GUI DELI NES ON THE I MPLEMENTATI ON PROCESS OF DESI GN AND BUI LT PROJECT
Authors:
I r Haji Salehuddin Mohd I sa (Cawangan Kerja Pendidikan) I r Abd Rahman Shamsuddin (Cawangan Kerja Pendidikan)
This paper w as presented at the Senior Officer Conference in Melaka in May 2 0 0 2 .
1 .0 I NTRODUCTI ON
Under the Design and Build concept the main contractor appoint various consultants firm approved by JKR to carry out the design and quantity surveying works. The consultants are also responsible to supervise the construction of the project. Both the consultants and the main contractor are required to report on the design and supervision works directly to JKR monitoring team on a regular interval. Figure 1 shows the implementation structure for D&B contract where JKR plays the main role as the Project Director. The organization chart shows both the contractual and functional relationship and their respective importance.
This guidelines describes the various aspects of contract management during the pre-construction, construction and post-construction stages. The role of JKR is employed in the various stages of construction especially in determining the scope and extent of work requirements stipulated by the Client i.e. Ministry of Education (MOE) during planning and verification stages followed by monitoring of the construction work to ensure that the standard and the client requirements are complied accordingly.
Figure 1. I MPLEMENTATI ON STRUCTURE FOR JKR D&B CONTRACTS
2 .0 Project Team
The core project team shall consists of civil, structure, mechanical, electrical engineer, architect and quantity surveyor. The team shall be headed by an experience senior officer to carry out the planning, negotiations and other contractual responsibilities in contract administration and project management. The team executes the process control and procedure of the project coordination and management at the planning stage, contract negotiation, auditing during the construction stage and maintenance of the projects.
The propose project team structure is as shown below in Figure 2.0. It should reflects the strength of the team to carry out the duties and responsibilities imposed upon the team. At the headquarter level the team monitors and manages both the physical and financial progress of the projects around the country while the respective project site team oversees
KETUA PENGARAH KERJA RAYA
PENGARAH CAWANGAN KERJA PENDI DI KAN
TURNKEY CONTRACTOR
DESI GN AND SUPERVI SI NG CONSULTANTS
SUB - CONTRACTORS Reporting on Design and construction
Reporting
Reporting on design and construction (Supervision)
Figure 2.0 Project Team structure
2 .1 Objective of the Project Team
The main objective of the team is to monitor and manage the projects on behalf of the client ensuring that the deliverables i.e. colleges will be handed over on time, on budget and with acceptable quality and safety. In order to provide these services to the client department, the team needs strong and diligent commitment from all parties concerned to deliver high quality final products.
2 .2 Function of the Project Team
The function of the team can be divided into three main phases of the project namely: pre construction, construction and post construction stage.
The main role of the project team is to overall decide on the project documentations (project brief, pre bid document and contract document), monitors and manages the construction program of the project and finally ensuring the final product in good quality, safe and functional. Control processes and procedures are implemented to guide the team in execution of the various stages of construction as will be shown in many of the flowchart for process control. The team also conducts coordination and site meetings to monitor and control overall project implementations.
Pengarah CKP
Head of Project Team
Archit ect
Project Site Team Quantity
Surveyor
Electrical Engineer
HQ Level
Sit e Level
Mechanical Engineer Civil
3 .0 PRE CONSTRUCTI ON STAGE
The initial task is defining the project brief in detail with the clients. Once the project have been discussed, clarified and agreed with the client the pre bid document is prepared. The pre bid document in this context is taken as a strategic basis to undertake the project to meet the client’s objectives.
Some of the specific knowledge required to finalize this important document would be methods of assessing adequacy of information and obtaining additional information if any. The team should also be able to explore the client needs in case of any uncertainties and allowing for contingencies if there should be any changes in specifications. Technological consideration is also a criteria in determining the means of implementing the project i.e. new ideas in construction, method of construction materials and etc.
The control process that determines the quality planning of the overall project documentation is as shown in Figure 3a and 3b i.e. quality pre-bid and quality planning. The preparation of the pre bid document is to establish the standards and specifications of design concept for tenderer to make a tender proposal. It is very important that the pre bid document shall be prepared as detail and comprehensive as possible.
Fig 3.a Flow chart for Quality Pre Bid Control Process START
Receive Project Brief From Client KPM
Form Project Team
Discussion & Clarification Of Project Brief
Prepare Pre Bid Document
END NO
YES
Project Team : • JKR
• KPM
Review Pre Bid By Project Team
Issue Pre Bid To Contractor
NO
YES
Conceptual review
Fig. 3 b Flow chart for Quality Planning Process Control START
Issue Pre Bid Document To Contractor
Contractor to Prepare & Submit Preliminary Proposal to JKR
Estimate By JKR
Issue LA
Interpretation of Pre Bid & Clarification
Submit Negotiation to Treasury
END Treasury Approval
Price Negotiation
NO
YES
NO
YE
NO
YES
Review team: CSKP; CKM; CKE: CKP
4 .0 CONSTRUCTI ON STAGE
The role of JKR project team is to audit and monitor the progress and construction quality of the project besides monitoring and assessing the contractors and consultants performance. The flowchart showing the general control process for all works quality management during construction period is shown in Figure 4. An example of quality management process for piling work is also shown in Figure 4b. Generally two major strategies are employed to ensure that the JKR team is provided with all the relevant information necessary to evaluate and facilitate the effectiveness for achieving the above objectives;
• Communications such as regular site meetings; reports; coordination meetings
• Project monitoring and evaluation method such as QA/QC; Method statement; conformity with specification requirement; inspection and testing and compliance with project overall progress program (CPM method);
The necessary information normally but not restricted to are shown as in Table 1 below.
Table 1 Matrix for Relevant information
Item Records Responsible Parties
1 CPM Contractor
2 Construction Drawing Consultants / JKR
3 As- Built Drawing Contractor
4 Method Statement Contractor/ Consultants
5 Test Plan Consultants
6 Test Results Contractor/ Consultants
7 Material Acceptance Material Committee
8 Acceptance of Workmanship Consultants/ JKR
9 QA/QC report Consultants
Item 1. The tool for monitoring of progress would be the CPM updated at regular interval. JKR needs to ensure that the input to the contractors CPM is reasonable, practical and accurate as possible to realize the possibility of delays and mitigate the effect effectively.
Item 2 & 3. The JKR site office must be furnished with a copy of approved construction drawing in order that every step of the construction can be monitored and followed through. The consultants are responsible to update the working drawing and ensure that all constructions are supervised accordingly. If there is a need to obtain shop drawing for special erections or construction, these drawings should also be provided to JKR for endorsement. As built drawing are prepared as and when there are changes made to the construction drawing with certification from the consultants. These drawings must be documented and submitted within the stipulated period stated in the contract.
Item 7. The JKR project team forms a committee for materials approval at the HQ level. The consultants/ contractors must present their samples for material use to this committee before getting approvals. A standard approval format for all material used must be presented. This committee also finalizes with the contractor the type and made of all loose and fixed furniture to follow the final architectural layout.
Item 8 & 9. Monitoring for workmanship quality and safety during construction becomes a major task for the project team. As the project supervision is by the consultants the implementation of Quality Assurance Plan (QAP) and certain format for inspection and remedial works must be included as monthly process control. All these forms of information are documented and certified by the respected consultants whilst handed over to JKR for auditing. ‘Mock-ups’ of typical units are set up for JKR inspection and comments before actual construction is given a go-ahead.
JKR has the role to ensure that the quality system proposed by the consultant in managing the quality assurance and control processes satisfy the needs for which they were intended to. It includes all activities of the overall management function that determine the quality policy, objectives and responsibilities and implement them by means of quality planning, quality control, quality assurance and quality improvement within the system. In the same manner the QA/QC reports were checked and verified by the JKR site engineer regularly.
Fig. 4 Flow chart for control process for quality management during construction period
START
Endorsed Working Drawing & Method Statement
Contractor To Start Work
QA/QC Records & Analysis
Checklist JKR Review
Check
Submit As Built Drawing
Propose Remedial Action
Carry Out Remedial Work
QA/QC Records & Analysis
Coordination by Consultants ü C&S
ü Architectural ü M+E
QA/QC OK
NOT OK
OK
NOT OK
OK
End
Not acceptable
Acceptable
NO
Consultant to Forward NCR
Fig. 4b. Example of Piling Work Process Control START
Endorsed Drawing & MS Sent To Contractor
Setting Out Of Pile By Contractor
Piling Driving and Taking Set By Contractor
Driving & Taking Final Set Values By Consultant
PILE accepted By Consultant?
Record To Be Endorsed By Consultant Proposed Remedial Action
By Consultant
JKR Review
Carry Out Remedial Work
QA/QC
As Built Piling Records
END
NO
NO
YES
YES
NO
4 .1 Handing Over Stage
Before handing over, it is necessary to ensure that the project requirements have been achieved and that all contracted deliverables have been handed over following agreed procedures (services). Figure 5 shows the control process for handing over procedures. Any shortcomings in handing over must be resolved and the client’s agreement secured, certifying that the specified work has been done to JKR satisfaction.
In order to ensure all agreed deliverables within the scope of work are delivered JKR joint inspections are carried out with the consultant/ contractor. Finally certifications from all relevant consultants are required by JKR for complete handing over and issuing of the ‘Certificate of Practical Completion’. These forms of certification are important to safeguard JKR against any fraud in D&B construction.
4 .2 Handing Over Documents
Important handing over documents is shown in Table 2 below.
Table 2 Handing Over Documentations
List Document Contents
1 Defect List Inspection list
2.0 Inventory Keys and Locks
Loose and Built-in Furniture M & E Equipments
IT Equipments Sport Equipments Landscape Works
3.0 Records of Inspection & Testing
4.0 Warranty List of Materials
* Records and results ‘Testing and Commissioning’ i. Civil and structural
Test records for sewerage, water reticulation system, sewerage treatment plant, elevated main water tank, pump, all function test for building toilets etc.
ii. Mechanical
Test records for air conditioning system, vent & exhaust system, lift operations, fire fighting system, cafetaria equipment (hood, LPG), fume cupboard, acoustics system, lightning protections
iii. Electrical
Test records for High/ Low tension cable, building and compound lighting, PA system, audio-visual system, telecommunication, stage lighting
iv. IT
Fig 5 Flow chart for Handing Over procedure control process
Visual Inspection By Consultant Check
Submit Document To JKR
Joint Inspection JKR/Consultant/Contractor
Prepare & Submit Defect Handover List
ü Relevant Plans & Drawings ü Checklist For Furniture & Fittings ü Defect Forms
ü Room Inventory
NOTE A
Check
5 .0 POST CONSTRUCTI ON STAGE
5 .1 Operation and Maintenance
The contracts for the matriculation projects include 24 months of maintenance period. The contractor is to carry out maintenance of all works and installations for this period starting from the date of the Certificate of Completion. For this purpose the contractor is to maintain a team of personnel at the complex to attend to urgent repairs and maintenance. It is stated in the contract that any urgent repairs should be attended to immediately and done within a reasonable time of say one or two days while any major repair shall be done within one week.
The scope of maintenance shall cover any statutory requirement to renew licenses or inspection, regular and routine maintenance of all M+E services (cleaning of boilers, switch gears/ distribution board, water storage tanks, air conditioner AHU), sewerage system, water supply systems etc.
JKR will monitor the maintenance performance and efficiency of the contractors once the college has been handed over to the end users.
Important handing over documents and defects list must be submitted by the contractor on time and checked by JKR and the client team at site. Monitoring of maintenance works are carried out by means of among others;
ü Regular checks on O+M procedures ü Scheduling of maintenance works
ü Records of complaints and successful repairs ü Monthly maintenance meetings
START
Receive Complaint & Record Complaint Number
Assess Urgency & Nature Of Complaint
Minor Complaints Major Complaints
Response & Remedial Action
Propose Remedial Action Assessment
JKR Review
Close & Compile Records of works
Submit record to JKR
END
Fig. 6. Maintenance Works Process Control
6 .2 Discussion on the case study
The contract states clearly the role and function of the consultants and the contractor. From the author’s personal observation, some of the factors needed for the success completion of matriculation college project of this size and scale the followings should be implemented;
ü The active and effective participation of the contractor’s top management in handling of site problems, actual problems and real cause of problems reached the top management for them to follow up.
ü Applying realistic planning program, updating and scheduling it regularly and keeping full documentation records especially the main works and critical ones.
ü Employment of experienced and skilled workers; supervision of work must be strictly exercised to the employed unskilled workers a site.
ü Good management skill, good rapport with consultants and the right attitude towards carrying out the works.
ü Good coordination and control of all subcontractors from the various packages and also good site project management.
ü Financial capability to finance the operations of the project is another important factor especially in Labuan Island where the contractor is at the mercy of the suppliers, local traders and transporters.
During the construction period additional work required by the client was considered as a construction problem by the contactor since this required further detail design and confirmation of drawings by the client. Others were poor management of the subcontractors undertaking the external work package. This however reflects the weakness of the main contractor’s planning of the external infrastructure i.e. towards the end of the period until it become critical and affected the progress of other works and the overall progress; logistic and material supply problem; changes in design and drawing due to the unavailability of suitable materials.
It was noted that the main reasons for problem arising in most of the matriculation turnkey projects in the country were generally caused by;
• Poor planning, controlling and documentation system
• Poor coordination and lack of continuity of the site’s manager command (poor site management)
• Poor coordination between inter-phasing packages i.e. civil and M+E (poor consultancy management)
• Top management ‘s ignorance of critical problems or inability to resolve critical problems • Poor control of sub contractors or failure to meet obligation
7 .0 SUGGESTI ONS AND RECOMMENDATI ONS
The followings are some general recommendations for the client, contractors and designers for better control on turnkey project;
A. All involved parties must contribute in planning of work program and in making sure that the project risks are accounted for
B. Good relationship and cooperation between the representatives of the parties and good communication are essential to clarify instructions and avoid/overcome misunderstandings
C. Training engineers in the application of proper planning and controlling techniques in projects is needed e.g. Critical Path Method
7 .1 The role of Client and Project Director ( JKR)
§ The PD should choose the right consultant and contractor for each construction project. Consideration must take account amongst others the expertise, experience and capability to complete the project (track records of company)
§ The definition of scope of work and requirements should be specific and clear to reduce the amount of changes in design as much as possible
§ Realistic and practical contract time and budget should be specified for the project depending on the degree of specification required and the project specific complexity
§ Capability to make quick and practical decision on matters related to site problem is a necessity. This kind of ingenuity could only be gained through enough local condition and working experience
7 .2 The role for the consultants
ü Complete detail drawings of relevant works should be checked, prepared and hand-over before the contractor starts with any activity especially with fast track project. For D&B contract an independence checker should be employed to reduce the risk of over or under design of structural elements
ü Quick and correct response should be make to changes required or to any design problem appeared during construction such as vast variations in ground condition, unavailability of required materials
ü Close supervision is required at site to make sure that the quality of workmanship is acceptable. Sloppy jobs are largely due to unskilled labor or rush jobs that are not supervised and coordinated. Hence competence supervisory personnel should be adequate to carry out the task
ü Coordination of builder’s works and M+E works is of paramount importance to make sure that delays do not cause serious problem like hacking, excavating, abortive and double work.
7 .3 The roles of contactor are:
ü The contractor should carry out extensive early planning of construction work to provide ample time for procurement of resources and to finance workers, machinery and materials
ü The appropriate method of planning and scheduling should be put into practice and not only for reporting. Consideration such as remoteness and logistic problem are some of the risks to be managed during the project
ü Good leadership and first line supervision should be provided as fast track project means with tight time schedule but good quality work. Motivate workers to reduce wastage in time and materials without ignoring the importance of safety that can be gained by proper training and education
ü Project reports should include detail information appropriate for management and the frequency of reporting should be regular for control purposes
ü Correct and formal records (good documentation for project history) should be kept for use in project evaluation and in claims disputes and litigation. There are also valuable for the maintenance period
ü Good project manager to manage the design and build contact. The contractor must be able to manage sub contractors effectively to meet project goals and performance
8 .0 CONCLUSI ON
v The practice of ‘design and build’ contract in JKR
The standard practice in the D & B construction is that the subcontractors perform parts of the main contracts. At the same time these subcontractors may use sub contractors to perform the job. This leads to an increment in the price of the contract/ less profit, effect time to finish the project and quality of the finish product.
There is however a fairly good awareness of the importance of applying project management and quality management to provide logical and progressive sequence of work but the enforcement and accountability aspect is still open for improvements. The planning and scheduling for this project is the responsibility of the main contractor, however the monitoring of the effectiveness of the program and planning must be checked and confirmed by the project director i.e. JKR Malaysia.
In conclusion, JKR Malaysia has an important role as Project Directors and governing authority to improve the practice of ‘D & B’ construction management in this country. This does not restrict the role to only focusing on the quality and safety of the projects deliverables to the satisfaction of the clients but also in maintaining an acceptable level of good project management for the future of the construction industry.
Acknowledgement
