COLLEGE OF BUILT ENVIRONMENT

BACHELOR IN QUANTITY SURVEYING (HONS)

UNIVERSITY TECHNOLOGY MARA (UiTM)

SHAH ALAM

INTERNSHIP REPORT

COURSE : PRACTICAL TRAINING

COURSE CODE : BQS701

DATE OF SUBMISSION :

GROUP : AP224 7B

PREPARED FOR : PROF AINI BINTI JAAPAR

PREPARED BY:

‘AINA NABIHAH BINTI MOHD ZAINAL FITHRI

(2020621602)
 DECLARATION

I declare that the work in this industrial training report was carried out following the regulations

of University Technology MARA. It is original and is the result of my work unless otherwise

indicated or acknowledged as referenced work. This industrial training report has not been

submitted to any other academic institution or non-academic institution for any degree or

qualification.

This industrial training report may be made available from the university library and may be

photocopied or loaned to other libraries for consultation.

Name of student : ‘Aina Nabihah Binti Mohd Zainal Fithri

Student ID No. : 2020621602

Program : Bachelor of Quantity Surveying (Hons) – AP224

Faculty : College of Built Environment, UiTM Shah Alam

Report Title : Industrial Training Report at Perintis Konsult Sdn. Bhd.

Signature of Student :

Date : 11 October 2023

LIST OF FIGURES ............................................................................................................................. iii

LIST OF TABLES ............................................................................................................................... iv

LIST OF ABBREVIATIONS................................................................................................................ v

1.0 INTRODUCTION ........................................................................................................................... 1

1.1 Goal ............................................................................................................................................. 1

1.2 Location ....................................................................................................................................... 1

2.0 AGENCY IDENTIFICATION ........................................................................................................ 2

2.1 Organization Chart .................................................................................................................... 2

2.2 Company Background .............................................................................................................. 2

3.0 AREA OF STUDY 1: PRE-CONSTRUCTION .......................................................................... 4

3.1 INTRODUCTION ....................................................................................................................... 4

3.1.1 PROJECT’S BACKGROUND ........................................................................................... 4

3.2 CRITICAL ISSUE ....................................................................................................................... 6

3.3 METHODOLOGY TO SOLVE THE ISSUE ............................................................................ 8

4.0 AREA OF STUDY 2: POST CONTRACT AND COST CONTROL ..................................... 13

4.1 INTRODUCTION ..................................................................................................................... 13

4.1.1 PROJECT’S BACKGROUND ......................................................................................... 14

4.2 CRITICAL ISSUE ..................................................................................................................... 15

4.3 METHODOLOGY TO SOLVE THE ISSUE .......................................................................... 20

5.0 CONCLUSION ............................................................................................................................. 27

6.0 LESSON LEARNT ...................................................................................................................... 28

i
7.0 APPENDICES .............................................................................................................................. 30

ii
 LIST OF FIGURES

Figure 1 Google Earth from above side of Perintis Konsult Sdn Bhd 1

Figure 2 Organization chart 2

Figure 3 Front page of Tender Document Commercial Proposal 5

Figure 4 Email regarding adjustment for Sanitary Fitting and Wares from 6

architect

Figure 5 Schedule of revised Sanitary fittings and wares 7

Figure 6 Ringkasan Arahan Perubahan Kerja 15

Figure 7 Summary of Ringkasan Arahan perubahan kerja 16

Figure 8 The application of EOT No. 5 18

Figure 9 EOT application review no 5. 19

Figure 10 Justification of rejecting the application of EOT No. 5 24

Figure 11 Notice for termination of the contractor 26

Figure 12 Water reticulation works drawing layout 30

Figure 13 water reticulation layout 30

Figure 14 Muzeum Setem site 31

iii
 LIST OF TABLES

Table 1 Company Profile 3

Table 2 Project information 4

Table 3 List of parties involved. 5

Table 4 Option to solve the issue and Rationale 8

Table 5 Project Information 14

Table 6 Option to solve the issue and Rationale. 20

iv
 LIST OF ABBREVIATIONS

COC Conditions of Contract

CPC Certificate of Practical Completion

CMGD Certificate of Making Good Defect

VO Variation order

LOA Letter of Award

EOT Extension of time

PP Progress Payment

BQ Bills of Quantities

TNB Tenaga Nasional Berhad

CNC Certificate of non-completion

SO Superintendent officer

v
1.0 INTRODUCTION

1.1 Goal

Perintis Konsult Sdn Bhd is a distinguished Quantity Surveying company specializing in

comprehensive services for building and civil engineering projects. The firm excels in

financial management, offering expertise in project management, construction

management, and value engineering. With a primary focus on controlling costs and

minimizing risks, Perintis Konsult is dedicated to playing a positive and creative role in

realizing the objectives of its clients. The company consistently seeks self-motivated,

passionate, and dynamic individuals with unique skill sets, inviting them to showcase their

potential by submitting detailed resumes for consideration.

1.2 Location

Figure 1: Google Earth from above side of Perintis Konsult Sdn Bhd

PERINTIS KONSULT SDN BHD is located at Pusat Perniagaan Bukit Raja, Seksyen 7, 40000,

Shah Alam, Selangor Darul Ehsan at Second floor of the building.

1
2.0 AGENCY IDENTIFICATION

2.1 Organization Chart

Sr Nor
Afidah Binti
Ahmad
(Director)

Sr Jefri Bin
Masood
(Director)

Pn.
Cik Nurin
Pn. Nora Noramalina
Batrisyia Encik Firdaus
(Human Sufandi
(Quantity (Technician)
Resource) (Quantity
Surveyor)
Surveyor)

Figure 2: Organization chart

2.2 Company Background

Perintis Konsult Sdn Bhd began operations starting from 2006 by offering critical services

in controlling costs, minimize any risks and providing positive and creative role in realising

the client’s objectives. PERINTIS KONSULT SDN. BHD. is a company registered with

Suruhanjaya Syarikat Malaysia and is issued with the registration number 735379-P for

its business operation. Perintis Konsult Sdn Bhd company is located at Seksyen 7 Shah

2
Alam while the existing location was in Subang Jaya, Selangor. The brief Company Profile

are as stated in table below:

Firm PERINTIS KONSULT SDN BHD

Quantity Surveying & Construction Cost Consultants

Date of Incorporation 26 May 2006

200601015627 (735379-P)

Head Office 13B, Jalan Keluli, AM7/AM, Pusat Perniagaan Bukit

Raja, Seksyen 7, 40000, Shah Alam, Selangor Darul

Ehsan

Telephone No. 03-3341 3339

E-mail [email protected]

Paid up Capital RM50,000.00

Corporate Registration Board of Quantity Surveyors, Malaysia

Permit No. 2006/FC0041

Professional Insurance Chubb Insurance Malaysia Berhad

Policy No. 1DI-870966/20

Software BuildSoft & BuildSpace

Table 1: Company Profile

3
3.0 AREA OF STUDY 1: PRE-CONSTRUCTION

3.1 INTRODUCTION

The pre-construction stage is a crucial phase in the construction industry that involves

planning, preparation, and coordination before the actual construction work begins.

Successful completion of pre-construction tasks is essential for ensuring that the project

progresses smoothly and meets its objectives.

In my capacity at Perintis Konsult Sdn Bhd, I need to prepare a taking off and Bills of Quantities

(BQ) based on the revised drawing for a project named ‘Cadangan Membina dan Menyiapkan

Fasa 2A, 56-unit Rumah teres dua Tingkat yang mengandungi: a) Jenis A 20’x70’: Lot Tengah

– 48-unit, Jenis C 24’x70’: Lot Tepi – 8 Unit. The measurement process requires for all element

that consist of Piling Works, Building Works, External Works and Infrastructure works due to

variation order in design scope and specifications. In order to complete the taking-off process

for the calculation, all the calculated data were keyed in Excel application and saved in Perintis

Konsult Server and transferring the quantity into BuildSpace software in order to proceed for

BQ preparation.

3.1.1 PROJECT’S BACKGROUND

Project Information

Project Name Cadangan Membina dan Menyiapkan Fasa 2A, 56-unit Rumah teres

dua Tingkat yang mengandungi:

a) Jenis A 20’x70’: Lot Tengah – 48 unit,

b) Jenis C 24’x70’: Lot Tepi – 8 Unit

Di atas sebahagian Lot Ptd 14418, Bandar Universiti Pagoh, Mukim

Jorak, Daerah Muar, Johor Darul Takzim untuk Tetuan Sime Darby

Pagoh Development Sdn Bhd

Table 2: Project information

4
 Figure 3: Front page of Tender Document Commercial Proposal

The construction of this project involving many parties that consist of Developer of the project,

Architect, Civil & Structural Engineer, M & E Engineer, Quantity Surveyor and Landscape

Architect as stated in table below:

Developer Sime Darby Property (Pagoh) Sdn Bhd

Architect Perunding Alam Bina Sdn Bhd

Civil & Structural Engineer Jurutera Perunding Kamarul Saiful Sdn. Bhd.

M & E Engineer Senie Associates Sdn. Bhd

Quantity Surveyor Perintis Konsult Sdn. Bhd.

Lanscape Architect SKA Lanscape Architects

Table 3: List of parties involved.

5
3.2 CRITICAL ISSUE

Area to be critically assessed during the taking-off process is after the latest drawing was

issued, there were numerous changes in specifications and a lack of detailed information in

the drawing, leading to many assumptions that had to be made during the calculations.

There is variation order in drawing layout, specifications, and design due to employer’s

requirements which require the remeasurement of the building thus few changes need to do

in terms of quantity of length in the BQ, and the description in BQ needs to be adjusted

according to new layout of drawing.

Figure 4: Email regarding adjustment for Sanitary Fitting and Wares from architect

6
 Figure 5: Schedule of revised Sanitary fittings and wares

In this project, the cost estimation was influenced by the choice of brands and specifications.

In the pre-construction phase, the design team was required to submit a detailed report,

including the estimated cost, to Sime Darby Property (PAGOH) Sdn Bhd. During the cost

estimation process, it became evident that the developed cost exceeded the client's budget.

Consequently, Sime Darby Property rejected the initial design proposed by Perunding Alam

Bina Architect in the initial stage. The client provided feedback on the proposed brands during

a meeting. Subsequently, the design team engaged in discussions with Sime Darby and

reached an agreement to revise the specifications and brands outlined in the tender document.

The Variation order will lead to cost implications that involve Modifications to the initial contract

encompass alterations to the construction works or adjustments to the contractual conditions.

This will impact both the project's timeline and overall cost which is opposite to the client’s

requirement which is maintaining the original cost of the project.

7
3.3 METHODOLOGY TO SOLVE THE ISSUE

Issue: Variation order in terms of material and specification as per requested by the client

while maintaining the original cost of the project

OPTION 1 Negotiation with client which is maintaining the same

material as per requested by the client but changing the

brand of the material that offer the same quality and

specification at more reasonable price

OPTION 2 Negotiation with suppliers and make a comparison among

various suppliers that offer the same brand and

specification as per requested by the client at reasonable

price.

BEST OPTION OPTION 2

Table 4: Option to solve the issue and Rationale.

In a situation where there are numerous variation orders during the pre-construction phase,

and the client wishes to maintain the original project cost, it's essential to find a balance

between accommodating client requests and managing project budget constraints. Here are

two appropriate methodologies to address this issue:

Option 1: Negotiation with client.

Negotiating with a client to change the brand of a material while maintaining the same quality

and specifications at a more reasonable price requires a strategic and thoughtful approach.

The first step in this negotiation process is a thorough understanding of the client's original

requirements and expectations for the material. This involves gaining insight into the specific

quality standards, specifications, and any unique features that the client deems necessary for

the project.

Once these requirements are clear, the next step is to conduct comprehensive research to

identify alternative brands that offer materials meeting or exceeding the original specifications.

8
It's crucial to ensure that the proposed material not only maintains the desired quality but

potentially improves it while offering a more budget-friendly solution.

Having identified a suitable alternative, the negotiation process involves presenting a well-

structured proposal to the client. This proposal should highlight the features and benefits of

the new brand, emphasizing how it aligns with the client's needs and expectations. A key focus

during negotiations should be the cost-benefit analysis, demonstrating the significant cost

savings associated with the alternative brand without compromising on quality or performance.

To make the negotiation more tangible, providing samples of the alternative material for the

client to evaluate can be highly effective. Additionally, sharing testimonials or case studies

from other projects that have successfully implemented the proposed material can build

confidence in the suggested change.

Throughout the negotiation process, it's essential to emphasize the long-term savings

associated with adopting the more reasonably priced material. This could include reduced

maintenance costs, extended lifespan, or other factors contributing to overall project savings.

The negotiation should be conducted with transparency, openly communicating the reasons

behind the proposed change and addressing any concerns the client may have.

Negotiations may involve discussions on adjusting contractual terms and conditions that could

be impacted by the change in material. This includes considerations such as delivery

schedules, warranties, and any other relevant aspects of the agreement. The goal is to

collaboratively find the best solution that benefits both parties.

Once an agreement is reached, it is crucial to document the changes in writing. This

documentation should be a formal amendment to the contract, clearly outlining the revised

terms, including the change in material brand. Both parties should review and sign off on the

updated terms to ensure a mutual understanding and commitment to the negotiated changes.

This thorough and collaborative negotiation approach aims to secure a win-win outcome,

meeting the client's expectations while optimizing the project's budget.

9
Option 2: Negotiation with Supppliers

Negotiating with suppliers and conducting a thorough comparison among various options

offering the same brand and specifications, as requested by the client at a reasonable price,

is a nuanced and essential process in procurement. The negotiation phase involves

establishing clear communication channels with potential suppliers. This includes

communicating the client's project requirements, quality standards, and budget constraints.

Effective negotiation seeks to create a mutually beneficial agreement that aligns with the

client's objectives.

During negotiations, price becomes a focal point. Suppliers may be willing to provide

competitive pricing, especially for bulk purchases or long-term commitments. Exploring

discounts, volume incentives, and potential cost-saving measures forms an integral part of

these discussions. Equally important is the negotiation of terms and conditions, encompassing

payment schedules, delivery timelines, quality assurances, and any additional services that

the supplier may offer.

Flexibility and customization are crucial negotiation elements. Suppliers willing to tailor their

offerings to better suit the client's unique project needs contribute to a more efficient and

streamlined procurement process. Building long-term relationships with suppliers is not only

beneficial for the current project but lays the groundwork for future collaborations, fostering a

collaborative and communicative environment.

Conducting a comparison among various suppliers involves a meticulous evaluation of several

key factors. Pricing structures are dissected to understand the breakdown of costs and any

hidden fees. Delivery timelines are scrutinized to ensure they align with project schedules.

Quality and specifications are closely examined, potentially involving the assessment of

product samples and certifications to guarantee compliance with industry standards. The

reputation and reliability of suppliers are weighed through client reviews, testimonials, and

references from previous projects.

10
The comparison also delves into value-added services that differentiate suppliers. Extended

warranties, technical support, or additional services beyond the basic requirements contribute

to the overall project value. The contractual terms proposed by each supplier are scrutinized

to ensure they align with the client's expectations. Clear terms regarding payment schedules,

return policies, and dispute resolution mechanisms are crucial for a transparent and successful

collaboration.

In conclusion, the negotiation with suppliers and the subsequent comparison process are

integral to securing the best value for the client's project. Balancing cost considerations with

quality and reliability ensures that the chosen supplier meets the client's expectations and

contributes positively to the overall success of the procurement endeavor.

Best Option: Negotiation with Suppliers

Determining the best option between negotiating with the client and negotiating with suppliers

hinges on various factors, each offering distinct advantages. Option 1, negotiating directly with

the client, is characterized by a tailored and client-focused approach. Understanding the

client's original requirements, specifications, and unique preferences is crucial in proposing a

change in the material brand. The negotiation strategy involves thorough research to identify

alternative brands that not only meet but potentially exceed the specified standards,

emphasizing cost-effectiveness. Presenting a well-structured proposal that includes a

comprehensive cost-benefit analysis, tangible samples for evaluation, and testimonials from

successful implementations aims to build confidence and transparency throughout the

negotiation process.

This approach also emphasizes the long-term savings associated with adopting the more

reasonably priced material, such as reduced maintenance costs and extended lifespan.

Negotiations may extend to adjusting contractual terms impacted by the change, ensuring

collaborative solutions that benefit both parties. The agreement reached is formalized through

11
a documented contract amendment, securing a win-win outcome that aligns with the client's

expectations and optimizes the project's budget.

Option 2, negotiating with suppliers, introduces a broader perspective by engaging with

multiple suppliers to find the most cost-effective solution. This option involves clear

communication with potential suppliers, highlighting the client's project requirements, quality

standards, and budget constraints. Negotiations with suppliers focus on competitive pricing,

potential discounts, and additional services, fostering flexibility and customization tailored to

the client's unique needs. The approach aims to establish long-term relationships that extend

beyond the current project, contributing to a collaborative and communicative environment.

Conducting a detailed comparison among various suppliers involves scrutinizing pricing

structures, assessing delivery timelines, examining quality and specifications, and evaluating

the reputation and reliability of suppliers. The comparison also explores value-added services

that differentiate suppliers, contributing to the overall project value. Attention to contractual

terms ensures alignment with the client's expectations, emphasizing transparency and

successful collaboration.

In conclusion, although option 2 is the best option comparing with those two, it depends on

the project specifics and priorities. Option 1, negotiating with the client, emphasizes a

personalized and client-centric approach, while Option 2, negotiating with suppliers, provides

a broader exploration of cost-effective solutions and supplier relationships. A nuanced strategy

may involve a combination of both options, starting with client negotiations to understand

receptiveness and requirements, followed by supplier negotiations to explore competitive

options. Ultimately, the goal is to achieve a balance between cost considerations, quality, and

client satisfaction for a successful procurement endeavor.

12
4.0 AREA OF STUDY 2: POST CONTRACT AND COST CONTROL

4.1 INTRODUCTION

In my capacity as a Quantity Surveyor Trainee, my active involvement centres on post-contract

cost control, with a particular focus on the preparation and processing of payment claims,

specifically interim payments, for the Cadangan Membina Dan Menyiapkan Sebuah Muzium

Setem Negeri Selangor project in Daerah Petaling, Shah Alam, Selangor Darul Ehsan. This

role provides me with a valuable opportunity to apply theoretical knowledge gained in my

training to real-world scenarios within the field of quantity surveying.

Part of my responsibilities includes working closely with senior professionals to understand

the intricacies of the project's financial dynamics, contractual obligations, and industry

standards. I actively participate in the preparation of interim payment claims, ensuring that

they accurately reflect completed work, materials used, and associated costs in alignment with

the project's progress milestones.

As a trainee, I engage in the verification process, collaborating with various stakeholders such

as contractors, suppliers, and project management teams. This involves cross-referencing

documentation to ensure compliance with contractual terms and facilitating communication to

address any discrepancies or queries during the evaluation of payment claims. This hands-on

experience not only enhances my technical skills in quantity surveying but also provides

insights into the practical aspects of post-contract cost control, a vital aspect of project

management. Overall, my role as a Quantity Surveyor Trainee in this project contributes to my

professional development and understanding of the complexities involved in managing costs

within the construction industry.

13
4.1.1 PROJECT’S BACKGROUND

Project Information

Project Name Cadangan Membina Dan Menyiapkan Sebuah Muzium

Setem Negeri Selangor, Daerah Petaling, Shah Alam,

Selangor Darul Ehsan

Contractor’s Name Cendekia Teknik Sdn Bhd

Address E-1-10, Jalan Pju 1A/20G,

Dataran Ara Damansara,

47301, Petaling Jaya,

Selangor Darul Ehsan.

No. Tel 03-78591136

No. Fax 03-78591196

Contractor Class G7

Contract No. JKR/SEL/252/2019

Contract Sum RM10,593,721.60

Site Entry Date 10/02/2020

Work Commencement date 6/02/2022

Extension of Time EOT No. 1: 06/02/2022 - 18/01/2023

EOT No. 2: 18/01/2023 - 28/03/2023

EOT No. 3: 28/03/2023 - 01/10/2023

EOT No. 4: 2/10/2023 - 12/12/2023

Actual Percent /Schedule 64.17% / 100%

Table 5: Project Information

14
4.2 CRITICAL ISSUE

Figure 6: Ringkasan Arahan Perubahan Kerja

The Cadangan Membina Dan Menyiapkan Sebuah Muzium Setem Negeri Selangor project in

Daerah Petaling, Shah Alam, Selangor Darul Ehsan involves several critical issues that

warrant attention and consideration.

15
 Figure 7: Summary of Ringkasan Arahan perubahan kerja

Firstly, the increase in earthwork quantity is due to errors in the original land survey plan used

during the tender process, resulting in changes in ground levels. This has also affected the

positioning of the 'Handicap Ramp' and the 'Retaining Wall' near the 'Bus Stop'. This additional

work has increased the project cost, which initially was RM491,661.70 as stated in the original

contract, and subsequently changed to RM525,056.36, requiring an additional amount of

RM33,394.66 to be added to the original contract for this project. It is a significant concern as

this could entail the need for thorough assessment and planning to manage the increased

workload effectively. The earthwork quantity directly impacts the project's timeline, budget, and

16
overall construction logistics, necessitating careful coordination to ensure a smooth and

efficient execution.

The rearrangement of pantry space, meeting rooms, and stores represents another critical

issue. This involves strategic planning to optimize the functionality and efficiency of these

spaces within the museum. Addressing this issue requires a meticulous approach to space

utilization, considering the specific requirements of each area and ensuring that the

rearrangement aligns with the project's overall objectives.

The construction of various structures, including flagpoles, shelter structures (pergola),

signboards, a prayer room (Musolla), roofed motorcycle parking, bus parking area, bus stop,

disabled (OKU) parking, refuse bin, and handicap ramp, introduces a multifaceted challenge.

Each element requires careful planning, adherence to safety standards, and compliance with

regulatory requirements. Coordinating the construction of these diverse structures is vital to

the project's success and requires effective communication and collaboration among

stakeholders.

Lastly, the replacement from Glass fibre Reinforced Concrete (GRC) Coping to Reinforced

Concrete Coping introduces a technical consideration. This change may have implications for

the project's design, structural integrity, and material requirements. Addressing this issue

involves consulting with engineering and construction professionals to ensure a seamless

transition while maintaining the project's overall quality and adherence to specifications.

In summary, the critical issues identified in the Cadangan Membina Dan Menyiapkan Sebuah

Muzium Setem Negeri Selangor project underscore the importance of careful planning,

effective coordination, and proactive problem-solving to achieve successful project outcomes.

17
 Figure 8: The application of EOT No. 5

The latest issue in regards of Extension of time No. 5, the contractor has applied again for

delay of extension of time due to the scope of works. Unfortunately, the application was being

rejected. The request for a fifth time extension, specifically regarding the delay in completing

the water supply pipeline, cannot be considered due to the contractor's delayed project

planning, which is an error on the part of the contractor itself. Additionally, the pipeline work is

not on the critical path, which may not cause delays in other works. Many other tasks, such

as infrastructure work involving earthworks, roadwork, drainage, and so on, are still pending

completion.

18
 Figure 9: EOT application review no 5.

Based on figure 9 shows the review of EOT No 5 applications by the Director of Perintis

Konsult Sdn Bhd.

19
4.3 METHODOLOGY TO SOLVE THE ISSUE

Issue: The contractor repeated delays with unreasonable excuse

OPTION 1 Accepting the application of EOT with reasonable reason

and give a chance to the contractor.

OPTION 2 Rejecting the application of EOT and terminate the

contractor.

BEST OPTION OPTION 2: Rejecting the application of EOT and terminate

the contractor.

Table 6: Option to solve the issue and Rationale.

Based on current issues that happen during the construction of the project, the contractor

keeps on repeating the same mistake which causes to issue the next extension of time. Then

these are the two options of methodology to solve the issue.

Option 1: Accepting the application and give chance to the contractor.

The decision of a Superintending Officer (SO) to accept an application for an extension of time

by a contractor can be influenced by various factors. Here are some common reasons:

1. Contractual Entitlement:

If the contract between the parties explicitly allows for extensions of time under certain

conditions, the SO may accept the application in accordance with the terms and

conditions specified in the contract.

2. Delay Due to Unforeseen Circumstances:

The SO may accept an extension if the delay is caused by unforeseen circumstances

beyond the contractor's control, such as adverse weather conditions, force majeure

events, or changes in regulatory requirements.

3. Compensable Delays:

If the delay is compensable under the terms of the contract, meaning the contractor is

entitled to additional time due to specific compensable events, the SO may approve

the extension.

20
 4. Evidence of Justification:

The contractor needs to provide clear and documented evidence justifying the need

for an extension. This could include detailed explanations, reports, and any relevant

supporting documentation to substantiate the delay claim.

5. Critical Path Analysis:

The SO may consider whether the delayed activities are on the critical path of the

project. If the delay does not impact critical activities and does not cause a cascading

effect on other project milestones, the SO may be more inclined to accept the

extension.

6. Mitigation Efforts:

The SO may evaluate whether the contractor has taken reasonable steps to mitigate

the delay and has implemented measures to minimize its impact on the project

timeline.

7. Good Faith Cooperation:

The SO may consider the contractor's overall cooperation, communication, and good

faith efforts to resolve issues and meet project deadlines. A history of collaboration and

open communication can positively influence the decision.

8. Contract Administration Procedures:

If the contractor follows the proper procedures outlined in the contract for requesting

an extension, including adherence to timelines and notification requirements, the SO

is more likely to accept the application.

9. No Prejudice to the Employer:

If granting the extension does not cause undue prejudice to the employer or the project

as a whole, the SO may be more inclined to approve the request.

It's important for the contractor to clearly communicate the reasons for the extension, provide

necessary documentation, and engage in a collaborative process with the SO. The decision

21
to accept or reject an extension request is typically based on a careful evaluation of the specific

circumstances outlined in the contract.

Option 2: Rejecting the application of EOT and terminate the contractor.

Rejecting the application for an Extension of Time (EOT) and terminating the contractor is a

serious decision that is typically based on specific circumstances and breaches of contract.

Here are some reasons why an application for EOT might be rejected, leading to termination:

1. Failure to Provide Justification:

If the contractor fails to provide sufficient and justifiable reasons for the delay in the

project, the application for an EOT may be rejected. Lack of clear documentation,

evidence, or reasonable explanations could lead to scepticism about the validity of the

request.

2. Breach of Contractual Obligations:

If the contractor has breached significant contractual obligations, such as consistently

failing to meet project milestones, quality standards, or safety requirements, the client

or project owner may reject the EOT application and terminate the contract.

3. Exceeding Contractual Limits:

If the contract specifies a maximum allowable extension of time, and the requested

extension exceeds these limits without proper justification, the application may be

rejected. The client might consider it a failure to adhere to the agreed-upon terms.

4. Non-Compliance with Contractual Procedures:

If the contractor fails to follow the proper procedures outlined in the contract for

requesting an extension, including notifying the relevant parties within the specified

timeframe, the application may be rejected.

5. Lack of Mitigation Efforts:

22
 Suppose the contractor has not taken reasonable steps to mitigate the impact of delays

or has not implemented measures to minimize the consequences. In that case, the

application for an EOT may be rejected.

6. Repeated Delays:

If the project has experienced multiple delays, and the contractor has not demonstrated

a consistent effort to address and rectify these delays, the client may decide to reject

the EOT application and terminate the contract due to concerns about project

completion.

7. Financial Instability:

If the contractor is facing financial difficulties, unable to secure necessary funds, or has

failed to pay subcontractors and suppliers, the client may reject the EOT application

and terminate the contract due to concerns about the contractor's ability to complete

the project.

8. Safety Violations:

Persistent and serious safety violations that put workers, the public, or the project at

risk may lead to the rejection of an EOT application and termination, as safety is a

paramount concern in construction projects.

23
Best option: Rejecting the application of EOT and terminate the contractor.

Figure 10: Justification of rejecting the application of EOT No. 5

Delay in the preparation of TNB Compact Substation

• The remaining construction works for the TNB compact substation have been taken

into account in Extension of Time (EOT) application No. 4.

Delay in the preparation of water supply pipes

The application cannot be considered due to:

• Delay in planning work by the contractor.

• The pipe work is not on the critical path that could cause delays in other works.

• Other infrastructure works such as earthworks, road and drainage works, and arrow

wall works are still incomplete.

• For the submission of QT 6a, the contractor needs to complete the building and sub-

base of premix as required by Selangor Water Management Sdn. Bhd.

24
Delay in the installation of aluminium composite panels

The application cannot be considered due to:

• Referring to the chronological percentage of facade works, the contractor should have

no obstacles in carrying out panel installation work as scheduled, even though there

may be an increase in quantity.

• The contractor has requested a change in material type from Savenbond to

Alocodrand. The construction drawing of the Alocodrand aluminum panel submitted by

the contractor to the architect indicates that the panel size is different from the contract.

However, the difference is not significant and does not contribute to the delay.

• Approval has been granted by the architect through reference letter

KSSB/2261/18/SSA/37 dated October 7, 2022, and the contractor has confirmed that

there is no additional cost and time through reference letter CT/KSSB/MS/220909/GI

dated September 9, 2022.

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 Figure 11: Notice for termination of the contractor

JKR Selangor has issued the Notice for termination purposes due to repeated delays and got

warning letters for EOT No. 1 and 2.

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5.0 CONCLUSION

Pre-construction and post-construction play pivotal roles in the construction industry,

significantly influencing the overall success of construction projects. In the pre-construction

phase, cost-related issues take center stage, with a strong emphasis on achieving value for

money. Strategic planning during this stage is crucial to ensure that the construction project

remains within the client's budget, meeting their specific building requirements. This is

particularly relevant to the first highlighted issue, involving changes in brand and

specifications.

During pre-construction in area 1, careful consideration is given to planning the construction

project effectively. This is exemplified in the instance where the cost estimation for the project

was directly impacted by the choice of brands and specifications. Initially, the design team

presented a detailed report, but the client expressed dissatisfaction and rejected the initial

design. Subsequently, discussions with Sime Darby Property led to a collaborative decision to

revise the specifications and opt for materials with lower costs, ensuring they still aligned with

the design requirements. This approach proves to be more efficient, striking a balance that not

only meets the client's needs but also prevents unexpected cost overruns, thus maintaining

overall cost-effectiveness.

For area 2, rejecting the application of EOT and terminate the contractor is crucial whenever

the contractor repeated delays of works and fails to provide reasonable justifications to the

SO. This is to prevent any circumstances that will lead to postponement of construction

completion date. The mistakes made by the contractor can no longer be considered due to

the fact that they have made the same mistakes over and over until they received a warning

letter from JKR Selangor. Therefore, retendering process will be implemented after the

termination procedure was carried out.

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6.0 LESSON LEARNT

Lesson Learned

The experience underscores the critical importance of meticulous pre-construction planning

in ensuring the success of construction projects. During the initial phase, where cost-related

issues are paramount, the lesson learned is that a strategic focus on achieving value for

money is crucial. The identified issue involving changes in brand and specifications

emphasizes the need for careful consideration during the planning stage. This signifies that

comprehensive planning not only addresses immediate cost concerns but also aligns with the

client's specific building requirements.

In the first highlighted area of pre-construction, the lesson learned revolves around adaptability

and collaboration. The rejection of the initial design by the client prompted a reassessment of

specifications and material choices. The subsequent collaborative decision to revise

specifications and opt for more cost-effective materials demonstrates the importance of

flexibility and teamwork. This adaptive approach proves to be more efficient, striking a balance

that not only satisfies the client's needs but also safeguards against unforeseen cost overruns,

maintaining overall cost-effectiveness.

In the second highlighted area, the rejection of the application for an extension of time (EOT)

and the subsequent termination of the contractor highlight the significance of proactive project

management. The lesson learned here is the need for decisive action when faced with

repeated delays and inadequate justifications. It emphasizes that delays, if not promptly

addressed, can lead to potential postponement of the construction completion date, impacting

the overall project timeline.

Self-Assessment

In assessing our practices and protocols, it becomes evident that continuous improvement is

integral to project success. The rejection of the initial design and subsequent adjustments

indicate a need for ongoing self-assessment. It is crucial to evaluate the efficiency of our

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planning processes, ensuring they are adaptable to changing circumstances and client

feedback.

The self-assessment also highlights the importance of robust project management. The need

for rejecting EOT applications and terminating contracts underscores the necessity for clear

communication, accountability, and adherence to timelines. Proactive measures to identify

warning signs, such as the receipt of a warning letter from JKR Selangor, should prompt

immediate corrective actions.

In moving forward, the self-assessment encourages a commitment to fostering a collaborative

environment and maintaining open lines of communication. This ensures that challenges are

addressed promptly, leading to more efficient decision-making and a proactive approach to

project management. The lessons learned and self-assessment collectively contribute to a

framework for continuous improvement, ensuring that future construction projects are better

equipped to navigate challenges and achieve overall success.

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7.0 APPENDICES

Figure 12: Water reticulation works drawing layout

Figure 13: water reticulation layout

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Figure 14: Muzeum Setem Site

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