TABLE OF CONTENT

1.0 INTRODUCTION 1-4

1.1 Project Information

1.2 Site location
1.3 Objectives and Goals

2.0 JKR OVERVIEW 5-6

2.1 Introduction of JKR

2.2 JKR function and roles in project management

3.0 TEAM MEMBERS 7 - 15

3.1 Organization Structure

3.2 Roles and Responsibilities

4.0 STAKEHOLDERS 16

4.1 Stakeholders Structure

5.0 PLANNING AND IMPLEMENTATION PHASES 17 - 22

5.1 Introduction
5.2 Pre Contract Phase
i. Planning Phase
ii. Procurement Phase
5.3 Current Contract Phase
i. Design Phase
ii. Construction Phase
5.4 Post Contract Phase
i. Completion Phase
TABLE OF CONTENT

6.0 GOVERNMENT FORM OF CONTRACT 23

24 - 26
7.0 IMPLEMENTATION TOOLS

8.0 MONITORING TOOLS AND STRATEGIES 27 - 29

9.0 RISK AND MITIGATION 30 - 31

10.0 SUCCESS CRITERIA 32 - 36

10.1 Triple Constraints

10.2 Success Criteria
10.3 Success Factor
10.4 Suggestion and Recommendation for good team project

11.0 CONCLUSION 37

12.0 REFERENCES 38

13.0 LIST OF FIGURES AND TABLES 39

14.0 LIST OF ABBREVIATIONS 40

41 - 51
15.0 APPENDIX
1.0 INTRODUCTION

1.1 PROJECT INFORMATION

Project Title
Proposal in building an Obstetrics Complex at Hospital Tengku Ampuan Rahimah Selangor
- Phase 2.
Building Purpose : Surgeries concerning childbirth and midwifery
Initial Completion Date : 5 th September 2016
Final Completion : 21st February 2018

Client
The Ministry of Health (KKM), is a sector of the government that is responsible for the
health system of Malaysia’s residents. The Obstetrics Complex of Hospital Tengku Ampuan
Rahimah Selangor is a medical wing that facilitates the communities needs for medicine
and surgery concerned with childbirth and midwifery. It’s vision is to be a sanctuary where
these procedures may be carried out with excellence and diligence.

Project Scope
KKM required a new wing where they could carry out childbirth and midwifery surgeries as
well as hand out medicine related to those, for the old hospital wing was pretty compact
and had no dedicated sections for these programmes. The list of work scope :-
● 1 Block obstetric complex of 9 floors
● 1 Block of plant room and ambulance driver’s room
● Covered flyover

Diagram 1.1.1 :Obstetrics Complex at Hospital Tengku Ampuan

Rahimah Selangor

1
1.0 INTRODUCTION

Required Facilities
List of required facilities in Obstetrics Complex at Hospital Tengku Ampuan Rahimah :-

No. Required Facilities

1 Disable Toilet

2 Prayer Room

3 Public Toilet

4 On-call Room

5 On-call Toilet

6 Doctor Assessment Bay

7 Clean Utility

8 Dirty Utility

9 Air Lock

10 Single Bedded Isolation Room

11 Double Bedded Isolation Room

12 Operation Theatre

13 Labor Delivery Suite

14 Labor Delivery Suite Toilet

15 4 Bed Bay Ward

16 4 Bed Bay Ward Toilet

17 Treatment Room

18 Procedure Room

19 Linen Room

Table 1.1.1 :Obstetrics Complex at Hospital Tengku Ampuan

Rahimah Selangor

2
1.0 INTRODUCTION

1.2 SITE LOCATION

Location : Jalan Langat, Klang, Selangor

The Hospital Tengku Ampuan Rahimah
(HTAR) located in the south of the royal town
PROPOSED SITE of Klang, Selangor, Malaysia. It is also located
not far from the Istana Alam Shah and
Bandar Bukit Tinggi. Even though
surrounded by the block of housing area and
some of other new medical centre, HTAR has
always been a prominent landmark around
the site.

Diagram 1.2.1 : Key Plan

PROPOSED SITE

Diagram 1.2.2 : Site Plan

3
1.0 INTRODUCTION

1.3 OBJECTIVES AND GOALS

The project objectives and goals in terms of design and project management are :-
● Step up quality medical procedures through diagnostic services, treatments, and
efficient early recovery.
● Encourages innovation in carrying out services.
● Carry out continuous practices and research as well as paying close attention to the
growth of man’s modals.
● Provide a safe and comfortable environment for patients and workers.

4
2.0 JKR OVERVIEW

2.1 INTRODUCTION OF JKR

The Malaysian Public Works Department also known as JKR is is the federal government
department in Malaysia under Ministry of Works Malaysia (MOW), is responsible for
construction and maintenance public infrastructure Malaysia. It is the largest technical
government agency in Malaysia and are responsible for carrying out government projects.

2.2 JKR FUNCTION AND ROLES IN PROJECT MANAGEMENT

In the field of project management, their roles are implicated in planning, designing,
implementing and monitoring projects. During the completion of a project, they need to get
along with time, resources and quality in order to conclude the project to meet its objectives
and customer requirements. There are two methods to execute their projects :-

● Conventional methods - Alll planning and shapings are done internally (in-house).
The building phase is done by contractors that were selected through tender process.
As for observation and evaluation purposes, they have the same selection and carry it
out themselves or by electing a consultant engineer to carry it out.

● Design and Build methods - JKR will decide the needs statement. The next process
will start from planning, shaping and building as well as being overseered by a
contractor. For the building stage, JKR plays a role as a quality auditor as well as
monitoring the project during certain situations.

However in this project, they are using the conventional methods to conduct the project.

Diagram 2.2.1: Public Works Department Malaysia Logo

5
2.0 JKR OVERVIEW

At its base, at JKR, one project team will be led by a manager or HOPT as well as being
aided with supportive services by Specialist Units or HODT. Their scale of translation is as
such:

Head of Project Team ( HOPT ) : An officer that was elected by Director in Charge
(Pengarah Berkenaan or PB) to lead a team carrying out a project

Head of Design Team ( HODT ) : An officer that was elected by PB to lead the design team
in accordance with work disciplines that are related with carrying out a project.

With that in mind, the roles of each individual has been defined in the workflow of Quality
System of Management (Sistem Pengurusan Kualiti or SPK) JKR alongside every phase of
the project lifetime which is the planning,acquirement, design,construction and handing out.

6
3.0 TEAM MEMBERS
3.1 ORGANIZATION STRUCTURE DIAGRAM

CLIENT
MINISTRY HEALTH OF MALAYSIA
[KEMENTERIAN KESIHATAN MALAYSIA]

PROJECT MANAGER DIRECTOR OF THE

PROJECT TEAM 1
[JABATAN KERJA RAYA
[ MAIN & CORPORATE
MALAYSIA]
MANAGEMENT BRANCH ]

MAIN CONTRACTOR PROJECT MANAGEMENT

CONSULTANT TEAM 2
[ SUJAMAN ]
[ HEALTH UNIT ]

ARCHITECT DIRECTOR OF THE TEAM

FAU ARKITEK OF
ARCHITECTURE
[ HEALTH DESIGN
FASCILITIES UNIT 1 ]
PLANNER CONSULTANT
MEDIKALNORMA
DESIGN
DESIGN DIRECTOR
CIVIL & STRUCTURE UNIT
BUILDERS &
CONTRACTORS
-SYNAR SETARA
-ZUFE CONSTRUCTIONS DIRECTOR OF
-KAC SERVICES MECHANICAL &
-MEGA CONTRACTORS ELECTRICAL UNIT

CIVIL & STRUCTURE DIRECTOR OF

-KL PRIMA CONSULT ELECTRICAL
ENGINEERING UNIT

DIRECTOR OF QUANTITY
SURVEYOR UNIT
QUANTITY SURVEYOR
-MSAY TECHNICAL VENTURES

DIRECTOR OF GEOTECHNICS
ENGINEERING UNIT

MECHANICAL & ELECTRICAL

-SUP JURUTERA
-KCJ ENGINEERING
DIRECTOR OF ENVIRONMENT UNIT
-JANA TAMIA ENGINEERING

Diagram 3.1.1: Organization Structure

DIRECTOR OF ICT UNIT
7
3.0 TEAM MEMBERS
3.2 ROLES AND RESPONSIBILITIES

Project Manager
Their roles and responsibilities as the owner representative are as follows:

Preliminary Services
● Development of the Master Programme in consultation with Kementerian Kesihatan
Malaysia (KKM ) and the FAU Architect. The programme showing the overall
time-basis for all phases of development will be used to monitor the progress of the
project.
● Assist KKM in the appointment of consultants.

Design Management Service

● Jabatan Kerja Raya ( JKR ) will assist the KKM in the design development process to
achieve the projects time, cost and value objectives.
● JKR reviewing in collaboration with KKM and Consultant, the adequacy of the
development plan.
● JKR monitoring all necessary applications for planning and building approvals with
government bodies.
● JKR monitoring design work progress and liaison between consultants.
● JKR monitoring of project’s overall master programme and cost.
● JKR convening of special meetings amongst consultants for programme and budget
tracking purposes.

8
3.0 TEAM MEMBERS

Project Manager

Contract and Construction Management Services

● Close monitoring and co-ordination of all appointed consultants.
● Monitor the consultant’s submission of planning and building approvals and permits.
● Advising KKM on the consultant’s recommended contractual arrangements and
packaging.
● Monitoring the preparation of contract documentation.
● Advising KKM on the evaluation and analysis of tender done by the consultants.
● Monitoring and streamlining post-contract administration and procedures.
● Continue monitoring of all works by the team of consultants and contractors.
● Initiating and directing of the maintenance of efficient expenditure control systems.
● Managing the project to meet the time, cost and quality objectives.
● Monitoring of overall site construction with the view of forecasting problems for their
prevention.
● Close monitoring of all potential cost and time variations to the contracts.
● Recommending payments to the main contractor Sujaman and consultants.

Post Construction Management Service

● Monitoring actions taken by Sujaman and consultants to achieve targeted completion
dates.
● Monitoring of receipt of all necessary as-built drawings, operation and repair
manuals, and all guarantees and warranties by the Consultants to KKM.
● Monitoring of defect rectification during the defects liability period.
● Monitoring and negotiating on KKM’s behalf, if necessary, the main contract final
account.

9
3.0 TEAM MEMBERS

Architect

From idea to design

● Listening to KKM’s needs and wants, and designs an edifice that satisfies them.
● Pouring out self artistic touch and personal creativity into the New Wing project. This
process may be repeated several times in order to find the exact point of
convergence between what the KKM wants, and the architect's creation.

From design to construction

Once the design has been approved, and construction begins, FAU Architect becomes a
spectator, and a type of consultant. FAU Architect is there to:
● Clarify any design details to the construction teams
● Redesign or make changes to the original design if deemed necessary, either to add
value, adjust the construction scope, or comply with regulations
● Review detailed plans from smaller construction teams, just to make sure they stay
true to the original design
● Certify that work has been completed in a correct manner

From construction to continuous maintenance

● Once the construction project has been completed, FAU Architect must make sure to
leave an "owner's manual" and recommendations for future maintenance and repairs.
● FAU Architect might also be contacted in the future when new issues or questions
arise.
● FAU Architect brings ideas to life, and creates wonders that must endure natural
surroundings, and provide a useful space.

10
3.0 TEAM MEMBERS

Quantity Surveyor

Pre-Contract

● Feasibility studies (cost per key, cost per m2 etc.)

● Cost Planning and estimating
● Value Engineering, cash flow forecasts, Whole Life Costing, risk management;
● Bills of Quantities production
● Tender services including compilation, tender analysis, negotiations and
recommendations;
● Contract drafting by MSAY Technical Ventures

Tender Stage
● Preparation of Order of Cost Estimate to establish a realistic budget
● MSAY Technical Ventures preparing of Tender Documents comprising Preliminaries,
Conditions of Contract and Elemental Schedule for pricing by Sujaman.
● Analysis and assessment of tender returns, production of Tender Report including
any necessary negotiations with Sujaman and adjustment to scope of works to
achieve established budget
● Production of Contract Documents once an acceptable Contract Sum has been
agreed
● Monthly Valuations of work in progress, issue of Valuation Certificate to Architect
and production of Cost Reports assessing the value of any variations on site

Construction Stage

● Contract Documents
● Project Control
● Interim Payment
● Evaluation of Variations

11
3.0 TEAM MEMBERS

Civil and Structural Engineer

Design
● KL Prima Consult deal primarily in the design of structures - calculating the loads
and stresses the construction will have to safely withstand.
● KL Prima Consult should be able to factor in the different qualities and strengths
delivered by a range of building materials, and understand how to incorporate
support beams, columns and foundations.

Investigation
Before work can begin, KL Prima Consult are involved in the investigation and survey of
build sites to determine the suitability of the earth for the requirements of the upcoming
project.

Communication
KL Prima Consult will be required to co-ordinate and consult with other members of their
projects, including SUP JURUTERA, KCJ Engineering, JANA TAMIA Engineering, FAU
Architect. They may also be required to assist JKR bodies in their own inspections relating
to the project.

Management

KL Prima Consult are often responsible for the organisation and delivery of materials and
equipment for the needs of the construction project. The supervision and management of
on-site labour may also be a necessity.

12
3.0 TEAM MEMBERS

Mechanical and Electrical Engineer

● SUP JURUTERA, KCJ Engineering, JANA TAMIA Engineering will also review
progress meeting and will inspect the machine components or other machinery.
● In short, SUP JURUTERA, KCJ Engineering, JANA TAMIA Engineering will be
responsible for all activities involving man & machine at the project site.
● Incoming Inspection – checking the dimensions of the incoming material (rather of
the sample) to ensure that the material’s dimensions are within the permissible limits.
● Air Conditioning – installing/planning the air conditioning systems of buildings (sans
the electronics part) is the job of mechanical engineers.
● Up-keep and maintenance of various machines used at the site.
● SUP JURUTERA, KCJ Engineering, JANA TAMIA Engineering have many roles in
industrial manufacturing, industrial service sector, energy sectors and automotive
sector.
● Ensuring proper erection and alignment of pumps and turbine.
● Execution and proper installation of their respective piping connection and quality
analysis of joints. Making reports of everything and interact with KKM. There are
many other things which SUP JURUTERA, KCJ Engineering, JANA TAMIA
Engineering do in the construction of power plant and thermal projects.
● To ensure the equipment is erected, pre-commissioned, tested (if required) and
commissioned in accordance with agreed contracts. Coordination with equipment
suppliers is important task during construction.

13
3.0 TEAM MEMBERS

Mechanical and Electrical Engineer

● Resolve with the KKM if there are any non-conformities noticed while discharging the
above duties
● SUP JURUTERA, KCJ Engineering, JANA TAMIA Engineering responsible for the
records of the tasks as above, which will be the basis for troubleshooting later and
may also impact the warranty claims.
● In addition to the above SUP JURUTERA, KCJ Engineering, JANA TAMIA
Engineering are also employed as planners, material control engineers, quality
engineers, etc.
● SUP JURUTERA, KCJ Engineering, JANA TAMIA Engineering supervises all
installations of machines and equipment at site thereby ensuring fulfillment of
industry standards and requirements.
● SUP JURUTERA, KCJ Engineering, JANA TAMIA Engineering supposed to review
the works produced by the design engineers and maintains necessary coordination
with other discipline engineers for smooth flow of projects.

14
3.0 TEAM MEMBERS

Medical Planning Consultant

● PERUNDING PERANCANG MEDIKAL NORMA DESIGN ( PPMND ) is in charge of

Integrating Medical Equipment Planning Into Hospital Planning & Design
● PPMND is also in charge of designing The New Wing in Limited Spaces
● PPMND responsibles to plan for a hospital project financially
● PPMND also act as a advisor in form succinct amalgamation of form and function
with FAU Architect

Contractors & Builders

Project Planning
● Planning ahead on all the crucial project development and implementation details
● Identifying and estimating various project issues like the personnel needs, the
required materials and equipment, forecasting any potential project changes, etc.

Legal and Regulatory Responsibilities

● To obtain or acquire all the necessary permits before proceeding with the project
● Pay taxes in accordance with the set state and federal laws and regulations

Health, Safety And Protection

● To ensure occupational health and safety in the workplace
● To appoint a qualified and highly experienced safety representative to ensure total
conformance with all the legal, regulatory, and in-house safety procedures and
standards
● Provide effective hazard communication programs, risks management strategies,
emergency response systems, and other preventive and proactive mechanisms for
workplace safety and protection.

15
4.0 STAKEHOLDERS
4.1 STAKEHOLDERS STRUCTURE

KEMENTERIAN KESIHATAN
MALAYSIA (KKM)
REGULATORY
BODIES

BOMBA

DBKL

NATIONAL COUNCIL FOR

LOCAL GOVERNMENT
(MNKT)

FEDERAL GOVERNMENT

ARCHITECT
STAKEHOLDERS PROJECT TEAM
FAU ARKITEK

PLANNER CONSULTANT
MEDIKALNORMA DESIGN

BUILDERS & CONTRACTORS

END USERS -SYNAR SETARA
-ZUFE CONSTRUCTIONS
-KAC SERVICES
-MEGA CONTRACTORS

STAFF
CIVIL & STRUCTURE
KL PRIMA CONSULT

PATIENTS QUANTITY SURVEYOR

MSAY TECHNICAL
VENTURES

LOCAL
MECHANICAL & ELECTRICAL
COMMUNITY
-SUP JURUTERA
-KCJ ENGINEERING
-JANA TAMIA ENGINEERING

Diagram 4.1.1: Stakeholders Structure

16
5.0 PLANNING & IMPLEMENTATION PHASE
5.1 INTRODUCTION

Every project has a beginning, a middle period during which activities move the project
toward completion, and an ending (either successful or unsuccessful). A standard project
typically has the following major phases (each with its own agenda of tasks and issues) :
planning, implementation, design, construction and closure. Taken together, these phases
represent the path a project takes from the beginning to its end and are generally referred to
as the project “life cycle.”

INPUT PERSON IN CHARGE

Power of Attorney (POA)
Project Brief
Allocation
Standards & Regulations

JKR
PRE CONTRACT (HOPT & HODT )

PLANNING PHASE

PROCUREMENT PHASE

DESIGN PHASE
CURRENT CONTRACT
CONTRACTOR

CONSTRUCTION PHASE

HANDOVER PHASE
JKR
POST CONTRACT
( PPP)

OUTPUT
Complete Project

Diagram 5.1.1: Flow chart of the project phase (Source: JKR)

17
5.0 PLANNING & IMPLEMENTATION PHASE
5.2 PRE- CONTRACT PHASE

i) Planning Phase
a) Project Brief Preparation
● This project brief will be prepared by the Government. It contains the list of the
required facilities needed for the project, expected completion date, design features
as well with the provision amount for the project.
● Once the project brief accepted, the related branch will review back all the
requirements from the Government and a discussion were held to finalized all the
project details for the JKR to proceed.
b) Land Acquisition
● Government is responsible for finding a suitable land for this project. JKR will only
access the site if they have permission from the landowner..
c) Construction Site Research and Measurement
● The construction site is measured by the JKR to decide the border, level, contour line,
bearing capacity, soil properties to determine the problems on the site surface as well
below the surface.
INPUT
List of federal projects from Government

PERSON IN CHARGE
Design a implementation strategy &
ask PB to take action KPKR / TKPKR

Receive execution instructions,

project brief and appoint a HOPT PB

Check project brief, identify project

team, appoint HODT with PB approval HOPT

Analyse project brief, verify client’s

property, source analysis and inform HOPT / HODT
results to PB

Find out the method of execution PB

Conventional
(Consultants)

Diagram 5.2.1: Flow chart of the planning phase (Source: JKR)

18
5.0 PLANNING & IMPLEMENTATION PHASE
ii) Procurement Phase
a) Tender Document Preparation
● The contractor will be handling the work execution through the contract bond.
b) Tender Offer and Acceptance
● Only contractor that are registered with Pusat Khidmat Kontraktor (PKK) and
Lembaga Pembangunan Industri Pembinaan Malaysia (CIDB) will be qualified to
join the tender.
● Tender will be open by Jawatankuasa Membuka Tender by listing the names, tender
price and completion period.
c) Evaluation and Tender Acceptance
● Relevant office will review and evaluate the tender as well make a tender declaration
to the Lembaga Perolehan.
● All declaration will be processed and submitted to Lembaga Perolehan through their
secretariat in Cawangan Kontrak dan Ukur Bahan.
● Before the Tender Letter of Acceptance be issued, confirmation of the adequacy of
the provision need to be made to the Government.
d) Preparation and Signing Contract Documents
● Contract Document will be prepared by the relevant office and can be signed by the
Contractor once they return the Tender Letter of Acceptance and submit the Bond
Implementation with the relevant insurance policy.
● An authorized officer is also need to sign the Contract Document appointed by the
Minister of Works.
INPUT PERSON IN CHARGE
Receive Q-Plan / Drawing Tender /
Specification

PB
Determine the tender basis- Lump
Sum or BQ and procurement method

Preparing Tender Document- submit PMT

tender drawing / specification
Diagram 5.2.2: Flow chart of
the procurement phase
(Source: JKR) Draft check & received Tender
Document HOPT / HODT / PMT

Tender Offer
PMT

Open Tender

OUTPUT
Letter of Acceptance

19
5.0 PLANNING & IMPLEMENTATION PHASE
5.3 CURRENT CONTRACT PHASE

i) Design Phase

a) Preparation for the Preliminary Design and Plan Arrangement

● After the government side approved all the preliminary plan designs and building
arrangement on the site, and also allocates the budget for the project. JKR will start
to designs the building in detail following the architectural and structural
requirement.
After surveying the site and had approval with the land condition, the structural
engineer will receive the design and consult regarding the structural information.
JKR, then proceed to design the hospitals form in details according to the site and
needs of clients
b) Detailings in design

● Design development phase are one of the crucial part, all the design team need to be
very discipline and the task should be coordinated therefore no information will be
missing out during this phase. All the designs need to be comply to the medical
needs and specifications based on the regular meeting with the related clients. The
design should also be comply to the authorities specifications.

PREPARE INITIAL REVISE AND

PRE-DESIGN
DESIGN AND RESEARCH THE
MEETING CONFIRMA
D-PLAN FORM INITIAL DRAWING
MEETING FOR TION OF
STANDARDIZE THE
HODT ALL THE DESIGN
DRAWINGS WITH
CLIENT
HOPT HOPT/
HODT APPROVAL FROM
ANY REQUIRED HOPT
AUTHORITIES HOPT/
HODT
HOPT/HODT

Diagram 5.3.1: Flow chart of the current contract phase (Source: JKR)

20
5.0 PLANNING & IMPLEMENTATION PHASE

ii) Construction Phase

Supervision of the Work Progress
● The contract administration is under the superintendent, officer (S.O.)responsibilities.
Usually the SO incharge is a person from the unit that specialized in this roles or the
state's director . S.O. are in charge in supervised the execution of work and taking
action in mitigating the problem if there's any discrepancy during the project. All the
contract agreement and execution of the work can be referred to the S.O. in charge.

. CHECK AND
TEST ALL THE
PRODUCTS
. STANDARDIZE
FOR THE LAST
ALL THE . SUPERVISION,
INSPECTION
DRAWINGS CONSTRUCTIO
WITH ALL THE N AND
. MAKE SURE
ARCHITECTS INSPECTION
. REVISE THE ALL THE NCR
TEAM, CIVIL TOWARDS THE
TENDER (NON-CONFOR
AND PRODUCTS
DRAWING MANCE
STRUCTURES
REPORT) ARE
ENGINEER . RECORD AND
. REVISE TAKEN IN
TEAM AND UPDATE ALL
PRELIMINARY ACTION
MECHANICAL THE PROGRESS
NEEDS
AND AND
PRE- . RECEIVE THE OUTPUT-
ELECTRICAL ACTIVITIES ON
REVIEW THE .VERIFICATION CONSTRUC CERTIFICATE THE
ENGINEERING SITE IN THE
LETTER OF OF THE TION OF FINAL
DAILY SITE
ACCEPTANCE CLIENT’S MEETING COMPLETION PRODUCT
. CALIBRATES REPORT
PROPERTIES AND IS DONE
THE DEVICE
COMPLIANCE
AND . APPROVED
(CCC),
EQUIPMENT ALL THE IN
CERTIFICATE
ON-SITE HOUSE
OF PRACTICAL
DRAWINGS
COMPLETION
FOR EVERY
(CPC),
COMPONENT
. READY WITH CERTIFICATE
FOR THE
THE C-PLAN MAKING GOOD
READY-TO-BUI
(CONSTRUCTION DEFECTS(CMGD
LT PRODUCTS
QUALITY PLAN) ) AFTER THE
LIABILITY
. HAND-OUT THE PERIOD
REVISED VERSION EXPIRED
OF THE Q-PLAN
(PROJECT ON-SITE
QUALITY PLAN) MEETING - TO
STANDARDIZE
ALL THE
TECHNICAL
REQUIREMENT

ADMINISTRATION
OF CONTRACT

Diagram 5.3.2: Flow chart of the construction phase (Source: JKR)

21
5.0 PLANNING & IMPLEMENTATION PHASE
5.3 POST CONTRACT PHASE

Completion and Submission of Completed Project

● After all the project had been done and completed by the contractor, certificates will
be given out to the contractors and the completed project will be handed over to the
JKR which later will hand it to the client.
● Next, the certificates of completion will be handed over to the contractor in order to
certify the completion of the project. However, before that, the contractor will be
given 6 months for a period of liability. In this period of time, if there's any
discrepancy or defects found out, the contractor should quickly fix it within this
period .Then, after the 6 months periods end, the certificate of making good defects
with Certificate of Completion and Compliance (CCC) and Certificate of Practical
Completion (CPC) will be finally given out to the contractor to officially certify the
completion of this project.
● For this project we did not manage to get copy of the project’s CCC, CPC and
Certificate of Making Good Defects (CMGD) due to the company to preserve the
confidentiality of the project.

COMPLETION OF PERIOD OF LIABILITY CERTIFIED AS

PROJECT COMPLETED PROJECT

6 months were given to The contractor received

The project of the new
the contractors to fix if the certificate of
unit of obstetrics
there is any defect found completion and
complex are finally
on the building, and they compliance, certificate of
complete
should fix it before the practical completion and
period end also certificate of making
goods defect

Diagram 5.3.3: Flow chart of the post contract phase (Source: JKR)

22
6.0 GOVERNMENT FORM OF CONTRACT

In JKR the black and white of the project construction were made through the government
form of contract. The government form contract is a set of document that is prepared
beforehand for the related parties in order to establish the agreement. Rights and
dependent are allocates in this agreement in order to ensure the construction of project will
be run in a correct direction without having any misunderstandings between any parties.

These are the traditional forms of contract based on drawings and specification (203) or
bills of quantities (203A) produced for use in public sector or government projects in both
building and civil engineering contracts. Generally it can be said that a majority of the risks
have been transferred to the contractor under these standard forms of contract and this
remains true with the 2007 version.

Two Types of Contract

● PWD 203A (REV 2007) - contract that relate to bills of quantities
● PWD 203 (REV 2007) - document that related to any drawings and specifications.
This is one of the vital document that would be included in the summary of tender.

Sufficiency of contract
● The Contract documents are to be taken as mutually explanatory of one another.
The Contractor provide everything necessary for the proper execution of the Works
until its completion according to the true intent and meaning of the Contract
Documents.
● If the Contractor find any discrepancy in or divergence between any two or more of
the Contract Documents, the responsible person immediately give to the
Superintendent Officer (S.O). a written notice specifying the discrepancy of
divergence and the SO must issue out the instructions in regard thereto PROVIDED
ALWAYS in hoping that any of the issue not vitiate the Contract.

23
7.0 IMPLEMENTATION TOOLS
PLANNING AND SCHEDULING

The method being used in this project is Critical Path Method (CPM), CPM is a
step-by-step project management technique for process planning that defines critical and
non-critical tasks with the goal of preventing time-frame problems and process bottlenecks.
The CPM is ideally suited to projects consisting of numerous activities that interact in a
complex manner. This method is implemented in the project as follows :-

● Define the required tasks and put them down in an ordered (sequence) list.
● Create a flowchart or other diagram showing each task in relation to the others.
● Identify the critical and non-critical relationships (paths) among tasks.
● Determine the expected completion or execution time for each task.
● Locate or devise alternatives (backups) for the most critical paths.

24
7.0 IMPLEMENTATION TOOLS
COSTING

The costs of a constructed facility to the owner include both the initial capital cost and the
subsequent operation and maintenance costs. Each of these major cost categories consists
of a number of cost components.

The capital cost for a construction project includes the expenses related to the initial
establishment of the facility:

● Land acquisition, including assembly, holding and improvement

● Planning and feasibility studies
● Architectural and engineering design
● Construction, including materials, equipment and labor
● Field supervision of construction
● Construction financing

The operation and maintenance cost in subsequent years over the project life cycle includes
the following expenses:
● Land rent, if applicable
● Operating staff
● Labor and material for maintenance and repairs
● Periodic renovations
● Insurance and taxes
● Financing costs
● Utilities
● Owner's other expenses

In most construction budgets, there is an allowance for contingencies or unexpected costs

occurring during construction. This contingency amount may be included within each cost
item or be included in a single category of construction contingency. The amount of
contingency is based on historical experience and the expected difficulty of a particular
construction project.

25
7.0 IMPLEMENTATION TOOLS
DESIGN AND DRAFTING

Design and drafting play a very important role in any architectural project. There are various
tools that can be used in this process.The main tool used in the initial stages of designing
would be a simple pen and paper used by the architects and designers before proceeding to
further improving the design and drafting it out in 2D and also 3D using the following
softwares :

SKETCH UP AUTOCAD 3DS MAX PHOTOSHOP REVIT

COLLABORATION

Methods of collaboration amongst the various entities involved in this project vary in
different platforms. Some of the platforms used to collaborate between one another are as
follows :
● E-Mail
● Formal letters
● Documents from officials
● Phone communication
● Fax
● Video conferences

DOCUMENTATION
This tool is essential to the success of the project as it keeps track of all important
documents and makes sure it is documented in a proper and organized manner.
Documenting in the form of microsoft powerpoint and microsoft word was used in this
project as it is easy to document and easily understood by all the employees involved.

26
8.0 MONITORING TOOLS AND STRATEGIES
SITE MEETING

Site meetings are a vital part of the successful management of construction projects.
Regular site meetings between the different stakeholders on a project can help facilitate
better communication and a shared sense of purpose making it more likely that the project
is completed successfully. Project failures are often attributed to inadequate management,
with a key factor being a lack of proper communication.
They are used as a means of :
● reporting progress
● enabling discussion of any problems or issues
● allowing the proposal of solutions
● two-way discussions of any issues that have arisen or that are anticipated.

Construction progress meetings

● Contract administrator will receives progress reports from the contractor and
consultant team, cost reports from the cost consultant and other more specific
information such as subcontractor reports, progress photos and so on.

Meeting minutes

● Will be prepared, with a requirement that any disagreement with the items recorded
in the minutes is raised within a predefined period (perhaps one week).
● Construction manager will hold a daily logistic meeting on site with trade contractor
foremen to organise, schedule and coordinate on-site shared services such as
deliveries and off-loading, hoists and craneage, scaffolding, safety issues, rubbish
clearance etc.

27
8.0 MONITORING TOOLS AND STRATEGIES
CONSTRUCTION PROGRESS MEETING

Construction progress meetings are an opportunity to:

● Receive progress reports from the contractor (the contractor may hold a progress
meeting, sometimes called a production meeting, with sub-contractors prior to the
construction progress meeting).
● Receive progress reports from the consultant team.
● Receive cost reports from the quantity surveyor
● Receive records of sub-contractors and labor on site.
● Receive progress photos (which may be required from the contractor if included in
the preliminaries, or may sometimes be commissioned separately by the client).

There are also an opportunity to discuss major issues raised, such as:
● Any special circumstances which may affect the contract at any stage.
● Testing regimes.
● Quality issues.
● Weather reports.
● Issues that may impact on costs.
● Health and safety issues.
● Issues with neighbours (such as noise, dust, vibrations, rights of light, access, safety,
etc.).
● Off-site fabrication and off-site payments.
● Earned value analysis (amount of work: cost of work)
● Design issues.
● Warranties.
● Look ahead to the next period (including specific requirements for progress photos
during the next period, which may include off-site fabrication photos).

28
8.0 MONITORING TOOLS AND STRATEGIES
TYPES OF MEETINGS

Client- consultants
- Meeting minutes should be prepared, with a requirement that any disagreement with
the items recorded in the minutes is raised within a predefined period (perhaps one
week). The progress meetings will also result in the preparation of a construction
progress report for the client.

Architect- Consultants
- On construction management projects, the architect holds regular construction
progress meetings with the client and consultant team.

Consultants- Contractors
- Consultants will also hold regular construction progress meetings with trade
contractors to discuss on and off-site progress against the programme and to
coordinate the release of information. It may sometimes be appropriate for these
meetings to take place at the trade contractor's premises. Construction progress
reports will then be prepared for the client.

OTHER METHODS OF MONITORING AND STRATEGIES

Many other means have been used in this project some of which are as mentioned below.
Examples supporting this methods and strategies will be attached in the appendix :

● Financial report
● Weather report
● Physical summary report
● Machineries report
● Master work programme

*** The copies of the record from the monitoring strategies attached on the appendix part

29
9.0 RISK AND MITIGATION

PHASE EFFECT MITIGATION STRATEGY

SCHEMATIC DESIGN

1 Client does not Final decision on design Architect to ensure detailed

consider the users scheme not confirmed as survey and research is done
experiences and Architect and client have on defined user group.
needs. misunderstandings.

2 Mistakes and Planning process is delayed Ensure all drawings are

exclusions in design. and extra cost on complete with engineers
amendments. specifications.

3 Unclear budget and Delayed completion time of Project team and consultants
project duration of each phase and risk of over to clarify and update client on
each phase budgeting. spending in each phase of
the project.

DESIGN DEVELOPMENT

1 Insufficient effort and Project goes off track and does Project manager to
cooperation given by not meet deadline. monitor, control and
consultants in manage the work
finalizing design and progress by holding
structures. meetings weekly.

2 Lack of Possible errors made on end Project manager to hold

communication product of work phases due to meetings and check that
between client and improper communication. everyone is completing
consultants on the their required tasks.
design.

3 Last minute changes Initial design changing into To clarify and finalise
to the design. something else. everything with the client
before approval.

CONTRACT DOCUMENTATION

1 Delay of drawing Delayed installation of Submit drawings well in

approval from preliminary and temporary advance.
authorities and works.
stakeholders.

2 Low response of Limited options and Request additional tender

contracts and tenders. potentially exceeding budget. options.

30
9.0 RISK AND MITIGATION

PHASE EFFECT MITIGATION STRATEGY

CONTRACT MANAGEMENT & IMPLEMENTATION

1 Lack of proper Overworked labour and To prepare excess building
management in insufficient building materials and manpower.
resources, manpower materials.
and material usage.

2 Delay of work due to Delay overall completion time To find alternative ways to
unforeseen weather and subsequent operations. execute said tasks.
and site conditions.

FINAL COMPLETION
1 Lack of Building might face difficulty Management to promote and
acknowledgement by in operations. advertise the services
local community. offered.

2 Damage and Additional charges to repair All machinery and equipment

disruption of and replace damaged to be maintained in an
machinery and machinery. orderly manner.
equipments.

Table 9.1.1: Table of risk and mitigation on different phase

31
10.0 SUCCESS CRITERIA
10.1 TRIPLE CONSTRAINTS

BUDGET/COST

QUALITY

TIME/SCHEDULE
SCOPE

Diagram 10.1.1: Diagram of Triple Constraints

Project success criteria is a standardized measuring tool used in the field of architecture to
weight in the success in which the project is seen in the eyes of not just the designers but
the client, stakeholders and the intended end-users. Therefore to identify the success
criteria of this project, we need to be aware of the success factors of a project. The three
constraints or factors we need to make aware of is the time it took to complete the project,
the cost of the project and having the project scope satisfying the needs and requirements
of the clients.

This section is prioritized in exploring the criterias of a successful project to ensure we fully
understand the factors in which eliminates failures and improves the success of the KKM
extension.

32
10.0 SUCCESS CRITERIA
10.2 SUCCESS CRITERIA
BUDGET/COST

CLIENT
QUALITY SATISFACTION TIME/SCHEDULE

SCOPE
Diagram 10.2.2: Flow chart of the success criteria

Time
The project is to be finished within the planned amount of time.

● Enforce monitoring and penalty system to make sure contractor implement

contracted work within time.
● Implement proper scheduling system with the use of a
Gantt chart.
● Consistent review work progress in reflection of project scope.

Cost
The cost must be attained within the client’s budget without compromising quality of the
finished product.

● Consistent communication with client and consultants.

● Prepare prevention and contingency plans for financial risk.
● Implement proper time management.
● The budget cost must be revised periodically to reflect on the estimated cost to
completion.

Scope
Project scope satisfying the needs of the client’s and stakeholders.

● Always fully review and define project scopes in the early stages.
● Communicate and understand the objectives and their priorities with the client and
consultants.
● Maintain proper information recording and retrieval system.

33
10.0 SUCCESS CRITERIA
10.3 SUCCESS FACTOR
Below are the response/ feedbacks from this project :-

Project Mission FEEDBACK

Ensuring clarity of goals and objectives among
the client and consultant to ensure smooth Yes it has already been built.
operation to allow certain periods in the project
to have reduced time constraints.

Top Management Support Yes it is supported by the top

management.

Project Schedule/Plans
With the use of Gantt chart and sets of drawings
provided, a detailed specification of the individual There is major delay up to 3 times.
action needed to take from each phase of project Moving the original estimated time of
implementation will be made clearer. completion from 5/9/2016 to
21/2/2018.

Client Consultant Interaction

Ensuring the client is aware of the latest
situations regarding the project by having The project has already been built.
monthly project progress meeting with all the
appropriate consultants.. This monitoring method
for the clients will allow feedbacks and
comments for any issues to be arised during the
project as well.

Monitoring and Feedback

WIth the use of a Gantt Chart, the project The project was well monitored and all
manager, contractor and all of the consultants parties were consistent in taking reports
have a reference for their involvement at each regarding the report.
phase of construction to ensure smooth
operation by following the scheduled time.

Communication
Establish a good networking system to ensure all Overlapping and inconsistent
parties involved have access to all necessary and instruction lead to confusing and unsure
relevant data for the project implementations. actions which ultimately delayed the
project.

Table 10.3.1: Table of Success factor for this project

34
10.0 SUCCESS CRITERIA
10.4 SUGGESTION AND RECOMMENDATION FOR GOOD TEAM PROJECT

● Workshop
It is recommended that project teams that are formed are given training as well as
workshops in forming teams through Tuckman’s theory of group development. This is so
that they can understand the capabilities and morals of every member of the team. With the
frequency of discussion and interaction, this will slow down or eliminate all prejudice and
build trust within one another.

● Best Practice
Proposal for a system to measure and to grade the prestige delivery of a team project in
JKR. This will help the department to confirm the limit of a team and detect its weaknesses
more accurately. The most prestiges among them must be set as an example and a
standard that must be followed by other project teams. Teams that has shown a high
amount of prestige should be given recognition and reward as a incentive for other teams.

● Knowledge Sharing
It is also recommended that the workers of JKR be exposed to educational sessions that are
held by private parties that often invites foreign managers that has succeeded in managing
prestiges projects on a global scale. All knowledge gain by these sessions will later be
shared amongst all other managers.

35
10.0 SUCCESS CRITERIA
10.4 SUGGESTION AND RECOMMENDATION FOR GOOD TEAM PROJECT

PMP
- Project Management Plan (PMP) is a document format that has been approved,
implemented, monitored and with the utmost control in a project. It has become an
important document that must be obeyed by project teams. It contains all aspects of
managing a project including communication management.

Competency in Project Management

- As has been discussed, the capabilities of a project manager is the key to success in
any system delivered by JKR. With that, it is very important for every project
manager to possess the knowledge and experience that is sufficient to guide and
teach the project team in achieving a specified goal.

It is recommended that every project manager capability and knowledge (based on

PMBOK) is tested before given responsibilities to manage. Lastly, manager should be
exposed to workshop that simulates as a theoretical learning process these days to be
implemented in carrying out their assigned tasks.

36
11.0 CONCLUSION

Referring to the planning and organizing through the Gantt chart, we know that the project
was delay almost up to 2 years. This was mainly due to issues relating to communication
with the different parties in the project. They may have been other reasons to the delay due
to unforeseen circumstances but that further insist on the pre-planning and organizing of
work program.

Was it successful in term of cost and time….?

Through this project, we can conclude that project management takes proper planning and
cooperation with all parties involved in the project. Anything lacking would prolong a
project and affect the cost of its completion. Hence, proper planning, organization and
communication are keys to a successful project.

37
12.0 REFERENCES

Malaysia, G. O. (2007). STANDARD FORM OF DESIGN AND BUILD CONTRACT. Retrieved

2018, from https://www.jkr.gov.my/ckub/a_main/folder/a6/pdf/DNB/dbt_eng_07.pdf

Ketua, K. P. (2010). BUKU PANDUAN PENTADBIRAN KONTRAK KERJA RAYA. Retrieved

2018, from http://jkrmarang.terengganu.gov.my/files/Muat
Turun/Buku_Panduan_Pentadbiran_Kontrak_Kerja_Raya_Edisi_Ketiga_2010.pdf

Pengurusan Projek. (n.d.). Retrieved from

https://www.scribd.com/doc/29436265/Pengurusan-Projek

User, S. (n.d.). Retrieved from

http://www.jkrperak.gov.my/index.php/en/mengenai-jkr-perak/bisnes-utama/pengurusan-p
rojek

“Designing Buildings Wiki Share Your Construction Industry Knowledge

Www.designingbuildings.co.uk.” Preparation and Brief Project Stage - Designing Buildings
Wiki, www.designingbuildings.co.uk/wiki/Sub-contractor.

Learning. (n.d.). Retrieved from

https://www.pmi.org/learning/library/critical-success-factors-project-life-cycle-2131

38
13.0 LIST OF FIGURE AND TABLE

LIST OF FIGURES

Diagram 1.1.1 :Obstetrics Complex at Hospital Tengku Ampuan Rahimah Selangor

Diagram 1.2.1 : Key Plan

Diagram 1.2.2 : Site Plan

Diagram 2.2.1: Public Works Department Malaysia Logo

Diagram 3.1.1: Organization Structure

Diagram 4.1.1: Stakeholders Structure

Diagram 5.1.1: Flow chart of the project phase (Source: JKR)

Diagram 5.2.1: Flow chart of the planning phase (Source: JKR)

Diagram 5.2.2: Flow chart of the procurement phase (Source: JKR)

Diagram 5.3.1: Flow chart of the current contract phase (Source: JKR)

Diagram 5.3.2: Flow chart of the construction phase (Source: JKR)

Diagram 5.3.3: Flow chart of the post contract phase (Source: JKR)

Table 9.1.1: Table of risk and mitigation on different phase

Diagram 10.1.1: Diagram of Triple Constraints

Diagram 10.2.2: Flow chart of the success criteria

LIST OF TABLES

Table 1.1.1 :Obstetrics Complex at Hospital Tengku Ampuan Rahimah Selangor

Table 9.1.1: Table of risk and mitigation on different phase

Table 9.1.1: Table of risk and mitigation on different phase

Table 10.3.1: Table of Success factor for this project

39
14.0 LIST OF ABBREVIATION

KKM - Kementerian Kesihatan Malaysia (Ministry of Health Malaysia)

HTAR - Hospital Tengku Ampuan Rahimah

JKR - Jabatan Kerja Raya Malaysia (Malaysians Works Department)

HOPT - Head of Project Team

HODT - Head of Design Team

PB - Pihak Berkenaan (Director in Charge)

SPK - Sistem Pengurusan Kualiti (Quality System of Management)

PPP - Pasukan Pengurusan Pembinaan (Build and Developing Management Team)

KPKR - Ketua Pengarah Kerja Raya

PMT - Pegawai Mengurus Tender (Tender’s Manager Officer)

SO - Superintendent Officer

CCC - Certificate of Completion and Compliance

CPC - Certificate of Practical Completion

CMGD - Certificate Making Good Defects

PMP- Project Management Plan

PMBOK- Project Management Body of Knowledge

40
15.0 APPENDIX

Attached above is the Financial Report in reference to 8.4

41
Machineries report in regards to 8.4

42
Weather report in regards to 8.4

43
Manpower (onsite) report in regards to 8.4

44
Manpower report

45
Overall progress report in regards to 8.0

46
Overall progress report in regards to 8.0

47
Workforce Report in regards to 8.0

48
Workforce Report in regards to 8.0

49
50
Construction drawings as reference

51