FACULTY OF SCIENCE AND TECHNOLOGY

(EMPM5203 PROJECT MANAGEMENT)

SEMESTER 1 / 2022

ASSIGNMENT TOPIC:
PROPOSAL FOR WORK TO UPGRADE LAKES AND ROADS AT SULTAN AZLAN
SHAH CAMPUS (KSAS), UNIVERSITI PENDIDIKAN SULTAN IDRIS, TANJONG
MALIM, PERAK DARUL RIDZUAN

PREPARED BY: GROUP 6

 Nor Aishah Binti Adnan

 Mohd Hafizudin Bin Sirajudin
 Low Hee Mun
 Albert AK Sipat

 Nurul Atiqah Amirah Binti Mohd Nordin

NAMA: ALBERT AK SIPAT

MATRIC NUMBER: CGS02488717

I/C NUMBER: 920510-12-6829

E-MAIL: [email protected]
Contents
LITERATURE REVIEW 1
1.0 INTRODUCTION 1
2.0 THE SUSTAINABILITY PLAN 1
3.0 CONCLUSION 2

PROJECT CHARTER 3
A. General information 3
Project Title: 3
Project Client : 3
Superintendent Officer (S.O): 3
Consultant (Civil & Structural Engineer): 3
Contractor: 3
B. Project overview: 4
1. Identification: 4
2. Project Background: 4
3. Purpose/Business Need: 5
4. Project Scope: 5
5. Project Objectives: 5
6. Ownership: 6
7. References: 6
8. Terminology: 6
C. Project Approach Section 6
1. Project Deliverables and Quality Objectives: 6
2. Organisation and Responsibilities: 7
3. Project Responsibilities and Resources: 7
4. Risk Management: 7
5. Process Options and Deviations: 8
6. Process Stages: 8
7. Project Control: 8
8. Project Schedule: 9

1.0 Project Cost Management Introduction 10

1.1 How do we plan for project cost management? 10
1.1.1 Divide Work into Tasks 10
1.1.2 Estimate Project Expenses 11
1.1.3 Create a Project Budget 11
1.1.4 Monitor Project Cost Performance 11
1.1.5 Project Cost Management Illustration 12

Work Breakdown Structure 13

Critical Path Method (CPM) 15

1) Determine Early Start (ES) and Early Finish (EF) for each activity 15
2) Invert Predecessor activities (PA) to obtain Successor Activities (SA) 15
3) Determine Late Finish (LF) and Late Start (LS) for each activity. 15
4) Calculate slack for each activity 16
 5) Define critical activities and critical path 16

Network Diagram 16

Organisational Structure 18
Introduction 18
Team Members Responsibilities 20

Project Management Body of Knowledge 24

Introduction 24
Principle 1 - Effectively Engage with Stakeholders 25
Principle 1 - Optimize Risk Responses 26

Reference 28
 LITERATURE REVIEW

1.0 INTRODUCTION

In today's world, project sustainability is more crucial than ever. Individual and
organisational accountability is required to guarantee that project outputs, results, and
benefits are sustainable throughout their life cycles, as well as throughout their development,
disposal, and decommissioning. Building sustainability into the project's concept from the
beginning. If it's built in as a critical criterion from the start, it can't be bargained or ignored.
This subject is becoming increasingly important to funders and organizations. When most
individuals think about sustainability, they solely think of environmental sustainability.
Project managers have a responsibility to ensure that their activity has a minimal impact on
long-term sustainability, or preferably a positive impact. For many project-based
organizations, sustainability is a difficult notion to control, such as climate change, soil
depletion, air pollution, and other environmental challenges.

2.0 THE SUSTAINABILITY PLAN

Firstly, it must be sustainable in providing good health and well-being. It is a forward-

thinking the project design for human excellence is perhaps the ultimate way to raise
awareness of the benefit and assets. The positive impacts they can bring not only to the
environment but also to students and the community out there. This Marina Lake will provide
the most convenient lake for water activities such as water confidence and kayak’s training
for sport events.

Secondly, this project maintenance must also establish as sustainable lake by providing
sustainable solutions that improve water quality, enhance beauty and preserve natural.
Implementing a comprehensive maintenance approach that employs a variety of water quality
improvement strategies should be the major concern. The long-term result will be a more
balanced waterbody that requires fewer applications of herbicides and algaecides to maintain
it in a healthy and aesthetically pleasing state. While, the upgrades also will provide quality
education, such as increase scientific knowledge and develop research capacity for biological
education.

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 Thirdly, the project will also sustain in economic factor. The increases industry, innovation,
and infrastructure around the campus for community use. Developing quality infrastructure
will support economic development and human well-being, with a focus on affordable and
equitable access for all. Furthermore, helping grow affordable and clean energy means the
benefits of lakes provide water for irrigation and help to develop Hyde power as an
alternative energy source. When considering how to reduce water consumption, green
initiatives such as rainwater harvesting, and recycling can be considered. They will enhance
natural beauty and help in the development and provide recreation.

3.0 CONCLUSION

As a conclusion, sustainability is the capacity to be maintained at a certain level that

maintains the environmental, health, economic and social future benefits. As project
managers direct the consumption of project resources, they should be looking at all factors,
both inside and out of the organization, over the entire life cycle of a project. That is why it’s
important that they use a sustainable life cycle mentality, from a project’s beginning to its
end.

2
 PROJECT CHARTER
A. General information

Project Title:
PROPOSAL FOR WORK TO UPGRADE LAKES AND ROADS AT SULTAN AZLAN
SHAH CAMPUS (KSAS), UNIVERSITI PENDIDIKAN SULTAN IDRIS, TANJONG
MALIM, PERAK DARUL RIDZUAN

Project Client:
UNIVERSITI PENDIDIKAN SULTAN IDRIS

Superintendent Officer (S.O):

1)NAIB CANSELOR
UNIVERSITI PENDIDIKAN SULTAN IDRIS
Tel: 05-4506000 Fax: 05-4595488

2)Pengarah Jabatan Pengurusan Pembangunan dan Harta Benda (JPPHB)

UNIVERSITI PENDIDIKAN SULTAN IDRIS
Tel: 05-605450611 Fax: 05-05458277

Consultant (Civil & Structural Engineer):

DNP CONSULT SDN BHD
Consulting Civil & Structural Engineers
No. 30, Jalan Rugbi 13/30, Section 13, Tadisma Business Park,
40150 Shah Alam, Selangor Darul Ehsan
Tel: 03-55115499 Fax: 03-5513724

Contractor:
BLB WORLD HOLDINGS SDN BHD
No. 136, Persiaran Venice Raya 1,
Desa Manjung Raya, 32200 Lumut, Perak Darul Ridzuan
Tel: 05-6884025 Fax: 05-6883991

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 B. Project overview:

This Charter formally authorizes a project to commence for the concept design stage of the
Project Maintenance and services. A project plan will be developed and submitted to the
Project Owner for approval. Commencement of project activities will begin upon approval of
the project plan and the resources to execute it handed over by the Owner. Included in the
project plan are to be a scope statement; schedule; cost estimate; budget; and provisions for
scope, resource, schedule, communications, quality, risk, procurement, and stakeholder
management as well as project control.

1. Identification:

This Lake maintenance project is to remove sediment, restore lake to its original depth,
concrete spillway repairs and landscape maintenance.

2. Project Background:

The Marina is a beautiful public lake located next to Sultan Idris Education University's
Sports Arena in Proton City, Tanjong Malim, Perak, Malaysia. The depth of the natural lake
is not more than 2 meters deep and the length of the lake is 200 meters across. This project
translates to improved water quality in surrounding water bodies. Because of this, this project
has been identified as a high priority project.

The main goal is to improve the function of Marina Lake as a storm water treatment basin.
Other objectives are including to improve the appearance of the lake, looking after the
existing wildlife habitat and provide the most convenient lake for water activities for
university community and public. The goals must consider all of the site-specific
characteristics of the lake in order to develop a successful and environmentally
sustainable program. By implementing a comprehensive maintenance approach that employs
a variety of water quality improvement strategies, the long-term result will be a more
balanced waterbody that requires fewer applications of herbicides and algaecides to maintain
it in a healthy and aesthetically pleasing state.

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 3. Purpose/Business Need:
This project to be a nationwide environmental project providing sustainable solutions that
improve water quality, enhance beauty, preserve natural resources and reduce our
environmental footprint.

Much like a living organism, lakes and ponds are born and age. Many factors like nutrient
loading can affect the length of a waterbody’s existence, but the lifespan is ultimately
considered complete when sediment builds up to the point that it can no longer retain water.
While this is the eventual fate of every lake and pond, proactive dredging lake management
strategies like nutrient remediation, aeration, buffer management and hydro-raking can help
prolong the lifespan of the waterbody for many years. There are several targets of dredging
including:
 Increase volume and depths to 30percent
 Remove nutrient-heavy sediments
 Eradicate deep-rooted plants and debris
 Restore stormwater detention capacity and increase flow in channels
 Dispose of contaminated sediment and wastewater
 Reset the lifespan of a waterbody
There are several methods of sediment removal such as hydraulic dredging, clam
shell/backhoe dredging, and dry dredging. The chosen method will depend on a number of
factors including sediment composition, environmental sensitivity, volume of materials
removed, budget and disposal consideration.
4. Project Scope:
The boundaries of the project are limited to providing:
 Mechanical services
 Public health services (Clean, provide best facilities for healthy activities)
 Renewable technology (Best solution to maintain the finished work)

5. Project Objectives:
In business terms, the project aims to:
 Provide a new look of Marina Lake to attract university community and public.
 Be a venue for co-curriculum activities, recreational park, water sport and as a
landmark.
 Hold programs for schools and colleges.

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 6. Ownership:
The project is sponsored by Universiti Pendidikan Sultan Idris and final product
ownership will belong to the same, Universiti Pendidikan Sultan Idris

7. References:
This document should be read in conjunction with the following documents:
 The Scope Statement
 The Work Breakdown Structure
 The Procurement method
 The wider stakeholders
 The PMBOK

8. Terminology:
UPSI- Universiti Pendidikan Sultan Idris, PMBOK- Project Management Body Of
Knowledge.

C. Project Approach Section

The Project shall be approached in the following manner, following the RIBA stages:

 Pre-Planning,
 Conceptual Design Stage,
 Schematic Design Stage,
 Design Development Stage,
 Construction Drawings (or Contract Documents),
 Construction Administration.

1. Project Deliverables and Quality Objectives:

 A design and construction programme and information.
 The project team list
 An energy statement for planning submission according to the energy strategy
 A C&S and renewable design development report.
 Design development report signed –off by the client.
 Procurement methods
 Scope Statement
 The Work Breakdown Structure
 Cost plan for C&S and renewables.

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  List of the wider stakeholders
 Risk assessment of the design.
 Information on life cost studies.
 Detailed schematic drawings
 Technical design report signed-off.

2. Organisation and Responsibilities:

Project Team Project manager, Structural Engineer, Suppliers, Utilities Contractors Local
Authorities Government Agencies Consultants.

3. Project Responsibilities and Resources:

The project manager supported by his staff: an assistant, a document controller and a
secretary will be based on site in the site office. Each shall be provided with a computer, a
desk and a chair. Two of the computers will have additional software such as Autocad and
MS Project while the remaining two will have the standard software for general office work.
A telephone network with four telephones will be provided along with an A0/A1 and an A3
printer, a fax machine, a digital camera and a scanner. Stationary will also be provided. A
male and female toilet will be provided.

4. Risk Management:
The Construction Design and Management Regulations (CDM 2007) will be adhered to and
in addition a risk register following the BS EN 31010:2010 and ISO 31000 guidelines shall
be kept. As well as having a risk analysis carried out, a project risk register will be kept. The
register will have a risk management checklist subdivided into the following categories
stating the action taken to mitigate risk and the date.

 Third party risk

 Client risks
 Site control risks
 Design team risks
 Construction team risks
 Other risks

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5. Process Options and Deviations:
The Project Management Methodology used will be in accordance with the PMBOK
guidelines. The Systems Development LifeCycle Methodology used will be the waterfall
method where the progress flows like a waterfall from the top to the bottom.

Requirements Design Implementation Verification Maintenance

.
6. Process Stages:
The project life cycle will go through the following stages:

Initiation, Planning, Execution, Closure, Monitoring.

Initiation: The project will begin by documenting a business need, feasibility study, terms of
reference, taking on board a team and setting up a Project Office.

Planning: This will entail creating a project plan, resource plan, financial plan, quality plan,
acceptance plan and a communications plan.

Execution: Here the deliverables will be built and strict control of the project delivery, scope,
costs, quality, risks and issues will be kept.

Closure: This will involve the winding-down of the project by releasing staff, handing
deliverables over to the client and completing a review.

7. Project Control:
The following project team communication routes shall be adhered to throughout the project.
See figure 1.
Director

Vice Director

Project
Manager

SECTION 1- SECTION 2 & SECTION 3 -

OTHER
GENERAL 4 - POND Pavement
WORKS
ITEM WORKS Work

Quantity Site engineer

Site engineer Site Admin
Surveyor

Site Site
Supervisor Supervisor

General General
Worker Worker

figure 1

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 The method and processes implemented to track the projects progress would be cost and
schedule as defined by PMBOK during the project execution phase making use of precedence
diagrams, resource levelling and using Program evaluation and review technique
(PERT) analysis.

In term of Costing, there are 2 major objectives, including estimating, monitoring, or

controlling the budgets. It mainly focuses on planning, estimating, determining, and
controlling the cost of management. It was necessary to incorporate the understanding of the
project cost into control and account for the expenditure. These include project investment
appraisal, funding forecast, stakeholders' negotiation, comprehensive reporting, higher
success rate, and optimising contingency planning.

8. Project Schedule:
High level schedule for the project indicating the Work Breakdown Structure.

According to the Project Management Institute (PMI) Project management Book of

Knowledge (PMBOK), “Work breakdown structures focus on the project deliverable and
represent the hierarchical of a project to be executed by the project team”. Schedule and
critical activities will be derived from the work breakdown structure. Refer to figure 3
CADANGAN BAGI KERJA MENAIKTARAF TASIK DAN JALAN DI KAMPUS SULTAN AZLAN SHAH(KSAS) UNIVERSITI SULTAN IDRIS, TANJUNG MALIM, PERAK
CADANGAN BAGI KERJA MENAIKTARAF TASIK DANCADANGAN
JALANCADANGAN
DIBAGI
KAMPUS SULTAN
KERJABAGI AZLAN
MENAIKTARAF
KERJA TASIKSHAH(KSAS)
MENAIKTARAF DIUNIVERSITI
DAN JALANTASIKKAMPUS SULTAN
SULTAN
DAN JALAN IDRIS,
DIAZLAN TANJUNG
SHAH(KSAS)
KAMPUS SULTAN MALIM,
UNIVERSITI
AZLAN PERAK
SULTAN
SHAH(KSAS)IDRIS,UNIVERSITI
TANJUNG MALIM, PERAK
SULTAN IDRIS, TANJUNG MALIM, PERAK
CADANGAN BAGI KERJA MENAIKTARAF TASIK DAN JALAN DI KAMPUS SULTAN AZLAN SHAH(KSAS) UNIVERSITI SULTAN IDRIS, TANJUNG MALIM, PERAK
CADANGAN BAGI KERJA MENAIKTARAF TASIK DAN JALAN DI KAMPUS SULTAN AZLAN SHAH(KSAS) UNIVERSITI SULTAN IDRIS, TANJUNG MALIM, PERAK
CADANGAN BAGI KERJA MENAIKTARAF TASIK DAN JALAN DI KAMPUS SULTAN AZLAN SHAH(KSAS) UNIVERSITI SULTAN IDRIS, TANJUNG MALIM, PERAK

1: SECTION 1- GENERAL ITEM 2: SECTION 2 - POND WORKS 3: SECTION 3 - UPGRADING AND 4: SECTION 4 - PROVISIONAL SUM 5: OTHER
1: 1:SECTION 1:1:SECTION
1-1- GENERAL ITEM1- GENERAL
GENERALITEM
ITEM 3:2:SECTION
SECTION 32 -2:WORKS
UPGRADING
SECTION
POND 2 -WORKS
WORKSPOND 3:SECTION
ANDWORKS 3: SECTION 3 -3:4:UPGRADING33:- UPGRADING
SECTION SECTION
AND 3 -AND
UPGRADING
3 - UPGRADING OFAND ANDPAVEMENT 4:SUM
SECTION
4 4:- PROVISIONAL
SECTION 4 SUM4 - WORKS
PROVISIONALSUMSUM
- PROVISIONAL 5:5: OTHER
OTHER6:WORKS
WORKS
2: SECTION SECTION
2 - POND GENERAL
WORKSSECTION
ITEM 2: SECTION 2: SECTION
2 - POND 2 - POND SECTION 4WIDENING
- PROVISIONAL EXISTING
SUM4: SECTION4:4SECTION
- PROVISIONAL 5: OTHER 5: OTHER5: WORKS
OTHER WORKS 6: HANDOV
HANDOVER6: HANDOVER
WIDENING OF EXISTING PAVEMENT WIDENING
WIDENING OFWIDENING
EXISTING OF OF EXISTING
EXISTING
WIDENING
PAVEMENT PAVEMENT
PAVEMENT
OF EXISTING PAVEMENT
1.1: Insurance 2.1: Demolition and Site 3.1: Demolition and Site Clearance 4.1: Infrastructure and 5.1: As-B
Landscaping Works
2: SECTION2.1:2 -Demolition
POND
1.1: WORKS
1.1: Insurance
Insurance 1.1: Insurance 3:SiteSECTION
2.1:
and Demolition
2.1: Demolition
2.1:3.1:Demolition and Site3 - UPGRADING
and Site AND
3.1:3.1:
3.1: Demolition Demolition
and and Site
Demolition andClearance
SiteInfrastructure
Clearance
4.1: Infrastructure
Clearance 4.1:4:Infrastructure
Siteand SECTION and44.1: and
Infrastructure and SUM
- PROVISIONAL 5.1: As-Built
5.1: As-Built DrawingDrawing 5.1: As-Built Drawing
5: OTHER WO
and Site 1.1: Insurance Demolition and 4.1:
1.2: Submission of Document 2.1:2.2:Site
WIDENING Clearance
DemolitionOFandEXISTING
Earthworks Site PAVEMENT 3.1: Demolition
3.2:
Landscaping Works
and Site
Relocation Clearance
of
Landscaping Works
Landscaping
Services Works
5.1: As-Built
Landscaping Drawing
4.1: Infrastructure
Works and 5.1: As-Built Drawing
Landscaping Works
1.2: Submission 1.2:Document
Submission of Document 2.2: Earthworks 3.2: Relocation of Services
1.2:1.3:
Submission ofofDocument
Access and Temporary Roads 2.2: Earthworks
2.2: Earthworks 2.3: Drainage Works 3.2: Relocation3.2: Relocation of 3.3:
of Services Services
Drainage Works
4.1: Infrastructure and
2.1: Demolition and Site
2.2: Earthworks 3.2: Relocation of3.1: Demolition and Site Clearance
Services 5.1: As-Bui
1.2: Submission of Document 2.2: Earthworks 3.2: Relocation of Services Landscaping Works
1.4: Wash trough 2.4: Pavement Works 3.4: Pavement Works
1.3: Access and
1.3: Access and Temporary Temporary Roads
Roads 2.3: Drainage
2.3: Drainage WorksWorks 3.3:3.3:
Drainage WorksWorks
Drainage
1.3: Access and Temporary Roads 2.3: Drainage Works 3.3: Drainage Works
s 2.3: Drainage Works 3.3: Drainage Works
2.2: Earthworks 3.2: Relocation of Services
2.5: Geotechnical Works 3.5: Road Furniture
1.3: Access and Temporary Roads
1.4: Wash trough
2.3: Drainage Works
2.4: Pavement Works
3.3: Drainage Works
3.4: Pavement Works
1.4: Wash trough 2.4: Pavement Works 3.4: Pavement Works
1.4: Wash trough 2.4: Pavement Works 3.4: Pavement Works
2.4: Pavement Works 3.4: Pavement Works
2.6: Tower
2.3: Drainage Works 3.3: Drainage Works
2.5: Geotechnical Works 3.5: Road Furniture
1.4: Wash trough 2.4: Pavement
2.5: Geotechnical Works Works
2.7: Weir
3.4:Furniture
3.5: Road Pavement Works
2.5: Geotechnical Works 3.5: Road Furniture
2.5: Geotechnical Works 3.5: Road Furniture
2.4: Pavement Works 3.4: Pavement Works
2.6: Tower
2.6: Tower
2.6: Tower 2.5: Geotechnical Works 3.5: Road Furniture
2.6: Tower
2.7: Weir
2.5: Geotechnical Works 2.7: Weir 3.5: Road Furniture
2.7: Weir
2.6: Tower 9
2.7: Weir

2.6: Tower
2.7: Weir
1.0 Project Cost Management Introduction
Based on the project cost management (PCM) research, there are 2 major objectives
for mapping out and controlling the budgets. It enables the project manager to plan, estimate,
determine, and control the cost of management. All project expenses, mostly based on both
direct and indirect costs, are kept in one location using cost management plans. These
expenditures will be tracked by a project manager to guarantee that there are no budget
overruns.
A budget for a home renovation project is an example of a cost management strategy.
Hired labor and construction materials would be direct costs. Equipment rental fees,
insurance, and general upkeep are examples of indirect expenses. How do we implement the
plan's cost management? It was necessary to incorporate the understanding of the project cost
into control and account for the expenditure. There are a few major advantages that the
company can determine:
 The project investment appraisal,

 Internal or financial institution funding is required.

 Contract negotiation with the supplier or any related associates,

 Controlling contractor costs and reporting good information to the principal or client

 Success criteria are important to have good budget planning, forecasting, and
measurement of success or failure,
 Reduce costs while increasing contingency planning.

1.1 How do we plan for project cost management?

Spend management, cost transparency, and cost-accounting are some of the more
precise sub-task titles for cost management. According to Wrike a project management
software, normally consists of four steps, divide work into tasks, estimate project expenses,
create a project budget, and monitor project cost performance.

1.1.1 Divide Work into Tasks

Create a work breakdown structure with folders and subfolders that we may further
divide into tasks and subtasks. Referring to our project, we break it down into 4 sections,
which include general items, pond work, upgrading and widening existing road pavement,
and lastly, provisional sum.

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 1.1.2 Estimate Project Expenses
Once identified the work breakdown structure, the prediction of the project's costs is
necessary. Include both direct and indirect expenditures, eliminate waste, and set aside
money for unanticipated eventualities. In our project, we will categorise the construction
labor and materials as direct costs, and travel, equipment, and miscellaneous under indirect
costs.

1.1.3 Create a Project Budget

After dividing the work tasks and making an estimation, we may start working on the
real budget. The estimation information may be abstracted from the project Gantt chart.
According to our project cost management, we budgeted RM 2,881,300.00 for direct costs,
which included RM615,300.00 for labor and RM2,266,000.00 for materials. As budgeted in
the indirect cost, a total of RM3,873,200.00 for travel, equipment, and miscellaneous.

1.1.4 Monitor Project Cost Performance

Compare the financial value of the project to its overall cost and schedule. This will
serve as a reference point throughout the project. The running project needs to monitor the
team's growth according to the current cost management. In our case, we will make sure the
direct cost of labor and materials will not exceed the value as stated above, RM2,266,000.00,
and the total project cost will not exceed RM6,754,500.00 within the projected duration.

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 1.1.5 Project Cost Management Illustration

P ro je c t N a m e : M a r in a L a k e

O U M te a m G ro u p 6 o f S e m e s te r 1 , 2 0 2 2 C A D A N G A N B A G I K E R J A M E N A IK T A R A F T A S IK

T e a m L e a d e r M r. M o hd H a fizu d in b . S ira ju d in D A N J A L A N D I K A M P U S S U L T A N A Z L A N S H A H (K S A S ),

M s . N o r A is ha h B inti A d na U N IV E R S IT I P E N D ID IK A N S U L T A N ID R IS ,

M r. A lb e rt A k S ip a t T A N J O N G M A L IM , P E R A K D A R U L R ID Z U A N

M s . N u ru l A tiq a h A m ira h b in ti M o hd N o rd in
M r. Lo w H e e M u n D ire c t C o s t - L a b o r D ire c t C o s t - M a te ria ls In d ir e c t C o s t BU D GET
A ctu a l D a y R M /D A Y U N IT S R M /U N IT S T ra ve l E q u ip m e n t M is c. C O ST
W BS P r o je c t T a s k s $ 6 ,7 5 4 ,5 0 0 .0 0
1 .0 S E C T IO N 1 - G E N E R A L IT E M S RM 2 8 2 ,0 0 0 RM 2 8 2 ,0 0 0

2 .0 S E C T IO N 2 - P O N D W O R K S RM -
2 .1 D E M O L IT IO N A N D S IT E C L E A R A N C E 90 RM 300 RM 1 ,8 4 5 RM 2 8 ,8 4 5
2 .2 E A R T H W O R KS 120 RM 2 ,0 0 0 R M 4 5 ,2 1 8 R M 1 ,5 0 0 ,0 0 0 R M 9 0 0 ,0 0 0 RM 2 ,6 8 5 ,2 1 8
2 .3 D R A IN A G E 30 RM 300 RM 300 RM 1 ,5 0 0 RM 2 1 ,6 3 0 RM 4 8 0 ,6 3 0
2 .4 PA V E M E N T 30 RM 1 ,0 0 0 RM 100 RM 2 ,0 0 0 R M 1 0 0 ,0 0 0 R M 6 5 ,85 6 RM 3 9 5 ,8 5 6
2 .5 G E O T E C H N IC A L W O R K S 30 RM 500 RM 33 RM 2 ,0 0 0 RM 30 ,3 1 1 RM 1 1 1 ,3 1 1
2 .6 TO W ER 120 RM 500 RM 9 2 ,0 7 0 RM 1 5 2 ,0 7 0
2 .7 W E IR 120 RM 500 RM 330 RM 2 ,0 0 0 RM 1 9 ,5 40 RM 7 3 9 ,5 4 0

S E C T IO N 3 - U P G R A D IN G & W ID E N IN G O F
3 .0 E X IS T IN G R O A D P A V E M E N T
3 .1 D E M O L IT IO N A N D S IT E C L E A R A N C E 45 RM 300 RM 1 ,5 4 0 RM 1 5 ,0 4 0
3 .2 R E L O C A T IO N O F S E R V IC E S RM 1 ,0 5 0 RM 1 ,0 5 0
3 .3 D R A IN A G E W O R K S 10 RM 300 RM 30 RM 1 ,5 0 0 RM 4 ,1 2 0 RM 5 2 ,1 2 0
3 .4 PA V E M E N T W O R K S 105 RM 1 ,0 0 0 RM 370 RM 2 ,0 0 0 RM 3 5 0 ,0 0 0 RM 2 9 1 ,8 4 4 RM 1 ,4 8 6 ,8 4 4
3 .5 R O A D F U R N IT U R E 30 RM 200 RM 70 RM 1 ,5 0 0 RM 9 ,3 5 9 RM 1 2 0 ,3 5 9
O C C U PA T IO N A L S A F E T Y & H E A L T H
3 .6 M ANA G EM ENT 468 RM 100 RM 6 ,8 1 7 RM 5 3 ,6 1 7

4 .0 S E C T IO N 4 - P R O V ISIO N A L S U M
4 .1 PR O V IS IO N A L S U M RM 1 5 0 ,0 0 0 RM 1 5 0 ,0 0 0

SU BTO TA L R M 6 1 5 ,3 0 0 R M 2 ,2 6 6 ,0 0 0 R M 3 ,8 7 3 ,2 0 0 R M 6 ,7 5 4 ,5 0 0

12
13
 CADANGAN BAGI KERJA MENAIKTARAF TASIK DAN JALAN DI KAMPUS SULTAN AZLAN SHAH(KSAS) UNIVERSITI SULTAN IDRIS, TANJUNG MALIM, PERAK

1: SECTION 1- GENERAL ITEM 2: SECTION 2 - POND WORKS 3: SECTION 3 - UPGRADING AND 4: SECTION 4 - PROVISIONAL SUM 5: OTHER WORKS 6: HANDOVER
WIDENING OF EXISTING PAVEMENT

1.1: Insurance 2.1: Demolition and Site 3.1: Demolition and Site Clearance 4.1: Infrastructure and 5.1: As-Built Drawing
Landscaping Works

1.2: Submission of Document 2.2: Earthworks 3.2: Relocation of Services

1.3: Access and Temporary Roads 2.3: Drainage Works 3.3: Drainage Works

1.4: Wash trough 2.4: Pavement Works 3.4: Pavement Works

2.5: Geotechnical Works 3.5: Road Furniture

2.6: Tower

2.7: Weir

Work Breakdown Structure

According to the Project Management Institute (PMI) Project management Book of
Knowledge (PMBOK), “Work breakdown structures focus on the project deliverable and
represent the hierarchical of a project to be executed by the project team”.

There are three types of work breakdown structure depend on the scope that the project going
to be divided whether in terms of time, scope or responsibility. The three main types of WBS
are:

 Deliverable-Based Work Breakdown Structure: Define and structure project

activities based on the deliverables agreed to deliver.
 Phase-Based Work Breakdown Structure: Define and structure project activities
based on the project phases.
 Responsibility-Based Work Breakdown Structure: Define and structure project
activities based on the organization units that will work on the project.

The steps to create the WBS are as follows:

1. Know Your Project Scope

2. Identify Key Deliverables

3. Determine Work Packages

4. Create a Glossary

5. Use the Right Format

14
 CADANGAN BAGI KERJA MENAIKTARAF TASIK DAN JALAN DI KAMPUS SULTAN AZLAN SHAH(KSAS) UNIVERSITI SULTAN IDRIS, TANJUNG MALIM, PERAK

1: SECTION 1- GENERAL ITEM 2: SECTION 2 - POND WORKS 3: SECTION 3 - UPGRADING AND 4: SECTION 4 - PROVISIONAL SUM 5: OTHER WORKS 6: HANDOVER
WIDENING OF EXISTING PAVEMENT

1.1: Insurance 2.1: Demolition and Site 3.1: Demolition and Site Clearance 4.1: Infrastructure and 5.1: As-Built Drawing
Landscaping Works

1.2: Submission of Document 2.2: Earthworks 3.2: Relocation of Services

1.3: Access and Temporary Roads 2.3: Drainage Works 3.3: Drainage Works

1.4: Wash trough 2.4: Pavement Works 3.4: Pavement Works

2.5: Geotechnical Works 3.5: Road Furniture

2.6: Tower

2.7: Weir

Figure 1.0 (Deliverable-Based WBS)

Figure 1.0 shows the WBS with deliverable-based. For this project, the WBS was derived
from the project cost management that was prepared based on activities to be executed and
delivered in the project. From the WBS, we projected the duration and predecessors in the
schedule.

CADANGAN BAGI KERJA MENAIKTARAF TASIK

DAN JALAN DI KAMPUS SULTAN AZLAN
Activity Duration (Week) Predecessors
SHAH(KSAS) UNIVERSITI SULTAN IDRIS,
TANJUNG MALIM, PERAK
1.0 SECTION 1- GENERAL ITEM
1.1 Insurance 1
1.2 Submission of Document 22
1.3 Access and Temporary Roads 4 1.1,1.2
1.4 Wash trough 3 1.3
2.0 SECTION 2 - POND WORKS
2.1 Demolition and Site Clearance 3 1.3
2.2 Earthworks 27 2.1
2.3 Drainage Works 18 2.2
2.4 Pavement Works 6
2.5 Geotechnical Works 4 2.2
2.6 Tower 11 2.2
2.7 Weir 23 2.2
SECTION 3 - UPGRADING AND WIDENING OF
3.0
EXISTING PAVEMENT
3.1 Demolition and Site Clearance 2
3.2 Relocation of Services 1 3.1
3.3 Drainage Works 35 3.2
3.4 Pavement Works 31
3.5 Road Furniture 7 3.4
4.0 SECTION 4 - PROVISIONAL SUM
4.1 Infrastructure and Landscaping Works 8 3.5
5.0 OTHER WORKS
5.1 As-Built Drawing 2 4.1
6.0 HANDOVER 1 5.1

Table 1.0

Table 1.0 shows the schedule of activities involved in the project containing duration and
predecessors.
15
 Critical Path Method (CPM)
The critical path method (CPM) is a technique to identify tasks that are necessary to complete
the project and to determine scheduling flexibilities. A critical path in a project is the longest
sequence of activities that must be completed on time to ensure the entire project to be
completed in time.

CPM has four key elements:

 Critical Path Analysis

 Float Determination

 Early Start & Early Finish Calculation

 Late Start & Late Finish Calculation

By using Microsoft Excel, we could do the critical path analysis for The Critical Path Method
to find critical activities:

1) Determine Early Start (ES) and Early Finish (EF) for each activity
Step 1: Activities with no Predecessor Activities (PA), Early Start (ES) = 0
Step 2: For all activities, Early Finish = Early Start + Duration (T=Time)
Step 3: Activities with one Predecessor Activity (PA), Early Start (ES) = Early Finish
Predecessor Activity
Step 4: Activities with more than one Predecessor Activity (PA), Early Start (ES)=
Max (Early Finish of all Predecessor Activities)

2) Invert Predecessor activities (PA) to obtain Successor Activities (SA)

3) Determine Late Finish (LF) and Late Start (LS) for each activity.
Step 1: Activities with no Successor Activities (SA), Late Finish (LF) = Time of
Completion (TOC)
Step 2: For all activities, Late Start = Late Finish + Duration (T=Time)
Step 3: Activities with one Successor Activity (SA), Late Finish = Late Start of
Successor Activity
Step 4: Activities with more than one Successor Activity (SA), Late Finish = Min
(Late Start of all Successor Activities)

16
 4) Calculate slack for each activity
5) Define critical activities and critical path

Activity 1.1 1.2 1.3 1.4 2.1 2.2 2.3 2.4 2.5 2.6 2.7 3.1 3.2 3.3 3.4 3.5 4.1 5.1 6.0 TIME
Predecessor Activity (PA) 1.1,1.2 1.3 1.3 2.1 2.2 2.3 2.2 2.2 2.2 2.7 3.1 3.2 3.3 3.4 3.5 4.1 5.1 OF
Duration (T=Time) 1 22 4 3 3 27 18 6 4 11 23 2 1 35 31 7 8 2 1 COMPLETION
Early Start (ES) 0 0 22 26 26 29 56 74 56 56 56 79 81 82 117 148 155 163 165 TOC
Early Finish (EF) 1 22 26 29 29 56 74 80 60 67 79 81 82 117 148 155 163 165 166 166
Successor Activity (SA) 1.3 1.3 1.4,2.1 --- 2.2 2.3,2.5,2.6,2.7 2.4 --- --- --- 3.1 3.2 3.3 3.4 3.5 4.1 5.1 6 ---
Late Start (LS) 21 0 22 163 26 29 142 160 162 155 56 79 81 82 117 148 155 163 165
Late Finish (LF) 22 22 26 166 29 56 160 166 166 166 79 81 82 117 148 155 163 165 166
Slack / Float 21 0 0 137 0 0 86 86 106 99 0 0 0 0 0 0 0 0 0
Critical Activities Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Table 2.0

Table 2.0 Shown the critical path analysis by using Microsoft Excel.

Network Diagram
A network diagram is a graphical connected arrows and boxes to present the inter-
relationship between the activities involved in the project. Boxes or nodes represent the
activity description, and arrows show the relationship among the activities. A network
diagram allows a project manager to track each element of a project and quickly share its
status with others. Its other benefits include:

 Visual representation of progress for stakeholders

 Establishing project workflows

 Tracking dependencies and potential bottlenecks

The network diagram will be developed from the table of analysis derived from Critical Path
Method (Table 2.0) and schedule of activities (Table 1.0). There must be a start and finish to
each activity, and all the other activities fall within these parameters.

ES D EF
Activity

LS S LF

17
Figure 2.0

Figure 2.0 shows the parameters in the boxes in a network diagram.

0 22 22 56 23 79
2.7
1.2

0 0 22 56 0 79

0 1 1 22 4 26 26 3 29 29 27 56 56 18 74 74 6 80 79 2 81 81 1 82 82 35 117 117 31 148 148 7 155 155 8 163 163 2 165 165 1 166
1.1 1.3 1.4 2.2 2.3 2.4 3.1 3.2 3.3 3.4 3.5 4.1 5.1 6.0

21 21 22 22 0 26 163 137 166 29 0 56 142 86 160 160 86 166 79 0 81 81 0 82 82 0 117 117 0 148 148 0 155 155 0 163 163 0 165 165 0 166

26 3 29 56 4 60
2.1 2.5

26 0 29 162 106 166

56 11 67
2.6

155 99 166

Figure 3.0

Figure 3.0 shows a network diagram derived from the critical path method (CPM) and
schedule of activities. The red arrows show the critical activities for the project.

18
 Organisational Structure

Introduction
Organizations can be defined as groups of people who must coordinate their activities in
order to meet organizational objectives. The coordination function requires strong
communications and a clear understanding of the relationships and interdependencies
among people (Harold Kerzner and Harold R. Kerzner ,2017). This quote shows that in
every company goal, there is a need of organization to achieve its assigned mission.
Responsibilities of each team member must be defined so that everyone in an organization
aware of their own responsibilities. Other than that, a clear communication and hierarchy
flow will be established automatically through organization chart.

As for this project, we are proposing ‘Functional Organization chart’ (Refer

Organization Chart Below). Traditional (or functional) organisational structure is a method
of organising an entity using a hierarchical (or top-down) structure. (Ir Dr Kanesan
Muthusamy,2016). This Organization structure clearly specify the hierarchy structure where
each decision shall only be made my Project manager. During construction activities,
contractor must abide by the standard operation procedure (SOP) written in the contract or
detailed specification in the approved construction drawing thus it is critical for every site
personnel to consult project manager before commencement of any activities. To do so, site
personnel shall report/communicate to their own immediate supervisor. This will allow
project manager to monitor any changes in terms of cost, activities, or time because he/she
engage directly or indirectly to any work activities because every information must be
conveyed to the project manager through the hierarchy established.

19
 Director

Vice Director

Project
Manager

SECTION 1- SECTION 2 & 4 SECTION 3 -

OTHER
GENERAL - POND Pavement
WORKS
ITEM WORKS Work

Quantity
Site engineer Site engineer Site Admin
Surveyor

Site Site
Supervisor Supervisor

20

General General
Worker Worker
Team Members Responsibilities
POSITION: DIRECTOR

REPORTS TO: BOARD MEMBER

SUPERVISES: VICE DIRECTOR

RESPONSIBILITY:

1. Develop and execute the company’s business strategies in order to attain the goals of
the board and shareholders
2. Provide strategic advice to the board and Chairperson so that they will have accurate
view of the market and the company’s future
3. Prepare and implement comprehensive business plans to facilitate achievement by
planning cost-effective operations and market development activities
4. Ensure company policies and legal guidelines are communicated all the way from the
top down in the company and that they are followed at all times
5. Communicate and maintain trust relationships with shareholders, business partners
and authorities
6. Oversee the company’s financial performance, investments and other business
ventures
7. Delegate responsibilities and supervise the work of executives providing guidance and
motivation to drive maximum performance
8. Read all submitted reports by lower rank managers to reward performance, prevent
issues and resolve problems
9. Act as the public speaker and public relations representative of the company in ways
that strengthen its profile
10. Analyse problematic situations and occurrences and provide solutions to ensure
company survival and growth

21
POSITION: VICE DIRECTOR

REPORTS TO: DIRECTOR

SUPERVISES: PROJECT MANAGER

RESPONSIBILITY

1. Develop and execute the construction business strategies in order to attain the
goals of the board and shareholders
2. Oversee the company’s financial performance, investments, and other business
ventures
3. Delegate responsibilities and supervise the work of executives providing guidance
and motivation to drive maximum performance
4. Read all submitted reports by lower rank managers to reward performance,
prevent issues and resolve problems
5. Analyse problematic situations and occurrences and provide solutions to ensure
company survival and growth

POSITION: PROJECT MANAGER

REPORTS TO: VICE DIRECTOR

SUPERVISES: PROJECT ENGINEER / QAQC ENGINEER, SITE SUPERVISOR

RESPONSIBILITY:

1. Support, motivate, train, counsel, and discipline employees.

2. Supervise for subordinates.
3. Develop and execute the Construction management plan in order to attain the
project goals and objective with highest qualities
4. Responsible to ensure project handed over in well done.
5. Responsible to report to vice Director once a month.
6. Oversee project financial performance
7. Review all submitted reports by subordinate
8. Analyse problematic situations and occurrences and provide solutions to ensure
project survival and growth

22
POSITION: SITE ENGINEER

REPORTS TO: PROJECT MANAGER

SUPERVISES: SITE ENGINEER, QUANTITY SURVERYOR, SITE ADMIN

RESPONSIBILITY:

1. Overall project management & implementation of project based on work program.

2. Overseeing of all construction work carried out from start-to-end of projects on site.
3. Involved in planning & scheduling of projects.
4. To monitor project progression coordination with site supervisor, consultants &
architects.
5. To undertake any related jobs assign by direct superior.
6. Preparation of contractor’s reports.
7. Perform hand over inspection together with construction representative.
8. Responsible to ensure the quality of the structures.
9. Responsible to arrange any of testing that is required on site.

POSITION: SITE SUPERVISOR

REPORTS TO: SITE ENGINEER

SUPERVISES: GENERAL WORKERS

RESPONSIBILITY:

1. Responsible to carry out quantity of materials to be delivered onsite.

2. Site visit / site measurement.
3. Responsible to ensure structures to be handed over in well done.
4. Responsible to arrange worker in construction site.
5. Responsible to submit progress report and site report.
6. To undertake any related jobs assign by direct superior.
7. Inspect site work, supervise, and guide the sub-contractor to ensure
1. achievement of targeted completion date as per work schedule.

23
POSITION: QUANTITY SURVEYOR

REPORTS TO: PROJECT MANAGER

RESPONSIBILITIES:

1. Assist in establishing a client's requirements and undertake feasibility studies to

ensure their proposals will work
2. prepare and analyse project costings for tenders, such as materials, quantities, labour
and time
3. prepare tender and contract documents, including bills of quantities with the architect
and/or the client
4. perform risk, value management and cost control during construction
5. undertake cost analysis for repair and maintenance project work
6. value completed work, oversee bills and arrange payments
7. maintain awareness of the different building contracts in current use

POSITION: SITE ADMIN

REPORT TO: PROJECT MANAGER

RESPONSIBILITIES:

1. Provide administrative, clerical services in order to ensure effective and efficient

operation
2. Assist superior and managers for documentation and filing control
3. Coordinate with internal and external parties and attend project meeting for project
progress and site condition reporting

24
 Project Management Body of Knowledge

Introduction

Over the span of 2 years, a new the 7 th edition of PMBOK was introduced in 2021 to replace
the 6th edition (2016). Such effort was necessary to match the development of human society,
in which, in this topic, how to successfully manage and deliver high quality project. The
growth and acceptance of project management has changed significantly over the past forty
years, and these changes are expected to continue well into the twenty-first century,
especially in the area of multinational project management. Kerzner, H., & Kerzner, H. R.
(2013). The two principles that is going to be discussed in this essay is how to Effectively
Engage with Stakeholders and how to response to a possible risk. On the other hand, the 6 th
edition principles mainly explain about project management itself where it guides a project
from its initiation phase to handing over phase. Project Management Principles development
and changes which were introduced in the 7th edition are highly convenient specially during
this Coronavirus (COVID-19) endemic.

25
Principle 1 - Effectively Engage with Stakeholders

There has more stakeholder but for this project we choose, Sport Centre and Faculty Sport
Science and coaching University Pendidikan Sultan Idris as a stakeholder. The reason why
we choose principles stated above is that one of stakeholder which is End-User of every
project is always being left out in almost in every construction project by other stakeholder
while their input & opinion on finish product functionalities equally important during project
initiation, project planning & project execution. One of the reasons their involvement in a
project is not significant is they are the user of the finish product and not the funder of the
project. There can be a great risk await during Pre-Delivery Inspection if their opinion &
input taken lightly by the rest of the stakeholder.

In addition, project stakeholder management is a process to identify which group of people

that can bring input throughout the project execution and who will be impacted by the
outcome of the project. In general, Sport Centre and Faculty Sport Science and coaching
University Pendidikan Sultan Idris (UPSI) as a stakeholder. So, project management team
should provide an engagement plan to manage their inquiry and input. Their input can be
critical factor in this project because marina lake is going to be used as a main water-sport
facilities and an international and local event is going to be held soon. For example, their
input on the watch tower location that must be constructed exactly at 500m line so that it can
used as a finish line during dragon boat race competition. This can be done by inviting them
to monthly progress meeting, provision of dedicated monthly report progress and invitation
for joint-site visit. To make sure that every stakeholder is being engage during project
execution phase, an online meeting can be conducted to avoid the spread of covid-19 virus.

26
Principle 1 - Optimize Risk Responses

Risks are addressed continually throughout the project. Project management team should
continually maximize positive impacts and minimize negative impact by evaluating the
exposure of risk attitude, appetite, and threshold influence how risk is addressed.
Risk responses should be:
• Appropriate for the significance of the risk,
• Cost effective,
• Realistic within the project context,
• Agreed to by relevant stakeholders, and
• Owned by a responsible person.

A risk is an unpredictable event or circumstance that posed several threats. Risk that
been identified may not or will happened but its highly encouraged to prepare a risk
mitigation plan. Project teams strive to maximise positive risks (opportunity) while
minimising negative risk exposure (threats). Threats can cause delays, cost overruns,
technological failures, performance shortfalls, and reputational damage. Benefits can include
decreased time and cost, improved performance, higher market share, and improved
reputation. The entire project risk should be identified and managed with highly efficient and
effective plan. During this Coronavirus (Covid-19) endemic or previously declared as
pandemic, almost every construction project is facing financial problem, or an issue related to
safety, health, and wellness of worker.

Furthermore, the star reported Malaysia had a total of 150 construction sites have
been ordered to close since June 1 for failing to follow standard operating procedures (SOP)
to curb the spread of Covid-19. The article is an example of a possible risk that may happen
during construction progress. This situation may or may not be happening, but this situation
certainly posed a threat to the project finance because payment from client will only be
released based on work progress. One of the ways that can be taken to prevent this situation is
that to comply with rules and regulation set by local authority by Malaysia Department of
occupational Safety and Health. In the guidelines, it has explained step to be taken for
prevent the spread of covid-19 virus. Other than that, to create awareness within the project
community. This can be done by doing toolbox talk once a week and erection of covid related
safety guidelines. Finally, to suit current situation, a new safety management plan shall be

27
developed. This is important because there might me standard procedure that is not suitable
during covid-19 pandemic.
As a conclusion, the new principles that was introduced in 7th edition brought
significant changes in the way to manage project. Its coverage has been broadened when it
included the principles for stake holder management because this shows that project
management is not only about the physical progress of a project but also for all related
stakeholders. Apart from that, the risk management planning as well has created awareness
on how to response to risk rather than just to plan for it. To simplify, 7 th edition PMBOK has
shown the world that Project management is on par with human mind evolution.

Word Count : 4300

28
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