Académique Documents
Professionnel Documents
Culture Documents
2006/2007
AZHAR BIN ABDULLAH
November 2006
I hereby declare that I have read this thesis and in my opinion this
thesis is sufficient in terms of scope and quality for the award of the
degree of Master of Science (Construction Management)
Signature
.......................
Name of Supervisor I :
Date
ii
DECLARATION
Signature
Name of writer
Date
8 Disember 2006
iii
To my wife
Naziah bt. Yusoff
Thank you for your everlasting trust
To my sons and daughter
Ahmad Wildan, Ahmad Addeen, Ahmad Khaldun, Ahmad Uwais, Ainna Falihin
Abah will keep on trying to be the best father in the world.
To my self
Syukur Alham dulillah
iv
ACKNOWLEDGEMENT
This project was never an individual effort, because in completing it, the author
was assist with many good and supportive people. The author was in contact with many
academicians from the University of Technology Malaysia and Mara University of
Technology , practitioners, consultants and people who are involve directly or indirectly
in the construction industry.
First and foremost, the author would like to extend his greatest thank you to the
project supervisor, Associate Professor Dr Mohamad Ibrahim Mohammad for his
enthusiastic effort and concern in guiding the author through this project. Without his
continuous advise and support, this thesis would never been the same as presented here.
The author would also like to extend his deepest gratitude to his family especially
his wife and children for their continuous understanding, patient, encouragement and
supports to the author through out the completion of this thesis.
ABSTRACT
A lot have been said about delayed school projects. Among the main factors that
contribute to the problem are lacking of experience among the contractor, adopting non
suitable and non detailed scheduling method for project monitoring. Ministry of Works
and The Ministry of Education are two main bodies that offer school tender. They used
two different methods of tendering procedure which come out with two different methods
of project scheduling and monitoring.
Bear in mind that every scheduling technique has its own limitation. Proper
preparation of scheduling however will help in avoiding delay of completion. This
project explore the potential of Work Breakdown Structure (WBS) as a tool to enhance
the current scheduling method. Focus is given only on school projects. Among the
objectives of this project are to identified the normal steps in preparing WBS in the
project scheduling and to develop a common Work Breakdown Structure specifically for
school projects.
vi
ABSTRAK
vii
CONTENTS
CHAPTER
CHAPTER 1
TITLE
PAGE
DECLARATION
ii
DEDICATION
iii
ACKNOWLEDGEMENT
iv
ABSTRACT
v - vi
CONTENTS
vii
LIST OF TABLES
xii
LIST OF FIGURES
xiv
LIST OF APPENDICES
xiii
INTRODUCTION
1.1
Background
1.2
Problem Statement
1.3
Objectives
1.4
1.5
viii
CHAPTER 2
LITERATURE REVIEW
2.1
Introduction
2.2
2.3
2.3.1
2.3.2
10
2.3.3
11
2.4
2.5
2.6
Construction
13
2.5.1
14
15
15
2.6.2
16
2.6.3
17
17
2.7.1
Gantt Chart
18
2.7.2
21
2.7.3
22
2.7.4
2.7.5
2.8
Project Scheduling
2.7
12
(PERT)
23
Line of Balance
24
Summary
25
ix
CHAPTER 3
26
3.1
Introduction
26
3.2
27
3.3
28
3.4
30
3.5
32
3.5.1
CHAPTER 4
36
3.5.2
36
3.5.3
WBS in Plans
37
3.5.4
Status Reporting
37
3.5.5
Cost Management
38
3.5.6
Cost Estimating
38
3.5.7
39
3.6
41
3.7
41
3.8
Summary
43
45
4.1
Introduction
45
4.2
46
4.3
47
4.3.1
Research Materials
47
4.3.2
x
Survey
4.4
4.4.2
CHAPTER 5
49
50
50
4.5
4.6
4.7
48
51
52
54
55
5.1
Introduction
55
5.2
5.3
5.4
70
CHAPTER 6
70
70
72
6.1
Introduction
72
6.2
Preparation of WBS
73
6.3
74
6.4
78
6.5
81
xi
6.6
6.7
CHAPTER 7
82
84
6.7.1
Project Brief
6.7.2
84
(School Building)
85
95
7.1
Introduction
95
7.2
96
7.3
7.4
7.5
96
97
98
7.6
99
7.7
Conclusion
99
7.8
Recommendation
101
REFERENCES
102
APPENDIX I
104
APPENDIX II
105
xii
LIST OF TABLES
TABLE NO.
TITLE
PAGE
3.1
29
3.2
31
5.1
5.2
5.3
56
5.5
58
5.4
56
63
6.1
document
66
85
xiii
LIST OF APPENDICES
APPENDIX
TITLE
PAGE
104
II
105
xiv
LIST OF FIGURES
FIGURE NO.
TITLE
1.1
Brief Methodology
2.1
PAGE
2.3
11
12
2.4
20
2.5
21
2.6
22
3.1
30
3.2
An example of WBS
35
CHAPTER 1
INTRODUCTION
1.1
Background
2
to poor scheduling can also create havoc for owners who are eager to start using
the constructed facilities.
1.2
Problem Statement
One only needs to pay more attention to realize that a large portion of the
development was not completed as planned, especially in the less publicaware segment like government schools construction programs. In general,
among the prime factor that contributes prominently to project cost overrun and
delayed in project completion, is failure to continuously monitor the project
timely and diligently. Issues of abandoned uncompleted school construction
3
project or worse, completed but unfit for occupation should be given more
attention.
In Malaysia, the two relevant bodies that are responsible for handling out
schools construction works are The Ministry of Works or commonly known as
JKR and The Ministry of Education (MOE). While JKR utilizes the Open
Tendering method, MOE uses the Design and Build (Turnkey) system.
Although in this context the method of awarding the schools construction
projects can not be argued as a predetermined outcome of the particular project,
it is nevertheless undeniable that each of this mentioned method of awarding
projects has their benefits and their weakness.
4
1.3
Objectives
i.
ii.
iii.
1.4
i.
ii.
iii.
5
methods are used by contractors on guiding them in terms of
project scheduling reports, managing resources and controlling
budget.
iv.
1.5
Brief Methodology
The flow chart of research methodology for this study is shown in Figure 1.1
Literature Search
Comparison on contract documents, work programs and WBS elements
on selected school projects. Interview and discussion with Panels of
Experts in the industry and contractors.
Analysis and
Validation of a common WBS
Study on elements in current WBS
Each element will be break down into further levels of detail until they
reach the level of work packages, which are portions of the project.
CHAPTER 2
LITERATURE REVIEW
2.1
Introduction
The project schedule is one of the most important components of a
school project development plan. This plan is often the first formal document
generated within the school project, and includes not only the scheduling of
development activities but also the scheduling of project resources. The project
development plan describes in detail how the project manager plans to develop
the project, what resources will be required, and how these resources will be
applied (Martin 1996).
A schedule is a list of activities and their anticipated time of
implementation. There are many ways of representing a schedule: lists of
activities, diagrams, graphs, etc. The most common methods of schedule
representation are precedence network diagrams, Gantt charts, and lists of
milestones. The schedule, as part of the overall project development plan, must
be periodically updated. In order to enable the project manager to maintain an
updated schedule, current update-to-date information must flow regularly from
the development team. This is achieved through periodic reports, reviews, and
other monitoring activities (Martin 1996).
2.2
Besides new school construction projects planned for year 2007, the
Ministry has further ascertained another 220 schools for upgrading development.
With the advent of these projects and the fact that, historical records on school
construction projects show poor completions, the Ministry has no other choice
but to adopt a tougher stance on irresponsible contractors.
Under this year school construction project master plan, the Ministry will
construct 9 new primary schools in various part of Malaysia at a cost of around
RM82million. The Ministry also set their sight on building additional 10 full
boarding schools costing an estimated RM400million. The major part of the
master plan goes to constructing 35 secondary schools on a budget of
RM353million. As for the 220 school upgrading programs, it is estimated to
cost RM195million. All in all, government spending on school constructions and
school upgrading programs will be in excess of RM980million. With so much
money and responsibility at stake, the government has always been in the look
out for a better monitoring and administration tool.
2.3
b)
c)
2.3.1
technique for years. Under this traditional contract the Ministry usually engages
the services of a professional architect or qualified engineer to execute the
planning and design work, which includes the preparation of the tender
documents. Upon completion of the tender documents, contractors are normally
invited to tender for the project. Successful contractor will be awarded the
contract. Upon awarding of the project, the successful contractor will carry out
the construction works. During the construction stage, the role of architect or
engineer whose previous task was to prepare the tender documents switch their
role to function as the client representative to oversee the construction works
done by the contractor and at the same time, to ensure that the works are
completed to the specified contract terms and conditions.
10
Client
Project
Consultant
Contractual Relationship
Architect/
Engineer
Supervision/Contract
Administration
Nominated
Subcontractor
Main (Prime)
Contractor
Domestic
Sub-contractors
Nominated
Suppliers
Direct
labour
Figure 2.1 Contractual Relationship between every party involved under the
traditional design, tender and construct contract
2.3.2
11
will need to arrange for financing of the project under a turnkey package, but for
this case, financing will be from the ministry itself.
Figure 2.2 shows a diagrammatic illustration of the contractual
relationship of all party involved under the Design & Build type of contract.
CLIENT
Contractual Relationship
Contractual Relationship
Design Team
Architect/Enginee
Suppliers
Construction Team
(Main Contractor)
Sub-contractors
Direct Labour
Figure 2.2 : Contractual Relationship of all party involved under the Design
and Build Type of Contract
2.3.3
12
Management Consultant (PMC) Contract. In this scenario, the construction
management company is responsible for reviewing the design outputs and
coordinating and supervising the works of the direct contractors appointed by
the client. The construction management company is also responsible for the
project meeting the dateline, costs and quality parameters.
Figure 2.3 shows a diagrammatic illustration of the contractual relationship of
all party involved under the Project Management Consultancy.
CLIENT
Contractual
R l ti hi
Working Relationship
Contractual Relationship
Construction
Management
Company
Working Relationship
Architect
/Engineer
Direct contractors
Suppliers
Direct contractors
2.4
then furnished the contractors, list of document known as the Main Contract
Document. It will explained the overall aspect of the project in terms of time
frame given, cost, responsibilities, laws and project specifications.
13
Main Contract Document shall consist of :
2.5
Planning has a purpose, that is, to prepare for an enabling process that
can lead to a desired result (Young, 1993). Project planning and scheduling is
part of the project management processes. Project Management processes can
be organized into five groups of one or more processes each (PMI, 2000):
(i)
14
(ii)
2.5.1
Project Scheduling
Scheduling school project work is an essential element of project
15
There will typically be give-and-take as a project proceeds among budget,
features, and schedule. It is essential for the project manager to keep all
participants informed as to current schedule status.
2.6
develop from time to time, Some scheduling method are very simple to use but
have limitation in their application. On the other hand there are technique which
requires some training before the contractors can be familiarized with the system.
Some of the factors that governed the choice of the technique are familiarity on
the technique to be used, type and size of the school projects and purpose of
scheduling.
2.6.1
contractor to submit the project schedule using Microsoft Project (MSP) for
school project cost les than Rm10million. Project scheduling using Primavera is
requested for school project worth more than Rm10million. At present, most
computer softwares are using the Precedence Diagram Method and Critical Path
Method. The most popular softwares are the Microsoft Project for project
valued less then RM10 million and the Primavera Project Planner for more than
Rm10million. Among the other software available in the market for project
scheduling and planning are Suretrak, Artimis, Milestone and Proplan.
Generally, every scheduling program software package run on microcomputer. Most of the software today like Microsoft Project, Time Line and
Primavera are currently available on Windows version and user friendly. One
of the most important contribution of the computer base scheduling technique is
16
in term of the report that can be generated. Another important advantage of
using computer base scheduling technique is the capabilities to instantly
reschedule and updating project progress. Obviously these cannot be practically
accomplished manually.
However it must be realized that it is very important for the planners and
contractors to understand basic scheduling principle such as computation of
project duration, critical path method resource leveling and many others prior to
the use of computer base scheduling software for their school projects.
2.6.2
Using MSP for scheduling is very common in small projects since the
WBS items is not many. Microsoft Project is the worlds most popular project
management software developed and sold by Microsoft. The application is
designed to assist project managers in developing plans, assigning resources to
tasks, tracking progress, managing budgets and analysing workloads. Microsoft
Project creates critical path schedules, although a critical chain third-party addons is available from ProChain and Spherical Angle. Schedules can be resource
leveled. The chain is visualised in a Gantt chart.
Resource definitions (people, equipment and materials) can be shared
between projects using a shared resource pool. Each resource can have its own
calendar which defines what days and shifts a resource is available. Resource
rates are used to calculate resource assignment costs which are rolled up and
summarized the resource level. Each resource can be assigned to multiple tasks
in multiple plans and each task can be assigned multiple resources. Microsoft
Project schedules task work based on the resource availability as defined in the
resource calendars. All resources can be defined in an enterprise resource pool.
Microsoft Project creates budgets based on assignment work and resource rates.
17
As resources are assigned to tasks and assignment work estimated, Microsoft
Project calculates the cost equals the work times the rate. This rolls up to the
task level, then to any summary tasks and finally to the project level. It is an
user-friendly software and designed to interface with other Microsoft
programmes such as Excell and Words
2.6.3
18
2.7
ii.
iii.
Networking Technique
(a)
(b)
(c)
2.7.1
Line of Balance
Gantt Chart
A Gantt chart is a matrix which lists on the vertical axis all the tasks to
19
on a separate line, and the name of each person assigned to the task is on a
separate line. In many cases when this type of project plan is used, a blank row
is left between tasks. When the project is under way, this row is used to indicate
progress, indicated by a second bar which starts in the period column when the
task is actually started and continues until the task is actually completed.
Comparison between estimated start and end and actual start and end
should indicate project status on a task-by-task basics. Variants of this method
include a lower chart which shows personnel allocations on a person-by-person
basis. For this section the vertical axis contains the number of people assigned to
the project, and the columns indicating task duration are left blank, as is the
column indicating person assigned. The graphics consists of the same bar
notation as in the upper chart indicates that the person is working on a task. The
value of this lower chart is evident when it shows slack time for the project
personnel, that is, times when they are not actually working on any project.
20
ID
Task Name
Duration
OVERALL WORK
129 days
0 days
0 days
0%
0 days
0 days?
0 days
0%
30 days
0 days
0 days
0%
2 days
0 days?
0 days
0%
14 days
0 days
11 days
0%
Start
Prelim. Works
Site Clearing
Hoarding
Baseline
Duration
TF
% Complete
excavate Footing
3 days
0 days?
11 days
0%
Inst. Column
3 days
0 days?
11 days
0%
10
Boards
11
Painting
12
Temporary works
6 days
0 days?
11 days
0%
2 days
0 days?
11 days
0%
28 days
0 days
0 days
0%
6 days
0 days?
0 days
0%
16
Temporary Road
15
Site Offices
3 days
0 days?
0 days
0%
14
Kongsi House
7 days
0 days?
0 days
0%
13
Canteen
5 days
0 days?
0 days
0%
17
2 days
0 days?
0 days
0%
18
2 days
19
12 days
Mobilisation
2 days
2 days
6
20
Portable Offices
Piling
21
Piling Mobilisation
22
Test Pile
23
0 days?
Jun '05
Jul '05
Aug '05
Sep '0
29 5 12 19 26 3 10 17 24 31 7 14 21 28 4
8/1
8/2
8/1
8/5
8/3
8/9
8/6
8/16
8/10
8/18
8/17
8/9
8/3
8/12
8/10
8/23
8/16
8/30
8/25
9/1
8/31
9/2
9/3
0 days
0%
0 days
8 days
0%
0 days
123 days
0%
0 days?
123 days
0%
73 days
0 days
0 days
0%
3 days
0 days?
8 days
0%
22 days
0 days?
0 days
0%
1 day
0 days
0 days
0%
9/5
9/
9
9
8/16
8/3
8/5
8/6
8/23
8/25
24
1 day
0 days
0 days
0%
9/6
25
1 day
0 days
0 days
0%
9/6
Figure 2.4
2.7.2
22
2.7.3
early 1960s into current form by H.B. Zachry in cooperation with IBM, this
popular and flexible technique avoids using the dummy activities to maintain
logic relationships needed in Arrow Diagram Method. Unlike the Arrow
Diagram Method, in Precedence Diagram, activity is place on the node instead
of on arrow. The arrow or linked is then used to connect between project task in
orderly manner to show their logical relationship. It represents activities as
boxes that are assigned properties of the activities they represent. Includes the
four types of lag relationships: finish-to-start, finish-to-finish, start-to-start and
start-to-finish.
23
2.7.4
In order to combined the three estimates time the expected mean duration for the
activity or task, a formula was derived, base on principles of statistics. The
estimate of average expected time to perform an activity is given by the
following expression:
te = a + 4m + b
6
te = expected time
a = optimistic time estimate
m = most likely time
b = pessimistic time
24
S cp =
S 1
+ S2 + S3
minimizing project
duration. Saad Al-Jibori et al, (2001) state that, both method assume no limit on
the availability of the resources to be employed to complete all project activities
on schedules.
2.7.5
Line of Balance
Line of balance chart is used to plan for construction of a number of
repetitive activities. The technique analyze the use of resources such labor and
plant to assure that each resource can progress from one item to the next in an
orderly way, completing its own work on all items without being delayed in
waiting the preceding work to be completed. Thus the technique is base upon the
concept of keeping all of resources in balance, each following the other
productivity. The main objective of using line of balance is to make optimum
use of all resources. The purpose of line of balance analysis is to balance the rate
of progress of the activities, and to schedule the activities to eliminate
interference. This is done by adjusting the rate of production of each activity so
that this approximates to a common rate of production for all activities and by
25
delaying the start of those activities that proceed faster than the activity
immediately preceding it, to maintain at least the minimum buffer specified at
all times.
2.8
Summary
CHAPTER 3
3.1
Introduction
27
complete their work more efficiently, diligently, minimizing delays and
avoiding lost in their project.
3.2
28
displays and defines the product to be developed and relates the tests to be
accomplished to each other and to the end product.
Project Management Institute (PMI, 2000) defines WBS as a deliverableoriented grouping of project elements that organizes and defines the total work
scope of the project. Each descending level represents an increasingly detailed
definition of the project work.
3.3
29
work leading up to the project deliverable and down to each more detailed
breakout of the work to be done.
Table 3.1 shows the function of each level inclusive their coding. Tasks
at the first four levels of the WBS provide the summary information necessary
for the customer-driven project to perform project planning, scheduling,
monitoring and management activities. Level 5 and 6 normally used performing
the work.
LEVEL
ITEM
NUMBER
1
2
3
4
5
6
Project
Process
Task
Subtask
Work Package
Level of Effort
1
1.X
1.X.X
1.X.X.X
1.X.X.X.X
1.X.X.X.X.X
30
3.4
Project
Task 1
Task 2
Sub-task
1.1
Sub-task
1.2
Sub-task
1.1.1
Sub-task
1.1.2
Figure 3.1
Sub-task
1.1.3
31
The purpose of a WBS is to divide the program/project into manageable
pieces of work to facilitate planning & control of cost, schedule & technical
content. A WBS is written early in program/projects development. It identifies
the total work to be performed & divides the work into manageable elements,
with increasing levels of detail.
Level 1
Level 2
Level 3
Task 1
Sub-task 1.1
Work Package 1.1.1
Work Package 1.1.2
Work Package 1.1.3
Sub-task 1.2
Work Package 1.2.1
Work Package 1.2.2
Work Package 1.2.3
Task 2
Sub-task 2.1
Work Package 2.1.1
32
Work Package 2.1.2
Work Package 2.1.3
3.5
WBS has many uses during a projects life. It go through many iterations
as the work becomes more defined, it may changed continually from the time
specifications are agreed on with the client until the project complete. Listed
below are among the seven of the distinct purposes of WBS (Barkley and
Saylor, 2001):
(i)
(ii)
33
(iii)
(iv)
(v)
(vi)
34
(vii)
The WBS facilitates risks analysis. Each element in the WBS can
be assessed in term of the inherent risk involved in completion of
that element. It is important in critical path as well as in the
process of protecting against unforeseen failures.
(i)
WBS forces the project manager, the team members and client to
delineate the steps required for a project completion. It encourage
dialogue and discussion that could help to eliminate red-tape,
clarify ambiguities, bring out assumptions, narrow down the
project scope of work and early detection of critical
issues/complications.
(ii)
(iii)
(iv)
35
Of course, developing a WBS is not easy. It could take several weeks to
prepare for a large WBS for a few thousand activities. It requires knowledge
transfer and brain power thus experience from the similar past projects could
help a lot in the developing it. An example of WBS for a project is shown in
Figure 3.2.
36
assigned. Because specifications may not be written for each WBS elements,
the specification tree may not map the WBS completely. Administrative tasks
associated with system engineering & development of the specification tree is
normally treated as a support services WBS element.
3.5.1
3.5.2
WBS will be used to help plan, revise and update status schedules.
Schedule management typically involves the management team performing the
following steps in an incremental, iterative, parallel, time boxed, and ongoing
manner:
37
3.5.3
WBS in Plans
The scope and complexity of the work and the needs of management for
schedule visibility dictate the number and type of schedules. Schedule levels and
management levels need not coincide with WBS levels. There is no requirement
for separate schedules for each WBS levels.
3.5.4
Status Reporting
38
to file the following reports to monitor schedule progress and to manage the
project such as;
a)
b)
c)
3.5.5
Cost Management
3.5.6
Cost Estimating
Using the WBS to help with cost estimating facilitates project and
contract management. The WBS provides a systematic approach to cost
estimating that helps ensure that relevant costs are not omitted. An estimate
based on WBS elements helps owners and builders to plan, coordinate and
control the various project activities that clients and builders are undertaking.
The WBS also provides a common framework for tracking the evolution of
estimates (e.g., conceptual estimates, preliminary design estimates and detailed
design estimates). The WBS can also provide a framework for life cycle cost
analysis.
39
As periodic project cost estimates are developed, each succeeding estimate is
made in an attempt to forecast more accurately the projects total cost. Basically,
the estimates may be organized in two ways, i.e., by WBS element or by code of
accounts. Both support owners on-going efforts in preparing budgets and
evaluating contractors performance.
3.5.7
a)
40
An accounting process or system that can accommodate the WBS
has some advantages. The accounting system can be programmed to
accept or reject charges to relatively small increments of work with the
planned time schedule for the work and this helps to minimize
unauthorized charges. Also, the accounting and financial organizations
can better ensure that they have achieved what they paid for since a
product is accepted as complete only when a third party (e.g., work
inspector, quality controller, project manager) agrees that it meets the
specified objectives. As a result, periodic accounting and financial
variance analyses become more meaningful. Also, project performance
measurement, with its dependence on cost and schedule variance
analysis is then possible.
b)
41
periodically. The WBS provides the framework for summarizing
detailed costs. Since contractors tend to provide similar products on
similar projects, the cost history that is accumulated can assist them in
bidding future contracts and in budgeting new work.
3.6
Proper use of the WBS for technical, schedule and cost management
accomplishes the performance measurement objectives of defining work and
related resources, ensuring that all work is included and ensuring there is no
duplication of effort. In addition, the WBS is used to accumulate performance
data and associated variances. This permits the contractors to evaluate progress
in terms of contract performance. There is no need for separate contract
performance assessments to be made at levels above the cost account because
the WBS facilitates the summarization of data for successively higher levels of
management. Significant variances will usually appear at summary WBS levels.
Using the WBS, variances can then be traced to their sources.
3.7
(i)
WBS does not reach to the detail level. It is kept to too high level
where responsibility of a team for specific activities cannot be
captured. Estimating, tracking the schedule and cost performance
has become guestimation (Kliem and Ludin, 1998). This is
42
because the lower levels are missing thus making the WBS too
general to be reliable.
(ii)
(iii)
(iv)
(v)
43
3.8
Summary
The planning of work based on WBS elements serves as the basis for
estimating and scheduling resource requirements. Subsequently, the assignment
of performance budgets to scheduled segments of contract work produces a
44
time-phased plan against which actual performance can be compared. When
performance deviates from the plan, appropriate corrective actions can be
undertaken. Identification of potential cost and schedule impacts of proposed
technical changes is simplified when this integrated approach to work planning
is used.
CHAPTER 4
4.1
Introduction
The methods used in carrying out this study are explained in this chapter.
Based from Chapter 2 and Chapter 3, it is shown that WBS is very important in
school project planning. Although normal scheduling technique helps
contractors through the process of completing the project, its undeniable that
without preparing a proper WBS in the scheduling, some major items could be
missing or overlooked thus the preparation taken in implementing the items was
unintentionally and unfortunately ignored. More ever if the contractor engaged
in the school building projects have very little experience in managing school
projects. By the time the contractor realized the missing item was excluded in
the work program, damaged have been done
46
4.2
The primary topic of research was mooted out of the consideration for
the difficulties and problems faced by government school construction projects.
However, the research objectives and scope of the dissertation was determined
after some preliminary studies which include facts-finding discussions with
relevant government officers, expert panels and on-site observation. Also, in the
process, some information of the contract documents especially those documents
related to project implementation has been investigated and some feasible
methods to carry out the study has also been considered. Later, more targeted
interviews have been conducted to reestablish the importance of the study.
The structured interviews has been carried out to the respondents from
senior officers in the Ministry Of Works in Johore, Ministry of Works for the
District of Petaling, officers from the Ministry of Education, professional
engineers from Jurutera Arena Consulting Engineers, experienced quantity
surveyors from Cawangan Ukur Bahan, Ministry Of Works and officers from
Wawasan Utama PMC, an appointed and established Project Management
Consultant company by the Ministry of Education. The highlight come from The
Director for The Cawangan Ukur Bahan, Ministry of Works, who commented
positively on the WBS topic and its importance for the supervision of school
construction.
Interviews were also conducted with a few contractors that have in depth
experiences in building schools. After the preliminary review, some specific
scopes of the study were determined based on the various consideration
elements such as achievability of the study, the time constraints and availability
of the research materials. The specific scopes of study have been discussed
previously in the first chapter.
47
4.3
4.3.1
Research Materials
48
respondents to answer the structured questionnaires later. The first set of
interviews was focused to the project initiator, officers from the two ministry.
These face to face discussions reveal trends and policies of relevant authorities.
4.3.2
49
Subjective answers obtained from these interviews are interpreted as best
as possible based on researchers understanding and further reassure by
confirming the answers with interviewee during the face to face discussion.
4.4
These interviews with Panel of Experts are to establish how and what
documents are handed out to tender participants, and understanding the tender
documents to identify what are the required return-tender submission.
Interviews enable actual facts finding. The objectives of these discussions and
face to face sessions are to authenticate and further strengthen the research
findings in accordance to the main objective of this study. The objectives of our
interviews in this study are as follows:
50
4.4.1
Interviews with the panel of experts are conducted in two stages. During
the first stage, interviewees were asked to explain in details all tender
documents. Interviewees were also asked about relevant returned tender
submissions and how these documents are technically evaluated. During stage
two of the interview, interviewees were asked questions in accordance to the
questionnaire prepared to collect their opinions of current practice and on their
suggestive improvement measures.
4.4.2
51
and monitoring, quantity surveyors and contractors who actually involved in
construction of schools. The interviews were carried out to review their opinion
on how the current methods of work scheduling planning is helping the
monitoring and administering of a school construction project.
4.5
Based on each case study, the WBS for the main programme will be
studied. How well the WBS prepared will be commented. Matters to be
identified during the checking of WBS element are:
i)
ii)
iii)
iv)
v)
vi)
vii)
52
After checking the above mentioned factors including many more, the
summary of the projects WBS was tabulated and comparison was done to the
nine similar school building projects. From the table, the weakness of the WBS
were identified and commented. By identifying the weakness and the missing
items, suggestion for the proposed preliminary guidelines was proposed. The
format of the WBS presentation was also being introduced by dividing it into 3
main phases that are:
4.6
Phase 1 :
Pre-construction phase
Phase 2 :
Construction phase
Phase 3 :
Ensure that clear starting and ending events are defined for the task.
Each task must have one clearly identified what type of tread of job
to be done.
53
prepared. From the suggested guidelines, it is hoped that the WBS preparation
by the contractors to be more precise and practical for construction planning.
The guidelines have been broken up into 4 parts mainly the characteristics,
preparation before and during the design of WBS and also the checklist. The
proposed guidelines can be used to help all parties that involved in construction
industry to prepare the WBS for scheduling that could achieve to their target and
expectation during construction period thus the chance of getting maximum
profit margin should be greater.
The guidelines had been revised by three senior personals that involved
in the construction industry mainly the planning works. From their feedback, the
guidelines were revised to be more perfect and comprehensive. Appendix G
shows the results of the interview. Anyway, the guidelines required to be
certified by the relevant parties such as JKR, CIDB, IEM, BEM, PAM and
others for it to be used as standard guidelines on WBS for our construction
industry.
54
4.7
The proposed WBS has not been tested for its effectiveness and weakness.
Of course, it is better to have at least something rather than nothing. By the
example given, it is much easier for a contractor to start designing their own
construction programme by picking-up the relevant items that could suite to
their project. By applying the WBS in a computer programme, the contractor
could fit in the dates for the schedules and adjust it whenever necessary during
monitoring or revising it due to the latest information and requirements.
Furthermore, delay can be avoided.
CHAPTER 5
5.1
Introduction
This chapter deal with the analysis and discussion of data collected from
interviews from the expert panels and contractors involved in the construction of
delayed and non-delayed school projects. The identification of non-delayed and
delayed school projects were obtained from the Ministry of Education and
Ministry of Works. Total of nine school projects were selected which comprises
of five delayed school projects and four non-delayed school projects.
Table 5.1: The summary of CIDB registration grade and type of contract documentation for delayed and nondelayed school projects (Ministry of Education and Ministry of Works, 2005)
Non delayed School construction projects
No Project Title
Main Contractor
CIDB
Registration
Grade G7
Type of Contract
and documentation
Open Tender,
Contract Document
and BQ
Reference
Code
ND1
1.
2.
Grade G7
ND2
3.
Grade G7
ND3
4.
Grade G7
Open Tender,
Contract Document
and BQ
ND4
* ND Non delayed
D - Delayed
56
6.
Grade G7
D1
Asasteraju Construction
Sdn. Bhd.
Grade G7
D2
PALAS Berhad.
Grade G7
D3
Grade G7
D4
Grade G7
D5
57
Table 5.2: Summary of the expert panels and contractors involved in the case study
(Ministry of Education and Ministry of Works, 2005).
Non Delayed
School
Projects
Delayed
School
Projects
School Project
Panel of Expert
Ministry of Works
Ministry of Education
Ministry of Education
Ministry of Works
Ministry of Education
Ministry of Education
Ministry of Education
Ministry of Education
Ministry of Education
58
Table 5.3: Content Analysis - Summary of views from twenty respondence towards the causes of school project
delay.
Question
Resp. 1
Resp. 2
Resp. 3
Resp. 4
Resp. 5
Resp. 6
Resp. 7
Resp. 8
Resp. 9
Resp. 10
1. Do you have
previous
experience in
handling
school
projects?
Yes in
Preparation
of Tender
Document
Yes
In
tendering.
Yes
In tendering
Yes
In
monitoring
school
projects
Yes as a
Superintending
Officer on
behalf of the
government
Yes. On
behalf of the
contractor.
Not directly
but as a
management
team.
Yes for
monitoring
Yes for
monitoring
2. What
constitute to
the school
project delay
or failure?
Lack of
experience.
Claims
done badly.
Poor
working
strategies.
Poor
monitoring,
mobilization
of resources
Lack of
experience.
Contractor
didnt follow
the work
program
properly.
Bad site
management
No proper
scheduling
tools.
New
contractor.
No
experience.
Project not
well
managed.
Understandi
ng of
scheduling
technique
not taken
care of.
Project
Manager or
a Clerk of
Work at
site. Based
on work
program.
Project
Manager
or a Clerk
of Work at
site. Based
on work
program.
Project
Manager or
a Clerk of
Work at
site. Based
on work
program.
Representa
tive from
the MOE
to monitor
project.
Reporting on
weekly basis
to the project
initiator.
Site meeting
held from
time to time.
Progress of
work were
monitored.
Client have
their
representative
doing the
monitoring.
Representati
ve from the
MOE to
monitor
project
PMC will
monitor the
project
based from
the work
program.
PMC will
monitor the
project
based from
the work
program
4. What is your
perception of
work
program? Is
this method
of project
planning
detail
enough?
A good
work
program is
essential
but must be
with good
experience
It helps
contractor
to monitor
their
project.
A work
program
must
include
WBS. It
really helps.
Contractor
must
understand
the needs
to have
good work
program.
Delay happens
when some
task or activity
was not clearly
shown on
work program.
Must include
WBS.
A work
program
must come
with detailed
task. WBS
must be
included.
Understanding
work program
is important at
the early stage
of the project.
It is
important.
Work
program
must be
understood
by all
parties
involved.
Work
program
must be
understood
by all
parties
involved
59
Resp. 1
Resp. 2
Resp. 3
Resp. 4
Resp. 5
Resp. 6
Resp. 7
Resp. 8
Resp. 9
Resp. 10
5. Does any
Project
Management
Consultant has
any guideline or
ISO to monitor
project?
No idea.
No idea.
They should
have the
guidelines at
least.
Yes. But it
differs from
others PMC.
No idea.
Never
engage any
deal with
any PMC
before. No
idea.
No.
They have
guidelines,
since it will
be put in
their
monitoring
site report.
Yes and it
applied as a
standard
monitoring
document.
No ISO.
Yes and it
applied as a
standard
monitoring
document.
No ISO.
6. How is the
project payment
being
facilitated? Paid
on time?
Depend on
the claiming
process and
procedure.
Yes if they
did the job.
Yes.
Genuine
claims will
be attended
fairly.
Depend on
the total
cost of work
done.
Normally
no. Have to
wait for new
allocate
budget.
No.
Contractor
must be
financially
strong.
Good
payment
scheme can
avoid delay.
Payment
made based
on work
progress.
Delay can
be due to
lack of
experience
when
making
claims.
No record
on good
payment.
7. Based on your
experience,
what are the
most common
type of project
scheduling
technique used?
8. In terms of
work packages
on site, do you
think WBS can
help to guide
contractor
better?
Bar chart
with a few
of them
using WBS
Bar chart,
Gantt Chart
and PDM
Gantt Chart.
A few used
PDM and
WBS.
Bar chart
and Gantt
Chart
Bar chart is
widely used.
A few with
WBS and
PDM
Bar Chart
and Gantt
Chart
Gantt Chart
set by the
consultant
Bar chart
and a few
using Gantt
Chart
Bar Chart
from the
Contract
Sum
Analysis
Bar chart
and Gantt
Chart
Yes.
Strongly
agreed and
should be
supported.
Yes.
Contractor
must know
the
advantages
of WBS.
WBS can be
handy for
new
contractors
with little
experience.
Yes.
Exposed it
to
contractors.
WBS can
help to
reduce
delays.
Nothing will
be left
unseen if
WBS exists.
Yes.
Contractors
can develop
WBS with
the aid of
consultant
engineers.
May be.
Extra effort
must be
done by the
contractors.
Yes. They
will know
what and
when to do
the task.
Good but
may be new
to some.
Must be
fully
adopted
Make it as a
contract
document.
Can help
contractors
a lot.
Good
approach to
avoid delay.
Good.
Should have
guidelines.
They must
be a
standard
check list on
it.
Good. Can
assist
contractor.
Good. A
new
approach.
Get every
construction
personnel
involved.
9. Your overall
view on WBS?
60
Resp. 11
Resp.12
Resp. 13
Resp. 14
Resp. 15
Resp. 16
Resp. 17
Resp. 18
Resp. 19
Resp. 20
No but have
some
similarity.
Yes, as a
sub
contractor.
Yes.
Sub
contractor
for
mechanical
and
electrical
works.
Yes. Main
contractor
for school
projects.
Yes, from
the Ministry
of Works.
Yes
Yes
Yes
Yes, portion
of it. As a
Sub
contractor
2. What
constitute to
the school
project delay
or failure?
Poor
communication
among parties
involved.
Poor
management
by the main
contractor.
Experience,
knowledge
to do work.
Main
contractor
lack or
experience.
Poor
connection
with
suppliers.
Poor
coordination,
late
payment.
No
experience.
Poor
financial
management.
Poor
management,
no
experience.
Poor
coordination,
poor
monitoring.
Client
representative
refer to work
program.
Refer to
work
program.
Clerk of
work to
follow
work
program.
Work done
based on
time frame.
Site
engineer
with vast
experience.
Follow
work
program.
Project
Manager to
attend site
meeting with
client.
Day to day
monitoring
by clerk of
work.
Project
monitoring
and site
meeting.
Monitoring
by PMC
Client
representative
and site
meeting held
from time to
time.
4. What is your
perception of
work
program? Is
this method
of project
planning
detail
enough?
Must be
prepare by
contractor,
although not
detail but use
full.
No.
sometimes
work
program
doesnt
show the
actual work.
If properly
prepared,
can help
contractor
to avoid
delay.
Must be
understood
by others.
Should be
detail
enough.
Make it
simple but
detail. Add
on with
WBS is
much better.
Very
important
document, a
guide to
finish the
job. Must be
detail.
Prepared
by
contractor.
Must make
detail.
Work
program
must be
detail. Must
show work
packages or
WBS.
Important
document to
assist
contractor to
complete the
job. Yes,
detail
enough.
Main work
program must
be detail, can
coordinate
sub
contractors
and suppliers.
61
Resp. 11
Resp. 12
Resp. 13
Resp. 14
Resp. 15
Resp. 16
Resp. 17
Resp. 18
Resp. 19
Resp. 20
5. Does any
Project
Management
Consultant has
any guideline or
ISO to monitor
project?
No idea.
No idea.
Yes. They
should have.
No idea.
Yes, they do
have guide
lines. For
the ISO, no
idea.
No idea.
Doesnt
have any
experience
with them.
Yes. Their
monitoring
based on
guidelines.
Yes. They
have
guidelines
Although
the PMC are
lack of
experience,
they have
guidelines
6. How is the
project payment
being
facilitated? Paid
on time?
Late
payment is
common.
If we
prepare
good paper
works, it
wont be a
problem.
Project
depends on
payment.
Late
payment is
common.
Can coup
with late
payment.
Have good
financial
background.
Contractors
needs good
pay master
Payment
will help
contractor to
pay sub
contractors
Need to
control cash
flow.
Always late
payment.
Contractor
relies on
claims to
continue the
work.
Late
payment can
cause delay.
Contribute
to delay of
work
7. Based on your
experience, what
are the most
common type of
project
scheduling
technique used?
Gantt Chart
and Bar
chart.
Bar chart
and Gantt
chart. Few
use the
PDM.
Gantt chart.
Easy to
understand.
Gantt chart
for overall
project. Bar
chart for sub
contractors.
Main
contractors
used Gantt
chart.
Gantt chart,
easy to
update.
Gantt chart
and Bar
chart.
Bar chart
and Gantt
chart
Most
common,
Gantt chart
Bar chart
applicable
for small
projects
Yes,
strongly
agreed.
WBS can
help
contractors
with less
experience.
Yes. WBS
shows detail
work that
should be
done.
WBS can
guide main
contractors.
Sub
contractors
know their
work well.
Yes. Its
advisable to
have
detailed
works
shown.
WBS is
new. Can
try to adapt
it.
Yes. It helps
contractor to
avoid delay.
Yes. Must
be included
in the Gantt
chart.
Yes
Sub
contractors
are well
verse with
their
routine job.
Help full to
avoid delay
Very
detailed.
Can adapt
JIT concept
Guidance
for
contractors.
Give it a try
Will know
what to do
and when.
Very use
full
Can avoid
delay and
wastage.
It will help
main
contractors.
8. In terms of
work packages
on site, do you
think WBS can
help to guide
contractor
better?
9. Your overall
view on WBS?
Note: Refer to Appendix 1 for the detail background of respondent (Resp 1,2,3,4,5,6,7,8,9,10,11,12, 13,14,15,16,17,18,19,20)
62
63
Table 5.4: Comparison of construction activities generated from Contract Document and
Contract Sum analysis
No
DESCRIPTION
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
28
30
31
32
33
34
35
36
37
38
39
40
CIDB Act
Safety and protection
Safety Precaution
Hoarding
First Aid Kit
Environmental Protection
Environmental Protection
Control of Noise & Disturbance
Drainage and Erosion Control
Project Monitoring
Programmed of Work
Construction Quality Plan
Contractors Plant, Equipment, Facilities
Contractors Storage and Office
Contractors Temporary Accommodation
Contractors Plant and Equipment
Sanitation
Foremen and Assistant
Temporary Facilities and
services
Temporary Water, Lighting and Power
Water for the works
Lighting and Power
Access and Temporary Road
Temporary Diversion / Services Relocation
N
D
1
N
D
2
N
D
3
N
D
4
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
D
1
D
2
D
3
D
4
D
5
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
64
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
65
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
66
N
D
2
N
D
3
N
D
4
X
X
X
X
X
X
X
X
X
X
6
7
8
9
10
11
12
13
14
15
16
17
18
Construction Phase
Prelim
Part I Initial cost
Part II - Progressive cost
Part III - Completion Cost
Mobilization
Deliverables
Setting out
Temporary water / power supply
Temporary access
Site clearing
Hoarding
Piling Works
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
External Works
Site Preparation and Earthworks
Site clearance
Excavation and remove surplus
Filling
Water Reticulation and Related works
Sewer Reticulation and related works
Telecommunication works
Permanent power supply
Fencing/gate
Landscape (softscape/hardscape)
Street/compound lighting
Road//hardstanding/parking
Substations, rubbish bin area, workshops
Field/ playground
X
X
X
X
X
X
X
X
X
X
X
X
X
X
No
WBS ELEMENT
1
2
3
4
5
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
D1
D2
D4
D5
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
D3
67
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
50
51
52
53
54
55
56
57
58
59
Ground floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster (internal)
Cement Plaster (external)
Floor finishes
Tiling
Furniture
X
X
X
x
X
X
X
X
X
X
X
X
X
60
61
62
63
64
65
66
67
68
69
70
1st Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster (internal)
Cement Plaster (external)
Floor finishes
Tiling
Gypsum board partition
Furniture
X
X
X
X
X
X
X
X
X
X
X
X
X
X
71
72
73
74
75
76
2nd Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster (internal)
X
X
X
X
X
X
X
X
X
X
X
X
X
X
68
X
X
X
X
X
82
83
84
85
86
87
88
89
90
91
3rd Floor
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster (internal)
Cement Plaster (external)
Floor finishes
Tiling
Gypsum board partition
Furniture
X
X
X
X
X
X
X
X
X
92
93
94
95
96
97
98
99
100
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
101
102
103
Anjung
Piling Works
Construction work
X
X
X
X
104
105
Linking bridge
Piling Works
Construction Works
X
X
X
X
106
107
Guard House
Construction works
108
109
110
TNB Substation
Piling work
Construction work
X
X
111
112
113
114
External works
Refuse bin
Wakaf
Netball
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
69
Takraw
Badminton
Covered Walkway
Fencing, gates and footpath
Courtyard stage and flag post
Roads and car park
Surface water drainage
Water reticulation
Sewerage system
Piling
Sewer pipe and manhole
Provisional Sum and Turfing
Deadline
Handing over
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
70
5.2
5.3
5.4
From Table 5.3, 100% of respondents view states that work program
will contribute to a successful construction projects. However, 20% of them
agreed that by introducing WBS in any scheduling technique could improve the
71
site management in terms of coordination between the contractors and the
laborers and hence avoiding delay in school construction projects.
From the above analysis and discussions it can be concluded that role of
WBS in school construction work program is critical to ensure non-delayed
construction of school projects. Therefore the development of WBS for school
construction projects will be elaborated in chapter 6.
CHAPTER 6
6.1
Introduction
73
6.2
Preparation of WBS
From the nine cases studied earlier, we can conclude that almost all
items in the work program calendar that does not carried any significant
(dummy activities) were normally ignored. Dummy activities although do not
indicate the progress of work, it is nevertheless very important for the project
completion and hand-over. Activities such as submission of samples and factory
visit do not contribute directly to the works progress but without the approval of
materials, it will be hard to imagine how the work on site can be started.
74
Because of the lack of knowledge in the WBS they have submitted for
approval (they employ third party to do it for them), these contractors sometimes
do not realize or recognize the items / tasks that were indicated in the work
programme. To employ a permanent professional planner does not appear to be
a important thing to do. Therefore, it is normal to them that the progress of work
on site being delayed for checking, while supervision were not conducted
closely and diligently. Just another point on mind: One can never hear a project
that is running smoothly and on time in school construction project. If you walk
into a site meeting, everybody seems to always be struggling to catch-up to the
delayed delivery.
6.3
After reviewing the nine case studies, analyzing inputs from experts
panel and extracting resource from professional progress reports and literature
references, this study formulated and recommend the following format of WBS
presentation. The WBS items for school building works are proposed to be done
as below:
75
A)
Stage 1
i.)
ii)
iii)
iv)
B)
ii)
iii)
iv)
v)
vi)
vii)
viii)
ix)
x)
Pre-construction Phase
Soil investigation
Submission for approval
Accommodation
Milestone activities
Stage 2
i)
Construction Phase
Preliminaries
Part I Initial cost
Part II - Progressive cost
Part III - Completion Cost
Mobilization
Deliverables
Setting out
Temporary water / power supply
Temporary access
Site clearing
Hoarding
Piling Works
Building Works Block A
Pile cap
Ground beams
Columns
Ground Floors slab
Ground floor column
1st floor beam
1st floor column
2nd floor beam
2nd floor column
3rd floor beam
3rd floor column
Roof beam
Roof trusses
Roofing
Ceiling finishes
Ground floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster (int)
76
Cement Plaster (ext)
Floor finishes
Tiling
Furniture
1st Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster (int)
Cement Plaster (ext)
Floor finishes
Tiling
Gypsum board partition
Furniture
2nd Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster (int)
Cement Plaster (ext)
Floor finishes
Tiling
Gypsum board partition
Furniture
3rd Floor
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster (int)
Cement Plaster (ext)
Floor finishes
Tiling
Gypsum board partition
Furniture
M&E works
Plumbing and sanitary Appliances
Cold water system
Rain water down Pipe and Gutter
Painting Works
77
Apron and perimeter drain
Deadline
REPETATION FOR BLOCK B AND C
Anjung
Piling Works
Construction work
Linking bridge
Piling Works
Construction Works
Guard House
Construction works
TNB Substation
Piling work
Construction work
External works
Refuse bin
Wakaf
Netball
Takraw
Badminton
Covered Walkway
Fencing, gates and footpath
Courtyard stage and flag post
Roads and carpark
Surface water drainage
Water reticulation
Sewerage system
Piling
Sewer pipe and manhole
Provisional Sum and Turfing
Deadline
C)
Clearing of debris
iii)
iv)
v)
78
vi)
vii)
viii)
ix)
xi)
xii)
Final measurement/account
6.4
Ensure that clear starting and ending events are defined for the task.
Each task must have one clearly identified what type of tread of job
to be done.
79
Harbans (2004) noted in the Buletin Ingenieur that :
As for the form, there are currently no guideline available locally
spelling out the expected contents of the work programme. Much is left to the
contractor to decide based on his experience, bearing in mind the purpose of the
programme in the context of the particular circumstances of the contract works
being undertaken.
Harbans, (2004) again quoted that :In approaching this subject, one should be mindful of the fact that the
actual content of a particular works programme is also influenced by the
method of contract procurement adopted. Hence, it is therefore inevitable that
the content of a Package Deal type of work programme will materially differ
from that under the traditional contracting route.
80
Part A
Part B
81
10. Reporting of progress scheduled can be established.
11. Objectives and company resources can be linked in logical manner.
6.5
Part C
82
5. All schedules to follow the WBS in order to ease the management
and co-ordination work.
6. The lowest WBS level should not be subdivided in order to have a
realistic cost compared to other tasks.
7. WBS should be flexible in order to accept any change scope of effort
during construction.
8. WBS also acts as tangible milestone for the subcontractors since their
delay can affect other trades completion date.
9. The level of WBS prepared can reflect the organization and line of
communication for the subcontractors involved in the project
construction.
10. WBS elements also should be able to segregate the recurring from
nonrecurring costs.
11. Normally, the lowest WBS elements should have 0.5 2.5 percent of
the total project budget.
6.6
83
(Part D) below to ensure the generated WBS is functional and practical.
Amongst the checklists are :-
Part D
1. There can be one and only one (1) WBS for the contract
2. Once created, the WBS will exist for the life of the contract
3. Only formal contract change will effect the change in the WBS
4. Ensure that the WBS elements had been divided to the lowest
manageable level and to include more than one subcontractor if this
reflects the actual situation.
5. Check the proposed WBS and the contemplated efforts for
completeness, compatibility and continuity.
6. Ensure that the WBS satisfied both functional and programme /
project requirements including recurring and nonrecurring costs.
7. Check if the WBS provides to logical subdivision of all project work.
8. Ensure that all proposed WBS could fulfill the reporting
requirements of the organisation.
9. Check of assignment of responsibility for each element specific to
only one organisation.
10. Ensure the proposed WBS compatable to the contractors
organisation, arrangement and management system.
11. Review the WBS elements to ensure correlation with :!
Management requirements
84
12. Ensure WBS covers measurable effort, level of effort, apportion
effort and subcontracts, if applicable.
13. Ensure the total costs of a particular level is the sum of all elements
cost of its next lower level.
6.7
6.7.1
Project Brief
85
For internal works, the scope of works involved are the electrical supply,
air-condition installation, plumbing and sanitary work, electrical and telephone
services, installation of fire fighting system, lighting arrestors and PA/MATV
installation. Covered walkway joining to surau and canteen is also required.
6.7.2
Base on the project brief mentioned above, the sample WBS has been
designed as guidance for the beginners. Details of WBS are as per Table 6.1
1.0
1.1
1.2
1.3
1.4
2.0
2.1
2.1.1
2.1.2
2.1.3
2.2
2.3
2.4
WBS Elements
Pre Construction Phase
Soil investigation
Submission for approval
Accommodation
Milestone activities
Construction Phase
Preliminaries
Part I-Initial cost
Part II-Progressive cost
Part III-Completion Cost
Mobilization
Deliverables
Setting out
86
2.5
2.6
2.7
2.8
2.9
3.0
3.1
3.1.1
3.1.2
3.1.3
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
4.0
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
4.13
4.13.1
4.13.2
4.13.3
4.13.4
87
4.13.4.1
4.13.4.2
4.13.5
4.13.6
4.13.7
4.13.8
4.14
4.14.1
4.14.2
4.14.3
4.14.4
4.14.4.1
4.14.4.2
4.14.4.3
4.14.5
4.14.6
4.14.7
4.14.8
4.15
4.15.1
4.15.2
4.15.3
4.15.4
4.15.4.1
4.15.4.2
4.15.4.3
4.15.5
4.15.6
4.15.7
4.15.8
4.16
4.16.1
4.16.2
4.16.3
4.16.4
4.16.4.1
4.16.4.2
4.16.4.3
Cement Plaster(int)
Cement Plaster(ext)
Floor finishes
Tiling
Gypsum board partition
Furniture
st
1 Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
Balustrade wall at corridor
Floor finishes
Tiling
Gypsum board partition
Furniture
nd
2 floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
Balustrade wall at corridor
Floor finishes
Tiling
Gypsum board partition
Furniture
rd
3 Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
Balustrade wall at corridor
88
4.16.5
4.16.6
4.16.7
4.16.8
4.17
4.18
4.18.1
4.18.2
4.18.3
4.18.4
4.19
4.19.1
4.19.2
4.19.3
4.19.4
4.19.5
4.20
4.21
4.22
4.23
Floor finishes
Tiling
Gypsum board partition
Furniture
M&E works
Plumbing and sanitary appliances
Cold water system
Water Tank
Soil, Waste and Vent Pipe
Testing
Roof
Roof Beam
Roof Slab
Roof Stiffener
Roof Trusses
Roof Covering and Finishes
Rain water down Pipe and Gutter
Painting works
Apron and perimeter drain
Deadline
5.0
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
5.11
5.12
5.13
5.13.1
5.13.2
5.13.3
5.13.4
89
5.13.4.1
5.13.4.2
5.13.5
5.13.6
5.13.7
5.13.8
5.14
5.14.1
5.14.2
5.14.3
5.14.4
5.14.4.1
5.14.4.2
5.14.4.3
5.14.5
5.14.6
5.14.7
5.14.8
5.15
5.15.1
5.15.2
5.15.3
5.15.4
5.15.4.1
5.15.4.2
5.15.4.3
5.15.5
5.15.6
5.15.7
5.15.8
5.16
5.16.1
5.16.2
5.16.3
5.16.4
5.16.4.1
5.16.4.2
Cement Plaster(int)
Cement Plaster(ext)
Floor finishes
Tiling
Gypsum board partition
Furniture
1st Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
Balustrade wall at corridor
Floor finishes
Tiling
Gypsum board partition
Furniture
2nd floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
Balustrade wall at corridor
Floor finishes
Tiling
Gypsum board partition
Furniture
3rd Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
90
5.16.4.3
5.16.5
5.16.6
5.16.7
5.16.8
5.17
5.18
5.18.1
5.18.2
5.18.3
5.18.4
5.19
5.19.1
5.19.2
5.19.3
5.19.4
5.19.5
5.20
5.21
5.22
5.23
6.0
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
6.10
6.11
6.12
6.13
6.13.1
6.13.2
6.13.3
91
6.13.4
6.13.4.1
6.13.4.2
6.13.5
6.13.6
6.13.7
6.13.8
6.14
6.14.1
6.14.2
6.14.3
6.14.4
6.14.4.1
6.14.4.2
6.14.4.3
6.14.5
6.14.6
6.14.7
6.14.8
6.15
6.15.1
6.15.2
6.15.3
6.15.4
6.15.4.1
6.15.4.2
6.15.4.3
6.15.5
6.15.6
6.15.7
6.15.8
6.16
6.16.1
6.16.2
6.16.3
6.16.4
6.16.4.1
6.16.4.2
6.16.4.3
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
Floor finishes
Tiling
Gypsum board partition
Furniture
st
1 Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
Balustrade wall at corridor
Floor finishes
Tiling
Gypsum board partition
Furniture
2nd floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
Balustrade wall at corridor
Floor finishes
Tiling
Gypsum board partition
Furniture
3rd Floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster(int)
Cement Plaster(ext)
Balustrade wall at corridor
92
6.16.5
6.16.6
6.16.7
6.16.8
6.17
6.18
6.18.1
6.18.2
6.18.3
6.18.4
6.19
6.19.1
6.19.2
6.19.3
6.19.4
6.19.5
6.20
6.21
6.22
6.23
6.24
Floor finishes
Tiling
Gypsum board partition
Furniture
M&E works
Plumbing and sanitary appliances
Cold water system
Water Tank
Soil, Waste and Vent Pipe
Testing
Roof
Roof Beam
Roof Slab
Roof Stiffener
Roof Trusses
Roof Covering and Finishes
Rain water down Pipe and Gutter
Painting works
Apron and perimeter drain
Deadline
Delivery
7.0
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7.8
8.0
8.1
8.2
8.3
8.4
8.5
8.6
Linking bridge
Piling works
Column
Staircase
Roof Beams
Roof trusses
Roof Covering
93
9.0
9.1
9.2
9.3
9.4
9.5
9.6
9.7
9.8
Guard House
Piling works
Column
Roof Beams
Roof trusses
Roof Covering
Flooring
Plumbing
Electrical Wiring
10.0
10.1
10.2
10.3
10.4
10.5
10.6
10.8
TNB Substation
Piling work
Column
Roof Beams
Roof trusses
Roof Covering
Flooring
Electrical Wiring
11.0
11.1
11.2
11.3
11.4
11.5
11.6
11.7
11.8
11.9
11.10
11.10.1
11.10.2
11.10.3
11.11
11.12
11.13
11.13.1
11.13.2
11.14
11.15
11.16
External works
Refuse bin
Wakaf
Netball
Takraw
Badminton
Covered walkway
Fencing
Entrance Gate
Courtyard stage and flag post
Roads and car park
Concrete Edge
Car park
Footpath
Surface water drainage
Water reticulation
Sewerage system
Piling
Sewer pipe and manhole
Provisional Sum and Turfing
Deadline
Delivery
94
12.0
12.1
12.2
12.3
12.4
12.5
12.6
12.7
12.8
12.9
12.10
12.11
CHAPTER 7
7.1
Introduction
The success of a school project starts at inception with getting the right
people for the job. Effective management must take into account adequate
planning and communication and selecting the contractors. . Without a proper
WBS, the planning/scheduling could not achieve its purposes and could also
disrupt the site management. So, it is essential to provide enough time and
attention for planning and designing WBS, since mistakes made in the planning
and early stages will carry through the entire life of the project.
96
7.2
With 54 new school construction projects and 220 school for upgrading
development in the pipeline for the new Ninth Malaysia Plan (9MP) , the
industry must admit that they should gear up their capabilities of producing first
class construction works in terms of quality and value for money. Bear in mind
that all in all, government spending on school construction and school upgrading
programs will be in excess of Rm980 million. Now days, the construction
industry, specifically covering schools building and laboratories have been
lacking behind. Although there was a tendency for some contractors to be
protective of their long-standing practice, but as school projects getting more
complex and together with the increase expectations from the government, it is
strongly belief that the acceptance of WBS in project management culture is
inevitable.
7.3
97
A well developed WBS can assist and guide contractors, PMCs and
Construction Managers in terms of providing insight, direction and supervision
through the entire construction process. Good WBS makes construction
managers will have a comprehensive understanding of the full scope of work,
and will be able to oversee and coordinate sub-contractors and special tradecontractors to ensure that the new facility meets the expectations. WBS can
also help the planners to identify their resources. Manpower, materials
resourcing , machines required and costing are among the activities that can be
planned with the help of the WBS.
7.4
Out of the nine school projects that were selected and identified for the
cases to be studied in this dissertation, two were known to have a good WBS
done based from experience and referring from the building drawings. Both
school projects were completed within the stipulated time frame, although, as
mentioned earlier, both were granted EOT by the government due to unforeseen
circumstance. The advantages of having clear WBS is as it can coordinate
activities to minimize impact to the school projects, such as
98
Other then that it was also found that there are negative trend among
contractors who prefer not to prepare the construction schedules as details as
possible. Some of the activities/tasks were failed to assign responsibility to only
one party/gang. Problems may arise when the activities are delayed as the
responsible party can deny their fault. Of course, some of them were not capable
of practicing the right way of doing the WBS for construction schedules due to
lack of knowledge and resources.
7.5
99
The propose format and guidelines are hopefully to ease the planners
when designing the WBS. As for checking, a check list has been proposed to
confirm the designed WBS in term of application and usage. The format,
guidelines and check list have been elaborate in details in Chapter 5 and
Chapter 6.
7.6
7.7
Conclusion
100
contractors thought that WBS is a polished version of a present scheduling
technique. They misunderstood that WBS function is never quite different from
CPM method or a Gantt Chart. A WBS does not show the sequence in which
work is performed. A WBS shows what should be done in order to complete
certain task. Only after further explanation, only they realized the importance of
WBS which act as a guiding tools that can help them manage their project.
Further study on WBS has explained all aspects of WBS including its
importance, usage, current perception and proposed format and guidelines of
preparing it.
This study also shows that the Open Tender Method practiced by The
Ministry of Works in awarding school projects to contractors proved to produce
better and healthier competitive way in awarding the right and credible
contractors to do the jobs. On the other hands, it was sad to learn that, due to
weak supervision and improper tendering process and documentation, the
Design and Built method adopted by The Ministry of Education produced a lot
of failures. In this context, WBS can play a big roll in assisting new contractors
101
7.8
Recommendation.
There a studies done on WBS before and lots of things have be said
about it. Though some quarters will look at it as a surviving tools for the
construction industry players , others might take it negatively as another pain
staking paper work that must be done without knowing the main objective.
The guidelines, format, checklist and project example have not been
certified by relevant agencies such as CIDB and JKR although CIDB, through
their Certified Construction Project Managers, program, stressed the needs of
knowing and developing WBS for all Project Managers in the programs module.
For the proposed guidelines to be standardized and applied to the government
and private projects, their certification is required. For the first step, there should
be a working committee which include all relevant ministry that are responsible
either directly or indirectly, responsible for handling out schools construction
projects. Since the certification is time consuming, further effort to be done in
highlighting this problems to the higher level/authorities for the benefits of our
construction industry.
102
REFERENCES
Baker, B. (1997). Cost/Time Trade-Off Analysis for the Critical Path Method:
A Derivation of the Network Flow Approach, Journal of the
Operational Research Society, Stockton, UK, vol. 48, no. 12, pp241-4.
Ballard and Howell,G (1999). What is Kind Of Production Is
Construction? Proceeding Sixth Annual Conference Of International
Group Of Lean Construction, IGLC-7, Guaruja, Brazil
Chris Hendrickson (1989). Department of Civil Engineering, Carnegie Mellon
University, Pittsburgh.
Clough, Richard H (1991). Construction Project Management 3rd ed.
Fisk, R., Edward (1992). Construction Project Administration 4th ed.,
Prentice Hall.
Feigenbaum, (1998). Construction Scheduling with Primavera Project Planner,
Prentice Hall,
Howell,G. (1999) What is Lean Construction? Proceeding Seventh Annual
Conference Of International Group Of Lean Construction, IGLC-7,
University Of California, Berkeley, CA, USA
Halpin, Daniel W. (1980). Construction Management . John Wiley.
Horsely, William F. (1991). Means Scheduling Manual 3rd. ed. RS Means
J. Hill, L.C. Thomas and Allen D. (2000). Experts estimate of task duration in
software development projects. International Journal of Project
Management
James P.L. (2000), Project Planning Scheduling and Control: A Hands-On
Guide to Bringing Projects In On Time and On Budget, McGraw-Hill
Third Edition.,
103
104
APPENDIX I
R1
R2
R3
R4
R5
R6
R7
R8
R9
R9
R10
R11 R20
Contractors.
105
APPENDIX II
QUESTIONNAIRES FOR THE EXPERTS PANELS
AND CONTRACTORS
106
Gratitude Note:
Thank you for sparing your precious time to participate in this research study. You are
participating in a Master Degree Research entitled: Development of Common Work
Breakdown Structure (WBS) for School Construction Project. You are assured that your
input will be put to great use to develop a better Work Scheduling Management for
school construction project in Malaysia. Thank you again.
1). Title: .
(Mr., Ms., Dr., Ir., Dato, etc)
4). Designation:
.
Professional Qualification of
Participant
Civil Engineering
Mechanical Engineering
Electrical/Electronics
Engineering
Legal Personnel
Economic Major
Quantity Surveyor
Others (please specify)
..
Mark
X
107
Structured Questionnaire:
Date
:
..
Time
Remark
..
..
..
Question 1.
What is the percentage of project failure in the category of School Construction
Project awarded by Ministry of Work / Ministry of Education working with Project
Management Consultancy company.
Result to the above
question:
108
job, stage who and explain:
Other Remark:
Question 2.
What constitute to the school construction project failure?
Result to the above
question:
Other Remark:
109
Question 3.
What is the project financing structure? What was the monitoring and administering
strategy adopted?
Result to the above
question:
Other Remark:
110
Question 4.
What is the type of project monitoring system adopted by Ministry of Work/Ministry of
Education or Project Management Consultancy Company. Work Breakdown Scheduling
or other system? What is the outcome?
Result to the above
question:
Other Remark:
111
Question 5.
What is your perception on Program of Work? Is this method of project planning
detail enough?
Result to the above
question:
Other Remark:
112
Question 6.
Does Project Management Consultancy Company of the Ministry has any guideline or
ISO to monitor project based on any type of program?
Result to the above
question:
Other Remark:
113
Question 7.
How is the project payment being facilitated? If schedule payment, did payment paid on
time? If not, please list problems.
Result to the above
question:
Other Remark:
114
Question 8.
Please list at least one (1) school construction project which in your opinion failure
miserably:
Name of Project:
Location:
.
.
Date of Commencement:
.
Reasons why it fail:
.
.
Additional Remarks:
.
.
Question 9.
Please list at least one (1) school construction project which in your opinion is highly
successful:
Name of Project:
Location:
.
.
Date of Commencement:
.
Reasons why it fail:
.
.
Additional Remarks:
.
.
End of Question
Thanks you for your corporation.