasible solution is one that is capable of technical
execution and may only be found after some site
investigation and discussion with the designers.
A feasible solution may, however, prove not to be
viable in terms of cost or other financial
expenditure. Unless the project is viable in every
respect, it will not probably proceed. The
investigation work should be sufficiently thorough
while taking note of the fees involved, particularly
if the project should later be abandoned.
Planning/programming
Once the project has been given the go-ahead, it
will become necessary to prepare a program for
the overall project, incorporating both design and
construction. The program should represent a
realistic coordinated plan up to commissioning of
the scheme. The project manager must carefully
monitor, control and revise it where necessary.
Several useful and specialized techniques exist
for programming purposes, and, where these can
be computer assisted, rapid updating can be
achieved. The selection of the appropriate
technique will allow the project to be properly
controlled in terms of time, cost and quality.
Design process management
Project information is often uncoordinated and this
leads to a breakdown in communication between
the design team and other consultants, frequent
misunderstandings and an unhappy client. For
example, the delayed involvement of the building
service engineers often results in changes to the
design of the structure both to accommodate the
engineering work and to incorporate good ideas.
An important task for the project manager is to
ensure that the various consultants cooperate with
each other while maintaining their own goals.
There is no room in the design team for those who
wish to do it alone; teamwork is underrated, but it
is vital for the success of the project. The project
manager will therefore need to exercise both tact
and firmness in ensuring that the client’s
objectives remain paramount. Although the project
manager is not directly involved in the process of
designing, he must, nevertheless, have some
understanding of the design in order to appreciate
7
the problems and complexities of the procedures
involved. Responsibilities for the integration and
control of the work from various consultants rests
with the project manager, who must approve the
work that they have undertaken, take the full, and
ultimate, responsibility for their work and be
directly answerable to the client for all facets of the
project. This will include ensuring quality control of
all aspects of the design and construction process
and carry out regular technical audits on the
developed solutions. Clients often feel that they
are not properly informed about the work of the
consultants – the responsibility for ensuring that
they are lies with the project manager.
The project manager must be kept informed of the
cost implications as the design develops. The
design team must be advised of what can or
cannot be spent. The control of costs should be
more effective than when relying upon the efforts
of the architect and quantity surveyor alone.
The project manager must, of course, have a very
clear understanding of the client’s intentions and
advises the client in those circumstances where
the original project requirements cannot be met in
terms of design, cost, time and quality standards.
The project manager will always have an eye on
the future state of the project and must keep at
least one step ahead of the design team. During
this stage, unless the contractor has been
appointed earlier, the project will need to consider
a possible list of companies or firms who are
capable of carrying out the work.
Construction Supervision and Control
The project manager should try to make sure that
the design of the works is as near complete as
possible, prior to tendering. This is likely to result
in fewer problems on site, a shorter contract
period with a consequent reduction in costs and
commissioning at the earliest possible date.
During the contract period the project manager
will need to have regular meetings with the
consultants, the contractor and his subcontractors.
Progress of the works must be monitored and
controlled and potential delays identified. The
effect on the budget for any variations will also
need to be monitored. The project manager must
be satisfied that the project is finished to the
client’s original quality standards; although one of
the consultants may be responsible for the quality
control, the project manager needs to be careful
about accepting substandard or unfinished work.
Some design problems may need to be discussed
with client, but decisions should be sought to bring
the project to a successful conclusion.
Conclusion
From the above discussion on the role, duties,
responsibilities of the project manager and the
project management process, we can deduce and
conclude that the project manager organizes,
plans, schedules and controls the overall project
management process and is responsible for
getting the project completed for the client within
the time, cost and quality control limitations.
They act as the focal point for all the facets of the
project and bring together the efforts of all
organizations having input into the process. The
project manager co-ordinates the matters relevant
to the project and expedites project tasks and
activities by dealing directly with the project team
members, individuals and organizations involved.
Where events progress rapidly and decisions
must be consistent and informed, the project
manager must have a broad authority over all
elements of the project. The nature of construction
is such that the project manager must often take
action promptly on their own initiative and it is
necessary that they be empowered to do so.
Project management is a function of executive
managerial leadership and provides the cohesive
force that binds together the diverse elements into
a team effort to complete the project. The fact is
that construction project management lies in the
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partnership effort between the construction project
manager and the consultants who work very
closely together. Nevertheless, a centralized
authority is necessary for the proper management
of construction projects and the project manager’s
role is that of a centralized authority. To be
effective, the project manager must have the
overall responsibility for the project. A project
manager requires a wide range of managerial
skills which need to be applied to the particular
process of project management. The job of the
project manager in the construction industry
involves management skills which integrate the
interrelated stages of the construction project.
These skills require many years of specialist
tertiary education and training and the future
engagement of project managers will demand on
those who are more effectively skilled. The project
management skills required include:
i) Special skills: Problem solving analytical skills
and a working background showing a wide
range of managerial experience, professional
ethics and commitment.
ii) Effective analytical and communication skills.
iii) Leadership skills: The ability to lead and deal
with the various consultants in the project
team, identify and solve problems effectively.
iv) The understanding of the skills of personnel
management, the ability to select through the
appropriate interview and selection process
the key members of the project team.
v) The ability to use publicity for the benefit of
the developer and the development project.
vi) Negotiation skills: The ability to bring a
working group together to develop ideas and
focus on problems as they arise, to extend
the options available, the capacity to bring the
disparate views of the group into a working
solution and the ability to solve problems.
What will be the future role of the project manager
in the construction industry? This is a quite difficult
question to answer. The profession of project
management will have to define the future role of
the project manager in consultation with the other
allied professions serving the construction industry,
based on the consolidation of the experiences of
the profession over the past decades.
In 1994, a joint British government-industry review
of procurement and contractual arrangements
was set up under the chairmanship of Sir Michael
Latham, the review generated a report entitled:
Constructing the Team (Latham: 1994).
The future role of the project manager could
change in the light of the Latham report; the report
recommends that the terms of appointment and
duties of the project manager should be clearly
defined and a list of duties of the project manager
be devised. The Latham report suggested that
improvement in the role of the project manager
should be geared towards benefiting the client
rather than industry. According to the Journal of
the Association for Project Management, Project
(1994), the association in their feedback to the
Latham review made the following suggestions
about the future role of the project manager in the
property development process as follows:
“At the start of any project, the promoter should
define how the project is intended to be managed.
The choice should depend on the objectives,
complexity, urgency and importance of each
project. The project manager should represent the
entire promoter’s interest whether or not the
project requires the appointment of a full-time
project manager. The project manager must lead
and direct all parties, anticipating and resolving
problems in the interest of the project.”
How would the nature of projects and therefore
the managing of projects within the construction
industry change in the future? Turner et al
(1994) stated clearly that the future of project
management lies with projects with unclear
objectives and goals. Even the functionality of the
9
product required to meet the user’s requirements
will be uncertain. The only thing that will be
reasonably well defined will be the expected
benefit from the project. The future of project
management is in opportunities which are flexible.
Or perhaps even chaotic, and the role of the
project manager will be to maximize the range of
potential solutions based on a network of
decision-making rather than rigid hierarchies.
The development of project management
functions and the role of the project manager are
closely allied to improvement in the management
of information technology. There is a need for
software systems to handle the projects, control
budgets, plan resources and manage corporate
cash flows. Fortunately, information technology
systems and software are now available which
can integrate the planning of projects so that
corporate planning is possible. Irrespective of the
workplace of a project manager, they play an
important role in the project management process
that should be respected by clients and allied
professionals in the construction industry.
The title ‘project manager’ indeed has a significant
meaning for the construction industry and a
professional construction project manager’s work
is just as important as those of the other allied
professionals such as Architects, Engineers, Land
and Quantity Surveyors and other specialist
consultants serving the construction industry.
It is hoped that through this paper, clients and
allied professionals such as Architects, Engineers,
Land and Quantity Surveyors and other specialist
consultants, professionals and stakeholders will
show greater interest in the work of project
managers in the service of the construction
industry; understand what the title
manager’ means to the construction industry and
what the project management profession can
contribute to the construction industry and,
ultimately to our society and our nation.
References
Burke, R (1993) Project Management: Planning
and Control, John Wiley, Chichester.
Cadman, D and Austin-Crowe, L (1978 and 1991)
Property Development, E&FN Spon.
Chartered Institute of Building (1996) Code of
Practice for project management for Construction
nd
and Development, 2 edition, CIOB, London.
Clough, RH, Sears, GA and Sears SK (2000)
Construction Project Management, John Wiley,
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_______________________________________
The author of this paper is a member of the
Project Management Institute (PMI), a CIDB
certified construction project manager (CCPM)
a certified member of ACPM, Pr., (MACPM), a
certified International project manager (CIPM) and
a Fellow of the American Academy of Project
‘project Management (FAAPM). He is also a member and
an honorary advisor of the AAPM Global Advisory
Board and Council and a Fellow of the Institute of
Construction Management (FInstCM), UK. He can
be contacted at: yechan_emails@yahoo.com
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