1. 1
School of Architecture, Building and Design (SABD)
Bachelor of Quantity Surveying (Honours)
Management Science QSB2143
Group Assignment Report
August 2017
No. Name Student ID
1 Kennedy Ho Li Zhang 0331397
2 Eric Wee Hiong Kiet 0329601
3 Andy Chin 0326973
4 Wong Sher Sheng 0329950
5 Wong Tian Yi
6 Eric Teo Chiang Loong
Lecturer: Ms Tay Shir Men
Submission Date:30 November2017
3. 3
Introductionof Company
Name ofBusiness:Pegasus ConstructionSdn.Bhd
Nature of Business:ConstructionCompany
Capital: 1 MillionRinggitMalaysia
Location: SubangJaya, Selangor,Malayisa
VisionStatement
To be a part of everyconstructionprojects’successstory.
MissionStatement
To carefully&diligentlyutilizingourskillsinassisting,supporting&enhancingourclient’sprojects to
ensure success.
4. 4
Task 1
Company Background
Pegasus Sdn Bhd isa ConstructionCompanylocatedat Subang Jaya, MalaysiawithRm1 million.This
CompanywasfoundedOnAugust 2017. Pegasus SdnBhd is a private limitedcompanypractisingand
carryingonthe businessof QuantitySurveying,ConstructionCostConsultant,Constructioneconomist,
construction manager or equivalent thereto. This Company providesthe following services: Prepare
and submit feasibility study report, preliminary estimates, cost plans, document and report for pre-
qualification of contractors, bills of quantities, tender documents, tender estimates and reports,
contract documents,valuationof workforinterimpayments,variationsandfinal accountsandother
additional or new services relating to the practices of Quantity Surveying and Provide professional
advice andservicesforall projectmanagement,constructionmanagementandall otheralliedworks.
Short-termGoals
Receivingatleast5 minorhousingdevelopmentprojectand1 minorinfrastructure project
Ensure there ispositive cashflow bymonthlybudgetreview
To fulfil all customerneeds
To have a goodreviewin1.5 years
MidtermGoals
Receivingatleast8 minorprojects and3 majorproject
Receivingatleast85 percentpositive customerfeedbackregardingthe servicesprovided
Long-termGoals
To be a private publiclistedcompany
To achieve atotal revenue of 5billion
Handle at least8 projectsfromoverseas
Continue andmaintain,ensurethe cashflow remainpositive
5. 5
Organizational Structure
Composite Organization
InPegasusSdnBhd,we practice compositestructurethatinvolvesallorcombinationof functional and
projected organization types. This organization type evolves based on the needs to have different
control structure at differentlevelsof the organization.
Figure 1: Organization chart
Board of
Directors
General
manager
Project
Department
Site engineer
Quantity
Surveyor
Civil
Construction
Supervisor
Site Safety
Supervisor
Engineer
Department
Structural
Engineer
Cost
Estimator
Planning
Engineer
Human
Resources
Department
Compensation
and benefits
Staff training
and
development
Personnel
Staff
Relations
Financial
Department
Accountant
Budget manager
Purchasing
Department
Purchasing
Manager
6. 6
Project Department
Projectdepartmentisresponsibleforschedulingandmanagingforeachproject.The project needsto
decide the budget,assignemployeesandtheirdutiestocomplete the job,care the safetyof workers
every single time. In addition, they need make sure the construction work can be well completed
accordingthe contract andthe time.
1) Site engineer
Site engineers have similar jobs to construction (site) managers on a construction project. site
engineers tend to have a more specific, technical knowledge and expertise. Site engineers typically
come from a civil, structural, geotechnical, building services, mechanical or electrical engineering
backgroundand manage packagesrelatedto those areas.Site engineersworkout on a construction
site inall weathersandtendtoworkononeprojectatatime.Dependingonthe locationof theproject,
theymightneedtorelocate or complete alengthycommute.Keytasksof the jobinclude:
managingparts of constructionprojects
overseeingbuildingwork
undertakingsurveys
settingoutsitesandorganisingfacilities
checkingtechnical designsanddrawingstoensure thattheyare followedcorrectly
supervisingcontractedstaff
ensuringprojectsmeetagreedspecifications,budgetsortimescales
liaisingwithclients, subcontractorsandotherprofessional staff,especiallyquantitysurveyors
and the overall projectmanager
providingtechnical advice andsolvingproblemsonsite
preparingsite reportsandfillinginotherpaperwork
liaisingwithquantitysurveyorsabout the orderingandnegotiatingthe price of materials
ensuringthathealthandsafetyandsustainabilitypoliciesandlegislationare adheredto
7. 7
2) Quantity Surveyor
Quantity Surveyor responsible to manage the costs on the construction project and ensure the
constructionprojectiscompletedwithinitsprojectedbudgetandcompletedontime.Alternativejob
titlesforaquantitysurveyorinclude‘costconsultant’,‘commercialmanager’,‘costmanager’and‘cost
engineer’.
The day to day responsibilitiesinclude rolesinside the office,onthe constructionsite or in meetings
with clients and other project personnel. While is very nature of construction work ensure no two
projectsare everthe same,a typical workday may involve:
price/forecastthe cost of the differentmaterialsneededforthe project
prepare tenderdocuments,contracts,budgets,billsof quantitiesandotherdocumentation
track changes to the design and/or construction work and adjusting budget projections
accordingly
procure or agree the services of contractors and/or subcontractors who work on the
constructionof the project
measure andvalue the workdone onsite
pay subcontractors
liaise with the client and other construction professionals, such as site managers, project
managersand site engineers
selectand/orsource constructionmaterials
write reports
Quantity surveyors may choose to specialize in specific area of construction industry and focus on
areas like property taxation, costing advice, maintenance of existing buildings and application to
fundingsources.
8. 8
3) Civil ConstructionSupervisor
A Civil construction supervisor monitors ongoing construction to ensure that the work is being done
correctlyand the projectstayson schedule.Theyalsoensure thatall equipmentisworkingproperly.
The dutiesof civil constructionsupervisorinclude:
Scheduling- At the beginning of the project, the supervisor must establish the job schedule,
whichincludessettingcompletiongoalsforsubcontractorsanddeliverydatesfor materials
DailyOperations- Afterconstructionbeginsonthe project,the supervisormustvisitthe work
site daily and speak to managers, workers and vendors to prevent miscommunication and
resolve issues.Thishelpsall partiesstayupdatedonanychangestothe plansandstickto the
schedule as the project progresses. Monitoring the job's progress daily helps the supervisor
spot problems quickly and contact the subcontractor or vendor to correct the issue
immediately.Thispreventsasmall problemfrom escalatingintoalarge budgetoverrun.
Resource Management-Civil projectsare subjecttogreaterscrutinythanprivatejobsbecause
they generally use public money to fund construction. This requires the construction
supervisortoconstantlymonitorthe use of employees,materials,fundsandotherresources
to eliminate wastefulness.The construction supervisor should watch the material inventory
to see if any are being used faster than expected. If an unusual usage rate is detected, the
supervisor can order more material to keep up with the need or analyse the construction
processto lookforinefficiencies.
4) Site Safety Supervisor
A site safety supervisor ensure that construction workers are following establish policies ad safety
regulations. Site safety supervisor work closely with Occupational Safety and Health Administration
(OSHA).The responsibilitiesof site safetysupervisorinclude:
Inspectand rectifyinganyunsafe conditionsatthe constructionsite;
Correctinganyunsafe practices;
Checking of sub-contractors’ work to ensure compliance with the Act and the Regulations
made thereunderare compliedwith,and
Liaise with contractor’s safety supervisors appointed under Regulation26 with respect to
safetyof workundertakenbysub-contractors.
Performsemergencyresponsedrills
Watchesout forthe safetyof all workersandworkstoprotectthemfromenteringhazardous
situations
9. 9
Respondstoemployees’safetyconcerns
Promotessafe practicesatjobsite
5) Structural Engineer
Structural engineers design structures to withstand stresses and pressure imposed through
environmental conditionsandhumanuse. Theyensure buildingandotherstructures do not deflect,
rotate,vibrate excessivelyorcollapse and they remainstable and secure throughouttheiruse.They
also examine existing buildings and structures to test if they are structurally sound and still fit for
purpose.Asa structural engineer,theirresponsibilitiesinclude:
analyse configurationsof the basicstructural componentsof abuildingorotherstructure;
calculate the pressures, stresses and strains that each component, such as a beam or lintel,
will experience from other parts of the structure due to human use or environmental
pressuressuchas weatherorearthquakes;
consider the strength of various materials, e.g. timber, concrete,steel and brick, to see how
theirinclusionmaynecessitate achange of structural design;
liaise withotherdesigners,includingarchitects,toagree onsafe designsandtheirfitwiththe
aestheticconceptof the construction;
examine structures at risk of collapse and advising how to improve their structural integrity,
suchas recommendingremovalorrepairof defectivepartsorrebuildingthe entirestructure;
make drawings,specificationsandcomputermodelsof structuresforbuildingcontractors;
workwithgeotechnical engineerstoinvestigate groundconditionsandanalyse resultsof soil
sample andin-situtests;
liaise with construction contractors to ensure that newly erected buildings are structurally
sound;
applyexpertknowledgeof the forcesthatact on variousstructures;
Use computersandcomputer-aideddesign(CAD) technologyforsimulationpurposes.
10. 10
6) Cost estimator
Cost estimatorscollectand analyse data inorder to estimate the time,money,materials,andlabour
requiredtomanufactureaproduct,constructabuilding,orprovide aservice.Theygenerallyspecialize
ina particularindustryortype of product. Costestimatorstypicallydothe following:
Identifyandquantifycostfactors,suchas productiontime,materials,and labourexpenses
Travel to jobsites to gather information on materials needed, labour required, and other
factors
Readblueprintsandtechnical documentsinorderto prepare estimates
Collaborate withengineers,architects,clients,andcontractorsonestimates
Consultwithindustryexpertstodiscussestimatesandresolveissues
Use computersoftware tocalculate estimates
Evaluate a product’scost-effectivenessorprofitability
Recommendwaystomake a product more cost effective orprofitable
Work withsalesteamstoprepare estimatesandbidsforclients
Developprojectplansforthe durationof the project
Accuratelypredictingthe cost,size,anddurationof future constructionandmanufacturingprojectsis
vital to the survival of businesses. Cost estimators’ calculations give managers or investors this
information.
When making calculations, estimators analyse many inputs in order to determine how much time,
money,and laboura projectneedsandhow profitable itwill be.These estimateshave totake many
factors into account, including allowances for wasted material, bad weather, shipping delays, and
otherfactors that can increase costsandlowerprofitability.
Cost estimators use computer software, including databases,to simulate building construction. Cost
estimatorsoftenuse acomputerdatabase withinformationonthe costsof other,similarprojects.
General contractorsusuallyhire costestimatorsforspecificpartsof alarge constructionproject,such
as estimating the cost of the electrical work or the excavation phase. In such cases, the estimator
calculates the cost of the construction phase for which the contractor is responsible, rather than
calculating the cost of the entire project. Construction companies will hire cost estimators that
calculate the total projectcostbyanalysingthebidsthatthe subcontractors’costestimatorsprepared.
Some estimatorsare hiredbymanufacturerstoanalyse certainproductsorprocesses.
11. 11
7) PlanningEngineer
The Planning Engineer is required to develop the most appropriate method and sequence of shut
down and turnaround activities, in conjunction with the Project Manager, in order to ensure the
projectis completedtimely,safely,andon budget. Responsibilitieswill include butnotbe limitedto
the following:
Schedules,plansandoverseesthe entire programof work
Plans,organizes,andcoordinatesplanningactivities
Selects the most appropriate techniques and logical sequence of activities to
complete projectscope
Inputs the work breakdown structure information in means to assess an accurate
forecaston time,resourcesandcashflow of the project
Maintains and updates stationary & rotating equipment technical records, prepares
technical reports, helps in generating data for inputs to budgets, improvement in
maintenance methods/procedures,equipmentreplacement,etc.
Supervises training programs for new employees in his units. Ensures following of
relevantfire &safety
Attended&knowledge toworkonShutdownmaintenance,Preventivemaintenance,
Corrective maintenance.
Determinesappropriate logisticssolutioninmanagingresources
Setsup alertsforall importantcontractual and milestonedates
Preparescashflow,chartsand histogramsonplanningprojects
Verifies critical path and interfaces between design/ engineering/ procurement /
execution
Monitorsprogressperiodicallyandcomparesitwiththe baselineplanning
Updatesthe schedule basedoninputsreceivedfromprojectteam
Preparesthe monthlyProgressreports
Preparesthe monthlyLabourhistograms
Accumulates,collectsandanalysesdataandinformationrequiredforplanning
12. 12
8) EngineerDepartment
The engineer department is responsible for the planning of the construction project. This includes
conductingsurveys,engaginginresearch,analysingresults,planningthe constructionandsupporting
all technical issuesduringthe projects.
9) Human Resource Department
Human Resources(HR) is the company department charged with finding, screening, recruiting and
training job applicants, as well as administering employee-benefit programs. Generally, the human
resourcesdepartmentresponsibilities include:
Effectivelymanagingandutilizingpeople
Typingperformance appraisal andcompensationtocompetencies
Developingcompetenciesthatenhance individualandorganizationalperformance
Increasingthe innovation,Creativelyandflexibilitynecessarytoenhance competitiveness
Compensationand benefits
Theyare responsibleforpayroll handling,leavemanagement,claims,allowancesandreimbursements
and interestrate subsidies.
Staff training and development
They plan out all the trainings and development for the staff and studies sponsorship for academic
staff.
Personnel
They are responsible in handling Human Resource planning, recruitment and selection, staff
replacement,staffperformance appraisal,staff upgrading,staff transfer,relocation andsecondment.
Staff Relations
Theydeal withstaff welfare suchassoscoand funeral expenses,programmessuchasannual dinner.
10) Financial department
The financial department is responsible for management of the company’s cash flow and ensuring
there are sufficientfundsavailable tomeetthe daytoday payments.
13. 13
11) Accountant
Accountant provides financial information to management by researching and analysing accounting
data and preparingreports.Accountantjobdutiesinclude:
Prepares asset, liability, and capital account entries by compiling and analysing account
information.
Documentsfinancial transactionsbyenteringaccountinformation.
Recommendsfinancial actionsby analysingaccountingoptions.
Summarizescurrentfinancial statusbycollectinginformation;preparingbalance sheet,profit
and lossstatement,andotherreports.
Substantiatesfinancial transactionsbyauditingdocuments.
Maintainsaccountingcontrolsbypreparingandrecommendingpoliciesandprocedures.
Guidesaccountingclerical staff bycoordinatingactivitiesandansweringquestions.
Reconcilesfinancial discrepanciesbycollectingand analysingaccountinformation.
Securesfinancial informationbycompletingdatabase backups.
Maintainsfinancial securitybyfollowinginternal controls.
Preparespaymentsbyverifyingdocumentation,andrequestingdisbursements.
Complies with federal, state, and local financial legal requirements by studying existing and
newlegislation,enforcingadherence torequirements,andadvisingmanagementonneeded
actions.
Prepares special financial reports by collecting, analysing, and summarizing account
informationandtrends.
Maintains customer confidence and protects operations by keeping financial information
confidential.
Maintains professional and technical knowledge by attending educational workshops;
reviewing professional publications; establishing personal networks; participating in
professionalsocieties.
Accomplishesthe resultbyperformingthe duty.
Contributesto teameffortbyaccomplishingrelatedresultsasneeded
14. 14
12) Budget Managers
Budget Manager is responsible to develop Pegasus Sdn.Bhd Budgetand oversee its implementation
they alsorequire to reviewbudgetproposalsandprepare financial documentandreports.Theirjobs
and responsibilities include:
Forecastfuture budgetneeds
Designeffective budgetmodelsfordepartmentsandthe entire company
Analyse financial information suchasrevenue
Purchasing Department
Purchasing department is purchasing supplies and materials used in the project and company daily
needs.Theyneedtocompare differentsuppliersandfindingthe items.
Purchasing manager
Purchasingmanagerisresponsible forsourcingequipment,goodsandservicesandmanagingvendors.
Theirresponsibilitiesinclude:
seekingreliablevendorsorsupplierstoprovide qualitygoodsatreasonableprices
negotiatingpricesandcontracts
reviewingtechnical specificationsforraw materials,components,equipmentorbuildings
determiningquantityandtimingof deliveries(more commonlyinsmall companies)
Forecastingupcomingdemand.
15. 15
Value Statement
S-Safety
Providingasafe workingenvironment tokeeppeoplesafe andminimize injuries
P-Professionalism
We have extensive knowledge inpracticingwhatwe do
I-Integrity
We have trustworthyandethical inourrelationshipwithourclientsandparents
R-responsibility
We are accountable forour actionreliable forourservices
I-Ideal
We pledge tobringyourideastorealityaswe are your ideal constructioncompany
T-Teamwork
We encourage collaboration recognize success and build long lasting relationship with one
another
16. 16
Strategic Planning
Statementon Risk Management& Internal Control
The revisedMalaysianCode of Corporate Governance (2012) requiresthe Boardof Directorsof listed
companiestomaintainasoundsystemof internalcontrol tosafeguardshareholders’ investmentsand
the Group’sassets.
Setout belowisthe Boardof DirectorsStatementonRiskManagementandInternal Control issuedin
the Main Market Listing Requirements of Bursa Malaysia Securities Berhad and Statement on Risk
ManagementandInternal Control
Board Responsibility
The Board acknowledges its overall responsibility for the company’s internal control and risk
management systems to safeguard shareholders’ investments and the company’s assets and for
reviewing the adequacy and integrity of such systems. The Board ensures the effectiveness of such
systemsthroughregularreviews.Theseresponsibilitiesare delegatedtothe AuditCommitteeandthe
RiskManagementCommittee whichare empoweredbytheirrespectivetermsof reference.
Due to inherentlimitationsinthe systemsof internal control andriskmanagement,suchsystemscan
onlymanage rather than eliminate all risksof failure toachieve businessobjectives,andas such,can
onlyprovide reasonable butnotabsolute assurance againstmaterialmisstatementorloss.
Internal AuditFunction
The internal auditfunctionisundertakenbythe in-houseinternal auditdepartment,whichreportsto
the AuditCommittee onthe adequacyandeffectivenessof the riskmanagementandinternalcontrol
systems.
Risk Management
There is an on-going process for identifying, evaluating, monitoring and managing significant risks
facedby the companythroughoutthe year.
The company’s risk management framework establishes the context in relation to the company’s
businessandsetsoutthe processforriskidentification,measurementandtreatmentwithcontinuous
monitoring,review andcommunication.
The salientfeaturesof the riskmanagementframeworkare asfollows:
1) The Risk ManagementCommitteeisestablished tomaintainriskoversightwithinthe Group.
17. 17
2) The risk management framework outlines the company’s risk management system, defines
management’s responsibilities, and sets the company’s risk appetite and risk tolerance. The
frameworkisincorporatedintothe riskmanagementpolicyandguidelinedocumentthathas
been approved by the Board. Risk assessments are undertaken by management to identify
and update risks.
3) The RiskManagementCommittee meetsona quarterlybasisto deliberate onthe significant
risks identified by management. Matters deliberated include revised risk profiles, control
procedures and status of action plans. The Risk Management Committee is assisted by the
Risk Coordinator who acts as the company’s focal point for all risk management activities
withinthe company.
4) The significant risk issues evaluated by the Risk Management Committee are discussed at
AuditCommittee meetings.The RiskManagementCommitteereportstothe AuditCommittee
at least twice a year. The Audit Committee reviews the company’s risk profile and
effectiveness of the mitigating measures implemented by management. Significant risk
mattersthat require the attentionof the Directorsare escalatedtothe Board.
5) The riskmanagementframeworkandactivitiesare reviewed byGroupCorporate Governance.
In particular, Group Corporate Governance incorporates into its internal audit plan the
necessaryprocedurestocheckthe adequate andeffectivenessof the controlsestablishedto
addressthe identifiedrisks.
Internal Control
The elementsof the Company’ssystemof internal control include the following:
Anorganisationstructure whichformallydefineslinesof responsibilityandlimitsof authority
to facilitate the operationsof the individualBusinessUnitsandSupportDivisions.
Systematicperformance appraisal forall employeesof the Group.
Continuous talent development programmes to maintain high competency and capability
levels.
Relevant Board Committeeswith formal terms of reference outlining functions and duties
delegatedbythe Board.
Central control overkeyfunctionssuchasfinance,tax, treasury,corporate,legal mattersand
contract awarding.
Strategic planning, annual business planning and target-setting processes, which include
forecasts for each business unit/division. These are reviewed in detail by management and
the annual businessplanisapprovedbythe Board.
18. 18
Detailed review of actual performance compared with budget, with detailed explanations
providedformajorvariances.
Continuous development of Group information technology platforms as an effective means
of communicationandknowledgesharing.
On-goingqualityimprovementinitiativesthroughoutthe Group.
Quarterly senior management meetings to discuss the Group’s financial performance,
businessdevelopment,operational andcorporate issues.
Documentation of Internal policies and procedures in the form of Standard Operating
Procedureswhichare continuouslyreviewedandupdatedto reflectchangesinthe business
environment.
The Group’ssystemof internal control doesnotapplytoassociatedcompaniesandjointlycontrolled
entitiesoverwhichthe Groupdoesnothave full managementcontrol.
Statementon Corporate Governance
Principle 1: Establish ClearRoles and responsibilities
Clear functionreservedforthe Board and those delegatedtoManagement
The Board has established clear reserved for the Board and those delegated to Management. These
functionshave beenclearlydescribedandunderstoodbybothpartiestoensure accountability.
Additionally, the corporate objectives, including performance targets and long term business goals
governance,have beendevelopedandagreedwithManagement.
Management is responsible for the day to day management of financial and operational matters in
accordance withthe strategicdirectionapprovedbythe Board.
Clear Rolesand Responsibilities
The Board reviews, challenges and approves Management proposal on a strategic plan for the
Company. It is also responsible for monitoring the implementation of the strategic plan by
Management.
In this connection, the Board oversees the performance of Management to determine whether the
businessisproperlymanaged. The Boardrecognizesthatrisksare involvedwhenManagementmakes
19. 19
business decisions. It therefore ensures that Management implements systems that appropriately
identify,monitorandmanage these businessrisks.
Principle 2: Reinforce Independence
Annual AssessmentofIndependence
The boardshall setoutpoliciesandprocedurestoensurethe effectivenessof the Directors.The Board
assesses the independence of the Directors annually, taking into account the Director’s ability to
exercise independentjudgementatall times.
Principle 3: Foster Commitment
Time Commitment
Directors are expected to give sufficienttime and attention to carry out their responsibilities. The
Board Charter sets out a policywhere a directorshall notifythe Chairmanofficiallybefore accepting
any newdirectorshipinany othercompanyand the notificationshall explainthe expectationandan
indicationof time commitmentthatwill be spentonthe new appointment.
The current Directors shall be able to devote sufficient time commitment to their roles and
responsibilitiesasDirectorof the Company.
Principle 4: UpholdIntegrity inFinancial Reporting
Compliance withApplicable Financial Reporting Standards
In presenting the annual audited financial statements and interim financial results, the Board takes
responsibility to ensure that these financial statements are drawn up in accordance with the
provisionsof the CompaniesAct,1965 and applicable financial reportinginMalaysia.
AssessmentofSuitabilityand Independence ofExternal Auditors
The Audit Committee undertakes an annual assessment of the suitability and independence of the
external auditors. The Audit Committee meets with the external auditors at least twice a year to
discusstheirauditplan,audit findingsandthe Company’sfinancial statements.Atleastone of these
meetingsisheldwithoutthe presence the Executive DirectorsorManagement.
20. 20
Principle 5: Ensure Timelyand High Quality Disclosure
Corporate disclosure policiesandprocedures
The Companyrecognise the value of transparent,consistentandcoherentcommunicationswiththe
investmentcommunityconsistentwithcommercialconfidentialityandregulatoryconsiderations.The
Company aims to build long-term relationships with shareholders and potential investors through
appropriate channelsfordisclosure of information.
Principle 6: StrengthenRelationship betweenCompanyand Shareholders
Encourage ShareholdersParticipation at General Meeting
The annual Report, which contains the Notice of Annual General Meeting, is sent to shareholders at
least21days prior to the date of the meeting.The notice of Annual General Meeting,whichsetsout
the business to be transacted at the Annual General Meeting, is also published in a major local
newspaper, items of special business included in the Notice of Annual General Meeting will be
accompaniedbyan explanationof proposedresolution.
At eachmeeting,shareholders are able toparticipate inthe questionsandanswerssessioninrespect
of the matters listed in the Notice of Annual General Meeting. There is no time limitation for
shareholderstoraise questionsandtosolicitrepliesfromthe Board.
SWOT Analysis
SWOT Analysisof PegasusConstructionSdnBhd
Strengths Weaknesses
21. 21
-Innovative Culture
-Financial Leverage
-AssetLeverage
-Teamof young,fresh,andhungerforsuccess
-Possess good knowledge to work with
technology
-Possessingstrongmanagementskills
-Goodrelationshipwithclientsandpartners
-Skilful anddynamicteam
-Lack of experience inthe fieldcompare toother
company
-Lack of resourcescompare to othercompany
-Weakbrand
Opportunities Threats
-Newapplicabletechnology
-Opportunitytoextendourproductinseveral
areas such as Motor segment, Plantation,
Healthcare, Industrial
-Opportunitytochallenge the topcompanyin
thisindustry
-Potential tolandmanyloyal clients
-Potential topartnerwithothercountries
- Strong outlook for the global oil crops
consumption
-Rising interests rates and an economic
slowdown
- Competitor aggressiveness and Intense
competition
- Unfavourable government and political
conditions can affect brand and operational
efficiency
-Unfavourable governmentregulations
Organization Culture
Inourcompany,we seektopromote ouremployeestoembodyourcompanyvaluesandbuildastrong
relationshipbetweeneachotherin the company. As we want to developouremployeestofeel safe
22. 22
and comfortable with their working environment as we believe by using these method, employees
wouldbe more productive andefficientwiththeirwork.
To accomplishthis,firstwe start off with the comfort of the employee byrectifyingthe surrounding
environment.Ourcompanyutilize the openspace conceptby removingrestrictedcubiclestoobtain
openspacesforthe employee tocommunicate andsocialise.
At the same time, our company also focuses on the performance and efficiency of each of our
employee and to achieve this, our company will provide awards and based on group achievements
rather thanindividualachievementsince ourcompanypromote strongteamrelationship.
TASK 2
2.0 InterviewActivities
23. 23
Interviewisveryimportantbecauseithelpsmanagersfullyunderstandthe respondents.This
isto understandthe differenttypesof characteristicstheapplicanthas.Thisistohelpmanagersmake
betterjudgementsanddecisions.Some otherreasonsare:
1. Communicationskills:The personcanbe evaluatedinhisorherownway.The techniqueof speaking
cannot generallybe understoodthroughwriting,butthroughthe wayone speaks.
2. Test confidence:A personmayhave toappearinfrontof othersinthe office,if he wasshyand not
confident, then there would be no benefit to the company. Companies require efficient people, so
confidence isthe key.Employeesmustdotheirbesttostrive forthe bestresult.
3. The assessment of employees: Employees are interviewed for evaluation and assessment is
consideredasone of the bestwaysto understandtheirpotential.Sothatisone of the reasonswhyit
isessential toevaluate employeesthroughthe interview process.
4. The qualityof the answer:The wayanindividual answercandetermine the values,waysof thinking,
and personality.Therefore,itisimportanttochallengethe ideaof anindividual.Letthemthinkoutof
the box,rather thana straightforwardquestion.
2.0.1 Activity that testan interviewee personality
Nowadays,a person can decide his/ herpersonality.Personalitytestingcangive us a wayto
classifydifferentfeaturesorfeaturesthatwe mightnotbe aware of.Inaddition,thisclassificationwill
helpus understandhowto react in our ownenvironment.These testscan be usedfor self-reflection
andunderstanding,jobplacement,andlearninghow tobetterinteractwithotherpeople inyourteam
or workgroup.The personalityof anemployee caninfluence the employee'sperformance withinthe
companyandinteractwithexistingemployees.Goal-drivenactive personalitymayalsobe contagious
and may boost the morale of all employees, thereby increasingproductivityand success. The keyto
hiring is to choose candidatesin the right way and then train themto do their job well.By doing so,
the organizationwill ensure thatcandidatesare hiredtomatchthe culture of theirworkforce.
So,totestthe personalityof anemployee,he /shewill experienceaquickpersonalitytest.Personality
testing, known as DICS personality model, represents domination, influence, autonomy, and
compliance.Tounderstandthe DISCpersonalitymodel,hereare fourdefinitionsof the measurement.
Dominances- Describe the wayyoudeal withproblems,assertyourself andcontrol situations.
24. 24
Influence- Describe the wayyoudeal withpeople.The wayyoucommunicate andrelate toothers.
Steadiness- Describe yourtemperament –patience persistence,andthoughtfulness
Compliance- Describeshowyouapproachandorganize youractivityproceduresand responsibilities.
The figure above is an example of a DICS model test.We can see that individualshave more
dominance than any other factor. In this case, we can understand that individuals may be very
despotic managers in a team environment that will rise to the peak during times of crisis. They will
provide guidance and leadership to push the team toward decision-making,goals to be focused on,
and will drive substantive results. They work well with workload and stress and welcome new
challengesandriskswithoutfear.
And,in this case, we can see the potential of employeesinmanaginga group of people,evenunder
pressure. Because of the tender project may bring a lot of pressure. This is the qualitythe company
considersinthe measurement.
2.0.2 Activity that teston interviewee reactionundera challengingsituation
25. 25
Question1: You have been assigneda major project that is halfway through when you realize that
you made a mistake that requiredyou to go back and start fixingit.How do you deal with thisissue
while still trying to get your deadline?
Interviewee (Answer): The first thing I need to do is stop what I did on this project and really
investigatethe mistake.It'ssmall enoughthatIcan correctit withoutwastingtime?If so,Imake sure
that I immediatelyrespondtothe situationandmove forward.If this is a mistake andrequiresa full
rescheduling of the problem, the solution will force me to approach or even miss my deadline. I will
make sure immediatelyinformmysupervisortoletthemknow what's goingon.If thismistake isthe
result of my work, then my job will become very painful, so I have to be clean. Even so, I will see a
brighterside,learnfrommistakesandmake sure thatthe problemneverhappensagain.
Question 2: As you are a group leader or team leader, if one of your sub-team members did not
work as expected,whatwould you do?
Interviewee(Answer):Asateam leader,Ihave a responsibilitytokeepthe teammovingforwardand
completingourmission.If Ihave amemberwhodidnotmeetexpectations.Iwillfirsttrytoinvestigate
why individuals have problems and are the ones that I can help solve. The first step is to determine
whether the problem is personal or professional. If it is professional, then this is my job as a leader
trying to help individuals get the help theyneed so they reach the level expected of the rest of the
team.If it is a personal problem,Iwill pay attentionto that person,to ensure that it doesnot affect
the professionalworktheyare engagedin.If thissituationtakestime,andthe companycangetthem
to restfora while,I'll arrange forthemtodeal withthe issue andcome backtobe readytore-jointhe
team. If this situation takes longer than the company can allow, I will try to advise the individual to
solve the problemthemselves,soasnot to affectthe restof the team.
In conclusion,we cansee thatrespondentswereable toanswerall of the situationquestions
witha clearsetof thinking.Thisshowsthatrespondentshave ageneral understandingof how todeal
with what may happen to the company. It also helps company identify the pros and cons of
respondentswhenansweringquestions.
2.0.3 Activity that teston peerpressure
26. 26
Group interviews are the best way to see the potential of each interviewee. Interviewees are
candidates for interviews, which allow companies to see respondents interact with others in highly
competitivecircumstances.Respondentsmuststandoutingroupinterviewsbyhighlightingwhatthey
are discussingandhighlightingtheirunique skiingandexperiences.Thisgroupof interviewsnotonly
performedwell,butalsocarefullyconsiderthe wayyouanswerthe questionandthe answeryougive.
Scenario 1
Question1: What isyour greateststrength that you found in yourself?
Candidate 1(Answer): Ipridemyselfonmycustomerserviceskillsandmyabilitytoresolve whatcould
be difficultsituations.Withfive yearsof experience asacustomerservice associate,Ihave learnedto
effectively understand and resolve customer issues. On a related note, I also have strong
communicationskills,whichhelpme workwell withcustomers,teammembers,andexecutives.Iam
knownforbeingan effective teammemberwithatalentforgivingpresentations.
Candidate 2 (Answer): I have extremely strong writing skills.Having worked as a copy editor for five
years,I have a strongattentiontodetail whenitcomestomywriting.Ihave alsowrittenfora variety
of publications,soI knowhow to shape my writingstyle to fitthe task and audience.Asa marketing
assistant, I will be able to effectively write and edit press releases and update web content with
accuracy and ease.
Candidate 3 (Answer):Ihave an extremelystrongworkethic.WhenI'm workingon a project,I don't
wantjusttomeetdeadlines.Rather,Iprefertocompletethe projectwellaheadof schedule.Lastyear,
I evenearnedabonusfor completingmythree mostrecentreportsone weekaheadof time.
Scenario 2
27. 27
Question2: Whydo you want thisjob and why do you want us to hire you?
Candidate 1 (Answer): I understand that this is a company on the rise. As I’ve read on your website
and invariouspressreleases,youare planningtolaunchseveral new productsinthe comingmonths.
I wantbe a part of thisbusinessasitgrows,andIknow myexperienceinproductdevelopmentwould
help your company as you roll out these products. Other than that, your company provides many
services that I have had experience with, in a variety of capacities. I believe that my familiaritywith
the industrywouldmake me a goodfitfor thisposition.
Candidate 2(Answer): Ihave admiredthiscompany’ssuccessful strategiesandmissionforyears.Your
emphasis on creating a relationship between your company and the surrounding community have
broughtyou successeverywhere youhave openedanoffice.There are valuesIgreatlyadmire.Other
than that, I think that my experience in the (widget) industry and my ability to work autonomously
make me a goodmatch for thisposition.
Candidate 3 (Answer): This job is a good fit for what I've been doing and enjoying throughout my
career.It offersamix of short-termprojectsandlong-termgoals.Myorganizational skillsallow me to
successfully multitask and complete both kinds of projects. Other than that, I have top-notch
administrativeskillsandIbelieve I'dbe anassetforthe office.Myskillsetseemstobe aperfectmatch
for what you're looking for. In addition, I enjoy working with people, and would welcome the
opportunity to be a part of your team.
2.1 EmployeesSelectionCriteria
28. 28
The selectioncriteriaare usedto selectthe most qualifiedapplicantsfromamongall the candidates
whomeetthe minimumqualificationsforaparticularjob. Selectioncriteriagobeyond the minimum
eligibilitycriteriaandconsiderthe qualityandquantityof education,experience,knowledge andother
skillseachapplicanthas.Selectioncriteriaalsoincludequalificationsthatmaybe uniquetoaparticular
job and a particular department rather than the more general minimum qualifications used
throughoutthe university.Whenapplicantscomparewitheachotherandselectioncriteriaare applied,
the mostsuitable candidate canbe selected.There are differentskillsnow,howeverinAHA.We seek
4 majorcore skills,suchas:
Skills: Many jobs take time-specific skills. The familiar use of computers and your company's
applications is oftenthe standard for hiring. You can determine what software skills your candidate
needsbyexaminingthe workrequiredanddeterminingthe company'sproceduresinthisarea.Some
skills, such as driving a truck or welding, may require a permit. You can verify other skills, such as
programming or graphic design, by asking the candidate how to solve the problem. Skill and their
validationare oftenmandatorycriteria,asacandidate cannotaccomplishthe jobif he orshe doesnot
have skills.
Abilitytoworkina team:A teaminthe personal strengthsandskillsandteamworktogethertopursue
a commondirection or reasonfor the teammembersand organizationsproduce meaningful results.
A teamthat combinespersonal strengthswithsharedcommitmenttoperformance ismore thanjust
getting along. Teamwork is the absolute basis for effective team work. Only when the skills and
strengthsof individualteammembersare alignedwithcommongoalsandfocuson performance will
you begintosee the benefitsof workingteams.Aswe know if youwant to go faster,go alone.If you
wanttogo furthergowithteam.Thishelps the companytogofurtherandfastertoachievetheirgoals
inshort termand longterm.
Effective Communication: Having good communication skills in the workplace will bring you able to
communicate informationto people clearly and simply. It's about sending and receiving messages
clearly and being able to read your audience. This means you can do things such as giving and
understanding instructions,learning new things,asking,asking questions, and easily communicating
information. It also means you can adapt to new situations, read other people's behaviour,
compromise agreements, easilyengage in difficult conversations, and avoid and resolve conflicts. In
fact,a large part of good communicationisempathy,soyoucanunderstandhow otherswill interpret
yourspeechandbehaviour.Donotforget,communicationistwo-way,sobecomingagoodlisteneris
crucial.
29. 29
Leadership:Leadershipisthe artof motivatingagroupof people toacttowardsachievingacommon
goal. Besides that, the leader is the inspirationand director of the action. He or she is the person in
the group thatpossessesthe combinationof personalityandleadershipskillsthatmakesotherswant
tofollowhisorherdirection.Otherthanthat,leadershipneedsastrongsense ofself,acomprehensive
understanding of the company's goals. These incentives and incentives for individual qualifications
and to provide a solidfoundationforteamwork.Notonlythat,in industry,individualsneedtoguide
people inthe taskat hand.
Task 3
3.0 Introduction
30. 30
Construction is the most intensive information industry. In the construction industry, it offers more
opportunitiesinmanywaysas it approachesnew technologies.Informationliteracyandinformation
managementskillsawarenessshouldappear amongall constructioncompany tocompete withother
companies in the industry. Competitive advantage shows that economic advantages cannot be
surpassedandthere are limitedreasons.Creatingasustainablecompetitiveadvantagesare important
to the company,and every companymustbe concerned.
3.1 What is informationtechnology?
Information technology(IT) is a computer application used to store, research, retrieve,transmit and
manipulate data or information, often in the context of an enterprise or other enterprise .IT is
considered as a subset of information and communication technologies. In addition, it is crucial to
organize the implementation of a new technology system to facilitate project exchange. Moreover,
the emerging technologies and electronic collaboration for mobile computing have enabled project
participants to efficiently communicate from every location. The use of IT will provide detailed
programming,includingresourcesandlabourschedules.Inaddition,webmasterscanreceiveupdated
schedulesforongoingprojectsintheircompany.
3.1.1 Software of InformationTechnology
ConstructionComputer Software (CCS)
CCS produces two closely linkedproducts, Candy and BuildSmart. Candy is part of modern software
that takes off from the fieldlevel,pricing andplanning,andprojectcontrol to final certification.Itis
estimation, planning and project control. This is the most effective link between the construction
industry and the budget jacket and time. Candy production detailed coat, activity and time project
model.It is fromthe most basic resources,personal resourcesbudgetestablished.Asa result,it can
be sentdirectlytoBuildSmart,makingresourcepurchasesaccurate andeffective incontrollingvolume
andpurchase price.Onthe otherhand,BuildSmartisacostmanagementandcorporate account.Then
manage Procure'sfull paymentcycle andreportthe itemjacketinthe same jacketandactivitymatrix
used in Candy to achieve a one-to-one match between budget and reality across all resources. In
31. 31
addition, all damaged coats and jackets that have been paid to their respective companies are also
reportedtoallowone-to-one matchingduringthe same time periodusedinthe Candymodel.
Above diagram show candy and BuildSmart make identifying key coating differences and making
detailed work in time to take effective coating control actions. It also provides unparalleled power,
control of outerwear,protectionof profitsandincreasedcashflow.Asmentionedabove,CCSprovides
the benefitof knowingthe actual cash flowsof a businesstobetterunderstandthe cash inflowsand
outflowsof the business.Onthe other hand,thissoftware givesan accurate estimate andvaluation,
whichwill limitthe humanerrorof the givenproject.
GlodonSoftware
Technology has taken over the manual drafting of the construction industry. Advanced technology
proves precise dimensions and detailed drawings. Compared with traditional methods, Glodon
providesthe effectivenessandeffectiveness.Glodonisapiece of software thatfocusesonthe use of
computer technology to design structures and documents. It can be said that the use of computer
systemstoassistthe designof the creation,modification,analysisoroptimization.Glodoncanbe two-
dimensional design or three-dimensional design, to facilitate the architects, engineers and other
involved in the design team to use the software to effectively improve production efficiency. In
addition,there are many advantagestousingthis software toexplore conceptual designconceptsin
pre-construction phases. In addition, it helps to visualize the design concept, which will help the
surveyor to have a better visualization of the building. In addition, the team can do this without any
inconveniencesif there isanamateurmodificationduringconstruction.The benefitsof usingGlodon
32. 32
mentioned above improve the productivity of our company and therefore result in higher profits.
Glodonalsoshortenedthe initialconstructiontime,savingconstructioncosts.
BuildingInformationModelling(BIM)
Building Information Modelling is an intelligent,3D model-basedprocess that providesinsight, tools
and tools to building, engineering and construction (AEC) professionals to plan, design, build and
manage buildinginfrastructuresmore efficiently.Designers,engineersandmanufacturersuse BIMto
provide the world'smostinnovative projects.BIMcanhelpimprovequality,savetimeandmoneyinto
the 2017 competition.Inthe constructionindustry,BIMcan helpyou digitize aconstructionsite and
relate designinformationtodesignthroughconstructionandhandover.Inaddition,itusesintelligent,
connected word flows to help improve predictability, productivity and profitability. In addition, BIM
links all industriesand collaborates more effectively throughout the life of the project. By using this
software,the quantitysurveyorwe canprovidetoourcompanymeasuresthenumberof architectural
and structural elements in the building in a short period of time. This saves time and thus saves the
cost itself.Inshort,thissoftware providesagreatopportunityforthe expansionof ourcompany.
3.2 What is InformationManagement?
In this modern and complex era, information plays a crucial role in everyorganization.If a company
or business wishes to have an economic advantages over its competitors, it must know how to get
reliable, reliable, appropriate, and accurate information. Therefore, information management must
be includedinone companygetthisinformationtocreate its owncompetitiveadvantages.
33. 33
3.2.1 Software of InformationManagement System
(CloudComputer)
Cloud computing is a software that shares software resources and information over a network
connection (such as the Internet). In the structure of the cloud, the cloud storage server end user
information, data, and may serve the service application,and storage space on the client computer
can be reduced.Endusershave free accesstoinformationandaninternetconnectionwheneverthey
want,withouthaving toworryabout the latestversionof aservice applicationtobe released.
Calculating whether individual consumers and organizations of all sizes are fundamentally different
modelsof informationtechnologyoperationsavailable inthe moderncomputingage.The use of our
organization can be calculated because it increases productivity, increasesefficiency, improvescash
flowandoffersa seriesof cost-savingandtime-savingbenefits.
In addition, as long as the Internet connection is very convenient for our employees, our cloud
computingenablesorganizationstobecome more flexible employees,aslongas there is an Internet
connection, our employees can use the cloud at any place and any time calculations. If you hold
meetings outside the organization, they can access files on any network-enabled device, such as
smartphones,laptops,andlaptops.Thiscanhelpincreasetheirproductivityandwork-life balance.On
the other hand, cloud computing provides better security for our organization, because when the
notebook computer, a notebookcomputer and mobile device is stolen, the information in the form
and organizationare protected.For now,the constructionindustryisgainingmore competitiveness,
but by using cloud computing, smaller organizations can act faster and compete with larger ones.
Cloud computing gives small organizations the ability to apply systems to the largest players in the
industry.
34. 34
3.2.2 Project ManagementSoftware
Project management has become a fundamental way to organize the process of optimization to
ensure the highest level of efficiency and efficiency while implementing the project throughout the
company.Projectmanagementsoftware isalsoveryeffective tohelpourproject manager’sworkas
efficiently as possible, regardlessof how many project elements our organization coordinates and
tracks. This helps to define a project schedule, which is very handy for the project manager in our
organizationas it can be used to map project tasksand visuallydescribe taskinteractions.There are
several types of project management software applications.A simple project management software
has very limited capabilitiesbecause it can only schedule tasks and signatures,and a more powerful
project management software can help create estimates, track resource times, act as document
libraries,generate andsendinvoicestoclient.The type of projectmanagementsoftware will depend
on the project type. Project management software manages project risks and creates budgets that
predict and track project costs. Our company's employees use project management software as a
communicationtool tohelpteamsdiscussissuesinreal time.Everyteam'sstaffcanbe updatedatany
time,andquicklysolve the problem.Byusingprojectmanagementsoftware,ourorganizationcanbe
well organizedand will be more efficient as we have the ability to execute projects more efficiently
while deliveringhighqualityresults.
35. 35
References
1. Doyle, A. (n.d.). Why Should We Hire You? - Best Answers. Retrieved November 29, 2017, from
https://www.thebalance.com/why-should-we-hire-you-best-answers-2061261
2. Selection Criteria. (n.d.). Retrieved from http://www.ceav.vic.edu.au/media/2467/selection-
criteria.pdf
3. Information technology. (2017, November 15). Retrieved November 29, 2017, from
https://en.wikipedia.org/wiki/Information_technology
4. Home.(n.d.).RetrievedNovember16,2017, from http://constructioncomputersoftware.com/
