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
Signature : ……………………….......................
Date : . .
ii
DECLARATION
Signature : ………………………………………
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.
ABSTRAK
CONTENTS
DECLARATION ii
DEDICATION iii
ACKNOWLEDGEMENT iv
ABSTRACT v - vi
CONTENTS vii
LIST OF TABLES xii
LIST OF FIGURES xiv
LIST OF APPENDICES xiii
CHAPTER 1 INTRODUCTION 1
1.1 Background 1
1.2 Problem Statement 2
1.3 Objectives 4
1.4 Scope and Limitation of the Study 4
1.5 Brief and Methodology 5
viii
2.1 Introduction 7
2.2 Malaysian School Projects 8
2.3 Method of Awarding Contract 9
2.3.1 Traditional Design, Tender and Construct
Contract 9
2.3.2 Design and Build Contract 10
2.3.3 Construction Management Contract 11
2.4 Main Contract Document 12
2.5 Project Planning and Scheduling for School
Construction 13
2.5.1 Project Scheduling 14
2.6 Types and choice of Scheduling Method 15
2.6.1 Computer Application on Project
Scheduling 15
2.6.2 Microsoft Project (MSP) Software 16
2.6.3 Primavera Project Planner (P3) Software 17
2.7 Basic Scheduling Technique 17
2.7.1 Gantt Chart 18
2.7.2 Arrow Diagram Method 21
2.7.3 Precedence Diagramming Method 22
2.7.4 Project Evaluation Review Technique
(PERT) 23
2.7.5 Line of Balance 24
2.8 Summary 25
ix
3.1 Introduction 26
3.2 Work Breakdown Structure 27
3.3 Level of Works Breakdown Structure 28
3.4 Application of Work Breakdown Structure 30
3.5 Purposes and Benefits of WBS 32
3.5.1 WBS in Work Identification and
Assignment 36
3.5.2 WBS in Schedule Management 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 Budgeting and Cost Control 39
3.6 WBS as a Performance Management 41
3.7 Failure of Works Breakdown Structure 41
3.8 Summary 43
4.1 Introduction 45
4.2 Determination of the Research Objective 46
4.3 Case Study on School Projects 47
4.3.1 Research Materials 47
4.3.2 Development of Questionnaire for the
x
Survey 48
4.4 Interview with Panel of Experts (Client) 49
4.4.1 Methodology of the Panel of Expert
Interview 50
4.4.2 Structured Questionnaire Discussion 50
4.5 Analyzing the WBS (Case Study) 51
4.6 Preliminary Guidelines for Preparing WBS for
Project Scheduling/ Construction Programme 52
4.7 Recommendation of a WBS for a Sample Project 54
5.1 Introduction 55
5.2 Effect of Registration Grade and Type of
Documentation on the Completion of School
Projects 70
5.3 Lack of Experience Affecting School Projects
Delay 70
5.4 Effect of Work Programme on the Completion
Of School Project 70
6.1 Introduction 72
6.2 Preparation of WBS 73
6.3 Proposed Format of WBS Presentation 74
6.4 Guidelines for the Designing of WBS 78
6.5 Criteria in Developing the WBS 81
xi
7.1 Introduction 95
7.2 Managing School Projects in the Future 96
7.3 Concept and Application of WBS in School
Project Scheduling 96
7.4 Application of WBS in Construction Schedules
for Selected School Projects 97
7.5 To Initiate/ Propose Format and Guidelines for
WBS 98
7.6 Example of WBS for a Building School Project 99
7.7 Conclusion 99
7.8 Recommendation 101
REFERENCES 102
APPENDIX I 104
APPENDIX II 105
xii
LIST OF TABLES
LIST OF APPENDICES
LIST OF FIGURES
INTRODUCTION
1.1 Background
to poor scheduling can also create havoc for owners who are eager to start using
the constructed facilities.
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 “public-
aware” 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.
1.3 Objectives
The flow chart of research methodology for this study is shown in Figure 1.1
6
Literature Search
Analysis and
Validation of a common WBS
LITERATURE REVIEW
2.1 Introduction
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.
9
There is no single project organization chart that will represent the entire
organizational structure for all the players in the construction industry,
regardless of type of contract. The current practice allows different agencies in
Malaysia to practice different ways of contract award procedure. The three most
common types of construction contracts are;
The Ministry of Works has been adopting this type of contract awarding
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
Supervision/Contract
Architect/ Administration
Engineer Main (Prime)
Contractor
Figure 2.1 Contractual Relationship between every party involved under the
traditional design, tender and construct contract
will need to arrange for financing of the project under a turnkey package, but for
this case, financing will be from the ministry itself.
CLIENT
Contractual Relationship
Figure 2.2 : Contractual Relationship of all party involved under the Design
and Build Type of Contract
CLIENT
Contractual
R l ti hi Contractual Relationship
Construction
Working Relationship Management
Company
Working Relationship
Architect
/Engineer
Direct contractors Suppliers Direct contractors
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):
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.
Using MSP for scheduling is very common in small projects since the
WBS items is not many. Microsoft Project is the world’s 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 add-
ons is available from ProChain and Spherical Angle. Schedules can be resource
leveled. The chain is visualised in a Gantt chart.
A Gantt chart is a matrix which lists on the vertical axis all the tasks to
be performed. Each row contains a single task identification which usually
consists of a number and name(Fig. 6). The horizontal axis is headed by
columns indicating estimated task duration, skill level needed to perform the
task, and the name of the person assigned to the task, followed by one column
for each period in the project's duration. Each period may be expressed in hours,
days, weeks, months, and other time units. In some cases it may be necessary to
label the period columns as period 1, period 2, and so on.
The graphics portion of the Gantt chart consists of a horizontal bar for
each task connecting the period start and period ending columns. A set of
markers is usually used to indicate estimated and actual start and end. Each bar
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
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
b = pessimistic time
24
s= b - a
6
where s is the standard deviation of the expected time, te.
Once the critical path had been determined for the network, the standard
deviation for the total critical path can be calculated by taking the square root of
the sum of the variances of the activities on the critical path. The standard
deviation is given by:
2 2 2
S cp = √S 1 + S2 + S3
Critical Path Method (CPM) and PERT are concerned with 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.
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
This chapter also touched and explained clearly the typical method
adopted by two main relevant bodies that are responsible for handling out
schools construction works and all the documentation involve in it. The
Ministry of Works utilizes the ‘Open Tendering” method while the Ministry of
Education uses the “Design and Built” system. We cannot say which method is
better as both method, if were being conducted in the proper ways, can produce
excellent output.
3.1 Introduction
displays and defines the product to be developed and relates the tests to be
accomplished to each other and to the end product.
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.
1 Project 1
2 Process 1.X
3 Task 1.X.X
4 Subtask 1.X.X.X
5 Work Package 1.X.X.X.X
6 Level of Effort 1.X.X.X.X.X
30
Project
Task 1 Task 2
Sub-task Sub-task
1.1 1.2
WBS has many uses during a project’s 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):
(ii) The WBS set out organization structure. Each project team or
team member is identified with one or more tasks or sub-task
work element and reporting to the project lead team
(Superintending Officer); the WBS serves as the basis for setting-
up project team. This can be represented by the Organizational
Breakdown Structure (OBS).
33
(vi) The WBS facilitates costing. The cost of each element of the
WBS can be estimated and control. In this way, the WBS
becomes the mean by which costs are “rolled-up” and captured.
Unit costs are derived from this structure in order to document
the project cost history.
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) WBS lays the ground work for developing an effective schedule
and almost accurate budget plan. A well define WBS enables
resources to be allocated to specific tasks, generating a
meaningful schedule and easy budget costing.
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.
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:
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.
to file the following reports to monitor schedule progress and to manage the
project such as;
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
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.
(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.
(iii) WBS does not cover the whole project implementation. It may
cover only for the construction activities but ignored the other
related activities such as administration, procurement, testing,
training and process of submission to authorities. Due to it, the
delivery to customer could take longer time thus overall cost
could be higher and the end product is unsatisfactory.
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
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
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
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:
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.
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:
After checking the above mentioned factors including many more, the
summary of the project’s 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:
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
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.
2. The Construction and Completion of Pembinaan M.A.N sdn. Bhd. Grade G7 Design and Built, ND2
Sekolah Menengah Kebangsaan Contract Sum
Rasau, Kemaman, Terengganu. Analysis
3. The Construction and Completion of Pembinaan TLN Sdn. Bhd. Grade G7 Design and Built ND3
Sekolah Menengah Kebangsaan Contract Sum
Muazam Jaya, Rompin Pahang. Analysis
4. The Construction and Completion of Manap Maju Sdn. Bhd. Grade G7 Open Tender, ND4
Sekolah Menengah Kebangsaan Teluk Contract Document
Gunung, Kuala Lipis. Pahang. and BQ
* ND – Non delayed
D - Delayed
56
Table 5.1: continued..
5. The Construction and GPP Sendirian Bhd. Grade G7 Design and Built, D1
Completion of Sekolah Chedung Contract Sum
Jaya, Maran, Pahang. Analysis
57
Table 5.2: Summary of the expert panels and contractors involved in the case study
(Ministry of Education and Ministry of Works, 2005).
Sekolah Kebangsaan Kampong Lindungan Daerah Ministry of Works Federal Malay Enterprise Sdn. Bhd.
Petaling, Selangor. Jururunding Pakatan Arena Sdn. Bhd.
Non Delayed Sekolah Menengah Kebangsaan Rasau Ministry of Education Pembinaan M.A.N Sdn. Bhd
School Kemaman Terengganu Wawasan Utama PMC
Projects
Sekolah Menengah Kebangsaan Muazam Jaya, Ministry of Education Pembinaan TLN Sdn. Bhd
Rompin, Pahang. Wawasan Utama PMC
Sekolah Rendah Kebangsaan Teluk Gunung Ministry of Works Manap Maju Sd. Bhd.
Kuala Lipis, Pahang Jururunding Pakatan Arena Sdn. Bhd.
Sekolah Menengah Kebangsaan Chedung Jaya Ministry of Education GPP Sendirian Berhad
Maran, Pahang Wawasan Utama PMC
Delayed Sekolah Kebangsaan Tanjung Batu Temerloh, Ministry of Education Asasteraju Contruction Sdn. Bhd
School Pahang Wawasan Utama PMC
Projects Sekolah Menengah Kebangsaan Seri Serating Ministry of Education PALAS Berhad
Terengganu Wawasan Utama PMC
Sekolah Menengah Kebangsaan Nyiur Paka , Ministry of Education Chulan Construction Sdn. Bhd
Terengganu Wawasan Utama PMC
Sekolah Menengah Kebangsaan Seri Bandi Ministry of Education Ensidesa Sdn. Bhd.
Kemaman, Terengganu
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 Yes in Yes Yes Yes Yes as a Yes. But not Yes. On Not directly Yes for Yes for
previous Preparation In In tendering In Superintending specific on behalf of the but as a monitoring monitoring
experience in of Tender tendering. monitoring Officer on school contractor. management
handling Document school behalf of the projects. team.
school projects government Others too.
projects?
2. What Lack of Poor Poor Lack of Contractor Bad site No proper New Project not Understandi
constitute to experience. working monitoring, experience. didn’t follow management scheduling contractor. well ng of
the school Claims strategies. mobilization the work tools. No managed. scheduling
project delay done badly. of resources program experience. technique
or failure? properly. not taken
care of.
3. What was the Project Project Project Representa Reporting on Site meeting Client have Representati PMC will PMC will
monitoring Manager or Manager Manager or tive from weekly basis held from their ve from the monitor the monitor the
and a Clerk of or a Clerk a Clerk of the MOE to the project time to time. representative MOE to project project
administering Work at of Work at Work at to monitor initiator. Progress of doing the monitor based from based from
strategy site. Based site. Based site. Based project. work were monitoring. project the work the work
adopted? on work on work on work monitored. program. program
program. program. program.
4. What is your A good It helps A work Contractor Delay happens A work Understanding It is Work Work
perception of work contractor program must when some program work program important. program program
work program is to monitor must understand task or activity must come is important at must be must be
program? Is essential their include the needs was not clearly with detailed the early stage understood understood
this method but must be project. WBS. It to have shown on task. WBS of the project. by all by all
of project with good really helps. good work work program. must be parties parties
planning experience program. Must include included. involved. involved
detail WBS.
enough?
59
Table 5.3: continued..
Question Resp. 1 Resp. 2 Resp. 3 Resp. 4 Resp. 5 Resp. 6 Resp. 7 Resp. 8 Resp. 9 Resp. 10
5. Does any No idea. No idea. They should Yes. But it No idea. Never No. They have Yes and it Yes and it
Project have the differs from engage any guidelines, applied as a applied as a
Management guidelines at others PMC. deal with since it will standard standard
Consultant has least. any PMC be put in monitoring monitoring
any guideline or before. No their document. document.
ISO to monitor idea. monitoring No ISO. No ISO.
project? site report.
6. How is the Depend on Yes if they Yes. Depend on Normally No. Good Payment Delay can No record
project payment the claiming did the job. Genuine the total no. Have to Contractor payment made based be due to on good
being process and claims will cost of work wait for new must be scheme can on work lack of payment.
facilitated? Paid procedure. be attended done. allocate financially avoid delay. progress. experience
on time? fairly. budget. strong. when
making
claims.
7. Based on your Bar chart Bar chart, Gantt Chart. Bar chart Bar chart is Bar Chart Gantt Chart Bar chart Bar Chart Bar chart
experience, with a few Gantt Chart A few used and Gantt widely used. and Gantt set by the and a few from the and Gantt
what are the of them and PDM PDM and Chart A few with Chart consultant using Gantt Contract Chart
most common using WBS WBS. WBS and Chart Sum
type of project PDM Analysis
scheduling
technique used?
8. In terms of Yes. Yes. WBS can be Yes. WBS can Nothing will Yes. May be. Yes. They Yes. For sub
work packages Strongly Contractor handy for Exposed it help to be left Contractors Extra effort will know contracting
on site, do you agreed and must know new to reduce unseen if can develop must be what and purposes.
think WBS can should be the contractors contractors. delays. WBS exists. WBS with done by the when to do
help to guide supported. advantages with little the aid of contractors. the task.
contractor of WBS. experience. consultant
better? engineers.
9. Your overall Good but Must be Make it as a Can help Good Good. They must Good. Can Good. A Get every
view on WBS? may be new fully contract contractors approach to Should have be a assist new construction
to some. adopted document. a lot. avoid delay. guidelines. standard contractor. approach. personnel
check list on involved.
it.
60
Table 5.3: continued..
Question Resp. 11 Resp.12 Resp. 13 Resp. 14 Resp. 15 Resp. 16 Resp. 17 Resp. 18 Resp. 19 Resp. 20
1.Do you have No but have Yes, as a Yes. Sub Yes. Main Yes, from Yes Yes Yes Yes, portion
previous some sub contractor contractor the Ministry of it. As a
experience in similarity. contractor. for for school of Works. Sub
handling mechanical projects. contractor
school and
projects? electrical
works.
2. What Poor Poor Experience, Main Poor Poor No Poor Poor Poor
constitute to communication management knowledge contractor connection coordination, experience. financial management, coordination,
the school among parties by the main to do work. lack or with late management. no poor
project delay involved. contractor. experience. suppliers. payment. experience. monitoring.
or failure?
3. What was the Client Refer to Clerk of Work done Site Project Day to day Project Monitoring Client
monitoring representative work work to based on engineer Manager to monitoring monitoring by PMC representative
and refer to work program. follow time frame. with vast attend site by clerk of and site and site
administering program. work experience. meeting with work. meeting. meeting held
strategy program. Follow client. from time to
adopted? work time.
program.
4. What is your Must be No. If properly Must be Make it Very Prepared Work Important Main work
perception of prepare by sometimes prepared, understood simple but important by program document to program must
work contractor, work can help by others. detail. Add document, a contractor. must be assist be detail, can
program? Is although not program contractor Should be on with guide to Must make detail. Must contractor to coordinate
this method detail but use doesn’t to avoid detail WBS is finish the detail. show work complete the sub
of project full. show the delay. enough. much better. job. Must be packages or job. Yes, contractors
planning actual work. detail. WBS. detail and suppliers.
detail enough.
enough?
61
Table 5.3: continued..
Question Resp. 11 Resp. 12 Resp. 13 Resp. 14 Resp. 15 Resp. 16 Resp. 17 Resp. 18 Resp. 19 Resp. 20
5. Does any No idea. No idea. Yes. They No idea. Yes, they do Yes, for the No idea. Yes. Their Yes. They Although
Project should have. have guide purpose of Doesn’t monitoring have the PMC are
Management lines. For reporting. have any based on guidelines lack of
Consultant has the ISO, no experience guidelines. experience,
any guideline or idea. with them. they have
ISO to monitor guidelines
project?
6. How is the Late If we Project Can coup Contractors Payment Need to Contractor Late Contribute
project payment payment is prepare depends on with late needs good will help control cash relies on payment can to delay of
being common. good paper payment. payment. pay master contractor to flow. claims to cause delay. work
facilitated? Paid works, it Late Have good pay sub Always late continue the
on time? wont be a payment is financial contractors payment. work.
problem. common. background.
7. Based on your Gantt Chart Bar chart Gantt chart. Gantt chart Main Gantt chart, Gantt chart Bar chart Most Bar chart
experience, what and Bar and Gantt Easy to for overall contractors easy to and Bar and Gantt common, applicable
are the most chart. chart. Few understand. project. Bar used Gantt update. chart. chart Gantt chart for small
common type of use the chart for sub chart. projects
project PDM. contractors.
scheduling
technique used?
8. In terms of Yes, WBS can Yes. WBS WBS can Yes. Its WBS is Yes. It helps Yes. Must Yes Sub
work packages strongly help shows detail guide main advisable to new. Can contractor to be included contractors
on site, do you agreed. contractors work that contractors. have try to adapt avoid delay. in the Gantt are well
think WBS can with less should be Sub detailed it. chart. verse with
help to guide experience. done. contractors works their
contractor know their shown. routine job.
better? work well.
9. Your overall Help full to Use full for Very Can adapt Guidance Give it a try Will know Very use Can avoid It will help
view on WBS? avoid delay new detailed. JIT concept for what to do full delay and main
contractors contractors. and when. wastage. contractors.
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
N N N N
D D D D D
No DESCRIPTION D D D D
1 2 3 4 5
1 2 3 4
1 PART 1 - INITIAL COST
2 Contract
3 Performance Bond X X X X X X X X X
4 Insurance X X X X
5 SOCSO X X X
6 Site Office for the SO X X X X X X X X
7 Equipment and Facilities X X X X
8 SO Telephone X X
9 Survey Instrument and Personnel X X
10 Site Items for SO X X
11 Office Equipment X X
17 CIDB Act X X X X X X X X X
18 Safety and protection
19 Safety Precaution X X X X X X X X
20 Hoarding X X X X X X X X
21 First Aid Kit X X
22 Environmental Protection
23 Environmental Protection X X X X
24 Control of Noise & Disturbance X X
25 Drainage and Erosion Control X X
26 Project Monitoring
27 Programmed of Work X X X X X X X X
28 Construction Quality Plan X X
28 Contractors Plant, Equipment, Facilities X X
30 Contractors Storage and Office X X X X X X
31 Contractors Temporary Accommodation X X X X
32 Contractors Plant and Equipment X X X X X X X X
33 Sanitation X X X X
34 Foremen and Assistant X X
35 Temporary Facilities and services
36 Temporary Water, Lighting and Power X X X X X X X X
37 Water for the works X
38 Lighting and Power X
39 Access and Temporary Road X X X X X X
40 Temporary Diversion / Services Relocation X X X X X X X
64
N N N N
No WBS ELEMENT D D D D D1 D2 D3 D4 D5
1 2 3 4
6 Construction Phase
7 Prelim X X X X X X X X
8 Part I – Initial cost X X
9 Part II - Progressive cost X X
10 Part III - Completion Cost X X
11 Mobilization X X X
12 Deliverables X X X
13 Setting out X X X X X
14 Temporary water / power supply X X X
15 Temporary access X X X
16 Site clearing X X X X X
17 Hoarding X X
18 Piling Works X X X X X X
19 External Works
20 Site Preparation and Earthworks X X X X X X X
21 Site clearance X X X X X X
22 Excavation and remove surplus X X X
23 Filling X X
24 Water Reticulation and Related works X X X
25 Sewer Reticulation and related works X X
26 Telecommunication works X X X X X X X X X
27 Permanent power supply X X X X
28 Fencing/gate X X X X
29 Landscape (softscape/hardscape) X X X X
30 Street/compound lighting X X X X
31 Road//hardstanding/parking X X
32 Substations, rubbish bin area, workshops X X
33 Field/ playground X X X X
67
50 Ground floor
51 Staircase X X
52 Brick works X X
53 Doors, windows and frame X X
54 Wall finishes x X
55 Cement Plaster (internal) X
56 Cement Plaster (external) X
57 Floor finishes X X
58 Tiling X X
59 Furniture X X
60 1st Floor
61 Staircase X X
62 Brick works X X
63 Doors, windows and frame X X
64 Wall finishes X X
65 Cement Plaster (internal) X
66 Cement Plaster (external) X
67 Floor finishes X
68 Tiling X X
69 Gypsum board partition X
70 Furniture X X
71 2nd Floor
72 Staircase X X
73 Brick works X X
74 Doors, windows and frame X X
75 Wall finishes X X
76 Cement Plaster (internal) X
68
82 3rd Floor
83 Brick works X X
84 Doors, windows and frame X X
85 Wall finishes X X
86 Cement Plaster (internal) X
87 Cement Plaster (external) X
88 Floor finishes X X
89 Tiling X X
90 Gypsum board partition X
91 Furniture X
93 M&E works X X X X X
94 Plumbing and sanitary Appliances X X X X X
95 Cold water system X X X X X
96 Rain water down Pipe and Gutter X X X X
97 Painting Works X X X X
98 Apron and perimeter drain X X X X
99 Deadline X X
100 Deliver X
101 Anjung X X X X X
102 Piling Works X X
103 Construction work X X
115 Takraw X X X X X
116 Badminton X X X
117 Covered Walkway X X X X
118 Fencing, gates and footpath X X X X
119 Courtyard stage and flag post X X
120 Roads and car park X X X X
121 Surface water drainage X
122 Water reticulation X X
123 Sewerage system X X X
124 Piling X X
125 Sewer pipe and manhole X X X
126 Provisional Sum and Turfing X X X
127 Deadline X
128 Handing over
70
From Table 5.3, 100% of respondent‘s 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
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
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.
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.
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
i) Preliminaries
Part I – Initial cost
Part II - Progressive cost
Part III - Completion Cost
ii) Mobilization
iii) Deliverables
iv) Setting out
v) Temporary water / power supply
vi) Temporary access
vii) Site clearing
viii) Hoarding
ix) Piling Works
Ground floor
Staircase
Brick works
Doors, windows and frame
Wall finishes
Cement Plaster (int)
76
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
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
Part A
Part B
Part C
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 contractor’s
organisation, arrangement and management system.
11. Review the WBS elements to ensure correlation with :-
! Construct specification and requirements
! End items of the contract
! Data items required
! Works statement tasks
! Management requirements
84
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.
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
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
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.
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 trade-
contractors 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.
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
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.
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.
7.7 Conclusion
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
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 Manager”s, program, stressed the needs of
knowing and developing WBS for all Project Managers in the program’s 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.
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.
J. Hill, L.C. Thomas and Allen D. (2000). Experts’ estimate of task duration in
software development projects. International Journal of Project
Management
Moder, J.J. (1970). Project Management with CPM, PERT and Precedence
Diagramming Van Nostrand 2nd ed.,
Moder and Phillips (1983), Project Management with CPM, PERT and
Precedence Programming 2nd ed.,
APPENDIX I
APPENDIX II
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.
……………….…………………………….
4). Designation:
……………………….…………
Professional Qualification of Mark
Participant “X”
5). Brief description of job function: Civil Engineering
Mechanical Engineering
……………………………………….………. Electrical/Electronics
……………………………………………….. Engineering
……………………………………………….. Legal Personnel
……………………………………………….. Economic Major
……………………………………………….. Quantity Surveyor
……………………………………………….. Others (please specify)
…………………………………..
107
This section aims to establish the influential factors that govern a school construction
project success/failure, pinpoint the cause of unsuccessful project and to gather opinions
and suggestions on improving future project implementation.
Structured Questionnaire:
Date :
………………………..
Time :
…………………………
Remark :
…………………………………………………..
…………………………………………………..
…………………………………………………..
Question 1.
Question 2.
Question 3.
What is the project financing structure? What was the monitoring and administering
strategy adopted?
Question 4.
Question 5.
Question 6.
Does Project Management Consultancy Company of the Ministry has any guideline or
ISO to monitor project based on any type of program?
Question 7.
How is the project payment being facilitated? If schedule payment, did payment paid on
time? If not, please list problems.
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