TOPIC 1

INTRODUCTION TO
CONSTRUCTION
MANAGEMENT
PROJECT MANAGEMENT
INSTRUCTIONAL DURATION : 15 WEEKS
LECTURE : 30 HOURS
CREDIT HOURS : 2

2
 COURSE LEARNING OUTCOME (CLO) :
UPON COMPLETION OF THIS COURSE, STUDENTS SHOULD BE ABLE TO :

1. Relate the basic concepts and characteristics of

project management.
2. Possess knowledge the lifecycle of project
management in compliance with environmental
and safety procedures.
3. Display technical skills on using Microsoft project
and other database software in planning and scheduling.
4. Practice values of entrepreneurial skill through
project management.

PREPARED BY : ROSIDA BINTI AHMAD (JKA-PSA) 3

SYLLABUS
1. INTRODUCTION
2. LIFECYCLE OF A PROJECT MANAGEMENT
3. SITE SUPERVISION AND ORGANISATION
4. INFORMATION NEEDED FOR PLANNING AND
SCHEDULING
5. COMPUTER IN PLANNING AND SCHEDULING
6. PLANNING AND CONSTRUCTION
MONITORING

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ASSESSMENT
1. COURSEWORK
a) TEST (2) - 30%
b) OTHER ASSESSMENT (4) - 70% 50%

2. FINAL EXAMINATION -100% 50%

3. TOTAL 100%

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REFERENCES:

1. Abdul Hamid Mar Iman (2006). An Introduction To

Property Marketing. UTM, Skudai.
2. D. Robertson (1983). Maintenance Audit, Technical
Information Services. The Charted Institute Of Building.
3. Lane, Denis (1982). “Discounted Cash Flow Techniques
– A Nuts and Bolts Approach”. The New Zealand
Valuer, Jilid : 25, 455-464.
4. Lee R (1987). Building Maintenance Management,
3rd Edition. Collins.

PREPARED BY : ROSIDA BINTI

AHMAD (JKA-PSA) 6
REFERENCES:
5. Mohd Harith Bin Abdul Hamid (1991). The Internal
Rate Of Return Method (IRR) in Estimating Returns
From Property Investment. Monograf Fakulti Ukur
Dan Harta Tanah, UTM.
6. Mr John S C Loh (1991). Property Management:
An Overview. Paper presented at the Conference on
Property Management. Kuala Lumpur.
7. Woodson, R. Dodge (2006). Be A Successful Property
Manager. McGraw-Hill, New York.

7
8
MANAGEMENT

“……to get things done through people”

In the context of the construction

A process of planning, organizing,

leadership, control, coordination and motivate
efforts of members of the organization and
use of all organizational resources to achieve
organizational goals.
MANAGEMENT GOALS

 The clients get a useful service from good

management.
 The employee will feel comfortable working
environment, remuneration is fair, unbiased
decisions, etc..
INTRODUCTION TO CONSTRUCTION
MANAGEMENT

 Civil engineering is a professional

engineering discipline that deals with the
design, construction, and maintenance of the
physical and naturally built environment,
including works like bridges, roads, canals,
dams, and buildings.
DEFINITION :

"Management is defined as the

process by which the elements of
a group are integrated,
coordinated and/or utilized so as
to effectively and efficiently
achieve organizational
objectives.“ -
Howard M. Carlisle

12
DEFINITION :

"To manage is to forecast,

and plan, to organize, to
command, to coordinate and
to control." - V. Henry Fayol

13
DEFINITION

“The application of knowledge, skills, tools and

techniques to project activities to meet project
requirements. It is accomplished through the
application and integration of the project
management process of initiating, planning,
executing, monitoring and controlling and closing.”
– Project Management Institute of USA

PREPARED BY : ROSIDA BINTI AHMAD (JKA-

PSA) 14
DEFINITION

“Project management is the application of

skills, knowledge, tools and techniques to
meet the needs and expectations of
stakeholders for a project.”
-
Stephen Kim

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Definition of Construction
management
G.R.Terry of the book Principle of Management,
defines;

"Activities to plan, organize and control human

operations, raw materials and machinery,
methods, money and markets, which provide
direction and coordination and leadership to the
human efforts to achieve the goals established
for a business and enterprise."
 Management includes seven essential
activities namely of forcasting, planning,
organizing, motivating, directing, coordinating
or communicating and controlling and in a
specified organizations.
PROJECT MANAGEMENT

 The overall planning, controlling and coordination of man

power, cost and resources. Starting from the design up
to the stage of completion to meet client needs and
ensure that the construction is completed on time within
cost and quality of work as expected by the client..

Become more effective when using sources to optimal

for the cost and time.
COMPONENTS OF
MANAGEMENT

INPUT OUTPUT
TRUPUT

 SOURCE PROCESS RESULTS

According to Henry Fayol (French Industrialist);
Managers perform management functions and is
described as follows: -

leadership
Board of
directors
Forecast

Administration
Senior
Manager

Plan Organise

implementation supervision

Control Motivate Coordinate

Characteristics of Civil engineering
Projects
 As large and complex;
Funds
Type and number of plants that many
Type and amount of employee
Methods & techniques of complex structures

Variant Location;
The implications of the increase in personnel costs,
materials and plant.
The consultants and the government agencies
Characteristics of Civil engineering
Projects (con’t)

 Own Design;
 Function / usage
 Environmental conditions
 highlighting the identity
 prestige
CIVIL ENGINEERING PROJECTS

 Divided into two categories:

1. Building project

Roughly, the building project is the

construction work at the place of work or
occupation

The project includes residential construction,

government and commercial offices, shopping
malls, factories, schools, hospitals, hotels etc..

 2. Civil Engineering Projects

Civil engineering works are more concerned with control

of the natural environment for the provision of
infrastructure

Include construction of roads, railways, ports, airports,

bridges, culverts, dams, etc..
MANAGEMENT PROCESSES

1. Forecasting

Determine the objectives / goals project

Displaying expect returns from this

investment
MANAGEMENT PROCESSES
(con’t)
 2. Planning
 Phase 1 in the management
 Determine what must be done, who, when
and how?
 Define the project goals
 Collect information and analysis activities
MANAGEMENT PROCESSES
(con’t)
3. Organising

phase 2 to the financial, equipment and

personnel to carry out planned activities

Organizational structure refers to the division

of labor by activity.
MANAGEMENT PROCESSES
(con’t)
4. Motivating
 Incentives to staff to achieve the goals

 Motivation in the form of financial incentives,

partial and non-financial.
MANAGEMENT PROCESSES
(con’t)
5. Command / Leadership (Directing):

 move towards the achievement of staff

 Officer authority to issue directions and

provide leadership to staff.
MANAGEMENT PROCESSES
(con’t)
6. Coordinating / communication

 To ensure that each staff to move towards a common

goal, manner / method by,
1. top-down leadership hierarchy,
2. Rules of procedure and policy management
resolution
3. Committee acting for the task and
4. Committee meetings of public decision.
MANAGEMENT PROCESSES
(con’t)
7. Controlling

 Ensure that action to be taken in parallel with

the goal. if misguided, for corrective action.
 Way of controlling the working standards,
monitoring (measuring the performance) and
corrective action (for work not in accordance
with standards).
MANAGEMENT CONCEPT

 Project Management
 Owner has direct contractual relationships
with both the Consultant and the Contractor
and ultimately makes all decisions.
MANAGEMENT CONCEPT

 Construction Management
 Owner has direct, contractual relationship

with the Consultant. Owner has only third-party

relationship with the Contractor.
PROJECT

 A project may consist either in the form of large, small, limited or

comprehensive in scope.
 A project is also often have features likely :

1. My goal soon
Aimed at solving the urgent problems and has been identified
2. Non-repetitive
Does not provide routine work such as office work
3. uncertainty
Can not be expected to implement it.
A planned project is not necessarily performed.
PROJECT MANAGEMENT (con’t)

 Project management engineering expertise to integrate

with management skills eg planning, monitoring,
surveillance and control.

Communication procedures and procedures as early as

possible projects should be created include redefining
the duties and responsibilities of each member in the
project organization.

Failure to do so will delay time and adds cost to all

parties.
PROJECT PROCEDURES

 Mechanisms for planning, organizing, directing, controlling and

evaluating the project involves the following: -
1. A summary of the project (project brief) of the time, cost, quality
and other constraints.
2. Project organization.
3. The details for each professional to describe the duties and
responsibilities of each.
4. Planning control at every stage from design to project completion.
5. Supervision of the project.
6. A system for monitoring and controlling costs.
7. Procedures for supervising and administering contracts.
OBJECTIVES OF PROJECT
MANAGEMENT
 to use the techniques and skills in
organizational management.

to control all aspects of the project.

To optimize use of resources.

To complete the construction work to meet

client needs from time, cost and quality.
FACTORS OF PROJECT
MANAGEMENT SUCCESS
 Involvement and support of project
management
 have goals and a clear project success
criteria
 Appoint a competent project manager
 Getting support from technical and
administrative staff
FACTORS OF PROJECT
MANAGEMENT SUCCESS (con’t)
 Commitment from the project team to achieve
specified objectives
 All members of the project team has a clear
responsibility
 Using planning techniques and appropriate
regulation
 Have sufficient budget allocation and time
SUCCESSFUL PROJECT
MANAGEMENT
 To achieve the project objectives:

 By the time
 By Cost
 According to the quality / performance
prescribed
 Using resources effectively and efficiently
FAILURE FACTORS OF PROJECT
MANAGEMENT
 Do not have clear objectives
 Distribution of power and responsibilities are
not clearly
 Planning and control of project costs not
satisfactory
 Lack of experience among project team
members
FAILURE FACTORS OF PROJECT
MANAGEMENT(con’t)
 Communication and Cooperation for
unsatisfactory
 Exist bureaucracy and favoritism
 Lack of monitoring of project team members
 Lack of control from the management
PROJECT MANAGEMENT
INVOLVING
 Project planning
 Determine the work necessary.
Determine the quality of work.
Determine the resources required.

 project control
Detect progress
Comparing the actual progress of the run
To analyze the effects
Adjustment.
LINKAGE OF PROJECT
ORGANIZATION
CHARACTERISTICS OF GOOD PROJECT
MANAGER

i. Negotiator
ii. Fore sight
iii. Know how to lead
iv. Good communicator
v. Pragmatic
vi. Empathetic
vii.Organized

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RULES AND RESPONSIBILITIES OF PROJECT
MANAGER

1. To archive goals, establishing strategy and developing

plans to coordinate activities
2. Creating work structure and system by determining
what task are to be done, who is to do then and how
the task are to be grouped
3. Instilling enthusiasm by motivating subordinate,
directing orders, effective communicationn and
resolving problem
4. Ensure the things go well by monitoring activities,
performance and task corrective action
Project management in various
method of construction
1. Traditional method
2. Design and Build method
3. Turnkey method
 Kontrak tradisional, kadang-kadang dirujuk sebagai tawaran reka bina, adalah kontrak di antara
pelanggan dan kontraktor untuk pembinaan projek yang direka sepenuhnya. Ini masih kaedah
yang paling biasa digunakan perolehan.

Pelanggan pertama melantik perunding untuk mereka bentuk projek secara terperinci, dan
kemudian menyediakan dokumentasi tender, termasuk lukisan, jadual kerja dan senarai kuantiti.
Kontraktor kemudiannya dijemput untuk mengemukakan tender bagi pembinaan projek itu,
biasanya pada peringkat satu, secara kompetitif. Kontraktor itu tidak bertanggungjawab bagi apa-
apa reka bentuk, selain daripada kerja-kerja sementara (walaupun beberapa kontrak 'tradisional'
yang mengadakan peruntukan bagi kontraktor untuk mereka bentuk bahagian tertentu dalam
kerja-kerja).

Biasanya, pelanggan mengekalkan perunding reka bentuk semasa fasa pembinaan untuk
menyediakan apa-apa maklumat reka bentuk tambahan yang mungkin diperlukan, untuk mengkaji
semula apa-apa reka bentuk yang mungkin disediakan oleh kontraktor, dan untuk memeriksa
kerja-kerja. Biasanya, seorang pakar runding (sering, tetapi tidak semestinya, arkitek) akan
dilantik untuk mentadbir kontrak.

Kontrak pembinaan tradisional adalah yang paling biasa kontrak sekaligus, bagaimanapun,
kontrak pengukuran dan kontrak pembayaran balik kos juga boleh digunakan untuk projek-projek
'tradisional' di mana reka bentuk dan pembinaan, aktiviti berurutan berasingan..
PROJECT MANAGER CONCEPT IN DESIGN
AND BUILD PROJECT

• Kaedah Reka dan Bina merupakan satu konsep di mana

hanya satu pihak sahaja,dipanggil Kontraktor Reka & Bina,
yang akan memeterai kontrak dengan pihak Klien/Pemilik
untuk menjalankan kerja-kerja perancangan, kerja reka
bentuk dan kerja pembinaan rumah mengikut kehendak-
kehendak yang telah dinyatakan dan dipersetujui dengan
pihak Klien/Pemilik.

• Setelah rumah itu siap dibina dengan sempurna, Kontraktor

Reka & Bina akan menyerahkan rumah tersebut kepada
pihak Klien/Pemilik untuk dilengkapkan dengan lanskap,
hiasan dalaman, peralatan serta kelengkapan-kelengkapan
lain yang tidak termasuk didalam kontrak.

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KELEBIHAN KAEDAH REKA & BINA?

• Penggunaan kaedah Reka dan Bina dalam perancangan dan pemajuan

rumah semakin popular digunakan kerana dapat mengatasi pelbagai
kelemahan kaedah konvensional.

• Dengan kaedah ini, pihak Klien/Pemilik hanya perlu berurusan dengan

Kontaktor Reka & Bina yang akan bertanggungjawab terhadap
pembangunan sesuatu projek, dengan itu penglibatan pihak klien dalam hal-
hal pentadbiran projek dapat diminimumkan.

• Pihak Klien/Pemilik tidak perlu lagi melantik dan berurusan secara terus
dengan konsultan arkitek, jurutera, jurukur bahan, jurukur tanah, kontraktor,
pembekal dan lain-lain kerana segalanya akan diuruskan olek Kontraktor
Reka & Bina.

• Pengendalian kaedah ini juga memberikan kebaikan dari segi pengurusan

masa dan kos, kerana kerjasama diantara Klien/Pemilik dan Kontaktor Reka
& Bina telah terjalin sejak dari awal perlaksaan projek.

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PROJECT NAME: PJ Trade Centre, Damansara Perdana, Kuala
Lumpur,
SERVICES PROVIDED: Project Management Consultancy Services,
Contract & Legal Advisory Services.

51
PROJECT MANAGER CONCEPT IN
TURNKEY PROJECT
• Turnkey merujuk kepada sesuatu yang sedia
untuk digunakan serta-merta, secara amnya
digunakan dalam penjualan atau
pembekalan barangan atau perkhidmatan.
• Turnkey sering digunakan untuk
menggambarkan rumah yang dibina di atas
tanah pemaju dengan pembiayaan pemaju

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PROJECT MANAGER CONCEPT IN
TURNKEY PROJECT (CONT’)

• Semuanya siap turun ke kabinet dan permaidani.

"Turnkey" biasanya digunakan dalam industri
pembinaan, misalnya, di mana ia merujuk kepada
gabungan bahan dan buruh oleh sub-kontraktor.

• 'Turnkey' juga biasa digunakan di dalam sukan

bermotor untuk menggambarkan sebuah kereta yang
dijual dengan drivetrain (enjin, penghantaran, dan
lain-lain).

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CLIENT/OWNER/DEVELOPER

 the needs of end-products

 have the money
 may appoint consultants for expertise
 Among the duties and responsibilities of the client ;
 identify the objectives of the project
 provide information and data to the consultant
 provide allocation
 provide a site
 approval of local authorities
 profit and loss risk
 a contract with a contractor
 Have project when completed
CONSULTANT

 Professionals provide technical expertise to

clients
 specialists who are responsible to transfer
the requirements of the client become a
reality
 they consist of:
1. architect
2. civil engineers, structural, mechanical
3. land surveyor and quantity surveyor
4. landscape and other
CONSULTANT(con’t)

 terms of reference:
1. realization the client's objectives
2. design
3. prepare drawings and specifications
4. provides technical direction
5. prepare bills of quantities
6. preparing tender documents
7. tender process
8. coordinate and supervise the work
9. be fair to clients and contractors
10. administering a fair and equitable contract
CONTRACTOR

 parties form a contract with the client where

its main function is to perform the
construction according to the conditions of
contract at the agreed
 consists of:
The main contractor
nominated sub-contractors
domestic sub-contractors
CONTRACTOR(con’t)

 duties and responsibilities of contractors:

review the contract documents

appoint a site staff
appoint sub-contractors and suppliers
prepare building program
provide a schedule of materials, plant and manpower
prepare budgets and fredictions cash
provide site layout
directing and coordinating the work site, subcontractors
and delivery
CONTRACTOR(con’t)

Nominated sub-contractor

 nominated and elected by the client and is bonded

 sub-contractors are qualified and capable
 Among the works given:
 piling work
 electrical installation
 air-conditioning system
 lifts and other
 fire prevention system and work of other specialized
CONTRACTOR(con’t)

 domestic sub-contractors
selected by the contractor
no bonding contract that reduced the number
of workers and cost

the work was usually done:

tiling floors and walls
plastering
making roads, fences and other
THE AUTHORITY

 Local Authority
 Telekom Malaysia Berhad
 Tenaga Nasional Berhad
 The Fire Department
 Public Work Department
 Sewerage Department
 Department of Envirement
Local Authority
City Council

function:
Planning development control
New city development
Regulation and squatter areas
Refuse removal, sewage and urban cleanliness
Health Services
Road construction and maintenance
traffic Management
Construction and maintenance of drainage
Provision of public facilities such as markets, stalls, playgrounds and
other
Telekom Malaysia Berhad

Telekom Malaysia Berhad (MYX: 4863), is the largest

integrated solutions provider in Malaysia, and one of
Asia's. Established as the Telecommunications

Department of Malaya in 1946,. Subsequent growth led to

a demerger in 2008 of TM's mobile and fixed services,
allowing the company to focus more intently on its core
businesses of Internet and multimedia, data and fixed-line
Tenaga Nasional Berhad

Is a statutory body

function:
Responsible for providing electricity and
supplying the whole country.
The Fire Department

Responsible to the ministry of housing and local

government

function:

Prevention and fire fighting

Review building plans
To check, test and approve the fire protection system
which has been completed in the completed building
other rescue tasks.
Public Work Department

The main objective of providing infrastructure

function:

Planning, design and construct infrastructure projects

Maintain roads, water supply and government buildings
provide for the construction industry in terms of
technology, ideas and innovation
provide technical advice to state and federal government.
Sewerage Department

Indah Water Konsortium Sdn Bhd

a national sewerage company, wholly-owned by the

Minister of Finance Incorporated, is responsible for
providing sewerage services, operating and maintaining
over 5,750 public sewage treatment plants and 13,000km
networks of sewerage pipelines since April 1994.
Department of Envirement

Preserve and manage the environment so that the well-

being, health and prosperity of our people are guaranteed.

Function:

Control of environmental problems that have existed as

water and air pollution
The restoration of the environment and prevention of
pollution from industrial activities, land and other natural
resources.
Water supply authority
function:
Clean water supply to consumers and make
the maintenance of water leakage
Supplier

 the companies that supply equipment /

machinery and construction materials such
as aggregates, sand, concrete and
construction materials such as fabricatings of
doors, windows and so on.
Financial Company

 Financial services refer to services provided by the

finance industry. The finance industry encompasses a
broad range of organizations that deal with the
management of money. Among these organizations are
credit unions, banks, credit card companies, insurance
companies, consumer finance companies, stock
brokerages, investment funds and some government
sponsored enterprises.
Worker/Labour

 the people who work, either by the main

contractor or sub contractor. Usually paid
wages accordingly to the work done
Management of construction
resources
 Is one aspect that contributed to the success of a construction
project

Resources management methods are divided into several

categories as follows:

1. Workers management
2. management of building materials
3. management of plant / machinery
4. financial management
5. information management
workers management

 Two categories of permanent employees, temporary

recruitment based on established policies on the following
principles:
 fairness must be given

 wages and salaries according to qualification & service

each employee must be given the opportunity to develop

potential
 types of workers:

1. management
2. clerical / administrative / accounting
3. technical staff / contract
4. workers at construction sites
5. general workers such as drivers, office assistants and others.
workers management (con’t)

 facilities to the workers:

1. Services
 General facilities at the workplace, including salaries and wages,

a comfortable workplace, EPF & SOCSO and others.

2. Training & Courses

 can increase performance & productivity

 whether it be a special place or internal
 on site training, basic & advanced training and technical learning.
 THANK YOU