Presiding Officer Training module 2024 lok sabha elections
Pm final
1. GROUP MEMBERS
CHONG YI HUI 0324404
CRYSTAL CHIA FYE JZNG 0323964
DIXON KEE TET LUN 0323944
MUHAMMAD MIRZA QAYYUM 0324031
TAN KE WEH 0323799
YEW WING KEE 0323555
TUTOR: AR. SATEERAH HASSAN
PROJECT MANAGEMENT
MGT60403
DEFINING AND DOCUMENTING A PROJECT
3. 1.0 PROJECT INTRODUCTION
THE MULIA RESIDENCE, CYBERJAYA
The Mulia Residences featuring a total of 800 units of stratified landed and medium-rise residential units in the city
of Cyberjaya, containing all the facilities around the resident area. The project itself is an on-going project that is
currently in its construction. This aligns with the context of the residence where it is being developed alongside
Mulia Residences to eventually become an area that is family-friendly and convenient to all.
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4. 1.0 PROJECT INTRODUCTION
● Development Name : The Mulia Residence
● Company : Zen Bestari Sdn Bhd
● Building Type : Residential Development
Featuring a total of 800 units of stratified landed and medium-rise residential units
○ Terrace : 22 x 70 & 24 x 70
○ Apartments : 913 - 1350 sq ft
● Land Size : 50.00 acres
● Land Tenure : Freehold
● Location : Persiaran Sepang, Cyber 10, 63000 Cyberjaya, Selangor
● Total Gross Development Value : RM 728 million
● ACCESSIBILITY
○ Lebuhraya Damansara-Puchong (LDP)
○ North-South Express Central Link (PLUS)
○ South Klang Valley Expressway (SKVE)
○ Expressway Lingkaran Tengah (ELITE)
○ Maju Expressway (MEX)
● Expected Launch Date : 2018
● Expected Completion Date : 2021-2023
● Future Surrounding Development : Aspire Residences (Affordable Homes), MasReca (Affordable
Homes)
Laman View, Sejati Residences, Schools, Mosque
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6. 1.2 CLIENT PROFILE
EMKAY Group
EMKAY Group is one of Malaysia’s premier property developers involved in residential, commercial properties, office
buildings and resort development. It has been making inroads into purpose-built and green office buildings. The
Group played a vital role in the office development in Cyberjaya. EMKAY developed its maiden development project in
1983 but it was in 1985 that the group got it first major breakthrough when it was awarded by the Selangor State
government to develop a new township consisting of residential and commercial units in Sungai Buloh. To date the
group has built office buildings with a net floor area of approximately 2 million sq. ft. and a gross development value
(GDV) of more than RM1 billion.
1.3 OBJECTIVES AND GOALS
The three main goals for this project is :-
1. Project to be completed on time.
2. Budget of project is met or below.
3. Requirements, goals, desired results and good quality achieved.
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7. 2.0 ROLES AND RESPONSIBILITIES
MAIN CONSULTANT SCOPE OF WORKS AND SERVICES
Project Management
Consultant
a) Project Administration
b) Design Management
c) Value Engineering
d) Cost Planning
e) Schedule Management
Building Architect
Landscape Architect
Engineer (C&S)
Engineer (M&E)
a) Concept Design Phase
b) Design Development Phase
c) Construction Development Phase
d) Contract Implementation and Management
Phase
Quantity Surveyor a) Preliminary Estimates and Cost Plans
b) Tender Documentation
c) Tender Report and Contract Documentation
d) Contract Implementation and Management
e) Preparation of Final Accounts
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8. 2.1 SCOPE OF SERVICE
The scope of services for the consultants normally consists of the following stages, which include:
Stage 1: Concept Design Phase
● Concept design for the whole development of the said land inclusive
● Assisting in the submission for planning approval to authorities.
Stage 2: Design Development Phase
● To provide detailed design development until building plan submission and approval.
Stage 3: Construction Documentation Phase
● Documentation, nomination of Nominated Sub-Contractors and
Nominated Suppliers.
Stage 4 & 5: Contract Implementation and Management Phase
● Contract implementation and contract administration of works from award to completion, including
certification functions, issuance of instructions and details, application for certificate of fitness, completion
of as built drawings, final accounts, defects liability period and other functions or tasks stated in the
Building Contract(s).
Under the aforementioned stages, there are specific tasks and job scopes listed out for each consultant in the
appointment letter. The tasks listed in said letter is to be strictly provided and implemented by the consultants
during the entire course of the project.
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9. 2.2 PROJECT MANAGER
The project manager involved in the Mulia Residences project typically has three scope of work, namely:
Project Management
● Advice on implementation of preliminary plan of the management approach, basic execution strategy and
mechanisms for the project
● Monitors design process, schedules, recommend necessary remedial action and make recommendation to
client’s approval
● Manages, coordinates and reviews the consultant’s activities and performance throughout the design process
so that plans submitted to authorities are compliance with the UBBL and guidelines.
● Responsible for reviewing the drawings, specifications and documentation to identify cost and schedule
implications and comply to the requirements.
● Arranges and reviews buildability analysis and reports done by Consultant Team to optimise quality, cost and
time of construction for Client’s approval.
Documentation & Procurement Management
● Coordination and supervision of the consultant team to prepare tender documents for all trades
● Preparing and implementing strategies, plans and detailed guidelines for the procurement of all project
services
● Determines the contract elements and tender lists; involved in preparation of contractual terms for the
consultants, contractor and suppliers to client for approval
● Advice and prepare request for proposal tender, tender exercise, evaluate and recommend award of
contracts for client’s approval
Construction Management
● Monitors contractors and suppliers work following the project schedule and budget
● Advice on claims management and monthly payments reporting to the client
● Resolves issues and communicates with the consultants and contractors
● Evaluates and oversees the whole project according to the contractual terms
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10. 2.3 PLANNING CONSULTANT
The planning consultant involved in the Mulia Residences project the following scope of works, namely:
● Investigate data and information relevant to the project.
● Assisting in the development of development master plans.
● Prepare and endorse required copies of layout plan for submission to Majlis Perbandaran Sepang by
registered town planner
● Prepare and submit slope analysis, planning proposal report, A1 size layout plan, Planning proposal report,
quit rent receipt, official search, company M&A, Form 49 and 24 and list of neighbouring lot landowners to
MP Sepang.
● To amend the layout plan and report in order to secure the approval.
● To distribute the layout plan and report to all technical departments and follow up for getting file numbers
● Liaise closely with MP Sepang and attend client/consultant meeting.
● Assist Land Surveyor to submit pre-comp plan to MP Sepang for pre-comp plan and letter of approval.
ARAH RANCANG SDN. BHD.
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11. 2.4 ARCHITECT
The architect is one of the main consultants in this project. Typically the lead consultant, this project is slightly
unorthodox in that the project manager precedes the architect of the project and therefore, the architect will report
to the project manager. However, the architect’s importance is as prominent as if it is the lead consultant. The scope
of work for the architect will mostly remain the same despite the slight change in organization structure.
The scope of work and services shall include all "Basic Service" as defined by the Board of Architects Malaysia in
their conditions of engagement as outlined in the Architect Rules 1996, Architect Act 1957 Architect Rules 1986 but
subject to the terms and conditions. Under the stages listed under the scope of work, the architect is involved in the
following:
● Design, implement and completion of show units
● To find out and give updates on Local Authorities’ requirements and format fees
● Provide an estimation of cost and time for completion of work
● To attend client consultant meetings throughout the development and construction stage
● To provide periodic supervision on the construction of the design works and coordinate with the main
contractor and sub-contractors to prepare schedules for submissions and approval
● Assist in the disputes and differences between the client and contractors
● Assist in the claiming of contractors and certify contractor payments
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12. 2.5 ENGINEER (C&S)
The scope of work of C&S Engineer involved in Mulia Residences shall include all “Basic Services” by the Board of
Engineers Malaysia which are:
● The C&S Engineer is to carry out soil investigation works for structural design, design and implement
infrastructure works.
● Coordinate with the other consultants in the project site for roads, drains, sewerage and water supply
design.
● C&S Engineer is to prepare tender drawings for infrastructure tender.
● And assist the architect in the application of Certificate of Completion and Compliance (CCC) and
submission of as-built drawings required by authorities.
Structural Checker Consultancy Services
● Identify discrepancies between architectural and structural drawings and compliance to architectural
requirements.
● Check on structural design adequacy, integrity of building types and structural design calculations.
Contract Implementation and Management
● Supervise construction of design works and submit a copy of as-built drawings to related parties for record
● Required to issue prompt billing certificate.
● Assist QS to assess the contractors’ final claim submissions in order to prepare and recommend the
statement of final account
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13. 2.6 ENGINEER (M&E)
M&E engineers typically involve themselves in matters relating to the mechanical & electrical component. They will
assist the architect in that regard by use of drawings in order to clearly communicate with them to minimise any sort
of misunderstandings.
The scope of work of M&E Engineer involved in Mulia Residences shall include all “Basic Services” by the Board of
Engineers Malaysia which are:
● Design , implement and completion of actual show units
● Estimate the costs and time for work to be completed by contractors or sub-contractors and keep the client
informed about the changes in cost and time of project
● Verify, approve and document drawings by sub- contractors
● Prepare tender drawings for all mechanical and electrical works
● Review tender submissions, interview and short list contractors for the work
● Assist architect in the application of CCC and submission of as-built drawings
● Attend client-consultant meetings throughout the development and construction stage
● Provide periodic supervision on construction of the designed works
● Attend regular technical coordination meetings, site meetings and final account meetings and assist the
quantity surveyor to provide monthly progress report
● Ensure submission of as- built drawings, operation and maintenance manuals and other technical
submissions by contractors
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14. 2.7 QUANTITY SURVEYOR
The scope of works and services of KA associates(Quantity Surveyor) includes all ‘Basic Service’ as defined by the
Board of Quantity Surveyors Malaysia. The Basic Services consists of the following :
● Preliminary estimates and cost plans
● Tender documentation
● Tender report and contract documentation
● Contract implementation and management
● Preparation of final accounts
Under said scope of works, the quantity surveyor of this project provides and implements the following:-
● Preparation of preliminary cost estimates and cost plans according to concept design presented
● Preparation of bills of quantities of earthwork, buildings works, related infrastructure works, prime cost and
provisional sum items and other tender documents, calling of tender and to provide pre-tender estimate
● Cost monitoring of expenditure against established budgets
● Preparation of final account
● Attend client-consultant meeting throughout the development and construction stage
● Attend monthly final account meetings and provide monthly progress reports of the status of all confirmed
and outstanding variation works
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15. 3.0 ORGANIZATION CHART
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HEAD OF
PROJECT/CLIENT
EMKAY GROUP
PROJECT
MANAGEMENT
CONSULTANTS
INTERNAL TEAM
DEVELOPER
CONSULTANTS
CONTRACTOR
ARCHITECT
ARKITEK FAA
ZEN BESTARI SDN.
BHD.
ENGINEER (M&E)
DLC ENGINEERS
SDN. BHD.
QUANTITY
SURVEYOR
KA ASSOCIATES
ENGINEER (C&S)
PERUNDING JPT
SDN. BHD.
PLANNING
CONSULTANT
ARAH RANCANG
SDN. BHD.
PROJECT
MANAGER
RIMBA MULIA
MAIN
CONTRACTOR
WDI INFRA SDN.
BHD.
MARKETING TEAM
TECHNICAL TEAM
FINANCE TEAM
SALES TEAM
SUB-CON.
PEMBINAAN KEMAS
SEMPURNA
16. 3.0 ORGANIZATION STRUCTURE
From the organization structure for Mulia Residences, it is observed that it remains mostly the same as a lot of other
construction projects, with the head of project being top of the hierarchy and followed by the developer and the
many consultants that are involved.
However, there is a slight change from what is normally seen. It can be observed that the architect is not the lead
consultant for Mulia Residences, as it normally is for most other projects. Instead, the lead consultant for this project
would be the project manager, which in this case would be Rimba Mulia.
How this works is that the architect would still lead the other consultants of the project such as the mechanical &
engineering, civil & structure, quantity surveyor and the contractors, as well as observing their overall progress, with
the main difference being the architect would instead report to the project manager who manages and oversees the
entire project to meet the criteria.
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18. 5.0 PROJECT INFORMATION
The three main goals for this project is :-
1. Project to be completed on time.
2. Budget of project is met or below.
3. Requirements, goals, desired results and good quality achieved.
5.1 OBJECTIVE AND GOALS
5.2 IMPLEMENTATION PHASES
The general goal of both the project manager and project team are the same, which is achieving the objectives of the
project and carry out the project smoothly. Every project have their starting phase, middle phase, moving towards
completion, which is the ending phase.
This project typically goes through four phases, which are Concept Design Phase, Design Development Phase,
Construction Development Phase and Contract Implementation And Management Phase. These phases are the basis
of the project where the project manager is in charge of coordinating and guide the project to achieve the various
objectives of the project. Each step along the way, the project manager will supervise and manage each of the
activities.
For every different phase, the consultants would be in charge of various deliverables in every stage such as drawings,
products or services to be produced for the client’s reference. A standard project typically has the following major
phases as stated below.
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19. 5.2 IMPLEMENTATION PHASES
The implementation for Mulia Residences consists of the following phases, which include:
PHASE 1: SCHEMATIC DESIGN PHASE
● Concept Planning in 2016 was done by FAA(Architect) and conceptual drawings were produced
● The aforementioned drawings was presented to Zen Bestari(Developer) alongside rendering materials
● FAA wait for Zen Bestari to approach their head, EMKAY for approval
● Adjustments to conceptual plans following comments from the client
● FAA produces the town planning for the town planner, to let them submit to the authorities, which is the
Majlis Perbandaran Sepang in the case of this project
● After getting the approvals for the town planning, building plans are produced to follow up to the next phase
PHASE 2: DESIGN DEVELOPMENT PHASE
● Upon approval of the preliminary design by the client, the schematic drawings will be developed so as to
enable the other consultants to begin on their individual design work on the project
● Tender drawings are produced in this phase
● More details are added to the drawings such as finishes, materials are implemented into the tender drawings
to let contractors have clear information to evaluate their cost planning
● Preliminary estimates on the construction cost
● The project implementation schedule is submitted to the client for approval
● The development phase is complete when implementation is ready to start
PHASE 3: CONTRACT DOCUMENTATION PHASE
● FAA changes tender drawings to construction drawing while adding in more detailing for construction uses
● Preparation of all documents necessary to obtaining competitive tender for works
● Awarding the contract on behalf of client
● Construction drawings will be given continuous updates from the errors that are discovered on the
construction site
● Preparation of building contract documents for signature between the client and the contractor
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20. 5.2 IMPLEMENTATION PHASES
PHASE 4: CONTRACT IMPLEMENTATION AND MANAGEMENT PHASE
● The client is given advice on the site staff that is required for the project as well as the estimation of the
cost and duration of their employment
● Providing information as well as giving instructions to the contractor to enable the contractor to proceed
with the works
● The construction work is carried out
● Progress of construction is closely monitored to ensure it is executed according to the building contract
● Site meetings is conducted with the contractors, sub-contractor, consultants and the client to review
progress of work and to discuss on site issues
● To issue a certificate of practical completion (CPC)
PHASE 5: FINAL COMPLETION PHASE
● Issuance of the certificate of completion and compliance (CCC) for building after ensuring that the building
is fit and suitable for people to occupy
● Certifying as built drawings and submitting maintenance manuals together with all warranties to the client
● Issuance of the certificate of making good defects (CMGD) after ensuring that all defects of the building
have been rectified.
● Preparation of final accounts for the contract and issuing final certificate of payment to the contractor
Since the project is currently undergoing the construction process, it has yet to reach the final completion phase.
With that said, there are a few missing documents that are normally obtained during the completion phase.
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21. 5.2 IMPLEMENTATION PHASES
The project is currently undergoing Phase 4 as it is still under construction.
Construction progress photos are taken on 5.9.2018 and also on 28.9.2018. The project is still ongoing reaching to the final phase.
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22. 5.3 IMPLEMENTATION TOOLS
ARCHITECT
1. AUTOCAD
Used to produce floor plans, design blueprints and map utilities during the schematic and design
development phase.
2. SKETCHUP
Used to create impressive 3D modelling of houses and presented to client in the schematic phase.
3. SKETCHUP + VRAY
Used to produce high quality renderings of the 3D modelling and presented to client in the schematic phase.
4. PHOTOSHOP
Editing produced renderings to more photorealistic of built projects and beautifying line work, presented to
client in schematic phase.
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23. 5.3 IMPLEMENTATION TOOLS
CIVIL STRUCTURAL ENGINEER
1. AUTOCAD
Used to produce structural and schematic detailed drawings with specifications during design development
and tendering system.
2. ORION
To produce detailed calculations, material quantities, structural layout plans, beam and slab elevations and
column schedules are all produced automatically from one central model.
MECHANICAL AND ELECTRICAL ENGINEER
1. AUTOCAD
Used to produce detailed tender drawings of building services and specification of systems.
QUANTITY SURVEYOR
1. GLODON
Used for only quantity takeoff based on the 3D model, deal with variations quickly by only adjusting model
information and performing calculation again.
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24. To ensure the project goes smoothly with minimum problems, several monitoring tools and techniques are applied to
monitor the progress of work and also to supervise the consultants’ work. These tools are an essential component to
the project to ensure efficiency and quality of work and to liaise with the many consultants to prevent
misunderstandings. The several monitoring methods are mentioned below.
*Meeting minutes will be shown on next page
5.4 MONITORING TOOLS & STRATEGIES
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38. Implementation Schedule
The project implementation schedule is an important time management document that defines and schedules the
major phases of project work being carried out to fulfill the desired project objective(s) and achieve the expected
deliverables.
5.4 MONITORING TOOLS & STRATEGIES
Implementation Schedule or the overall project
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39. Gantt Chart
The Gantt Chart is used to illustrate a project schedule. This chart lists the tasks to be performed on the vertical axis
and time intervals on the horizontal axis. The width of the horizontal bars in the graph shows the duration of each
activity. The Gantt chart also illustrates the start and end dates of the terminal elements and summarises the
elements of a project.
This Gantt chart generally explains the phases involved in Mulia Residences from the planning stage up to after
completion of the project. It is one an important time-monitoring technique to ensure each phase meets its intended
end date and can minimise the chance of exceeding the agreed completion time.
5.4 MONITORING TOOLS & STRATEGIES
Gantt Chart for the overall project flow
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40. 5.5 RISK & SOLUTION
Any type of project, large or small will always face risks or encounter problems every now and then. Some of these
issues have already been expected by the consultants and therefore have solutions for each one. However,
unexpected issues can also arise that requires quick thinking to solve in an efficient manner. Below are some of the
issues faced during the period of this project and the solutions for them.
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RISKS SOLUTION
The project team at risk of having poor
communication with one another
The project manager has to manage the team
efficiently and effectively to ensure proper
coordination and smooth progress flow
New guidelines on Strata Title Act requires early
authority approvals and expenses of future
phases development
To consider on the sub-division of land into
smaller lots based on phasing
Statutory guidelines on consultant fees load up
front (65% upon Building Plan Approval) may
cause unhealthy cash flow
To negotiate on flexible fee payment with
consultant
Unsuitable material found during earthwork
resulting Variation Orders to Contract Sum
Soil Investigation carried out thoroughly to
comprehend the soil condition
Design detailing non-compliance. For examples:
Insufficient toilet door width for disabled
To have regular construction inspection to check
on the design detailing and practicality
41. 5.6 PROCUREMENT
Procurement is a term which defines the activities of the client who brought about the construction of the project. In
Malaysia construction industries, Traditional Procurement is widely used in Malaysia. Traditional procurement also
applied on the construction of Mulia Residences, where client would appoint the various consultants such as the
architect, the engineers and quantity surveyor to design the project in minute detail.
For the Pre-development stage, the architect will come out with a design of building plans (BP) and label the
specifications of the building. For the next step, architects and consultants then study the drawings then come out
with related drawings, calculations and cost.
Pre tender :
Architect & Consultants to prepare tender documents & drawings.
Tender:
Call for a Selective Tender Process
Submission of Tender
Closed for Tender
Tender Opening
Evaluation of Tender
Interviews of Tenders
Tender Recommendation
Post- Tender:
Award Contract
Compiling Contract Documents
Formalizing Contract Documents
Stamp Duty
Discussion of those appointed consultants, clients and contractors are crucial. Hence, information should be
discussed formally among the consultants and contractors. Project cannot proceed until the architect give his/her
approval, instruction should be clearly written and signed by the architect.
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42. 5.6 PROCUREMENT
FEASIBILITY STUDY
The purpose of feasibility study is to ensure that the viability of a product and to establish the budget for
construction, sales and marketing and operational cost. This procedure shall be responsible for the implementation
of this procedure. The responsibility for the implementation of this procedure shall give to the Operation General
Manager.
For Mulia Residence, there are 4 procedures on the process which are: FS1(Preliminary Feasibility Study),
FS2(Approved Feasibility Study), RFS(Running Feasibility Study), FS3(Project Final Account).
FS1(Preliminary Feasibility Study):
-Market Study Review
-Analysis of Awarded Contract Review
-Preparation of Product Brief
FS2(Approved Feasibility Study):
-Arrangement of Appointment of Consultants
-Presentation of Product Brief
-Obtain of Conceptual Design
-Consult Bankers
-Preparation of Detailed Feasibility Study
-Presentation to Executive Director to get approvals
RFS(Running Feasibility Study):
-RFS1: based on key milestone
-RFS1(A): Selling Price Approved
-Project Manager forward Building Plan, Cost Plan to General Manager Finance
-Producing of Sales Plan
-RFS1(A) approved and signed by General Manager, General Manager Finance and Chief Operating Officers
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43. 5.6 PROCUREMENT
RFS1(B): Contract Awarded
-Cost Plan forwarded based on the contract sums
-RFS1(B) approved and signed by General Manager, General Manager Finance and Chief Operating Officers
RFS1(C): Upon completion of work
-Final Contract Sum and Variation Forwarded
-Inform of updated Cost Plan
-RFS1(C) approved and signed by General Manager, General Manager Finance and Chief Operating Officers
RFS2: based on revision in selling price and sales package
-Forward of the approved revised selling price and sales package
-RFS2 approved and signed by General Manager, General Manager Finance and Chief Operating Officers
RFS3: based on annual updates
-RFS approved and signed by General Manager, General Manager Finance and Chief Operating Officers
-Signed RFS submitted to Chief Operating Officers(Financial Strategy)
FS3(Project Final Account)
-Project final Financial Status forwarded to General Manager Finance
-General Manager Finance update Financial Strategy based on Financial Status from Project Manager
-RFS1(C) approved and signed by General Manager, General Manager Finance, Chief Operating Officers and Chief
Operating
Officers(Financial Strategy)
-RFS1(C) presented to Executive Director for acknowledgement and signature
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44. 5.7 SUCCESS CRITERIA
A project is categorised as successful when the following is achieved:
● Completed on time
● Completed with quality
● Completed within budgeted cost
TIME
Delay in a project exposed to the penalty stipulated under Liquidated and Ascertained Damages
(LAD). This can be avoided with a close monitoring in running a project.
QUALITY
One of the main priorities for Mulia Residences was to ensure high quality for the product and the ability to maintain
said quality. Changes that occurred during the design process was to ensure the quality standard set by the project
team. Criterias are placed in this regard to deem whether the project is a success or otherwise. Such criterias
include:-
● Achieving a Qlassic score of 85%
● In terms of recognition, the project aims to win awards for various criteria such as design, concept
● Maintaining customer satisfaction by having minimal defects, prompt response towards customers and
ultimately receiving positive feedback from customers regarding matters
COST
Exceeding the budgeted cost means the capital appreciation was neglected in monitoring a
project. This could be due to :-
● Poor contract management
● Poor consultant’s design and instruction
● Poor builder’s capability
From the above success criteria, all three components are very important to the success factor of this project.
However, being from a reputable developer, quality take precedence above all else. Hence, the quality factor is given
more focus to the success criteria.
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45. 6.0 CONCLUSION
The project is currently undergoing the construction stage according to schedule and is expected to
meet completion by 30 June 2021, utilizing a total period of 3 years and 2 months.
The project was organised with the use of Gantt chart whereas the Work Breakdown Structure was
used to monitor the stages of the project, as well as dividing the roles and job scopes for each
consultants thoroughly. On the other hand, the Risk Assessment was planned to prevent critical
issues that cause major delay or impact the schedule of the projects. The architect and consultants
were also able to counter, or compound the problems.
Cost estimation plays a very crucial role in planning the project ahead, as it prevents wastage and
also avoids excessive unnecessary spendings. With a comprehensive budgeting of resources, the
project was completed within the budget quoted. Moreover, the labor and project progress were also
well-planned so that it kept within the budget quoted by client.
As a conclusion, we have gained an understanding on how a construction project is managed and the
process that is involved. It is by no means an easy task as it covers a large number of professionals,
each with their own behaviour and thinking. Good project management is able to tackle these
concerns and will result in a project running with minimal issues.
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46. 7.0 REFERENCES
C. (n.d.). Construction Process - Cost Segregation Study. Retrieved from
http://www.csp-360.com/about-us/resources/irs-cost-segregation-audit-techniques-guide/construction-process-co
st-segregation-study
Construction Procurement Methods Compared. (n.d.). Retrieved from
https://www.ukessays.com/essays/construction/procurment-systems-used-in-malaysia-construction-essay.php
Construction Project Management 101. (2018, August 23). Retrieved from
https://www.smartsheet.com/construction-project-management-101
Research & Resource. (n.d.). Retrieved from http://rehdainstitute.com/certificate-of-completion-and-compliance/
Watt, A., W., & A. (2014, August 15). Project Management. Retrieved from
https://opentextbc.ca/projectmanagement/chapter/chapter-3-the-project-life-cycle-phases-project-management/
Who Are Project Management Stakeholders? (2017, December 01). Retrieved from
https://www.clarizen.com/project-management-stakeholders/
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