Introduction

1.1

The Research Background

The construction industry growth in Malaysia as refer to the 11TH. Malaysian Plan
statistic projection 2016 towards 2020, reveal a projection of RM100 billion largely
contribute by the embarkment of Pengerang development proposals. The market
yields in construction reached an approximate RM7.21 billion in 2008, RM6.67
billion in 2009. It will potentially hit the RM9 billions mark by 2016 [1].
The figure shows that the activities of constructions in the country is a continuous
processes and has significant impact internally and externally and also moving
forward towards its maturity as it pave its way along the line.
However, the progressive development is not without flaws, probing in for
improvement has results in many researchs and studies to improvise further by
solving construction problems technically, administrically and commercially.
It is no exaggeration that one of the probe is looking at inadequate skills among
project manager cause the performance in handling skills construction become
unforeseen [6]. Based on the survey, rate of influences from project managers
towards project performance in construction is as much 34-47% [10]. It is clearly
described that the project management has a positive relationship between
construction performance [11].
Based on statements made by Institution Of Project Management, new project
management roles will be developed into 15.7 millions in between 2010 and 2020
worldwide [2]. Given the projection, the roles are on demand, the profession must be
well-prepared in filling the gap of due-diligence and handling-care required towards
the success of handled-projects.
This research shall look at the niche of project managers domain in expediating
their tools in planning, organizing, motivating, communicating and controlling their
deliverables in due-diligence and good handling-care.
For each project is unique, the research shall seek consensus for those best
practices and strategies that are seen as paramount for succession planning,
organizing, motivating, communicating and controlling the deliverables in
construction from government controlled organizations.
Planning#Poor execution@CREATIVE, Changes#Poor adaptability@EFFICIENT
and Poor consistency@EFFECTIVE

Time Management to the procrastination driving the creativity, efficiency and

effectiveness
Survey lack of skills applied on tools recommend Quality Management System
For Project Management MS ISO 10006:1998 by top management to include
Project Manager Standard Tools Logbook
Interview procrastination of people nature recommend time management
training

Problem Statement
Clough et al (2000) raised a question of what does the title Project Manager
means to the construction industry?. This is quite difficult to answer. The profession
of project management will have to define the future role of the project manager in
consultation with the other allied professions serving the construction industry,
based on the consolidation of the experiences of the profession over the past
decades.
In 1994, a joint British government-industry review of procurement and contractual
arrangements was set up under the chairmanship of Sir Micheal Latham, the review
generated a report entitled: Constructing the team (Latham, 1994).
The future role of the project manager could change in the light of the Latham report
, the report recommends that the terms of appointment and duties of the project
manager should be clearly defined and a list of duties of the project manager be
devised. The Latham report suggested that improvement in the role of the project
manager should be geared towards benefitting the client rather than industry.
According to the Journal Of the Association for Project Management (1994), the

association in their feedback to the Latham review made the following suggestions
about the future role of the project manager in the property development process as
follows:
At the start of any project, the promoter should define how the project is intended to
be managed. The choice should depend on the objectives, complexity, urgency and
importance of each project. The project manager should represent the entire
promoters interest whether or not the project requires the appointment of a full time
project manager. The project manager must lead and direct all parties, anticipating
and resolving problems in the interest of the project
How would the nature of projects and therefore the managing of projects within the
construction industry change in the future?. Turner et al (1994) stated clearly that
the future of project management lies with projects with unclear objectives and
goals. Even the functionality of the product required to meet the users requirements
will be uncertain. The only thing that will be reasonably well defined will be the
expected benefit from the project. The future of project management is in
opportunities which are flexible. Or perhaps even chaotic, and the role of the project
manager will be to maximize the range of potential solutions based on a network of
decision-making rather than rigid hierarchies.
According to Walker (1989), the use of the title project manager in the construction
industry has deflected away from the project management process. A general
reaction seems to be that if a project manager is in charge, then all the project
management problems will instantly be solved it may well be that the designation of
a suitable individual with the title of project manager will assist in this, but it is not
always a universal solution.
Walker also emphasized that there need to be concerned with identifying the
intricate process of managing the construction projects with its organization;
implementing tool and techniques that make the process of managing the
construction projects effective. In this context, it is important to distinguish between
the title project manager and the management process. The title project manager
should have a significant meaning to the construction industry.
The project managers role : since projects are managed and executed for clients,
the role of the project manager is to serve the clients objectives. The project
manager will therefore seek to resolve conflicts in the interest of the clients. This
implies that the project manager should be a member of the clients organization,
but no necessarily as the clients direct employee. In Malaysia, a Project Manager

who is accredited and registered as a Certified Construction Project Manager

(CCPM) by the Construction Industry Project Manager (CCPM) by the Construction
Industry Development Board of Malaysia (CIDB) in compliance with the CIDB Act
(2011) Act A1407 and who is also a certified member of the Association of
Construction Project Managers, Malaysia (Pr., MACPM) can practise as a project
management services to his/her clients in the Malaysian construction industry.
The primary reasons for employing the project manager are to relieve the clients of
the need to become involved with the task of managing the project and the hassle of
coordinating the project team. It follows that the appointment of project manager is
directly related to the needs of a particular client and a particular project. This
suggests that there can be no definitive specification for the role of the project
manager not only will the particular project itself dictate the level of sophistication of
the services to be provided by the project management, but the degree to which the
client wants to retain an involvement will dictate the authority available to the project
manager and the role of the project manager in relation to the project. Within this
need to retain sufficient flexibility in the role definition of a project manager, it is
possible to generalize and describe the characteristic of the project management
process to extent such a generic description to embrace management as a concept
in the process of managing construction projects.
According to Rougvie (1987) the five critical stages of the project management
process in which the project manager is involved are:

Planning stage
Organizing stage
Motivating stage
Communicating stage
Controlling stage

Although these are useful headings for some of the essential features of the
management process, in the context of project management, they can stage
overlaps with other stages and is supported by other stages and, in some cases, a
strong cause and effect relation ship exists.
The project managers planning stage: the planning stage must also embrace the
concept of forecasting to establish a clients needs in the context of what is available
and desirable in future, given the constraints which may be predicted within the
planning horizons of the project. The planning horizons to be employed must also be
a function of the projects need, and may be subject to change, or at least

redefinition as a result of the planning process itself. Within this stage the project
manager must be concerned with establishing the project objectives and redefining
these so that they may be expressed as operating objectives, which can guide the
other consultants. These objectives may be framed in terms of cost, time method
and quality so that they are communicable to others and also able to be monitored
by the project manager.
The project managers organizing stage: this stage is concerned with the
establishing of whatever form of organizational framework that is necessary to
implement the objectives derived at the planning stage. The most important issue
here is the identification of the resources for the project and the identification and
appointment of the leading consultant. As part of the appointment process the
boundaries of responsibility allocated to participants will need to be defined, together
with the lines and methods of communication necessary for monitoring and
reporting.
Motivating stage: at this stage, it is crucial to the success of the project that each
consultant, whether an individual or organization, is confirmed to achieving the
performance level set out at the planning and organizing stages. There must be a
will to succeed, to overcome difficulties and to co-operate with the other consultants;
for this to be accomplished there should be a good relationship between the project
objectives and the individual consultants objectives. In theory, if the planning and
organizing stages have been thoroughly explored, there should be little problem in
achieving the high level of performance required in pursuing the clients objectives.
However, in practice, changes in operation briefs, tasks and activities in the project
environment will mean that constant attention by the project manager to motivational
issues will be required throughout the duration of the project.
Communicating stage: this is probably the one aspect of managing projects, which
pervades all the others and without a well conceived and effective basis for
communication, it is unlikely that the project can succeed. One of the primary tasks
of the planning and organizing stages will be the creation of the communication
system, covering methods, timing and level of communication to be employed at
each stage of the projects life cycle.
Communications between human beings have a considerable for miscommunication
and misunderstanding, and the level of morale within the project system between
the inter-dependent parties will be closely related to the effectiveness of the
communication system and the manner in which it is interpreted and implemented.

Controlling stage: control is concerned with the overall direction of the project, the
identification of deviations from planned targets for time, cost and quality and the
action necessary to correct or minimize the effect of such deviations. Control is
ineffective unless the processes in the planning and organizing stages are effective.
It is clear that without proper planning and organizing, there can be no targets
against which the performance deviations can be effectively monitored by the
project manager. Without motivation, there will be little incentive for the consultants
to consent to a regime in which control may take place and without an effective
communication, there will be no reliable means of ascertaining whether deviations
are taking place or whether corrective action is successful. Whatever name is given
to the role of project leader, be it project manager, project controller, project
coordinator etc, the idea is that one person should be the team leader and has
overall responsibility for coordinating the activities of various consultants,
contractors and subcontractors for the full duration of the project. A project manager
should not attempt to perform any of the functions normally taken by the design
team. These should always be separated to avoid having to make any
compromising decisions that might otherwise occur.
We have to be careful when we refer to the title project manager, to qualify whether
he or she is a project manager serving the interests of the property developer with
the responsibility for managing the property development process or if he or she is
the contractors project manager, who will primarily manage the construction
process.
The project manager in the service of the property developer is gaining acceptance
in the property development industry. The role of the project manager working in the
developer office in regard to project management as part of the property
development process is a different from the role of the project manager working in
the contractor office and may require different qualities, which are not necessarily in
the other allied professionals serving the construction industry. Management is
essentially a human endeavour and this fact overshadows all other considerations.
No one professional group, therefore, has a monopoly of the skills required,
although the project manager is well suited to this role and perhaps better suited
than many others. However , various individuals have chosen to specialize in the
management of construction projects, having emerged from backgrounds in
architecture, engineering, building and quantity surveying.

The project managers attributes : according to Cough et al (2000), to be an

effective and efficient project manager in the construction industry, firstly, a project
manager must have a considerable background of practical construction experience
so that he is thoroughly familiar with the workings of the industry. Without such a
basic grounding in construction fundamentals, the project manager will be
completely unprepared to carry out his duties and responsibilities.
Secondly, a project manager must have in his team, persons with expertise in the
application of management techniques to the planning and scheduling of
construction operations.
Thirdly, the project manager must have the capacity to step back from the complex
detail of daily construction operations and look into the planning for upcoming tasks,
activities, checking material deliveries, determining manpower and personnel
training, identifying possible changes to the construction work and future problem
areas.
Fourthly, the project manager must have the personality and insights that will enable
him to work harmoniously with other people, often under very strained and trying
circumstances.
The project manager cannot accomplish everything through his/her efforts alone.
He/she must work with and through people in the performance of his/her duties. This
requires appreciation and understanding of the human factor, without this, other
attributes, however commendable, will be of limited effectiveness.
The project managers personality: there are those who will attempt to argue that
good project managers are born and not made, and that the inherent qualities of a
project manager must already be present in an individual.
They will equally argue that no amount of tertiary education and training or even
experience can produce good project managers. However, improvement in
performance can always be achieved by encouragement in the right direction and,
hence, further tertiary education is necessary if the role of a project manager is to be
carried to the full. Self-motivation and the ability to motivate others are very
important, as are the relationships with those whom the project manager has to
work.
Personal goals and moral values, coupled with their own attitudes to work and that
of others also need to be considered. The responses to various aspects of the
project will vary depending upon the project managers own professional judgement.

The project managers technical knowledge: the second factor is the technical
ability of the person who aspires to be a project manager. There is something
unique about the construction industry and project management within, it is a rather
specialized form of management.
Ideally, the construction project manager should be a member of the built
environment professions. An understanding of the process of construction and a
working knowledge of the structure of the construction industry will be
advantageous, if not essential. The appointed of project managers with no working
knowledge of the construction industry from the non-traditional construction
disciplines has drawbacks. The appointment of such project managers to manage
construction projects should be approached with caution.
The project managers managerial knowledge: a third requirement of project
management is a knowledge of the subject of management, at least, basic
knowledge of the principles and practice of management and of the techniques that
can be applied. Several management theories exist and the project manager must
adapt those which are most relevant to particular situations. It is difficult to be
dogmatic about this question because there are no real specific rules. However, they
are certain personal qualities that are both desirable and hepful in project managers
who have to fulfil the particular processes of project management. There is a
pertinent need, for example, for professional integrity and for clarity of expression
when speaking and writing. The following are some of the qualities, traits and
attributes to look for in a project manager.
The project managers leadership: whenever a group of people work together in a
team, the situation demands that one of the group become leader. In the
construction industry, the project manager is the designated leader of the project
team, whose duty is to ensure that whole work is carried out as efficiently as
possible. The project manager is responsible for coordinating the various human
resources and must seek to complement the attributes of the various members of
the team and keep conflict to a minimum. The ability to lead and motivate others
while commanding their respect is an essential characteristic of a project manager. A
project manager is never ruthless, as this creates conditions of stress, strain and
insecurity. The project managers professional integrity, character and ability will set
the tone from the beginning and from this; the performance of the other members of
the project team will be enhanced. The project manager must know how to praise

his project team members and when to reprove and must also have courage to
admit a mistake, to make changes or to proceed against opposition.
The project managers clear thinking: the ability to think clearly is also an
important quality of a project manager. A confused mind creates confusion around it
and confused instructions to other members of the project team are signs that the
project manager is incapable of making decisions. The inability in the first place to
think clearly originates from an inadequate understanding of the objectives and
priorities associated with problems of project management.
The project managers decision: decision need to be made at all levels in the
organization of a construction project. Those made at the top will be more
concerned more with policy, client objectives and the framework of the project as a
whole. At the lower levels, they tend to relate to the solving of particular problems.
The aptitude for making decisions is a quality that distinguishes the project manager
from the technologist.
The general level of complexity of construction projects and the number of
consultants involved makes decision-making for the project manager particularly
difficult. Making a rapid decision requires a certain amount of courage. Sticking to a
decision in the face of criticism, opposition or apparent failures requires a large
amount of conviction. It is vitally important for the project manager to make the right
decision and this can only consistently occur through experience. The ability to
sense a situation and exercise correct judgement will always improve with practice.
The project managers delegation: the total amount of knowledge required in the
management of a construction project is beyond the scope of a single individual.
The construction project manager must be able to delegate certain tasks and duties
to others involved in the project and be able to rely upon and receive advice from
them. The inability to delegate results is over work for the project manager,
frustration of other project team members and a generally badly managed project.
Every project team member must feel that they are able to make a contribution to
the project.
The project managers duties and responsibilities: the project managers terms
of engagement, extent of authority and the basis of fee reimbursement must be
established prior to appointment. The experienced project manager will realize the
importance of unambiguous conditions of appointment. The duties of a project
manager in the construction industry will vary from project to project. Any contractual
arrangement, however good, must be adapted to suit the needs of the client and the

project and not vice versa. The project manager will need to employ a wide variety
of skills and options for a whole range of different solutions. The following may
therefore be described as some, but not all, of the project managers duties and
responsibilities.
The project managers on clients objectives: the starting point of a project
managers commission is to establish the clients objectives in detail through
discussion. The success of any project can be measured by the degree to which it
achieves these objectives. The clients need for a building or engineering structure
may have arisen for several reasons; to meet the needs of a property industry, as
part of an investment function or for social or political reasons.
In an attempt to provide satisfaction to the client, three factors will need to be
considered.
i)

Performance
The performance of the building will be of paramount importance to
the client. The priority covers the use of space, the correct choice of
materials, adequate design and the aesthetics of the structure.
Attention will also need to be paid to future maintenance
requirements once the building is in use.

ii)

Cost
All clients will have to know and consider the cost implications of the
desired buildings performance. The ultimate price that they are
prepared to pay for the project will be tempered to some extent the
differences between their needs and their wants. The importance of
costs is often underestimated. Clients today are also more likely to
evaluate the overall costs, not solely in terms of initial capital outlay
and expenditure, but rather on a basis of life cycle cost management.

iii)

Time
Once clients decide to build, they are generally in a hurry for the
completed product. Although they spend a large amount of time
deliberating over a scheme, once the decision to build has reached
they often required the project to be completed as soon as possible.
In any event, in order to achieve some measure of satisfaction, and
to prevent escalating costs; commissioning of the building must be
done by the due date.

The project managers strategy for balancing the above three factors will depend
upon an interpretation of the clients objectives. It would appear, however, that there
is some room for further improvement in all three areas.
The improvement of the designs completeness, particularly, should reduce the
contract time and hence the contractors costs. The correct and effective application
of project management should be able to realize benefits in these areas. The clients
objectives should be used as a goal for the broader issues involved in the design
and construction of the project. The discernment of these objectives will assist the
project manager to decide which alternative construction strategies to adopt. It is
very important that an adequate amount of time is allowed for a proper and objective
evaluation of the clients needs, wants and desires. Failure to identify these property
at the outset will make it difficult to the project to reach a successful conclusion upon
completion.
The project managers clients brief: this involves the evaluation of the user
requirements in terms of the space, design, function, performance, time and cost.
The whole scheme is likely to be limited in one way or another by cost and this, in
turn, will be affected by the availability of finance or profit achieved upon some form
of sale at completion.
It is necessary, therefore, for the project manager to be able to offer sound
professional advice on a large range of questions or to be able to secure such
information from one of the professional consultants likely to be involved with the
scheme. This will include the coordination of all necessary legal advice required by
the client.
It is most important that the clients objectives are properly interpreted at this stage.
Ideas, however, vague, will begin inevitably to emerge and these will often then
determine the course of the project in terms of both design and cost. It is the project
managers responsibility to ensure that the clients brief is clearly transmitted to the
various members of the design team and also that they understand the clients aims
and aspirations.
The project managers contractor involvement: the client will probably require
some initial advice on the methods that are available for involving the contractor in
the project. The necessity for such advice will depend upon the familiarity of the
client with the capital projects. The correct evaluation of the clients objective will
enable the project manager to recommend a particular method of contractor
selection on behalf of the client. It may be desirable for the client to have a specialist

contractor involved during the design stage or to use some hybrid system of
contractor involvement. The specialist contractor will be able to provide expert
advice during the design stage. This decision need to be made by the client quickly,
as it can influence the entire design process and the necessity of appointing the
various specialist consultants for the project.
The project managers design team selection: the project manager is responsible
for the selection of the design team. If the client has been involved in capital works
projects previously, they may already have designated consultants with whom the
project manager will need to work,
The project manager is likely to be responsible for agreeing fees and terms of
appointment for all consultants on behalf of the client. In normal cases, the
consultants are engaged by the clients based on the recommendation of the project
manager, and the contractual link is between the clients and the consultants. In
certain instances, the project manager may appoint the various consultants directly
as sub-consultants. Under such circumstances, the contractual link is between the
client and the project manager. Where the contractor is to be appointed during the
design stage, then the project manager will need to consider to the means of
selection. Whatever the circumstances, the project manager must control rather
than be controlled by, either the contractor or any of the consultants. The
relationship between and contributions from each consultant must be clear at the
outset to avoid any misunderstanding that may occur later.
The project managers feasibility and viability studies: during the early stages of
the design process, it will be necessary for the project manager to examine both the
feasibility and viability of the project. Sound professional advice is very important at
this stage, as this will determine whether or not the project should proceed. A
feasible solution is one that is capable of technical execution and may only be found
after some site investigation and discussion with the designers.
A feasible solution may, however, prove not to be viable in terms of cost or other
financial expenditure, it will not probably proceed. The investigation work should be
sufficiently thorough while taking note of the fees involved, particularly if the project
should later be abandoned.
The project managers planning/programming: once the project has been given
the go-ahead. It will become necessary to prepare a program for the overall project,
incorporating both design and construction. The program should represent a realistic
coordinated plan up to commissioning of the scheme. The project manager must

carefully monitor, control and revise it where necessary. Several useful and
specialized techniques exist for programming purposes, and, where these can be
computer assisted, rapid updating can be achieved. The selection of the appropriate
technique will allow the project to be properly controlled in terms of time, cost and
quality.
The project managers design process management: project information is often
uncoordinated and this leads to a breakdown in communication between the design
team and other consultants, frequent misunderstandings and unhappy client. For
example, the delayed involvement of the building service engineers often results in
changes to the design of the structure both to accommodate the engineering work
and to incorporate good ideas. An important task for the project manager is to
ensure that the various consultants cooperate with each other while maintaining
their own goals. There is no room in the design team for those who wish to do it
alone; teamwork is underrated, but it is vital for the success of the project. The
project manager will therefore need to exercise both tact and firmness in ensuring
that the clients objectives remain paramount. Although the project manager is not
directly involved in the process of designing, he must, nevertheless, have some
understanding of the design in order to appreciate the problems and complexities of
the procedures involved. Responsibilities for the integration and control of the work
from various consultants rests with the project manager, who must approve the work
that they have undertaken, take the full, and ultimate, responsibility for their work
and be directly answerable to the client for all facets of the project. This will include
ensuring quality control of all aspects of the design and construction process and
carry out regular technical audits on the developed solutions. Clients often feel feel
that they are not properly informed about the work of the consultants the
responsibility for ensuring that are lies with the project manager.
The project manager must be kept informed of the cost implications as the design
develops. The design team must be advised of what can or cannot be spent. The
control of costs should be more effective than when relying upon the efforts of the
architect and quantity surveyor alone.
The project manager must, of course, have a very clear understanding of the clients
intentions and advises the client in those circumstances where the original project
requirements cannot be met in terms of design, cost, time and quality standards.
The project manager will always have an eye on the future state of the project and
must keep at least one step ahead of the design team. During the stage, unless the

contractor has been appointed earlier, the project will need to consider a possible list
of companies or firms who are capable of carrying out the work.
The project managers construction, supervision and control: the project
manager should try to make sure that the design of the works is as near complete
as possible, prior to tendering. This is likely to result in fewer problems on site, a
shorter contract period with a consequent reduction in costs and commissioning at
the earliest possible date. During the contract period, the project manager will need
to have a regular meetings with the consultants, the contractor and his
subcontractors. Progress of the works must be monitored and controlled and
potential delays identified. The effect on the budget for any variations will also need
to be monitored. The project manager must be satisfied that the project is finished to
the clients original quality standards, although one of the consultants may be
responsible for the quality control, the project manager needs to be careful about
accepting sub-standard or unfinished work. Some design problems may need to be
discussed with client, but decisions should be sought to bring the project to a
successful conclusion.
From the above discussion on the role, duties, responsibilities of the project
manager and the project management process, we can deduce and conclude that
the project manager organizes, plans, schedules and controls the overall project
management process and is responsible for getting the project completed for the
client within the time, cost and quality control limitations.
They act as the focal point for all the facets of the project and bring together the
efforts of all organizations having input into the process. The project manager coordinates the matters relevant to the project and expedites project tasks and
activities by dealing directly with the project team members, individuals and
organizations involved. Where events progress rapidly and decisions must be
consistent and informed, the project manager must have a broad authority over all
elements of the project. The nature of construction is such that the project manager
must often take action promptly on their own initiative and it is necessary that they
empowered to do so. Project management is a function of executive managerial
leadership and provides the cohesive force that binds together the diverse elements
into a team effort to complete the project. The fact is that construction project
management lies in partnership effort between the construction project manager and
the consultants who work very closely together. Nevertheless, a centralized authority
is necessary for the proper management of construction projects and the project

managers role is that of a centralized authority. To be effective, the project manager

must have the overall responsibility for the project. A project manager requires a
wide range of managerial skills which need to be applied to the particular process of
project management. The job of the project manager in the construction industry
involves management skills which integrate the interrelated stages of the
construction project. These skills require many years of specialist tertiary education
and training and the future engagement of project managers will demand on those
who are more effectively skilled. The project management skills required include:
i)

Special skills: Problem solving analytical skills and a working

background showing a wide range of managerial experience,

ii)
iii)

professional ethics and commitment.

Effective analytical and communication skills.
Leadership skills: The ability to lead and deal with the various
consultants in the project team, identify and solve problems

iv)

effectively.
The understanding of the skills of personnel management, the abiltity
to select through the appropriate interview and selection process of

v)

the key members of the project team.

The ability to use publicity for the benefit of the developer and the

vi)

development project.
Negotiation skills: The ability to bring a working together to develop
ideas and focus on problems as they arise, to extend the options
available, the capacity to bring the disparate views of the group into a
working solution and the ability to solve problems.

The development of project management functions and the role of the project
manager are closely allied to improvement in the management of information
technology. There is a need for software systems to handle the projects, control
budgets, plan resources and manage corporate cash flows. Fortunately, information
technology systems and software are now available which can integrate the
planning of projects so that corporate planning is possible. Irrespective of the
workplace, they play an important role in the project management process that
should be respected by clients and allied professionals in the construction industry.
Chaotic as it can go, many researchs and studies came after have indicates that
construction projects are frequently completed with large cost overruns, extended
schedules and poor quality. These may extended further snowballing into issues of
disputes, arbitration, litigation and total abandonment (Salleh,2010).
According to (Idris, 2011), the following is a partial list of the reasons for the issues:

Lack of and/or poor coordination among designers

Failure to network which leads to a poor definition of needs and wants
Design based on habitual thinking or mistaken belief
Insufficient time for project formulation and/or design
Failure to utilise the latest technology
Negative attitude
Poor communication in developing project scope
Lack of consensus among project stakeholders with regards to project scope
Outdated or inappropriate design standards
Incorrect assumptions based on poor information
Fixation with previous design concept
Accidents that cause loss of life

An empirical study by Mowara (2010), addressing the lack of due-dilligence and

handling-care in implementing available tools for project managers is largely
contributing towards the issues.
Jonas (2007) further emphasis on the 7 critical success factor and 7 delay factors
for a construction project management to be under control to avoid the issues:
NO
1.0
2.0
3.0
4.0
5.0
6.0
7.0

7 Critical Success Factors

Project Manager Capabilities
Clarity Of Project Scope
Planning Effort
Use Of Control System
Project Managers Goal Commitment
Project Team Motivation And Goal Orientation
Safety Precaution And Applied Procedures

NO
1.0
2.0
3.0
4.0
5.0
6.0
7.0

7 Delay Factors
Lack Of Communication
Slow Decision Making
Change Orders
Inadequate Planning By The Contractor
Poor Finance And Payment Of Completed Works
Poor Sub-Contractor Performance Work
Inadequate Contractor Experience

Meark (2010) further stated popularity of tools currently used by Project Managers
varied in geographic region, localities and purposes.
Tan (2004) noted that Project Management is crucial for the smooth implementation
and success of any project. By engaging an experienced and qualified project
manager that is appropriate for the job, mistakes and pitfalls can be avoided if not
eliminated.

The project managers tools and techniques shall reflect the need of each stage of
the project life-cycle in hand with the understanding on how to implement and drives
the project towards its success.
There is a need to investigate and appraise the practice in Malaysia that reveal the
nature, reasons and effectiveness of project managers tools and techniques in
handling the issues towards the construction project success.
Research Aims And Objectives
The aim of the research is to appraise project managers tools and techniques
towards the success of construction project.
The research questions are:

What are the tools currently used by the Project Managers in Malaysia?
What are the barriers face by the Project Managers in using the tools?
What are the best practice to improve the success factor?

The objectives of the research are:

To investigate the implementation of Project Managers tools in the current

practice.
To determine its significance towards project success.
To establish the best practice Project Managers tools frameworks.

Literature Review
Project Management Tools and Techniques
Planning in a project environment can be defined as the function of establishing a
predetermined course of action, including policies and procedures, to reach some
specific company objectives (Trevor L. Young, 1993). According to Trevor L. Young,
993, project planning is the process of gathering sufficient information to develop
alternatives and methods to complete a task. In project management, planning is
carried out to:
The purpose of planning is to minimize resource expenditures while satisfactorily
completing a given task. Planning aims at producing an efficient use of equipment,
materials, and labor. An effective project management needs continual monitoring of
task accomplishment-progress. A comparison of actual progress to scheduled

progress helps the manager to identify problems early. It permits development of

revised plans to maintain the proper course toward the objective. (Kraig Knutson,
Ph.D. etc al, 2009)
Trevor L. Young said that the main components of all planning are:

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