KKKH 4194

PROJECT MANAGEMENT
(CONSTRUCTION)

KKKH4194- Synopsis.docx
Jadual_Kuliah_KH4194.docx

Lecture 1 5th Feb 2015

Lecturer: Ir Ishak Arshad

3/5/2015 1
 Project Management
Related Courses:

1.KH3264-Pengurusan Kejuruteraan Awam

(Project-feasibility studies, costing, tender, doc contract &
contract administration, construction & maintenance)

2.KF4134-Pengurusan Kejuruteraan
(business+ management + engineering)

3/5/2015 2
 Project Management
LIST OF TOPICS
1. Project , Project Management and Project Management for
Construction - Civil Engineering Projects Planning for
construction
2. Construction Machineries
3. Earthwork planning calculation of earthwork quantities-
mass diagram
4. Equipment and machineries for earthwork machine & power
5. Monitoring and Control of construction project- aspect time,
quality and project cost; safety and health in construction sites
6. Project cost, scheduling project cost , unit costing, estimating,
financial management, budgeting,
7. Scheduling techniques in project management
8. Introduction to Microsoft Project
8-12- Critical Path Method (CPM)
3/5/2015 3
13- Workshop on Microsoft Project
Lecture 1:
Project Management Concept:
Management
Project and Project Management
Project Management Function
The difference between Project Management
and General Management
Project Triple Constraint ( cost, time, scope +
quality & risk)
Project Management Office & Project
Manager
3/5/2015 4
 Management ( Lecture 2 KH3164 by Puan Noraini)

What is Management ?
A process designed to achieve an organizational
goals ? effectively and efficiently through planning,
organizing, leading and controlling people and
other organizational resources ? .

Management define, measure & manage

- If you want to manage something, you must define it
(unit of measurement eg time, money etc) and be able to
measure it and then to manage it .
3/5/2015 5
 Management
Management is a process comprising several activities and tasks
to be undertaken or accomplished: planning, organizing,
directing/leading and controlling

Management

Resources
Planning
Employees Achievement of
Organizing
Financial Goals &
Products Objectives
Leading
Location
Information
Controlling
3/5/2015 6
 Management
Management functions:
Planning
Organizing
Staffing
Leading/directing
Controlling
What is a Manager ? ( Manager/Executive/Supervisor)
A person working for an organization who practices management, makes
decisions, solve problems, and is responsible for the work of at lease one
other individual reporting to him
As a manager you have to practice all the above 5 management functions.

7-7
 Management
Management functions:
Planning - formulation of a course of actions ? to guide to
completion
Organizing arrangement of resources in a systematic
manner to fit the project plan
Staffing selection of individuals who have the expertise
to produced the work
Leading/directing guidance of the work required to
complete the project
Controlling establishment of a system to measure, report
and forecast deviations in the project scope, budget, and
schedule 7-8
 Management
Four Management Skills:
Communication verbal non verbal
Leadership
Interpersonal skills listening problem solving
negotiation stress management
Meeting skills

A Project Manager must have the above skills !

7-9
 Project
is a temporary endeavour (activity) undertaken to create a
unique product, service or result (PMI)
consists of a series of tasks (or activities)

A project is temporary-means the project has a definite starting

and definite end one time effort
A project is unique - means the project involves something that
has not been done previously - might or might not include
repetitive activities
A project is one time eg design a bridge, construct a building.

For example constructing a school using standard plans might

seems repetitive ?
unique due to something that has not been done previously
eg a unique location - might use different foundation design -
different project teams diff cost !
3/5/2015 10
 Project
The project has reached its end when
The goals & objectives of the project have been
achieved
All the deliverables have been completed
There is no longer a need for the project
It becomes evident that the project objectives will not
or cannot be achieved need to stop/terminate the
project
The project has been terminated by the client

3/5/2015 11
 Project
Project = consists of a series of tasks (or activities)
that have the following characteristics:
Specific starting dates and completion dates
Well defined objectives
Specified products or results
Involving cost, time schedules, and resources
(personnel/labor, equipment & materials)

A project eg physical project -constructing a house,

manufacturing products non physical project ( eg
organizing annual dinner) etc

3/5/2015 12
 Project
Characteristics of Projects:
1. Well defined objectives
2. Has a starting and end
3. 4 Ms- manpower, money, material, management
4. Sponsored
5. Non-routine
6. Uncertain
7. Multi-disciplined
8. Trade-off

3/5/2015 13
 Project
A project consists of 3 components:
Scope
Budget
Schedule
Scope- the work to be accomplished eg quantity and
quality of work
Budget costs, measured in MR/$ and/or labour-hour of
work eg RM man month/man hr
Schedule the logical sequencing and timing of the
work to be performed
+ Quality of a project must meet the owners/clients/
stakeholders satisfaction
Pro Life Cycle.xls
3/5/2015 14
 Project Management
Definions:
1) is the art of managing/ coordinating and directing
human, material resources and equipment (inclusive
machineries) throughout the life a project by using
modern management techniques to achieve
predetermined objectives (time, cost, scope with
quality)
2) is the overall planning, controlling, and coordinating of
a project from inception until completion targeted at
meeting clients requirement and ensuring completion
on time, within cost and required quality standard
(Chartered Institute of Builders, CIOB)
3) Is the application of knowledge, skills, tools and
techniques to project activities in order to meet or
exceedstakeholders
3/5/2015
needs and expectation (PMI) 15
 Project Management Functions
Developer/
Owner/Client

PROJECT
DESIGN MANAGEMENT
FUNCTIONS: ECONOMICS
FUNCTIONS:
Architects FUNCTIONS:
Engineers Quantity
Project Manager/
Town Planners Surveyor
Project Coordinator
: Consultants

PRODUCT FUNCTIONS:
Main Contractors
3/5/2015 Sub-contractors 16
Suppliers
 Project Management
What is Project Tripple Constraints ?
A constrain is any restriction or limitation that will affect the
performance of a project.
On any project, there are many factors and constraints that
must be managed by the project managers. Of all of these the
triple constraints are the ones they always have to deal with.
The tripple constrains =Time, Scope and Cost and can be
expanded to include two additional components: quality and
risk

3/5/2015 17
 Scope

Quality Quality
PROJECT
MANAGEMENT

Quality
Cost (Budget) Time (Schedule)
Quality is an integral part of Scope, Cost and Time (triple
constraints) and Risk

3/5/2015 18
 Project Management
Questions always asked:

Is the project early/on time/delay ?

Is the project under /within/above budget ?
Does the project meet the agreed plans and
specifications ?
Does the project achieve the specified quality ?

3/5/2015 19
 Project Management(PM)
PM is accomplished through the appropriate application
comprising 5 process groups. These are:
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing

3/5/2015 20
 Project Management (PM)
Managing a project includes:
Identifying requirements
Addressing needs, concerns and expectation of
the stakeholders
Balancing the project constraints including:
Scope*
Schedule (time)*
Budget (cost)*
Resources
Quality
Risk
3/5/2015
* triple constraints 21
 Project Management Office (PMO)
Project Management Office is an organization body or
entity (Dept) assigned to the centralised and coordinated
management of projects under its domain.
Example - JKR is PMO for Gov projects, JPP is PMO for
UKM

PMO has the authority to:

act as an integral stakeholder & decision maker
during the beginning of the project
make recommendation to terminate or take
required action related to projects
make sure the projects meet all their objectives
3/5/2015select, manage and deploy project resources 22
 Project Management Office (PMO)
Primary function of PMO:
Managing resources eg budget
Identifying & developing PM methodology, best
practice, standards, policies, procedures & std
documents
Coaching, training and oversight
Monitoring compliance with PM std, policies,
procedures & project audits
Coordinating communication across projects

3/5/2015 23
 Stakeholders
People who have stake or interest
Parties involve :
Owners, sponsors, financers, partners, contractors,
suppliers, consultants, insurers, government,
customers, users

3/5/2015 24
 Project Manager (PrM)
PrM is the person assigned by the organisation to lead a
project team to ensure the project achieve the
objectives.
Project Managers have diff functions/duties
Government Dept from planning to construction
Clients (Consultants) fr planning to construction
Developers fr initiation to construction
Contractors (conventional) construction
Contractors ( D& B) design & construction

Pr M is reporting to Functional Manager/Project

Directors depending on the organisational
3/5/2015 25
structure
 Project Manager (PrM)
PrM is the person assigned by the organisation to lead
a project team to ensure the project achieve the
objectives.
Project Managers have different functions/duties

The PrM must possess the following characteristics:

Knowledge must know abt project management
Performance must be able to do or accomplish his
project management knowledge to make sure project
performance.
Personal how he behaves when performing the
project activities his attitude, personality, leadership
(to guide the project team) etc
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 Project Manager (PrM)
Differences between the role of PrM with PMO:
PrM focuses on the specified project obj- PMO
manages for many projects
PrM controls the assigned project resources PMO
manages all
PrM manages the constraints (S,S & C, + Q) of the
individual projects PMO manages the methodology,
std, overall constraints/ risks/opportunity of all projects

3/5/2015 27
 Project Life Cycle - Pro Life Cycle.xls

Main Activities of the Project Implementation-

7 stages:
A) Inception *
B) Feasibility Studies*
C) Design **
D) Tendering or Procurement**
E) Construction ***
F) Handing Over & Maintenance***
G) Close Up****
(*Initiating **Planning ***Executing ***Monitoring and Controlling
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****Closing)
 Parties Involvement in Projects
(Project Teams)
1. Clients/Developers
2. Consultants
3. Contractors
4. Authorities
5. Financers

Their contractual relationship and

inter-relationship
Parties in Project.xls
3/5/2015 29
 Parties Involvement in Projects
1. Client/Owner/Developer:
Who own a project
Can be a Developer, Government Agencies,
Companies
The party who start a project & want the project to be
implemented
Client - started with ideas (project brief) have
money or able to get loans have lands for project
sites
Engage consultant
Technical Dept to handle project planning &
Implementation ( Federal Gov projects - JKR)

3/5/2015 30
 Parties Involvement in Projects
2. Consultants:
Owner appoint consultants :
- for Gov Dept - thru Tender Boards (1- base on profiles-
staffing & experiences, 2- base on project proposals) &
Approval by Ministry of Finance using Standard Scale of
Fees for relevant professional (Planners, Architects,
Engineers& Quantity Surveyors). Consultants must register
with relevant Boards & Ministry of Finance.
- for Companies/Developer direct appointment of
consultants base on experiences or by project proposals &
fees negotiation (usually lower than Gov Dept)
Letter of Appointment by the Clients
Started with Planners plan overall projects Master Plan -
input from Architects, Engineers, QS- planning approval from
Local
3/5/2015
Authorities & States 31
EIA Report & approval
 Parties Involvement in Projects
2. Consultants: - continue.
After Planning approval Architect lead a team of Consultants (for
building projects) Civil Eng Projects C&S Engineers as a team leader.
For Building Projects- using Conventional Method:
Project brief by Architect - detail space requirements discussion with
owner
Land surveying - contour plans
Architect propose designs detail plans
Design & plan by Civil & Structural Engineer
Design & plan by Mechanical & Electrical Engineer
Plan approval by Local Authorities & Relevant Depts
Costing & Tender Documents by QS & M&E
Tender & appoinment of contractors & subcontractors
Project Consultants duties planning & managing the projects from
planning to completion with clients objectives (Scope of work & quality,
time and cost)
3/5/2015 32
 Parties Involvement in Projects
3. Contractors:
Appointment of contractors
a) open tenders, selective tenders & direct negotiations for
conventional methods (plans prepare by consultants appointed by
clients)
b) design & build tender contractor prepare & submit plan proposal
- contractor appoint consultants
Companies must register with CIDB ( Grade G7-1) , PKK (class A to
F, l,II & III). Projects to tender must be according to grade & class
entitlement
Letter of award Contract Documents & plans Construction
Progress Payment subcontractors for speacialist works
Appointment of Project Managers Contractors Reprentative at a
project site
Duties of contractors completion of projects according to scope of
work & quality of the projects, within the time & contract price.
3/5/2015 33
 Project Management
To owners/Consultants for Conventional Method:
Stages of Projects Implementation & Project Management:
Planning Designing Tendering (project procurement) Construction

To Constructors/Contractors PM starts:
1) Conventional Method:
Estimating tendering {Correct estimate- ability to win a tender}
Construction (once a project is awarded) perform the task (to fulfill the
specified scopes) at a profit (+ on time & quality)

2) For Design and Build Method (or Turnkey Project)

Concept Design proposal (in house professional or by appointed
consultants) - estimating tendering
Detail design
Construction

3/5/2015 34
 Roles of Parties (consultants) in
Project Implementation
A good team is able to deliver a good team
performance thro:
1. Define work & team structure
2. Good communication & control
3. Team leadership Architect as a leader !
4. Team attitudes and values

3/5/2015 35
 Roles of Parties (consultants or
main contractors in D&B) in Project
Implementation
1. Define work & team structure:

Team members participate in project

definition
Doing work plan
Sharing information
Respect & sharing expertise

3/5/2015 36
 Roles of Parties in Project
Implementation
2. Good communication & control

Team members are able to seek and

process information with clear purpose and
direction
Good communication in written or oral
Good control

3/5/2015 37
 Roles of Parties in Project
Implementation
3. Team leadership
team leader with clear goals & direction to
guide team members

4. Team attitudes and values

Teams members are highly committed to
achieve the clients goals & objectives and
plans
Continuous improvement of work process,
efficiency & quality
3/5/2015 38
 Project Life Cycle
Most project go thro similar stages(or phases) on
the path from starting to completion
Pro Life Cycle.xls
1.Starting the project initiating
2.Organizing and preparing planning/designing/
procurement
3.Carrying out the project work executing/
constructing
4.Closing the project completing and handing
over the project

Refer pg 16 PMBOK PMI

3/5/2015 39
 Project Implementation
Stages of Projects Implementation:
1. Planning feasibility study master plan
appointment of a planner
2. Designing surveying appointment of consultants
- architect, civil & structural engineer, electrical
engineer, mechanical engineer, quantity surveyor,
landskap architect , interior designer > Project Plans
3. Procurement (Tendering) taking off, bill of
quantities > tender document > tendering> closing
of tender > tender report > tender board > letter of
award to contractor
4. Construction - after receiving letter of offer >
physical construction > Project Completion
5. 3/5/2015
Maintenance > defect liability period 40
 Roles of Parties (consultants) in
Project Implementation
A good team is able to deliver a good team
performance thro:
1.Define work & team structure
2.Good communication & control
3.Team leadership Architect as a leader !
4.Team attitudes and values

3/5/2015 41
 Construction
Construction is the ultimate objective of a design
Construction deals with the following resources:
1. Labour (people)
2. Equipment ( + machineries) competitive
(mechanically & technologically)
3. Materials

In construction all the above resources need to be

managed (plan, schedule and control the three above
resources - with the objectives of scope of project,
time & cost)
Parties in Project.xls
3/5/2015 42
 CIVIL ENGINEERING PROJECTS
Infrastructures for Building Projects
Roads and Highways
Drainages drains, sumps, culverts
Retaining Structures (excluding RC Structure)
Bridges (excluding Structures)- Penang Bridge
Airports (excluding Structures) -KLIA Project
Railway tracks
Tunnels SMART tunnel
Lakes
Dams Bakun Dam
Water supply dams/water intake water treatment
plant- water piping reservoir pipe reticulations
Waste water- treatment plant piping manholes
3/5/2015 43
 CIVIL ENGINEERING PROJECTS
Construction of Infrastructures for Building Projects
(after a project has been awarded)
Site visit - identifying the project site look for
temporary access road, water, electrical and
telephone services
Surveying
Marking for site clearings boundaries
Mobilisation bringing machineries to the site
Site clearing
Setting out for the project
Temporary works constructing access road, site
office, workers accomodation ? , store, hoarding,
signboards

3/5/2015 44
 CIVIL ENGINEERING PROJECTS
Construction of Infrastructures for Building
Projects: ..continue

Earthworks for project/building plateform and

road & carparks (up to formation level
Drainagework
Excavation for substructures
Sewerage
Road & car parks (pavement)

Machineries nos depending on project size:

Excavators, Dozer, backhoes, rollers,
3/5/2015 45
 CIVIL ENGINEERING PROJECTS
Contractors Site Personnel for Civil Engineering
Work: (Ref 2- pg 80-105)
For large project:
An agent/ a Project Manager the person in charge
Sub-agents and/or Section Engineers for large projects,
many sub-agents
A Plant Manager or Site Coordinator
A General Forman (supervisor) organise & direct work of
skilled workers & coordinate mc
A quantity surveyor
An office manager & staff admin. work
For small projects:
An agent/a Site Manager
A site engineer
A General foreman
3/5/2015
An admin staff 46
 Planning for Construction Work
Planning involves:
1. Operation Plan - what is to be done and what
sequence
2. Scheduling when each operation is to be performed
3. Cost Estimating what is the estimated cost for each
operation/activity
4. Resources planning what resources (manpower,
equipment/machineries and materials)
The planning must satisfy the following requirements:
1. Contract Document plans, specifications (general
and technical) and the required completion date
2. Legal
3/5/2015
requirement 47
 Planning for Construction Work
The planning must satisfy the following
requirements:
1.Contract Document plans, specifications (general
and technical) and the required completion date
2.Legal requirements (OSHA, licensing and
environmental control) and Local Authority approval
3.Physical and /or environmental limit of the job must be
determined eg for off-site fabrication, material storage,
traffic control etc
4.Climatic Conditions can dictate when to do certain
activities eg earthwork and excavation must not be
done during rainy season etc
3/5/2015 48
Superitending Officer (SO)
(Pegawai Penguasa PP)

Head of Technical Deparment of the Client ( for JKR Project

Ketua Pengarah Kerja Raya /Pengarah Bhg/Pengarah
Negeri (depend on project cost) UKM Project Pengarah
Jab Peng Pemb as SO)
The most powerful man in Project Implementation all need
his approval- duties of SO as listed in Condition of Contract
Form eg JKR 203 Clause 3.1 /RIBA Form of Contract/ICE
Form of Contract refer relevant clauses
SO shall be responsible for the overall supervision and
direction of the works
SOs instructions refer to relevant clauses

3/5/2015 49
 Projects Organisation
1) Client - management by Client Technical Department
2) Consultant Site Staffs
3) Contractor Site Staffs
Parties in Project.xls
Consultant Site Staffs:
( Number of post and number of Staff depend on the project size)
Project Director (Head of the team)
Chief Resident Architect
Chief Resident Engineer
Resident Architect s
Resident Engineers (Civil & Structural, Mechanical and Electrical)
Resident Quantity Surveyors
Clerk of Works (Architecture, C&S, M&E, QS)
Clerks
3/5/2015 50
 Projects Organisation
Consultant Site Staffs:
( For Building Projects RM10mil -RM20 mil )

1 Resident Architect (Head of The Team) =

Project Manager
1 Resident Engineers (Civil & Structural)
1 Clerk of Works (Architecture),
1 Clerk of Works (C&S)
1 Clerk of Works (M&E)

3/5/2015 51
 Projects Organisation
Contractor Site Staffs:
( Number of post and number of Staff depend on the
project size)

Project Manager (Head of the team)

Site Architects
Site Engineers (Civil & Structural, Mechanical and
Electrical)
Site Quantity Surveyors
Safety Officer (full time at the site)
Supervisors (Architecture, C&S, M&E)
Administration Staff
3/5/2015 52
 Projects Organisation
Contractor Site Staffs:
( For Building Projects RM10mil -RM20 mil )

1 Project Manager/Site Manager Head of the team

1 Safety Officer (Not based at the site)
1-3 Supervisors (Architecture, C&S, M&E)
1 Administration Staff

Site visit to a Project Site:

Consultants Site Staffs
A Contractors Site Staffs
Relationship between Client-Consultants- Contractor
Project Implementation Documentation (Contract Doc & Plans)
Site Diary Progress Report (Chart, Photographs) Project Site
Meetings Technical Site Meetings Samples of Materials
Approval Processes Site Control.
3/5/2015 53
 Resident Engineer (RE)
RE as the Engineers Representative on site
Assigned by the C& S consultant to lead supervisory
staff ( C&S Clerk of Works) to supervise the
construction work
The RE is given some authorities to make sure all
works by the contractor are in accordance with plans
& spec
The RE with years of working experience

3/5/2015 54
 Resident Engineer (RE)
Duties of the RE:
Agreeing details of methods of construction
Ensuring all matls are ordered in good time
Checking all matls & workmanship are satisfactory &
as specified in drawings & spec
Checking lines, levels, layout etc of the work to ensure
conformity with the drawings
Issuing further instructions, drawings, and clarification
of detail to ensure satisfactory construction of the work
Measuring the work done for the contractors interim
claim & checking the claim before submission to the
C&S Consultant
3/5/2015 55
 Resident Engineer (RE)
Duties of the RE - continue:
Undertaking all tests required & keeping the records
Recording work detailed progress checking the
estimated final project cost
Reviewing dayworks sheets, increase of prices
Checking the design of the contractors temporary
works for compliance with safety regulations
Checking all Safety aspects of the sites, mc & workers
Reporting to the C& S Consultants as required
Supervising C&S clerk of works
Working closely with the Contractors Agent
Attending all meetings ( site meetings, technical
meetings
3/5/2015 etc) 56
 Planning for Construction Work
Planning involves:
1. Operation Plan - what is to be done and what
sequence
2. Scheduling when each operation is to be performed
3. Cost Estimating what is the estimated cost for each
operation/activity
4. Resources planning what resources (manpower,
equipment/machineries and materials)
The planning must satisfy the following requirements:
1. Contract Document plans, specifications (general
and technical) and the required completion date
2. Legal
3/5/2015 requirement 57
 Planning for Construction Work
The planning must satisfy the following
requirements:
1. Contract Document plans, specifications (general
and technical) and the required completion date
2. Legal requirements (OSHA, licensing and
environmental control) and Local Authority approval
3. Physical and /or environmental limit of the job must
be determined eg for off-site fabrication, material
storage, traffic control etc
4. Climatic Conditions can dictate when to do certain
activities eg earthwork and excavation must not be
done during rainy season etc
3/5/2015 58
 Planning for Construction Work
Planning is a fundamental and challenging activity in the
mment and execution of construction project
It involves:
choice of technology and construction method,
definition of work task (operation),
estimation of the required resources and duration for
individual task
Identification of any interactions among the tasks
Other parties in the projects eg nominated
subcontractors, nominated suppliers etc

3/5/2015 59
 Planning for Construction Work
Scheduling for Construction Work: to be submitted
to client/consultants
To ensure adequate planning of the work for
effectively and efficiently managed
A schedule must show all activities required to
complete the work
Organise in a logical sequence in time scale
To ensure all activities neccy to complete the work
are properly planned and coordinated
Adjustments in the Schedule must be made as
changes occur
All Contractors staff must work according to the
3/5/2015 60
schedule
 Planning for Construction Work
Scheduling for Construction Work: continue
A good construction schedule is the best interest of all
parties (client/owner, designer/consultant and
contractor)
Easily understood by site staff (Supervisors)
Supervisors/Foremen at the site can develop a daily or
weekly work schedule base on the Master Project
Schedule.
The Schedule will be used for Materials and
equipment delivery date

3/5/2015 61
 Planning for Construction Work
A fundamental and challenging activity in the mment and
execution of construction project
It involves:
choice of technology and construction method,
definition of work task (operation),
estimation of the required resources and duration for
individual task
Identification of any interactions among the tasks
Other parties in the projects eg nominated
subcontractors, nominated suppliers etc

3/5/2015 62
 Planning for Construction Work
Scheduling for Construction Work: to be
submitted to client/consultants
To ensure adequate planning of the work for effectively
and efficiently managed
A schedule must show all activities required to complete
the work
Organise in a logical sequence in time scale
To ensure all activities neccy to complete the work are
properly planned and coordinated
Adjustment s in the Schedule must be made as changes
occur
All Contractors staff must work according to the
schedule
3/5/2015 63
 Planning for Construction Work
Scheduling for Construction Work: continue
A good construction schedule is the best interest of all
parties (client/owner, designer/consultant and
contractor)
Easily understood by site staff (Supervisors)
Supervisors/Foremen at the site can develop a daily or
weekly work schedule base on the Master Project
Schedule.
The Schedule will be used for Materials and
equipment delivery date

3/5/2015 64
Planning for Construction Work

1) Choice of Technology and Construction

Method
To explore appropriate alternatives of
technology and methods for construction eg a
decision whether to use pumps or cranes to
transport concrete.
Cost and duration, reliabilities and availability of
equipment/mc must be considered

3/5/2015 65
Planning for Construction Work

2) Defining Work Tasks

Work tasks represent the neccy framework for
Scheduling of construction activities (including
estimating required duration and resources by
the individual work tasks)
Construction projects can involve more than
100 or 1000 individual work tasks depending
on size and nature of the project

3/5/2015 66
 Project Success

Project success is achieved thro integrated effort

between the project leader & project team
members. Project success is measured thro:
1. Success according to the terms of contract
2. On time performance
3. Within budget performance
4. Achieve clients/customers/user /sponsors
satisfaction
5. Responsiveness and flexibility to
clients/customers/users requirements and
changes
3/5/2015 67
 Project Success continue..
6. Managing risks and uncertainty effectively
7. Positioning the project for future business
8. Flexible for future needs ( eg expansion)
9. Organizational learning to benefit future
projects

3/5/2015 68
 Project Failure
Abandoned housing/commercial projects !
Contractors absconded projects
Reasons for project failure:
1. Unclear & unrealistic expectations
2. Poor user inputs and vague requirements
3. Poor cost and schedule estimations
4. Poor communications and communication
breakdown
5. Failure to plan
6. Conflict of interests & hidden agendas
3/5/2015 69
 Project Failure - continue
Reasons for project failure:
7. Hidden costs
8. Late failure or warning signs
9. Unstable products
10. Personel changes
11.Management problems

3/5/2015 70
 Project Failure
Reasons for project failure:
1. Poor user inputs & vague requirements
Unclear project scopes, work scope &
requirements
Plans keep changing
Lack of resources budget, personnel
Unable to acknowledge problems
Unstable goals and objectives

3/5/2015 71
 Project Failure
Reasons for project failure:
2. Unclear & unrealistic expectations
Unrealistic/impossible schedule
Unstable goals and objectives

3. Poor cost & schedule estimation:

Consultants or contractor under estimate or
forget to quote certain items in BQ
Under estimate project duration

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 Project Failure - continue
Reasons for project failure:
4. Poor communications and communication
breakdown
Often occurs in large & complicated projects
Improper conducting meetings
Unclear instructions
No proper reviews on project status,
feedback or problems
5. Failure to plan
Project members fail to plan daily, weekly
and monthly
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 Project Failure - continue
Reasons for project failure:
6. Conflict of interests & hidden agendas
Conflict of interest between parties
Parties have other agendas
Conflicting directions by team members/
stake holders

7. Hidden costs
Skills that do not match the job &
understaffing in order to reduce cost
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 Project Failure - continue
Reasons for project failure:
8. Late failure or warning signs
Failure to recognise warning signs & fail to
notify the management abt the problems

9. Unstable products
10. Personel changes
11.Management problems

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 References for the topic
1. Andrew A.L.Tan, Successful Project Management in
Malaysia, Asia Pacific Media.Malaysia 2005 ( pg 221-235)
2. Twort A.C and Rees J.G .2005, Civil Engineering Project
Management . 4th Edition, UK: Elsevier Butterworth
Heinemann
3. Oberlender G.D. 2000. Project Management for
Engineering and Construction. McGraw-Hill*
4. Meredith J.R and Mantel S.J 2006. Project Management-
A Managerial Approach. John Wiley & Sons*
5. PMI.2008. A Guide to the Project Management Body of
Knowledge

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