The document summarizes a group project to develop a piece of freehold land beside Taylor's University in Selangor, Malaysia. It includes a background on the project site and proposed development, which will consist of double story shop lots, terrace houses, and low cost homes. The document also covers project justification through financial analysis and cash flow projections. It recommends strategies for quality management, including implementing QLASSIC standards, developing a Project Quality Plan covering roles and responsibilities, and conducting regular inspections, documentation, and testing to ensure work meets specifications.
This document provides a quality management plan for a project to open a new salon called Rejuvenate. The plan outlines the project's objectives to provide high-quality beauty services and products at affordable prices. It describes the project scope, deliverables, timeline and milestones. The quality processes that will be implemented include planning and defining quality standards, undertaking quality assurance activities, and controlling quality. Total quality management principles will be used to ensure customer satisfaction and continuous improvement. Key roles in quality management include the project manager, quality control manager, and sponsor.
This document provides a quality management plan for a project to open a salon called Rejuvenate. It outlines the project's objectives to provide high-quality salon services to customers and expand the business. The quality management plan defines the quality standards, organizational roles, and quality assurance and control processes that will be implemented. The plan is intended to help ensure all project deliverables and activities meet requirements for safety, customer satisfaction, and business growth.
Project Management Group Assignment Final ReportArissa Loh
This document provides details of a group assignment for a Bachelor of Quantity Surveying course. It outlines the proposed development of a mixed-use project located next to Taylor's University consisting of a supermarket, retail shops, and car park. The document includes sections on project background, proposed design, time management, cost estimation, quality management, risk management, and procurement management. Work breakdown structures and a critical path method are utilized to plan the project schedule. Cost estimates are provided for construction, development, operations, and potential profits over 20 years. Quality and risk management strategies are also recommended.
BSBH Construction Sdn. Bhd. is a construction company located in Petaling Jaya, Malaysia with RM1 million in capital. The company was founded in March 2017 and aims to provide best construction services to gain customer trust through exceptional performance. The document outlines the company's vision, short, mid and long term goals, organizational structure including different departments and roles, and value statement. It provides details on the project, engineer, and safety departments and roles of site engineers, quantity surveyors, supervisors, and structural engineers.
The document provides details of a proposed games and recreational center project in Kuala Lumpur, Malaysia. It includes sections on the project introduction and objectives, site analysis, project viability, design suitability, and project procurement. The key points are:
- The project aims to build a new games and recreational center to replace an existing sports complex and promote active living.
- A site analysis identifies strengths such as proximity to parks and schools, and weaknesses like limited site accessibility.
- The project goals are to create a sustainable environment and establish an active living identity for the site.
- Design considerations include layout, key features like a rock climbing wall, and ensuring programs are visually connected.
The document outlines the design development process for the Taylor's Recreation Station project. It includes sections on architectural, interior, landscape, civil and structural, mechanical and electrical designs. It also includes project management aspects such as the work breakdown structure, table of dependencies, PERT chart and Gantt chart which outline the project timeline and dependencies between tasks from schematic design to final completion.
project management, documenting architect This involves the documentation of your Studio Vl Architectural Design Project, to apply the principles learned in
Assignment 1 to your final project. Students from Design Studio lV or V will use their design in Studio lV or V for
the study Your task is to document your own Design Studio Project from the point of view of an Architect, commissioned to
undertake this project.
This document provides details of a value management study conducted for a mixed development project in Port Dickson, Negeri Sembilan, Malaysia. It includes an introduction to value management, an executive summary of the project, and outcomes from the value management workshop. The workshop proposed several approaches to increase value for the client through minor adjustments to increase usable area and change parking orientation, while selecting alternative materials and roof types to reduce costs. Sketches and financial analyses were provided to support the recommendations.
This document provides a quality management plan for a project to open a new salon called Rejuvenate. The plan outlines the project's objectives to provide high-quality beauty services and products at affordable prices. It describes the project scope, deliverables, timeline and milestones. The quality processes that will be implemented include planning and defining quality standards, undertaking quality assurance activities, and controlling quality. Total quality management principles will be used to ensure customer satisfaction and continuous improvement. Key roles in quality management include the project manager, quality control manager, and sponsor.
This document provides a quality management plan for a project to open a salon called Rejuvenate. It outlines the project's objectives to provide high-quality salon services to customers and expand the business. The quality management plan defines the quality standards, organizational roles, and quality assurance and control processes that will be implemented. The plan is intended to help ensure all project deliverables and activities meet requirements for safety, customer satisfaction, and business growth.
Project Management Group Assignment Final ReportArissa Loh
This document provides details of a group assignment for a Bachelor of Quantity Surveying course. It outlines the proposed development of a mixed-use project located next to Taylor's University consisting of a supermarket, retail shops, and car park. The document includes sections on project background, proposed design, time management, cost estimation, quality management, risk management, and procurement management. Work breakdown structures and a critical path method are utilized to plan the project schedule. Cost estimates are provided for construction, development, operations, and potential profits over 20 years. Quality and risk management strategies are also recommended.
BSBH Construction Sdn. Bhd. is a construction company located in Petaling Jaya, Malaysia with RM1 million in capital. The company was founded in March 2017 and aims to provide best construction services to gain customer trust through exceptional performance. The document outlines the company's vision, short, mid and long term goals, organizational structure including different departments and roles, and value statement. It provides details on the project, engineer, and safety departments and roles of site engineers, quantity surveyors, supervisors, and structural engineers.
The document provides details of a proposed games and recreational center project in Kuala Lumpur, Malaysia. It includes sections on the project introduction and objectives, site analysis, project viability, design suitability, and project procurement. The key points are:
- The project aims to build a new games and recreational center to replace an existing sports complex and promote active living.
- A site analysis identifies strengths such as proximity to parks and schools, and weaknesses like limited site accessibility.
- The project goals are to create a sustainable environment and establish an active living identity for the site.
- Design considerations include layout, key features like a rock climbing wall, and ensuring programs are visually connected.
The document outlines the design development process for the Taylor's Recreation Station project. It includes sections on architectural, interior, landscape, civil and structural, mechanical and electrical designs. It also includes project management aspects such as the work breakdown structure, table of dependencies, PERT chart and Gantt chart which outline the project timeline and dependencies between tasks from schematic design to final completion.
project management, documenting architect This involves the documentation of your Studio Vl Architectural Design Project, to apply the principles learned in
Assignment 1 to your final project. Students from Design Studio lV or V will use their design in Studio lV or V for
the study Your task is to document your own Design Studio Project from the point of view of an Architect, commissioned to
undertake this project.
This document provides details of a value management study conducted for a mixed development project in Port Dickson, Negeri Sembilan, Malaysia. It includes an introduction to value management, an executive summary of the project, and outcomes from the value management workshop. The workshop proposed several approaches to increase value for the client through minor adjustments to increase usable area and change parking orientation, while selecting alternative materials and roof types to reduce costs. Sketches and financial analyses were provided to support the recommendations.
This document provides information about a Project Management course offered at the School of Management Studies. It includes details like the course code, title, type, presenter, semester, and academic year. The course objectives are outlined, which are to equip students with project management knowledge and skills. The syllabus is divided into four units covering topics like project planning, scheduling, cost estimation, procurement, and project closure. Reference books and online resources are also listed.
1. Response needed for the below postBased on the sophisticated .docxjeremylockett77
The document discusses cyber security strategies and approaches. It argues that security approaches need to diversify and broaden in scope given modern threats like cloud computing, IoT, and connected devices. Machine learning, data mining, and predictive capabilities will be important for future-proofing security strategies. Conclusions about making security more proactive and dynamic are superficial without specificity about different fields. The document also discusses a quality management plan for a suburban home construction project, outlining quality standards, objectives, roles, processes, and control activities.
Project Quality management in Project ManagementMITSDEDistance
The PGDM Project Management course at MITSDE aligns with the Project Management Institute's curriculum, offering comprehensive training by experienced professionals.
IRJET- Construction Quality Management on SiteIRJET Journal
This document discusses quality management in the construction industry. It begins by defining quality in construction as meeting or exceeding client requirements. It then discusses the importance of quality control and quality assurance in construction projects to ensure projects are completed on time, on budget, and to a high standard. The document reviews literature on total quality management in construction and identifies key factors like top management commitment, customer focus, and quality planning. It also outlines some quality management techniques used in construction like independent inspections, quality audits, and a quality magazine. Finally, it describes the research methodology used, which involves surveying experienced quality engineers and contractors about quality management practices through questionnaires.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
The CTA implemented an ISO 9001 quality management system and ProjectNet, a web-based project management system, to improve efficiency in managing its multi-billion dollar capital improvement program. The systems were designed to streamline processes, focus on customer satisfaction, and enable continuous quality improvement. After implementing the systems over 12 months, the CTA received ISO 9001 certification. ProjectNet and the quality system provided benefits like reduced project durations, improved collaboration, and cost savings. Examples showed projects being completed ahead of schedule and under budget. The quality initiatives improved the CTA's capital program management and delivered benefits to citizens through more efficient transportation improvements.
This Power Point Presentation is useful for Project coordinators ,Project Engineers,Project Developers,Project Managers in Construction field,Construction Managements,Construction Management review,contract and construction overview
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. It operates using a matrix structure with project managers overseeing workstreams led by subject matter experts. This structure provides consistency across projects and allows the team to leverage expertise from other parts of the council. The team has delivered nearly $1 billion in projects over the past decade, transforming communities. They use a process mapping tool called Pro-Mapp to document standardized processes for project delivery.
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. Since then, the team has delivered nearly $1 billion worth of projects, transforming communities. They have a matrix structure with project managers, workstream experts, and corporate workstream owners to ensure consistency. Notable projects include the Aotea Square redevelopment, Auckland Art Gallery upgrades, and Te Wao Nui at Auckland Zoo. The team has received numerous national and international awards for project quality and innovation.
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.
Project Management Course & Tutorial by eAcademy.lkUdara Sandaruwan
The document discusses project management and provides definitions and characteristics of projects. It describes the typical project life cycle which includes conceptualization, planning, execution, and termination phases. Project management techniques like bar charts, Gantt charts, and milestone charts are also summarized which help schedule and track project timelines and tasks. Limitations of bar charts and improvements provided by milestone charts are highlighted.
The role of time, cost and quality in project managementIRJET Journal
This document discusses the roles of time, cost, and quality in project management. It states that these three factors are interrelated and impact each other, making it difficult for project managers to balance them. The document reviews literature that analyzed how planning, monitoring, and controlling impact the timely completion of construction projects. It also discusses how tools like Microsoft Project and Primavera P6 can help optimize schedules, budgets, and quality. Overall, the document examines the relationships between time, cost, and quality in project management and how effectively managing these key factors is important for project success.
This document provides an overview of a student's final review project on quality control and quality assurance in the Indian construction industry. It includes an introduction discussing the importance of quality and issues in the small-scale construction sector. The objectives are to study quality assurance and control techniques, implement quality standards, and develop improvement techniques. A literature review covers quality management systems, practices, and construction case studies. The terminology section defines key terms like quality, quality management, total quality management, quality planning, quality control, and quality assurance.
This is a small effort to simplify project/ business life cycle, steps and methodology.
It starts with the 'WILL' to do something, Ambition to start a new business or project or effort to enhance existing one. It explains the importance of market research, the outcomes, importance of business plans the execution strategy and what shall be done once the execution is completed.
It might not be the master piece representing the title yet it can be very helpful for the people who are willing and ready to take a challenge.
Without criticism, perfection is impossible. I request the critics to help me to bring betterment in next topics.
I shall be glad if I can be of further help in regards to the current topic in particular and related to business in general.
This is my small effort and contribution to make the world a better place by aligning & spreading the knowledge.
Looking forward to your feedback.
Asif Chaudhry
asifpannu@yahoo.com
This document discusses quality control at Ajanta Construction sites. It outlines Ajanta's quality management system which includes human control, material control, construction method control, and environmental controls. It describes Ajanta's emphasis on quality standards and statistical quality control tools. Ajanta uses a PDCA (plan-do-check-act) cycle for continuous quality improvement. Recommendations are provided and the document concludes that strict adherence to quality standards and preventative measures are core to providing high quality, safe, and economical construction projects.
This document provides information about a proposed luxury condominium development called The Luxueux in Kuala Lumpur. It includes details about the client's requirements, the location, benchmark project, and proposed design. The client wants a high-end luxury development completed within 2.5 years and on budget. The site is located in Brickfields near amenities. The benchmark project is KL Gateway Premium Residence, a similar high-end development with two towers, 466 units, and facilities like pools and gardens. The document also outlines the consultant company profile and proposed design, unit finishes, and cost estimates for The Luxueux.
This document provides information about a proposed luxury condominium development called The Luxueux in Kuala Lumpur. It includes details about the client's requirements, the location, benchmark project, and proposed design. The client wants a high-end luxury development completed within 2.5 years and on budget. The site is located in Brickfields near amenities. The benchmark project is KL Gateway Premium Residence, a similar high-end development with two towers, 466 units, and facilities like pools and gardens. The document also outlines the consultant company profile and proposed design, unit finishes, and cost estimates for The Luxueux.
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
This document provides information about MTL Construction Sdn. Bhd., including its vision, mission, goals, organizational structure, and job responsibilities. It discusses recruiting 3 management trainees: an accountant to handle financial tasks, prepare reports, and ensure financial security; a site supervisor to oversee the site and employees, manage subcontractors, meet budgets, and ensure schedule and operational standards; and a project engineer to solve technical issues and monitor construction progress. MTL Construction aims to hire qualified candidates with the needed experience and skills to fill these roles.
This document provides details on a group project to develop a piece of freehold land beside Taylor's University in Selangor, Malaysia. The project involves developing the land with mixed residential and commercial buildings, including shoplots, terrace houses, and low-cost homes.
The document discusses the project background and justification, including an analysis of the number of units, financial appraisal, projected cash flow, net present value calculation, and an explanation of the "Build-Then-Sell" concept. It also covers project quality management strategies such as quality planning, assurance, and control. Risk analysis and management strategies are proposed, including SWOT analysis, risk identification, projection, monitoring, and contingency planning.
This document provides a value management study for the renovation of Block B, the head office building of Angkatan Hebat Sdn Bhd. It includes a functional analysis of the existing and proposed spaces to identify opportunities to improve value. The analysis found that the human resource and fleet management officer spaces were unnecessary and could be removed, saving 79.12 square meters. No other changes to spaces or functions were proposed. The aim of the study was to optimize the balance of project benefits, costs, and risks through analyzing functions and evaluating alternatives.
This document provides information about a Project Management course offered at the School of Management Studies. It includes details like the course code, title, type, presenter, semester, and academic year. The course objectives are outlined, which are to equip students with project management knowledge and skills. The syllabus is divided into four units covering topics like project planning, scheduling, cost estimation, procurement, and project closure. Reference books and online resources are also listed.
1. Response needed for the below postBased on the sophisticated .docxjeremylockett77
The document discusses cyber security strategies and approaches. It argues that security approaches need to diversify and broaden in scope given modern threats like cloud computing, IoT, and connected devices. Machine learning, data mining, and predictive capabilities will be important for future-proofing security strategies. Conclusions about making security more proactive and dynamic are superficial without specificity about different fields. The document also discusses a quality management plan for a suburban home construction project, outlining quality standards, objectives, roles, processes, and control activities.
Project Quality management in Project ManagementMITSDEDistance
The PGDM Project Management course at MITSDE aligns with the Project Management Institute's curriculum, offering comprehensive training by experienced professionals.
IRJET- Construction Quality Management on SiteIRJET Journal
This document discusses quality management in the construction industry. It begins by defining quality in construction as meeting or exceeding client requirements. It then discusses the importance of quality control and quality assurance in construction projects to ensure projects are completed on time, on budget, and to a high standard. The document reviews literature on total quality management in construction and identifies key factors like top management commitment, customer focus, and quality planning. It also outlines some quality management techniques used in construction like independent inspections, quality audits, and a quality magazine. Finally, it describes the research methodology used, which involves surveying experienced quality engineers and contractors about quality management practices through questionnaires.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
The CTA implemented an ISO 9001 quality management system and ProjectNet, a web-based project management system, to improve efficiency in managing its multi-billion dollar capital improvement program. The systems were designed to streamline processes, focus on customer satisfaction, and enable continuous quality improvement. After implementing the systems over 12 months, the CTA received ISO 9001 certification. ProjectNet and the quality system provided benefits like reduced project durations, improved collaboration, and cost savings. Examples showed projects being completed ahead of schedule and under budget. The quality initiatives improved the CTA's capital program management and delivered benefits to citizens through more efficient transportation improvements.
This Power Point Presentation is useful for Project coordinators ,Project Engineers,Project Developers,Project Managers in Construction field,Construction Managements,Construction Management review,contract and construction overview
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. It operates using a matrix structure with project managers overseeing workstreams led by subject matter experts. This structure provides consistency across projects and allows the team to leverage expertise from other parts of the council. The team has delivered nearly $1 billion in projects over the past decade, transforming communities. They use a process mapping tool called Pro-Mapp to document standardized processes for project delivery.
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. Since then, the team has delivered nearly $1 billion worth of projects, transforming communities. They have a matrix structure with project managers, workstream experts, and corporate workstream owners to ensure consistency. Notable projects include the Aotea Square redevelopment, Auckland Art Gallery upgrades, and Te Wao Nui at Auckland Zoo. The team has received numerous national and international awards for project quality and innovation.
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.
Project Management Course & Tutorial by eAcademy.lkUdara Sandaruwan
The document discusses project management and provides definitions and characteristics of projects. It describes the typical project life cycle which includes conceptualization, planning, execution, and termination phases. Project management techniques like bar charts, Gantt charts, and milestone charts are also summarized which help schedule and track project timelines and tasks. Limitations of bar charts and improvements provided by milestone charts are highlighted.
The role of time, cost and quality in project managementIRJET Journal
This document discusses the roles of time, cost, and quality in project management. It states that these three factors are interrelated and impact each other, making it difficult for project managers to balance them. The document reviews literature that analyzed how planning, monitoring, and controlling impact the timely completion of construction projects. It also discusses how tools like Microsoft Project and Primavera P6 can help optimize schedules, budgets, and quality. Overall, the document examines the relationships between time, cost, and quality in project management and how effectively managing these key factors is important for project success.
This document provides an overview of a student's final review project on quality control and quality assurance in the Indian construction industry. It includes an introduction discussing the importance of quality and issues in the small-scale construction sector. The objectives are to study quality assurance and control techniques, implement quality standards, and develop improvement techniques. A literature review covers quality management systems, practices, and construction case studies. The terminology section defines key terms like quality, quality management, total quality management, quality planning, quality control, and quality assurance.
This is a small effort to simplify project/ business life cycle, steps and methodology.
It starts with the 'WILL' to do something, Ambition to start a new business or project or effort to enhance existing one. It explains the importance of market research, the outcomes, importance of business plans the execution strategy and what shall be done once the execution is completed.
It might not be the master piece representing the title yet it can be very helpful for the people who are willing and ready to take a challenge.
Without criticism, perfection is impossible. I request the critics to help me to bring betterment in next topics.
I shall be glad if I can be of further help in regards to the current topic in particular and related to business in general.
This is my small effort and contribution to make the world a better place by aligning & spreading the knowledge.
Looking forward to your feedback.
Asif Chaudhry
asifpannu@yahoo.com
This document discusses quality control at Ajanta Construction sites. It outlines Ajanta's quality management system which includes human control, material control, construction method control, and environmental controls. It describes Ajanta's emphasis on quality standards and statistical quality control tools. Ajanta uses a PDCA (plan-do-check-act) cycle for continuous quality improvement. Recommendations are provided and the document concludes that strict adherence to quality standards and preventative measures are core to providing high quality, safe, and economical construction projects.
This document provides information about a proposed luxury condominium development called The Luxueux in Kuala Lumpur. It includes details about the client's requirements, the location, benchmark project, and proposed design. The client wants a high-end luxury development completed within 2.5 years and on budget. The site is located in Brickfields near amenities. The benchmark project is KL Gateway Premium Residence, a similar high-end development with two towers, 466 units, and facilities like pools and gardens. The document also outlines the consultant company profile and proposed design, unit finishes, and cost estimates for The Luxueux.
This document provides information about a proposed luxury condominium development called The Luxueux in Kuala Lumpur. It includes details about the client's requirements, the location, benchmark project, and proposed design. The client wants a high-end luxury development completed within 2.5 years and on budget. The site is located in Brickfields near amenities. The benchmark project is KL Gateway Premium Residence, a similar high-end development with two towers, 466 units, and facilities like pools and gardens. The document also outlines the consultant company profile and proposed design, unit finishes, and cost estimates for The Luxueux.
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
This document provides information about MTL Construction Sdn. Bhd., including its vision, mission, goals, organizational structure, and job responsibilities. It discusses recruiting 3 management trainees: an accountant to handle financial tasks, prepare reports, and ensure financial security; a site supervisor to oversee the site and employees, manage subcontractors, meet budgets, and ensure schedule and operational standards; and a project engineer to solve technical issues and monitor construction progress. MTL Construction aims to hire qualified candidates with the needed experience and skills to fill these roles.
This document provides details on a group project to develop a piece of freehold land beside Taylor's University in Selangor, Malaysia. The project involves developing the land with mixed residential and commercial buildings, including shoplots, terrace houses, and low-cost homes.
The document discusses the project background and justification, including an analysis of the number of units, financial appraisal, projected cash flow, net present value calculation, and an explanation of the "Build-Then-Sell" concept. It also covers project quality management strategies such as quality planning, assurance, and control. Risk analysis and management strategies are proposed, including SWOT analysis, risk identification, projection, monitoring, and contingency planning.
This document provides a value management study for the renovation of Block B, the head office building of Angkatan Hebat Sdn Bhd. It includes a functional analysis of the existing and proposed spaces to identify opportunities to improve value. The analysis found that the human resource and fleet management officer spaces were unnecessary and could be removed, saving 79.12 square meters. No other changes to spaces or functions were proposed. The aim of the study was to optimize the balance of project benefits, costs, and risks through analyzing functions and evaluating alternatives.
The document discusses several issues related to construction contracts involving suspension of work by the employer. It addresses whether a contractor can claim interest for underpayment in interim certificates if works are still ongoing or completed. It also examines quantifying idle time during suspension, employer liability to pay full workforce costs, and claiming demobilization and remobilization costs during suspension periods. The document provides analysis of relevant contract clauses and case laws to determine contractors' entitlements in different suspension scenarios.
1. This document provides a cost appraisal for a proposed commercial building project located at Cecil Street/Teluk Ayer Street consisting of an office building, retail shops, basement car parks, open space, underground pedestrian walkway, and garden rooftop.
2. It details the gross and construction floor areas for the office and retail components, number of basement and additional parking lots, as well as a plot area for an F&B kiosk.
3. Construction methodology options considered are bored piling, bubbledeck system, and industrialized building system (IBS) to achieve benefits like reduced vibrations, noise and waste.
Mah Sing Group is a Malaysian property developer established in 1965. It has expanded significantly over the years through various acquisitions and new developments. The company focuses on community development and empowering its employees. It has received numerous awards for its developments, corporate social responsibility efforts, and employer brand. The document provides an overview of Mah Sing's history, vision, iconic developments, awards, board of directors, community initiatives, and efforts to develop its employees.
This document discusses various adverse effects that construction activities can have on the environment, as well as potential solutions. Major environmental effects include air, noise, water and soil pollution from dust, equipment emissions, runoff etc. Construction can also generate waste, cause deforestation and traffic issues. Solutions proposed are promoting sustainable construction, environmental impact assessments, best management practices like erosion control and waste management, and complying with environmental laws and regulations.
The document provides an introduction to a research study on how construction activities affect local communities. It includes background information on construction impacts, the problem statement, previous similar studies, and outlines the research aims, questions, objectives, scope, importance, design, and structure. Specifically:
- The introduction discusses common negative impacts of construction such as pollution, vibration, noise, and traffic issues that can inconvenience local residents.
- The problem statement highlights research showing construction is a major source of air pollution and reviews examples of construction causing home damage and sleep disruption from noise.
- Previous similar studies identified noise, dust, and traffic as top construction impacts and recommended mitigation legislation and sustainable practices.
- The research aims
The document discusses the determination of a contractor's employment by the employer according to the PAM 2006 contract clauses. It defines determination as bringing an end to the contractor's employment under a particular contract. It outlines the situations where the employer can determine the contractor's employment, such as failure to commence works or failure to comply with architect's instructions. It also describes when a contractor will be automatically determined, such as becoming insolvent. The document details the procedures for determination, including issuing a notice of default and notice of determination. It discusses the duties of both the contractor and employer after a determination.
This document provides an overview and comparison of 4 quantity surveying software programs: Cost X, Glodon TAS, Masterbill, and Buildsoft. It describes the key features and functions of each program, as well as their advantages and disadvantages. The document is submitted as part of a school assignment to analyze software applications for quantity surveying. It includes an introduction to building information modeling (BIM) and its use in the construction industry.
This document provides an overview and comparison of three common construction procurement methods: traditional, construction management, and design-build. It summarizes the key stages and contractual relationships for each method. It then analyzes which method would be most suitable for a proposed 20-story condominium project based on factors like cost control, schedule, and quality. The document concludes that the traditional method would be most appropriate for this project due to its advantages in controlling costs through competitive bidding on a fully designed project.
The document provides information about Zerholdings Sdn. Bhd., a property development company in Malaysia. It outlines the company's board of directors, nature of business, vision, missions, goals, organizational structure, culture, and manager roles. Specifically, the company has a capital of RM 10 million, is located in Subang Jaya, and aims to be a widely recognized developer in central Malaysia. It utilizes a functional organizational structure with departments for projects, finance, and sales/marketing. The company promotes an open culture and provides training programs to employees. Top managers focus on strategic planning while middle managers implement plans and allocate resources.
The document outlines the details of a proposed property development company including its mission, goals, organizational structure, and employee training programs. The company aims to become a widely recognized developer in Central Malaysia within 15 years by building a strong industry network, delivering high-quality projects on schedule, and collaborating with established firms. It will have departments for human resources, finance, projects, and marketing/sales headed by general managers and overseen by a board of directors. The company is committed to minimizing turnover and providing training to help employees grow their skills.
This document outlines three levels of management responsibilities with increasing complexity. Lower level management distributes tasks, supervises work processes, and allocates resources requiring technical and human skills. Middle management coordinates with other managers, implements activities, and develops short-term goals combining human and conceptual skills. Higher level management leads strategic planning, makes major decisions, and sets organizational direction relying on conceptual skills.
The employer is responsible for:
1) Ensuring the safety of all people on the construction site, including any other contractors working on the site.
2) Requiring other contractors to coordinate with the main contractor on all aspects of site safety and security.
3) Ensuring other contractors comply with all safety measures established by the main contractor.
The contractor is responsible for:
1) Ensuring the safety of all people on the construction site at all times.
2) Complying with all relevant safety laws and regulations, including appointing a qualified safety officer.
3) Maintaining the site in an orderly and safe manner.
The designer takes full responsibility for the safety and adequacy
This document provides information about indoor environmental quality in offices. It discusses factors that affect indoor quality like lighting, air, temperature and humidity. It then describes air conditioner systems used in offices, including types of air conditioners and how they work. The document also covers daylighting systems like tubular daylighting devices and horizontal daylighting to introduce natural light into offices. Installation processes are outlined for split air conditioners and tubular daylighting devices. Potential indoor quality problems are discussed and solutions like effective building design, HVAC systems and maintenance are recommended.
The document provides information about indoor environmental quality in offices. It discusses factors that affect indoor environmental quality like lighting, air quality, temperature and humidity. It then describes common HVAC systems used in offices like air conditioners, daylighting systems using tubular skylights or horizontal panels. Issues that can affect indoor air quality are also outlined as well as solutions to maintain a healthy office environment through proper design, construction, maintenance and operations practices. Case studies show links between indoor conditions like temperature and daylight exposure to worker productivity and health.
Indoor environmental-quality-in-healthcare (3)Yong Sy
The document discusses indoor environmental quality in healthcare and office settings. It covers factors that influence indoor air quality like lighting, ventilation, and damp conditions. It also discusses common sources of indoor air contaminants and the importance of controlling them to prevent worker symptoms. The document then provides details on installing a split air conditioning system as the most commonly used ventilation system in offices. The installation process involves mounting indoor and outdoor units, running refrigerant pipes and electrical wiring between units, and completing the system by bleeding air and insulating pipes.
1. The document provides details about a group assignment to analyze the construction of Paradigm Mall in Petaling Jaya, Malaysia. It includes an introduction to the mall, objectives of the assignment, and breakdowns of the various building components like the roof, windows, doors, and stairs.
2. The group was tasked with identifying the types of roof, windows, doors, and staircase used in the mall. They also had to compare and contrast the different types and recommend alternatives. The roof is a flat roof, while windows include fixed windows. Doors include glass swing doors and flush doors.
3. The summaries provide overviews of the key building components analyzed in the assignment, with a focus on the
The site visit was held on June 26th, 2015 to a condominium construction site in Bukit Jalil, Kuala Lumpur. The purpose was to help students with assignments for Measurement 1, Construction Technology, and Building Materials courses. At the site, students observed the construction progress including the basement level structure. They learned about the piled foundation, reinforced concrete grades used, and other building materials. The visit provided hands-on experience of construction processes and an opportunity to gain knowledge that supplements classroom learning.
1) Five students were tasked with designing a restaurant that incorporated concepts from social psychology for their final project.
2) They designed a restaurant called "Elcannip" located at the top floor of a building with glass walls so customers could enjoy views of the city while dining.
3) The interior was designed with dark warm colors, rectangular tables, and red cushioned chairs to create an intimate and romantic space that could enhance relationships between couples dining there.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
1. GROUP PROJECT – DEVELOPING OF FREEHOLD LAND BESIDE
TAYLOR’S UNIVERSITY, SELANGOR.
ANDREW MAH KOON YAN 0318798
HONG KAI YIN 0323361
LAU CHIN SHENG 0317899
NG SENG HE 0323037
PAN LEK VUN 0323164
WELSON LUM WEI JIUNN 0319514
YONG SING YEW 0318776
PROJECT MANAGEMENT MGT60704
SCHOOL OF ARCHITECTURE, BUILDING AND DESIGN
TAYLOR’S UNIVERSITY
MARCH 2018 INTAKE
SUBMISSION DATE: 21ST JUNE 2018
2. i
TABLE OF CONTENTS
CHAPTER TITLE PAGE
TABLE OF CONTENTS i – ii
1.0 Project Background 1
2.0 Project Justification 2
2.1 Analysis of Number of Unit 2
2.2 Financial Appraisal 3
2.2.1 Gross Development Value 3
2.2.2 Gross Development Cost 4
2.3 Projected Cash Flow 5
2.3.1 Projected Cash Inflow 5 – 6
2.3.2 Projected Cash Outflow 7 – 8
2.3.3 Projected Quarter Yearly Cash Flow 9 – 10
2.4 Net Present Value 11
2.5 “Build – Then – Sell” Concept 12 – 15
3.0 Project Quality Management 15
3.1 Quality Planning, Quality Assurance, Quality Control 15 – 16
3.2 Project Quality Management Strategy Recommendations 16
3.2.1 QLASSIC 17 – 19
3.2.2 Project Quality Plan (PQP) 19 – 25
3.2.3 Quality Audit. 25 – 26
3.2.4 Quality Video Documentation 27
4.0 Project Risk Analysis 28
4.1 SWOT Analysis 29
4.1.1 Breaking Down SWOT 29
4.1.2 Elements of a SWOT Analysis 30 – 32
4. 1
1.0 Project Background
Our client is one of the most reputable developers in Klang Valley, they have
completed more than 20 projects in the past 30 years with good quality workmanship
and quality. Moreover, they also have very stable financial capacity and also 30 years
business in the development industry. Other than their good reputation, they currently
have multiple projects all across Klang Valley ongoing simultaneously. The team is
also very diligent and responsible in everything that they do, they have already
prepared the necessary documentation such as land conversion, subdivision, planning
and building plans in order to make sure smooth project flow.
Three years ago, they decided to purchase a land in Subang Jaya. They foresee
that area to have high growth potential, both residential and commercial properties. In
addition, they also see this area as a strategic location for development as it is near
major highways with easy accessibility.
This project site is located adjacent to the recently built Taylor’s University
Lakeside Campus, Selangor. The client considers this as an area with high potential
growth because there has yet to be developments surrounding the land. There is only
1 completed landed property housing area about 2km from the site. Moreover, there
are still many surrounding lands that are still not developed.
It is also considered to be a strategic location because of connections to major
highways and easy accessibility. The LDP highway is just beside it, connecting to NPE
and Federal highway. Basic amenities such as schools, universities, hospitals and
shopping malls are all within 5 minutes of driving.
With the current situation, the developer has employed a team to analyse which
type of building is suitable to be built on this piece of land. After the analysis has been
finalized, the team decided that it is best to build a mixed residential and commercial
buildings. The proposed development comprises of 26’ x 80’ double story shop/office
lots, 22’ x 75’ double story terrace houses and 20’ x 60’ double story low cost homes.
5. 15
3.0 Project Quality Management
3.1 Quality Planning, Quality Assurance, Quality Control
Quality management has three components: quality planning, quality assurance
and quality control. These include procedures, tools and techniques that are used to
ensure that the outputs and benefits meet customer requirements. All of these processes
interact with each other as well as with other knowledge areas. There are a few
advantages to project quality management:
Achievement of Project Scope
This system facilitates a business, to attain the objectives that have been
defined in the organization strategy. It ensures the achievement of stability and
reliability regarding the techniques, equipment, and resources being used in a project.
All project activities are integrated and aligned towards the achievement of quality
products. These efforts commence by identifying the customer needs and expectations,
and culminate in their contentment.
Customer Satisfaction
A fully recognized and implemented quality management system, will ensure
that the customer is satisfied by meeting their requirements, and will thus enhance the
confidence of the customer. Attaining customer satisfaction is a great achievement for
the organization that will assist in capturing the market, or increase the market share.
Consistent Products
Implementing a quality management system can assist to attain more
consistency in the project activities, and enhance the effectiveness by improvement in
the resources and time usage.
The first component, quality planning, involves the preparation of a quality
management plan that describes the processes and metrics that will be used. The
quality management plan needs to be agreed with relevant stakeholders to ensure that
their expectations for quality are correctly identified. The processes described in the
6. 16
quality management plan should conform to the processes, culture and values of the
host organisation.
Quality assurance provides confidence to the host organisation that its projects,
programmes and portfolios are being well managed. It validates the consistent use of
procedures and standards, and ensures that staff have the correct knowledge, skills and
attitudes to fulfil their project roles and responsibilities in a competent manner. Quality
assurance must be independent of the project, programme or portfolio to which it
applies.
The next component, quality control, consists of inspection, testing and
measurement. It verifies that the deliverables conform to specification, are fit for
purpose and meet stakeholder expectations.
Quality control activities determine whether acceptance criteria have, or have
not, been met. For this to be effective, specifications must be under strict configuration
control. It is possible that, once agreed, the specification may need to be modified.
Commonly this is to accommodate change requests or issues, while maintaining
acceptable time and cost constraints. Any consequent changes to acceptance criteria
should be approved and communicated.
3.2 Project Quality Management Strategy Recommendations
Below are the project quality management strategy recommendations that are
suitable for our projects. We have listed QLASSIC, Project Quality Plan (PQP),
Quality Audit, and Quality Video Documentation as the strategy that will ensure the
quality is maintained high.
3.2.1 QLASSIC
Quality Assessment System In Construction, also known as QLASSIC has
been in the construction industry of Malaysia since 2006 as developed by the
7. 17
Construction Industry Development Board (CIDB) Malaysia. It is a system to measure
and evaluate the workmanship quality of workmanship and finishes of a building
construction based on the Construction Industry Standard (CIS), through a scoring
system. This system enables the quality to be compared between local construction
projects.
QLASSIC assesses the building through inspection and field testing at the
construction site. The score will be obtained during the first inspection. If there are any
problems found after the first inspection, the assessment will not be re-scored even
after rectification works has conducted. This practices the contractor to “do things right
the first time and everytime”.
Objectives of QLASSIC are to elevate the level of quality in the construction
industry, to have a standard quality assessment system as a benchmark for quality of
construction works, to assist contractors to achieve defect-free when carrying out
construction works, and to be used as a criteria to evaluate the performance of
contractors based on quality of workmanship.
Table 1: Allocation of weightage for components of building construction works
according to building category
Each category of a building comprises as following:
I. Category A (Landed housing) – Detached, semi-detached, terrace and cluster
houses
8. 18
II. Category B (Stratified housing) – Flats, apartments, condominiums, service
apartments, small office home office (SOHO) and townhouses
III. Category C (Public/commercial/industrial buildings without centralised
cooling system) – Office buildings, schools, factories, warehouses, workshops,
hangers, small office flexible office (SOFO), small office virtual office
(SOVO), religious buildings, stadiums, community halls, hospitals, airports,
universities, colleges, police stations, etc
IV. Category D (Public/commercial/industrial buildings with centralised cooling
system) – Office buildings, schools, factories, warehouses, workshops, hangers,
small office flexible office (SOFO), small office virtual office (SOVO),
religious buildings, stadiums, community halls, hospitals, airports, universities,
colleges, police stations, etc
Based on our project, we will be under ‘Category A and C’ as our project fits the
requirements of being landed houses and landed office shoplot.
For our project to succeed in implementation of QLASSIC, its details will need
to be conveyed to the contractors through tender documents and contract documents.
The relevant documents must specify that we require a minimum of 70% QLASSIC
score for our buildings. This together with the contractor firm details submitted will
help to ensure that the contractors tendering for the project are competent enough to
achieve this quality standard.
The reason for implementing QLASSIC into the project is to ensure that our
project will achieve a high level of quality in terms of the workmanship, as it will
certainly satisfy the client’s requirements. Even if the requirements are not stated, it
will be logical to indicate that quality of the works would need to be on par with
industry’s standards in order for the development to serve its purpose.
Besides that, QLASSIC can serve as a benchmark for quality that should be
taken into consideration when constructing the building, as within the scoring system
there are criteria for every elemental product to have certain level of quality. For
example, for tiled floorings, the joints should be aligned with skirting tiles or wall tiles
9. 19
and also aligned between tiles and consistent in size, the assessment method for this
section would be visual image of the assessor on site.
Other than that, with the implementation of QLASSIC in our project, the
contractors will have to be careful and serious on the work quality as there would not
be second chances due to the nature of QLASSIC which does not allow rescore. Hence,
the possibility of defect and rework in project can be reduced since contractors must
perform the work correctly the first time.
Furthermore, QLASSIC is an independent method to measure and evaluate the
quality of workmanship. It offers impartial and unbiased assessment of a project. The
QLASSIC assessor is an independent individual that has no personal interest in any
aspect of the project, therefore the assessment will be fair and the results will be be
accurate.
With implementation of QLASSIC, parties would be able to adopt this
assessment method that are already complete with quality criteria which benefit both
the clients and contractors. Contractors should not find it a hassle to understand and
implement the criteria necessary to evaluate their work for ensuring the quality
requirements of the client are met.
3.2.2 Project Quality Plan (PQP)
Project Quality Plan is a document that incorporates an outline of all planned
actions needed to meet the quality and customer requirements of a specific project.
This plan describes the unique requirements of this project and its application
throughout the project lifecycle. This plan will also be the prescribed mechanism for
the quality compliance benchmark throughout the project. With the implementation of
PQP, should provide the solid ground for successful, timely and quality
implementation of the project activities.
Ensuring compliance with all relevant rules and provisions is very complex and
comprehensive task. It requires identification of all quality requirements as well as
10. 20
detailed and concise definition of adequate measures necessary to meet these
requirements. Having this in mind, the Project Quality Plan will:
define the quality expectations and goals;
assign roles and responsibilities to management structures and define their
participation in the quality control process;
define project policy and standards, and define compliance criteria;
identify a set of procedures and metrics to be used to determine performance
quality levels.
Once the PQP is adopted, it will be used in daily and overall project management
and quality control by all project partners, responsible for preparing and producing
deliverables.
In the PQP, there will be clear roles and responsibilities. It clearly defines the roles
and responsibilities of site management, subcontractors, and all workers on the project.
There would be minimal miscommunication even when problem arises as the duties
and responsibilities of each personnel is listed.
An example of how roles and responsibilities would be like is according to the
sample below.
11. 21
Figure 6: Example of roles and responsibilities of a company during a project.
A method statement is details of the way a work task or process is to be
completed. It should outline the hazards involved and include a step by step guide on
how to do the job safely. It must also include details which controlled measures have
been introduced to ensure the safety of anyone who is affected by the task or process.
Method Statements will be requested as part of a tender process which allows the client
to gain an insight into the contractor’s organisation and the way it operates. This
12. 22
ensures that the contractor understands the whole process of construction and quality
of the work can be of high level.
Regular inspection should also be conducted on a weekly basis. Inspection can
be in the form of report submitted to relevant parties of clients or consultants or visual
confirmation. Inspections can be conducted for quality of works and safety of works
as it’ll help prevent defects and injuries respectively. The reason for this is to ensure
that the work done is in compliance with the required materials and technique of
construction.
Another thing would be the project documentation. Templates will be made for
documenting the contemporary records of the project as good bookkeeping.
Documentation will also be used for project reporting and monitoring. Example of
documentations are documents of permits, receipts of products, contractors and
subcontractors’ company financial statement, organisational structure, past project
records; site notice, site diary, report for results of test. Quality can be ensured by
keeping track of the minor details of the project. It will also increase the chance of
winning if disputes arises in terms of quality and payment as documentation are
evidence of works done and products delivered.
Process flow chart should also be included to understand the causes and effects
of the project. As construction is a multiple stage process which things can proceed
simultaneously. It may affect the next work of different areas in the project. An
example of process flow chart would be the critical path method. It determines what
is the most important item in the whole process of the project, so it will highlight the
item that might cause a delay and quality degradation.
Test plan should be included in PQP as well. Results of test are needed to determine
the quality of work that were needed for the project’s requirements. An example of
test results are load testing, impact testing, tensile testing, exposure site testing,
strength testing, weatherability, durability, settlement test. The test results should be
submitted for analysis and confirmation that the work is done in accordance to the
specifications.
13. 23
The use of diagrams, charts, and analysis may be used to further improve the
quality control as tools and techniques. By using these tools and techniques, clients
will be able to determine and analyse the results to determine trends and major factors
affecting quality.
An example of diagram would be the Pareto diagram. A Pareto diagram is a
statistical decision-making technique that identifies a limited number of input factors
as having a greater impact on outcomes, whether they are positive or negative. It is
based on the Pareto Principle, popularly known as the ‘80/20 rule’, that stipulates that
80% of the outputs result from 20% of the inputs. Following is an example of paint
defects from an automotive assembly plant:
Figure 7: Example of a Pareto diagram showing the paint defect frequency.
The Pareto diagram shows the relative frequency of defects in rank-order, and
thus provides a prioritization tool so that process improvement activities can be
organized to "get the most bang for the buck", or "pick the low-hanging fruit".
Then comes the Quality Control Chart. These charts are graphical
representations that display the result of a process over time and are used to determine
if the process is “in control”. When in control the process should not be adjusted,
however it may be changed in order to provide improvements. Control charts may be
14. 24
used to monitor any type of output variable. A control chart always has a central line
for the average, an upper line for the upper control limit and a lower line for the lower
control limit. These lines are determined from historical data. By comparing current
data to these lines, we can draw conclusions about whether the process variation is
consistent (in control) or is unpredictable (out of control, affected by special causes of
variation).
Figure 8: Example of a control chart.
Another one would be trend analysis. The trend analysis involves the use of
mathematical techniques to forecast future outcomes based on historical results it is
often used to monitor technical performance and cost and schedule performance in a
project.
15. 25
Figure 9: Example of a trend analysis.
Lastly, the requirements, regulations, and standard should be known by clients
and contractors. An example of requirements, regulations, and standard would be
QLASSIC, Uniform Building By-Laws 1984 (UBBL), BOMBA (Fire and Rescue
Department of Malaysia), Selangor Water Works Department (SYABAS), local
planning authority (Selangor Town and Planning Department). The team must make
sure that the project complies with all the given regulations by authorities. Knowing
this will ensure that the project is a smooth sail, quality will not be affected
tremendously, and help achieve a good final product.
3.2.3 Quality Audit.
An auditing program consists of:
Preparation of control schedules
Reconcile project expenditures
Direct labor analysis
Labor burden analysis
Change order analysis and pricing analysis
Subcontract analysis
Material purchases
Verification of contracted scope
Equipment rental analysis
16. 26
Bonds and insurance analysis
Quality assurance and quality control
Quality auditing is one of the basic elements of an effective quality control plan.
A quality audit is a review of how well (if at all) the key areas of your project quality
plan are being followed. Hiring a 3rd party to review the quality management strategies
and project quality plan is deemed one of the effective way to understand is the
project’s quality plan going in the right direction.
How it’ll work is by hiring an independent professional that is specialised in
checking and evaluating the project quality plan (quality planning, quality assurance,
quality control) and quality management system to ensure the process of works are of
high standards. By having professionals involved, more successful outcome will be
produced.
Quality assurance and quality control review minutes from various meetings,
contractor’s daily logs, engineering field test reports and any other correspondence
files. It obtain and review the contract with materials testing and quality control/quality
assurance firms and obtain and review contractor and/or subcontractor submittals,
shop drawings and cut sheets.
The source of the problem may lie with company personnel, subcontractors, or
suppliers. On the other hand, it may result from an error of management, poor
leadership or faulty communication. Finally, on occasion the quality plan itself may
be unrealistic or inappropriate in its approach to the specific circumstances and
problems of the project and require amendment. Depending on which of these are true,
remedial action may consist of:
Additional training for personnel in correct procedures to follow and/or
disciplinary action.
Communication with superintendents and other employees to deal with
problems that haven’t been properly addressed.
Reconsideration of some element or elements of the quality plan to make it
more appropriate to the project being undertaken.
17. 27
3.2.4 Quality Video Documentation
Quality video Documentation is designed to have recordings of the
construction site at a few important areas of the site that will be able to monitor the
process of the construction.
How it’ll work is by having cameras for recording that will be placed on
designated places around the site/in the building which will provide wide angle of view.
For example, a camera place on a tall stick that is able to record the process of
excavation, piling, and ground beam.
Cameras will start recorded everyday during working hours of the site, which
is usually eight hours. Footages captured will be stored in an electronic storage devices,
usually a hard disk drive and will be reviewed by a designated worker on a weekly
basis as proof that the work is done in accordance with the specifications and high
quality can be achieved through this.
An alternative to this would be to hire an independent professional that has
experience with reviewing video footages as stated. Hiring a 3rd party will allow a
clear thorough check due to their specialised responsibilities with unbiased and
impartial work.
This will prevent fraud or negligence from the clerk of work or contractor
because the whole process of the construction is recorded and reviewed instead of how
traditional assessment is done, which is by assessing the end product only. With this
implemented, the project will have high quality of workmanship throughout the whole
project.
18. 28
4.0 Project Risk Analysis
Risk management is the identification, evaluation of risks followed by
coordinator and economical application of resources to minimize and control the
probability or impact of unfortunate events. In essence, it is also to maximize the
realization of opportunities. One of the objectives of risk management is to assure
uncertainty does not deflect the endeavour from the project goals.
Risk management in construction is designed to plan, monitor and control
those measures needed to prevent exposure to risk. To do this it is necessary to identify
the hazard, assess the extent of the risk, provide measures to control the risk and
manage any residual risks.
Following the initial risk identification phase, the project manager should have
a working list of risks that have been identified as potentially affecting the project.
From this list, the project manager should differentiate those that seem minor and do
not require further attention from those that require follow-up, qualitative analysis,
quantitative analysis, and active mitigation and management. This process requires
some qualitative assessment of the magnitude and seriousness of each identified risk.
Various methods that have been developed to assess failures in physical equipment
and systems have also been applied in one form or another to project risks.
Next, we will analyse the associated risk along with the consequences. We will
do this by conducting a SWOT analysis. This helps to paint a clearer picture of the
company’s strengths and weaknesses, both internally and externally. In addition, we
would provide constructive measures to improve on the shortcomings of the company,
which will be beneficial for the project as a whole. Furthermore, as project managers
we want to present our analysis both through quantitative and qualitative. We will rank
them using Risk Matrix for the quantitative measures and SWOT Analysis for
qualitative measures.
19. 29
4.1 SWOT Analysis
Figure 10: SWOT Analysis table.
SWOT analysis is a framework used to evaluate a company's competitive
position by identifying its strengths, weaknesses, opportunities and threats.
Specifically, SWOT analysis is a foundational assessment model that measures what
an organization can and cannot do, and its potential opportunities and threats.
4.1.1 Breaking Down SWOT
SWOT analysis is a basic, analytical framework that assesses what an entity —
usually a business, though it can be a place, industry or product — can and cannot do,
for factors both internal and external. Using environmental data to evaluate the
position of a company, a SWOT analysis determines what assists the firm in
accomplishing its objectives, and what obstacles it must overcome or minimize to
achieve desired results: where the organization is today, and where it may go.
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4.1.2 Elements of a SWOT Analysis
When using SWOT analysis, an organization needs to be realistic about its
good and bad points. The organization needs to keep the analysis specific by avoiding
gray areas and analysing in relation to real-life contexts. For example, how do the
organization’s products and services compare to those of competing firms? SWOT
analysis should be short and simple, and should avoid complexity and over-analysis
because much of the information is subjective. Thus, companies should use it as a
guide and not a prescription.
Strengths describe what an organization excels at and separates it from the
competition: a strong brand, loyal customer base, a strong balance sheet, unique
technology and so on. For example, a firm has a reputation of good workmanship over
the course of many years in all of their projects.
Weaknesses stop an organization from performing at its optimum level. They
are areas where the business needs to improve to remain competitive: higher-than-
industry-average turnover, high levels of debt, an inadequate supply chain or lack of
capital.
Opportunities refer to favourable external factors that an organization can use
to give it a competitive advantage. For example, a car manufacturer can export its cars
into a new market, increasing sales and market share, if a country cuts tariffs.
Threats refer to factors that have the potential to harm an organization. For
example, a drought is a threat to a wheat-producing company, as it may destroy or
reduce the crop yield. Other common threats include things like rising costs for inputs,
increasing competition, tight labour supply and so on.
SWOT analysis is a great way to guide business-strategy meetings. It's
powerful to have everyone in the room to discuss the company's core strengths and
weaknesses and then move from there to defining the opportunities and threats, and
finally to brainstorming ideas. Oftentimes, the SWOT analysis you envision before the
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session changes throughout to reflect factors you were unaware of and would never
have captured if not for the group’s input.
A company can use a SWOT for overall business-strategy sessions or for a
specific segment like marketing, production or sales. This way, you can see how the
overall strategy developed off the SWOT analysis will filter down to the segments
below before committing to it. You can also work in reverse with segment-specific
SWOT analysis that feeds into an overall SWOT analysis.
Table 2: Our company’s SWOT Analysis
Strength
- High financial capacity
- Experienced in the
construction industry
- Good management team
- Quality workmanship
- Timely completion
Weakness
- Too many projects ongoing in the
company
- High staff turnover in the
company
- Lack of marketing expertise
- Underestimation leading to cost
overrun
- Vertical hierarchy system leading
to slow response
Opportunity
- High profit margin
- Availability of advanced
construction technology and
method
- Strategic location
- New public transportation to
be built
- Economics of scale
Threat
- Competition among other housing
developments
- Risk of project not selling out
- Market fluctuation
- Sudden change in effective
demand
- Need to consider stakeholder
consensus
Our client strive to be the best in the industry, hence we conducted a SWOT
analysis, breaking them down into detailed points to provide them a thorough analysis.
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For every strength and opportunity, we formulate the best strategy for the client to
fully leverage on it. For instance, current the client has a very strategic location, it is
best to build buildings that allow more than just condominiums and apartments, they
can build office or commercial buildings as well in the area. As for the weaknesses
and threats, we try our best to advice the client on the things to avoid. For example,
one of the threats is that the market fluctuation may cause the project to experience
huge cost overrun, we can sort this out with buying specific insurances that help
mitigate this risk.
There are some sources of risk that is prevalent in the construction industry,
mainly government related risks, stakeholder risks, design risks and construction risks
such as delays, cost overrun, site safety etc. After identifying the sources of risk, we
rank them using risk matrix and analyse them. Next, we propose solutions and
mitigations for the risks based on the level of severity and likelihood.
4.2 Risk Identification
With the sources of risks in our project determined, a discussion is carried out
to identify potential risks that will threaten the project. From the discussion, a total of
23 risks from different sources are established. They are listed and explained below.
i. Client / Government / Regulatory / Stakeholder
Implementation of new policy
New government policy by the government may cause substantial changes in
construction requirements, which in turn may have negative effects on our project. The
new policies may force us to make huge variations to comply with them, or even in
some serious cases force the termination of project. They can also affect the
profitability of project.
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Not in accordance to authority requirements/regulations
There are many authority requirements and regulations that must be complied with
in development projects to ensure the building is safe and comfortable for residents.
Some examples are Uniform Building By-Laws (UBBL), BOMBA and SYABAS
requirements. Non-compliance with them will cause disruption in the work by
authorities and incur variation in the late stage of project, leading to delays and
additional cost.
Change in client’s requirements
During construction, client sometimes wants to change some aspects of the
project such as design, materials and quality. The change may be huge or minimal
depending on the circumstances. Some reasons for this are influence by the market
trend and other similar projects. It can also be due to the client’s original intention and
requirements are not clearly conveyed in the early stage of development, resulting in
variations in later stages of the work. These changes disrupt the work progress and are
hard to implement during construction stage.
Lack of stakeholder consensus
Stakeholder consensus is an important consideration for the development.
Some major stakeholders in our case are Taylor’s University, the university students
as well as the surrounding buildings’ occupants and owners. Their approval of the
project is important for smooth project completion and operation. However,
stakeholders may object our development due to multiple factors, including potential
pollution, traffic obstruction, reduced profitability and others. Their objections can
cause the project to fail to achieve its objectives.
Contractor insolvency and incompetency
One of the risk in the development is the insolvency and incompetency of
contractor. If the contractor’s financial capacity is not strong enough or he suffers huge
losses, he may become insolvent, making him unable to continue carrying out the work.
Besides that, the contractor procured may be inexperienced and does not possess
enough expertise or knowledge, resulting in poor site management and workmanship.
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These two kinds of contractors will cause additional costs, project delay and poor
quality of works.
Contractual disputes
With the construction industry being adversarial in nature, contractual disputes
is a common occurrence in projects. The disputes are mostly on payment issue and
contractual claims for time and damages. They arise because clients and contractors
are not familiar with the contract provisions, in addition to the incompetency of
employed Quantity Surveyor as a consultant on contractual matters. As a result, the
construction work may be delayed and the client can suffer huge potential losses if he
is the losing party in disputes.
ii. Design
Obsolete design
The design of buildings in our development may be obsolete if the architect
does not have sufficient knowledge and expertise or he does not keep up with the
current design trends. An obsolete design is one that is old fashioned, thus it is
unattractive to the public. This will reduce the sales of property, resulting in lower
profitability for the project.
Poor buildability
Poor buildability is a risk that can arise in design. This kind of design is hard
and uneconomical to build. It mainly happens due to the incompetency of Architect
where he fails to consider the difficulty and viability of construction for a particular
design during design stage. Design with poor buildability can lead to extra cost and
time required for construction.
iii. Construction
Construction delays
Construction delays is a common issue in construction projects. The delays
caused the project to be completed after the expected completion date, causing
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financial losses to the client since the property cannot be sold and occupied early.
There are many causes of delay from both contractor and client. Some common ones
are providing late site possession to contractor, variations in the work, late issuing of
drawings and specifications, poor site management by contractor and insufficient
contractor’s labour or plants.
Cost overrun
Another important risk in development is cost overrun. Client in construction
projects normally have a tight budget that must not be exceeded to ensure the project
is affordable and viable for acquiring profit. If there is cost overrun during construction,
the client will find it hard to sustain the project and may even need to terminate the
project in extreme cases. This problem may arise due to incompetent Quantity
Surveyors producing wrong Bills of Quantities, inaccurate cost estimates or failure to
monitor and control the actual construction cost.
Force Majeure
Force Majeure refers to unforeseen and uncontrollable circumstances that
prevents the completion of the project. It includes war, riot, strike and natural disasters
such as flood and earthquake. While its impact to the development is very significant,
it is almost impossible to avoid it. Luckily, these kinds of events rarely happen in our
project location.
Damage to surrounding building and property
Since our project is located nearby Taylor’s University and some residential
areas, there is a risk of damage to surrounding building and property. This is mostly
due to the vibrations produced from construction which can cause cracks in the
structures of nearby buildings. If there is actual damage done, the residents or owners
of these properties may claim compensation from us to repair them, resulting in losses
of client.
Poor quality and workmanship
It is possible that the buildings constructed have poor quality and workmanship
which does not meet the quality standard required by the client. The risk can arise from
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the usage of poor quality materials or the inexperience of contractor. A property with
poor quality is uncomfortable, unattractive and dangerous for residents, therefore it
will affect the sales and reduce client’s profit. Additional cost can also be incurred for
repairing the defects.
iv. Construction Materials
Lack of materials
Lack of materials may occur in a development in which there is a shortage of
construction material supply for the project. This can just take place in a particular
location or across the whole country. It may be due to major construction projects in
Malaysia or other nearby nations taking most of the supply since those projects have a
high demand of materials. The material shortage will make it difficult to successfully
complete the project.
Price fluctuation of materials
This risk is related to the previous risk as the lack of materials will cause the
price of materials to fluctuate and increase, although this is not always the reason. The
price trend of materials can be affected by many other factors such as government
policies, interest rate and production costs. In any case, if there is a sudden increase in
material price, the project’s profitability will reduce. The project may also become too
costly for the client to afford.
v. Construction Site
Poor site safety
The construction site of a development may have poor site safety. The workers
may have no knowledge on safety requirements and matters or simply just do not
follow them. This will increase the probability of accidents and injuries happening at
the site. Furthermore, if the authorities determined a site is not safe during their
inspection, the work will be disrupted to fix it immediately. All of these outcomes are
not favourable to the client as they incur damages, lower site productivity and tarnish
client’s company image, even if it is not his fault.
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Serious sound and air pollution
Sound and air pollution is inherent in construction work. However, if the
pollution reach a high level, it will affect the environment and nearby occupants.
Extensive use of machinery and plants for long hours is one of the main reasons for
this risk. With our site located near many properties and buildings, this can be a serious
problem which will force the building owners, occupiers and even the authorities to
take action against us, leading to client’s losses.
Existing underground services and problems
Due to our site being near to university and residential properties, we can
expect existing underground services at the site. If care is not taken in handling these
services and other ground issues such as contamination and poor bearing capacity, it
can result in damages, delays and even project failure. Although the client had already
carried out surveys of site to identify these issues and effective solutions suggested in
the building plans had been approved, the strategies proposed may not be followed
with care during construction. It is also possible that the contractor is not aware of or
does not understand these problems to tackle them.
vi. Logistics
Traffic obstructions for public
As our site’s location is in a populated area, it may cause obstructions to the
surrounding traffic. With plants moving in and out of the site, together with potential
works on nearby roads, they can lead to heavy congestion and traffic jam around the
site. Bad traffic flow will stir public dissatisfaction with our project, leading to actions
taken against us that will disrupt work.
Transportation issues for materials
There is a risk that problems related to material transportation occur in our
project. With the high traffic flow near our site due to residences and university,
material and component transportation to site may be difficult. It is also possible that
the items are delivered late or damaged during delivery. While it is the contractor’s
duty to ensure good delivery of his materials, the client need to ensure there are no
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issues in transportations of materials ordered by himself. These issues may incur extra
costs, poor quality and delays in construction.
Poor Accessibility to site
With high traffic flow and many buildings nearby, the accessibility to our site
may be poor. It can be hard for contractor’s plants to access the site without being
obstructed by public vehicles, especially if the plant is large in size. If this problem is
not considered before construction starts, it may lower productivity at the site and
cause delays, which are not desired by both the client and contractor since there will
be possible loss of profit for them.
vii. Property Market
Lack of marketing expertise
Through SWOT, we have identified that the client’s company have a lack of
marketing expertise. One of the reason is the high staff turnover in our company, so
our current employees are inexperienced in marketing. The client also has multiple
projects ongoing at the same time, which will spread out the marketing workforce for
this particular project. Therefore, this issue can make it difficult to promote our project
and sell out units, lowering project profitability.
Low sales
This risk is related to the previous risk, though they are not the same. The lack
of marketing expertise is one of the reason for low sales, but there are other reasons
too. It can be due to the project team not aware of the current trend of property market,
overprice of units, high interest rates and new government policies. In our project,
there will be high competition since there are many residential properties nearby.
Hence, this risk is an important consideration for this development. Low sales that do
not meet the targeted sales projection will result in the project becoming unprofitable
for client and unable to achieve its goals.
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4.3 Risk Projection and Analysis
After the possible risks of the development are identified, risk projection is
performed by analysing each risk and determining the probability of the risk happening
along with its severity if the risk occurs. The risk rating then can derived for each risk
based on these 2 aspects and the most impactful risks can be established by using the
risk matrix. This is to allow prioritization of risks for effective risk management, due
to the limited resources available to address all of the risks. The severity, likelihood
and risk rating of the risk are shown in the following table. The categories which the
risk belong to according to the risk matrix are also provided in the table.
Table 3: Risk Projection Table
Sources of
Risks
Potential Risks Severity Likelihood
Risk
Rating
Category
Client /
Government /
Regulatory /
Stakeholder
Implementation of new
policy
3 2 6 Acceptable
Not in accordance to
authority
requirements/regulations
4 2 8 Undesirable
Change in client’s
requirements
4 2 8 Undesirable
Lack of stakeholder
consensus
4 2 8 Undesirable
Contractor insolvency and
incompetency
3 2 6 Acceptable
Contractual disputes 3 3 9 Undesirable
Design
Obsolete design 3 2 6 Acceptable
Poor buildability 3 3 9 Undesirable
Construction
Construction delays 3 5 15 Unacceptable
Cost overrun 3 4 12 Undesirable
Force Majeure 5 1 5 Acceptable
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Poor quality and
workmanship
2 4 8 Undesirable
Damage to surrounding
building and property
3 3 9 Undesirable
Construction
Materials
Lack of materials 4 2 8 Undesirable
Price fluctuation of
materials
4 2 8 Undesirable
Construction
Site
Poor site safety 4 3 12 Undesirable
Serious sound and air
pollution
3 4 12 Undesirable
Existing underground
services and problems
3 3 9 Undesirable
Logistics
Traffic obstructions for
public
3 4 12 Undesirable
Transportation issues for
materials
3 3 9 Undesirable
Poor accessibility to site 2 2 4 Acceptable
Property
Market
Lack of marketing
expertise
3 4 12 Undesirable
Low sales 4 3 12 Undesirable
Figure 6: Risk Matrix
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From the table, it is clear that which risks are acceptable, undesirable and
unacceptable. Different strategies and measures have to be taken to prevent and
mitigate risks of different categories, as their impact to the project are vastly distinct
from each other.
4.4 Risk Monitoring, Mitigation and Contingency Planning
To handle the potential risks to the development, there are three aspects of risk
management, which are risk monitoring, risk mitigation and risk contingency planning.
Risk monitoring is a process where the factors or causes of risks are monitored. It is
used to predict whether a risk is becoming more likely to occur, so suitable measures
can be prepared for it.
Risk mitigation is the primary strategy of risk management. It involves plans
and policies developed to prevent and mitigate the risks. Risk contingency planning is
a process to devise measures to handle situations where the risks have happened so
their negative effects on the development can be reduced to a minimum.
While all three aspects of risk management can be applied to each risk,
different aspects are more effective or suitable for different risks depending on whether
they are acceptable, undesirable or unacceptable. For example, risk contingency
planning are particularly effective for severe risks which are likely to occur. In this
report, we will focus on developing strategies to address the undesirable and
unacceptable risks as they are more important risks requiring prioritization. However,
the acceptable risks should be constantly monitored too to minimize the chances of it
happening and ensure it does not become a serious risk.
A. Undesirable Risks
1. Not in accordance to authority requirements/regulations
The client and project team must be aware of the current government
requirements or regulations that will affect the development. During the regular project
meetings, they should analyse and discuss the progressive work done at the site to
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ensure its design and specifications are in line with the authorities’ requirements. The
conflicting items found should be immediately removed or changed. The work
constructed may not comply with the regulations, hence it is important to have regular
inspections on the work. Besides that, if there are any changes to the project, the
changes should be submitted to relevant authorities for approval. This will ensure that
the project can be completed and occupied without much problems.
2. Change in client’s requirements
To ensure there will not be a major change of project requirements, it is crucial
to plan ahead before construction starts. There should be a meeting between the client,
consultants and contractor to ensure the client’s needs and wants are thoroughly
understood before entering into a contract. The communication between these parties
must be clear and concise. Any discovered issues and conflicting items should be
resolved before starting work to reduce variations and rework required during
construction stage, which in turn reduce the possibility of cost overrun and delays.
3. Lack of stakeholder consensus
Before starting the work, stakeholder consensus should be obtained by
negotiating terms regarding construction with the stakeholders, especially the
surrounding property owners and occupants. Survey can be conducted on the
stakeholders to collect useful data and understand their demands concerning the
project. We should try to meet their reasonable demands such as those about work
hours and noise control to ensure their satisfaction and allow smooth completion of
project. This may even provide future partnership opportunities.
4. Contractual disputes
To minimize contractual disputes, the client and contractor should have a
meeting before signing the contract to discuss about the contract provisions. Both
parties must understand clearly their rights, obligations and liabilities stated in the
contract clauses. The Quantity Surveyor hired must also be ensured to be competent
by checking on his background, company info, past project data and other relevant
documents. In addition, claim consultants can be employed to advise the client in
contractual matters as they are experts in this area.
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5. Poor buildability
Before work commencement, there must not be poor buildability in the project
design. The architect must possess sufficient knowledge and be competent in his duties
to avoid this issue. Besides that, it can be avoided by hiring third party consultants to
review the design. Different procurement methods can also be adopted to allow
contractors to check on the design before construction to identify poor buildability
through their experience. Any buildability problems found in design must be resolved
to avoid incurring future delays and extra costs.
6. Cost overrun
To prevent cost overrun, the Bills of Quantities can be reviewed by a third party
cost consultant to ensure the quantity, specifications and cost are accurate and
reasonable for the specific project. In addition, the Quantity Surveyor (QS) should
develop suitable cost plans and estimates during different project stages. They should
diligently perform cost monitoring and cost control by regularly cross-checking the
actual construction cost with the cost budget set and taking required steps to ensure
the budget is not exceeded. There must also be a monthly report to the client so he can
have a clear understanding of his project’s financial situation.
7. Poor quality and workmanship
To ensure good quality and workmanship that meet the client’s requirements,
quality management must be done which involves many steps and measures.
QLASSIC is chosen as the quality standard to evaluate the quality of the project,
whereby a minimum score of 70 must be achieved. The detailed strategies and process
used in quality management are explained in the corresponding section of this report.
8. Damage to surrounding building and property
Appropriate measures should be taken to minimize damage to surrounding
buildings arising from construction. A condition survey can be carried out to assess
the potential damage so suitable preparation and strategies can be made. There must
be a strict inspection and tight monitoring on the construction process and methods to
ensure minimal damage. Besides that, the conditions of surrounding buildings should
be checked before construction to determine existing damage, with photos and records
34. 44
taken for evidence. It allows us to clearly distinguish the actual damage caused by our
project and defend against allegation from residents involved.
9. Lack of materials
For addressing the potential lack of materials, it is best to have contact with
multiple suppliers across the country. This is to ensure that when there is a lack of
material, supply may be obtained from them to mitigate the issue. Therefore, the client
should start to build up his relationship and reputation with these suppliers.
Furthermore, the project team must keep up with the current construction material
supply data to monitor and predict material shortage. If it is found to be imminent,
mitigation can be made by stocking up construction materials early for contractor
usage, which is possible due to the client’s strong financial power.
10. Price fluctuation of materials
The strategies for this risk is similar to the ones for the previous risk of material
shortage since these risks are related in nature. The project team must be aware of the
current price trend of material and major construction projects that might affect
material price and supply in the country so suitable preparations can be made. This can
be achieved through research and study. Like the strategies for material shortage,
construction materials can be stocked up during the early stage to avoid the need to
buy them periodically, mitigating fluctuation of material price.
11. Poor site safety
The site must be ensured to comply with the safety requirements and standard.
All site personnel must understand clearly the requirements and follow them strictly.
Besides that, a safety briefing should be carried out for the personnel before work
commences. A standardized process involving records can also be enforced to serve
as a proof of site safety. Other than that, there should be regular spot checks made by
the clerk of work to ensure constant compliance of safety rules. Third party safety
consultants can also be employed to conduct safety inspection and provide
professional advices on this matter.
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12. Serious sound and air pollution
Effective strategies should be developed to prevent significant sound and air
pollution. Reasonable cost should be allocated for implementing the necessary
technology and methods. Some examples of measures that can be taken are only
working during hours approved by local authorities. In addition, machinery usage
should also be more efficient to reduce pollution. The number of plants and machinery
on site should also be limited to necessary numbers only. The pollution level to
surroundings must be continuously monitored to ensure they are acceptable.
13. Existing underground services and problems
While the proposed solutions for existing underground issues and services
identified were already approved in the building plans submitted, effort must be made
to ensure these solutions are implemented in the project. The contractor must be
briefed on these underground problems so he understands them clearly and can prepare
to resolve them. Furthermore, the clerk of work must also inspect and monitor the
contractor’s work carefully to ensure he complies strictly with the approved strategies
to effectively address the issues and avoid damage to the existing services.
14. Traffic obstructions for public
Resources should be invested to prevent or mitigate public traffic obstructions.
For example, workers can be employed to divert traffic. More temporary diversions
and roads can also be prepared as necessary to ensure smooth traffic flow around the
site. Furthermore, entry and exit to site must be minimized during peak hours. Nearby
roads must not be obstructed during this period too. The measures made should be
supervised and inspected to ensure they are effective and complied with by site
personnel. If needed, traffic report can be made regularly to assess the effects of
construction on traffic and monitor them.
15. Transportation issues for materials
Temporary roads and diversions can be made to enable smooth transportation
to site without much disruption. The department or company handling logistics must
be checked on their background, past project details and other relevant info to ensure
they are competent in handling deliveries so there will not be delays, broken items and
other issues. After each delivery, the condition of items delivered and the delivery date
36. 46
must be checked and recorded to serve as contemporary records. They can become
evidence for claiming damages if required.
16. Lack of marketing expertise
To mitigate the risk of lacking marketing expertise, marketing training can be
conducted for the staff. The marketing department should also be restructured based
on advice from professionals to improve the marketing ability of the client’s company.
This will not only help to promote the current project and increase its sales, but also
benefit the client in his future projects, providing higher potential profit. If the
department cannot be reorganized, another option is to employ third party marketing
companies to help us in this matter.
17. Low sales
The strategies for this risk is similar to the strategies for the previous risk.
Property agent and promoters can be hired to provide advice on this issue and help us
to increase the sales of property. Resources should also be invested in advertising
across multiple platforms such as newspaper, social media and bulletin. To prevent
low sales, the Quantity Surveyor should be aware of the current market trend and other
factors affecting property demand. These factors can be analysed and presented in a
report to the client to help him understand the potential sales and project profitability,
subsequently useful strategies can be devised.
B. Unacceptable Risks
1. Construction delays
Since delays can be caused by client and contractor, it is crucial to ensure both
parties understand what actions can lead to delay. The contract must be clear on the
scope of works, the completion date and the extension of time (EOT) clauses. As
delays are not wanted by both parties, they should try to follow the procedures stated
in the contract and reduce disruptive actions to the project as much as possible.
Quantity Surveyor has an important role in this because he has to give useful advice
and guidance to both parties.
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Before construction, the contractor must submit a complete work programme
that shows clearly the time period for each construction activity and it should be
reviewed by the client and consultants. After the programme is improved and approved,
it will act as a guideline for contractor to achieve timely completion. Therefore, the
work programme must be constantly updated as the construction progresses. Critical
path method can be adopted to help the contractor in managing his time. If required,
the work can also be rescheduled to save time. In addition, the consultants have to
monitor the work progress according to the work programme and remind the contractor
if he appears to be behind schedule.
If delays are imminent, the consultants must make sure the contractor has taken
the necessary steps to mitigate the delay. The client may choose to allocate more
resources to contractor for speeding up the work. This is viable option due to the
client’s strong financial capacity. If the contractor is eligible for EOT, the delays
should be carefully assessed and a suitable extension should be given to the contractor
to reassure him and motivate him to finish the work by the new completion date.
5.0 Project Summary
In this report, we have analysed the proposed project and its circumstances to
identify suitable strategies to manage the project. As project managers employed for
the project, we determined that quality management and risk analysis are important to
help the project to succeed and achieve its objectives.
To manage and ensure the quality of our project, we have devised a few
strategies involved with quality planning, quality assurance and quality control. We
establish QLASSIC as the quality standard for the project and specify a minimum 70%
score to be obtained by contractor. To enable this to be achieved, we recommend
setting a PQP that contains all quality management strategies, including the QLASSIC
requirements, Quality Audit and Quality Video Documentation.
For risk analysis, we have taken a few measures to reduce or prevent risks. The
first step is preparing a SWOT analysis for the client’s company based on this project.
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Based on the SWOT made, we have identified potential risks for the development.
Risk projection is then done for the identified risks to determine the most impactful
risks to be prioritized according to their probability and severity. After that, strategies
to monitor, mitigate and manage these risks are developed. Construction delay is the
most significant risk that should be considered.
To conclude, we hope that our report has enabled the client to have a better
understanding of his development in terms of its quality policies and inherent risks.
By following the proposals made by us, the client will be able to guarantee the project
risks are minimized and his quality requirements are achieved. Consequently, he can
improve his development’s profitability and meet his targeted sales.