CHALLENGES IN COORDINATION PROCESS FOR TALL BUILDING CONSTRUCTION

MOHD NASIR BIN MOHD NOOR

UNIVERSITI TEKNOLOGI MALAYSIA

CHALLENGES IN COORDINATION PROCESS FOR TALL BUILDING CONSTRUCTION

MOHD NASIR BIN MOHD NOOR

A project report submitted in partial fulfilment of the requirements for the award of the degree of Master of Science (Construction Management)

Faculty of Civil Engineering Universiti Teknologi Malaysia

DECEMBER 2010

ii

I declare that this project report entitled Challenges in Coordination Process for Tall Building Construction is the result of my own research except as cited in the references. The project report has not been accepted for any degree and is not concurrently submitted in candidature of any other degree.

Signature Name Date

: .. : MOHD NASIR BIN MOHD NOOR : DECEMBER 2010

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Dedicated specially To my beloved wife Tuan Norisah Tuan A. Talib and my children Nik Mohammad Nazrin Irfan and Nik Nuradlin Izzah

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ACKNOWLEDGEMENT

I would like to acknowledge my supervisor Associate Professor Dr. Mohamad Ibrahim Mohamad who has given me support and guidance throughout the period of the study. His patience and perseverance toward the outcome of the study subject is on the highest standard. Without him this project report will not become reality.

I would like to acknowledge to all my post graduate colleagues who has contributed toward their ideas of how to go about this study when their opinion been consulted.

Finally, I would like to acknowledge all the expert panels and respondents to the questionnaire for participating in this study exercise and without them this study will be meaningless.

ABSTRACT

The coordination process for tall building construction is a very complex process. It involves many parties and special construction method and technology. However in todays current practice of tall building construction, many problems have occurred and contributed to the failure of the project. The common problems faced are delays in completion, cost over run and poor standard quality. One of the reasons is due to inefficient or poor coordination process especially during construction. Therefore, this study is carried out to investigate the challenges in coordination process in tall building construction. The methodologies adopted for this study include interview with expert panel and questionnaire survey distributed among those who are experience in tall building construction. The finding from this study revealed that the construction industry particularly in Malaysia need to be improve with regards to the coordination process. Currently, there are there are a lot of problems associated with coordination process of tall building construction especially during construction stage. These problems have been identified in this report. Then this study also makes some proposal for improving current coordination process. Among the proposal identified in this report are close tracking and monitoring for work program, implementation of quality management system such as ISO certificate and also implementation of new industrial building system (IBS).

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ABSTRAK

Proses koordinasi dalam pembinaan bangunan tinggi adalah proses yang kompleks. Ini adalah disebabkan banyak pihak yang terlibat serta penggunaan kaedah pembinaan dan teknologi yang berlainan. Walau bagaimanapun, dalam pembinaan bangunan tinggi pada masa kini, banyak masalah-masalah selalu timbul yang menyebabkan kegagalan dalam sesuatu projek. Antara masalah-masalah yang sering dihadapi adalah seperti kelewatan dalam menyiapkan projek, kos yang berlebihan dan kualiti yang tidak memenuhi piawaian. Salah satu sebab adalah kelemahan atau ketidakcekapan dalam proses koordinasi terutama semasa peringkat pembinaan. Oleh yang demikian, kajian ini dijalankan untuk menyelidik cabaran-cabaran dalam proses koordinasi dalam pembinaan bangunan tinggi. Kaedah-kaedah yang digunapakai dalam kajian ini adalah termasuk temubual dengan pakar-pakar dan juga borang soal selidik yang diedarkan dikalangan mereka yang berpengalaman dalam pembinaan bangunan tinggi. Hasil daripada kajian ini didapati industri pembinaan khususnya di Malaysia memerlukan penambahbaikan terutama bagi proses koordinasi. Pada masa kini terdapat banyak masalah-masalah berhubung dengan proses koordinasi bagi pembinaan bangunan tinggi. Masalah-masalah ini telah dikenalpasti di dalam laporan ini. Kajian ini juga menyenaraikan cadangan-cadangan bagi menambahbaikan proses koordinasi. Antara cadangan-cadangan yang dikenalpasti adalah seperti pengawasan dan kawalan yang rapi terhadap program kerja, perlaksanaan pengurusan kualiti seperti ISO dan juga pengunaan sistem perindustrian dalam pembinaan (IBS).

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TABLE OF CONTENTS

CHAPTER

TITLE DECLARATION DEDICATION ACKNOWLEGDEMENT ABSTRACT ABSTRAK TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES LIST OF APPENDICES

PAGE ii iii iv v vi vii xii xiv xv

INTRODUCTION

1.1 1.2 1.3 1.4 1.5 1.6

Introduction Problem Statement Aim and Objective of Study Scope and Limitation of the Study Brief Methodology Summary of Chapter

1 2 3 3 4 5

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COORDINATION IN CONSTRUCTION

2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10

Introduction Term and Definitions of Coordination Coordination in Construction Function of Coordinator Coordination Skills Coordination Methods Conflict of Coordination Informational Dimension of Coordination Introduction of Tall Building Construction The Tall Building Construction Industry

6 6 7 9 11 13 14 16 17 18

METHODOLOGY OF STUDY

3.1 3.2 3.3 3.4

Introduction Preparation of Questionnaire Selection of Respondent Data Collection 3.4.1 3.4.2 Questionnaire Survey Interview with Expert Panels

20 20 21 21 21 22 23 23 24 24 25

3.5

Data Analysis 3.5.1 3.5.2 3.5.3 Content Analysis Frequency Analysis Relative Index Analysis

3.6

Problems Faced

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DATA COLLECTION AND ANALYSIS

4.1 4.2 4.3

Introduction Content Analysis of the Interview Questionnaire Survey 4.3.1 4.3.2 4.3.3 4.3.4 Demographic of Respondent Nature of Business Respondents Working Experience Respondent Projects Involvement

26 26 36 37 37 37 38 39 39 40 41 42 42 43 44

4.4

Problem Related to Construction Coordination 4.4.1 4.4.2 4.4.3 4.4.4 4.4.5 4.4.6 4.4.7 Work Schedule/Program Authorities Permit/Approval Quality Aspect Document Recording System Communication Between Project Team Safety Aspect Changes/ Variation

4.5

Strategies for Improvement of Construction Coordination 4.5.1 4.5.2 4.5.3 4.5.4 4.5.5 4.5.6 4.5.7 4.5.8 Work Schedule/Program Authorities Permit/Approval Quality Aspect Document Recording System Communication Between Project Team Safety Aspect Changes/ Variation Others Strategies 44 45 46 46 47 48 48 49 49

DISCUSSION OF THE RESULT

5.1 5.2

Introduction Major Process in Construction Coordination 5.2.1 5.2.2 5.2.3 5.2.4 5.2.5 5.2.6 5.2.7 Work Schedule/ Program Authorities Permit/ Approval Quality Aspect Document Controlling System Communication between Project Team Safety Aspect Changes/ Variation

51 51 52 53 53 54 54 54 55 55

5.3

Problem in Current Construction Coordination 5.3.1

Summary of Current Coordination Problem 56 57

5.4

Strategies to Improve Construction Coordination 5.4.1 Summary of Strategies to Improve Coordination

58

CONCLUSION AND RECOMMENDATION

6.1 6.2

Introduction Achievement of the Study 6.2.1 6.2.2 6.2.3 Objective 1 Objective 2 Objective 3

61 61 62 63 64 65 66

6.3 6.4

Conclusion Recommendation for further research study

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LIST OF REFERENCE APPENDIX A APPENDIX B

67 69 77

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LIST OF TABLES

TABLE NO.

TITLE

PAGE

4.1

Content Analysis of the Interview with Expert Panel on Work Schedule/ Program Coordination 29

4.2

Content Analysis of the Interview with Expert Panel on Authorities Permit/ Approval Coordination 30

4.3

Content Analysis of the Interview with Expert Panel on Quality Aspect Coordination 31

4.4

Content Analysis of the Interview with Expert Panel on Document Recording System Coordination 32

4.5

Content Analysis of the Interview with Expert Panel on Communication between the Team Coordination 33

4.6

Content Analysis of the Interview with Expert Panel on Safety Aspect Coordination 34

4.7

Content Analysis of the Interview with Expert Panel on Changes/ Variation Coordination 35

4.8

Content Analysis of the Interview with Expert Panel on Others Coordination 36

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4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23

Work Schedule/Program Authorities Permit/Approval Quality Aspect Document Recording System Communication Between Project Team Safety Aspect Changes/ Variation Work Schedule/Program Authorities Permit/Approval Quality Aspect Document Recording System Communication between Project Team Safety Aspect Changes/ Variation Others Strategies

41 41 42 43 44 44 45 46 47 48 48 49 49 50 51

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LIST OF FIGURES

FIGURE NO.

TITLE

PAGE

1.1 4.1 4.2 4.3 4.4 5.1

Flow chart for Research Methodology Questionnaires delivered Nature of Business Respondent Working Experience Respondent Projects Involvement Construction Coordination Diagram

4 37 38 39 40 53

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LIST OF APPENDICES

APPENDIX A B

TITLE Interview `Question Survey Questionnaire

PAGE 70 78

CHAPTER 1

INTRODUCTION

1.1

Introduction

Demands in tall buildings are really significant nowdays especially in urban development. There are many reasons contributed to the increase in demand for tall buildings which due to the scarcity of land in urban areas, increasing demand for business and residential space spur by economic growth created a short supply situation. Other motivations for the demand of tall building are the desire for aesthetics in urban settings, the concept of city skyline, the cultural significance and prestige and simply the aspiration of human to build higher structures (Buyukozturk, 2004). Tall building construction is a complex activity which evolved with different kind of construction methods and technologies. Due to the complexity of the construction, an efficient coordination needs in order for the project to be successful. In tall building construction project, the clients objective has to be the main criteria to be focused on. Many goals are been set and beside the building concept, building efficiency and etc. The main aspect to be considered in building construction are controlling delays, controlling the costs and ensuring the quality standard of the building. In construction of the project, cooperation between stakeholders involved is an essential factor for project success, more particularly in coordination. (Sylvain

2 Kubicki, 2005). However in todays current practice of building construction, many problems has occurred and contributed to the failure of the project whether delays in meeting the time frame, building cost overrun, poor standard of quality. One of the reasons is due to the poor coordination from client representatives during construction stage. Since it is a common problem under a building construction project, it is significant to study the current practice of coordination and develop a suggestion to overcome and identified problem in order to achieve the goal and objective of the building construction.

1.2

Problem Statement

The construction industry performs badly with respect to low productivity, low degrees of innovations and learning, high degrees of delays, and poor in standard of quality. It is in general, believed that the present interaction between the agents in the building process is not optimal and hence market based interaction should be replaced with team collaboration and cooperation. The relationship between contractor and client must be improved in order to reduce the discrepancy and disputes in the construction works. The above mentioned associated problem can be solved with effective coordination between stakeholders.

Project completion on time, standard of quality and cost within the budget allocated are the common goal of construction project. However, in common practice the contractor and consultant often do not coordinate as they been awarded the job. Many problems may be encounter on a larges construction project, making it necessary to coordinate the efforts of many involves parties, including the owner, contractors, designer, supplier as well as authorities. Due to the above problem, a study needs to be carried out to investigate on coordination of tall building construction.

3 1.3 Aim and Objective of Study

The aim of the study is to analyze the importance of coordination and its current state in tall building construction project. The aim is supported by the following objective:

(i)

To identify the major process in tall building construction coordination.

(ii)

To evaluate major problems related to coordination issues in tall building construction.

(iii)

To suggest the strategies for improving the coordination process in tall building construction.

1.4

Scope and Limitation of the Study

The scopes of study are as follows:-

i)

The coordination issue in tall building construction which focused on clients perspective.

ii)

Despite the issue in coordination are involved for the whole project life cycle, however only the construction stages are considered in this study.

iii)

The data collected are only limited to developers, consultants and government agency located within Klang Valley and Selangor.

4 1.5 Brief methodology of Study

In this study, the methodology adopted are involves literature review, interview with expert panels and questionnaire survey. An appropriate choice of methodology largely depends on the objective to be achieved. Figure 1.1 shown the flow chart of the adopted methodology that have been used.

Identified Problem Statement To identify the current image and weakness of construction industry

Objectives Identify and introduce effective coordination in building construction

Literature Review A study on materials from library, web site, interview on the need for coordination

Data Collection Design, distribute and collection of questionnaire survey

Data Analysis Identify facts, compare the result with objective and checks the Reliability Index

Conclusion and Recommendation To recommend the strategies for improving the coordination process

Figure 1.1: Flow Chart for Research Methodology

5 1.6 Summary of the Chapter

This study will be divided into six (6) main chapters which describe as follows:-

Chapter one described the introduction of the study, objective, scope and limitation of the study and methodology adopted in the study.

Chapter two describes on literature review on the current coordination process and also describes brief of tall building construction.

Chapter three describes in detail the methodologies of study to achieve the objectives. It is includes methodology for data collection and data analysis for interview with expert panel and questionnaire survey.

Chapter four discussed on the analysis of the data collected from chapter 3 with specific method of analysis.

Chapter five discussed in detail on the analysis in the chapter four and the presentation of result and finding from the collected data.

Chapter six discussed on the conclusion of the overall study and suggestion on the strategies for improvement the coordination process.

CHAPTER 2

COORDINATION IN CONSTRUCTION

2.1

Introduction

This chapter discussed on the definition, functions, methods, methodologies and factors lead to success of coordination process in construction process in construction industry.

2.2

Term and Definitions of Coordination

When the word coordination was first recorded in 1605, it meant orderly combination (Barnhart Dictionary of Etymology, 1988). Though the basic meaning or coordination has not change over the centuries, the contemporary meaning of coordination has become increasingly associated with harmonious and skillful movement. Definitions of coordination also can be defined as follow:

7 a. Websters New World Dictionary (1988) coordination is defined as the harmonious adjustment of action, as of muscles in producing complex movement.

b.

In the fourth edition (1984), of Rogets

International Thesaurus

Coordination and timing are listed as synonyms of skill; and coordination and well-coordinated are listed as synonyms of skillful.

c.

Carnereo/ Gelernter (1990), Coordination is the process of building programs by gluing together active pieces

d.

Singh (1992), Coordination is the integration and harmonious adjustment of individual work effort towards the accomplishment of the larger goal

e.

Malone (1994), Coordination is the act of managing dependencies between activities

f.

Mahnke (1999) chooses a rather extensive description of coordination asa process through which two or 3 that these modes of coordination can be found as well in as between firms.

2.3

Coordination in Construction

The process of construction involves the organization, administration, and coordination of resources. The resources are labors, temporary and permanent materials, equipment and monetary. These must be integrated in the most efficient manner possible to complete construction projects on schedule, within the budget and according to the standards of quality and performance specified by the project owner or designer. An effective coordination system is needed to organize, leading and controlling the whole construction process to make sure it works smoothly.

8 Coordination meant that to clearly and accurately sending and acknowledging information, instruction and commands with difference methods of communication such as site memo, letters of instruction, verbal instruction, body language and telecommunications within various parties involve in the construction and providing useful feedback.

Coordination is responsible for program direction through cooperation and participatory decision-making process. Program direction includes statistical reporting, program budgeting, personnel placement/ utilization, management, training and the coordination of the activities of the others units to fulfill the goals of the Technical Services Program. Cooperation includes fostering an atmosphere where participation and communication can occur between Technical Services Program in order to provide service to the information seeker.

The coordination of construction work is a difficult matter that can impose a severe workload on the cooperating actors. In fact, the degree of coordination works can become a general obstruction to works effectiveness, flexibility, or even safety. In such cases systematic coordination systems are often engaged as a mean of reducing the degree of complexity involved in coordinating the complex cooperative work. There are many studies illustrating the rich and seamless nature of coordination performed by co-located actors (e.g., Harper et al., 1991; Heath et al., 1993). Special attention needed to development of shared beliefs and common goals and their consequences for coordination, because their role is not understood well, especially in comparison with that of communication.

According to Oscar (1983), Ninety percent of all problems on site are due to late or inadequate information. Late of information transaction on site can cause a thousand of dollar losses. Malone and Crowston (1994), among others, define coordination some goal. Over and above what they would need to do accomplish the goal individually. When coordination is high, a unit of individual work will translate into more team output. In contrast, when coordination is low, the sane quality and quantity of individual work will result in less group output because of what Steiner (1972) calls process losses.

9 2.4 Function of Coordinator

The meaning or coordinator can be anyone involved in construction industry. For example, resident engineer or clerk of work represented Consultant, project manager from client or contractor. The function of coordinator is to ensure that the information conduction during construction progress and to ensure the project can be completed within the time. Each coordinator has different responsibilities and authorities dependent upon the organizational setup under which they are working and their own capabilities. They must be alert to existing conditions and be able to forecast the future problems. When coordinator notice through their daily inspections that certain phases of the work are not being done in accordance with the planning and schedules, cost and specifications, they should take necessary action to prevent and resolve these errors immediately.

The coordinator plays the key role for communication on the project. They represent their organization for the project both within and outside their organization in addition to being the chief negotiator on all matters related to the project. In the final analysis, the role of the coordinator is necessary to co-ordinate all activities in order to assure that the project work flow smoothly within proper time and cost constraints. His role will be empowered if the exercise total responsibility and total delegated authority in area such as time scale planning and control, budget management, cost planning and control, value engineering and architectural principles corresponding to time and cost planning.

Coordinator should maintaining a complete and accurate daily record of work in progress, conferences or phone conversation with contractors personnel, any argument or criticism of constructors operations, test result, notification of acceptance or rejection, quality and quantity of materials inspected and many corrective actions taken by the contractor.

Progress results are dependent on good coordination amongst the team member. A well experience coordinator must have excellent communication skills and knowledge of the refined art of human relationships and interaction. Such

10 articulated knowledge will help to prevent dispute arising from miscommunication and misinterpretation of each others meanings, intention and aspirations.

The team coordinator must direct and guide the activities of the other team members to accomplish a wide variety of tasks. There are some personal attributes an effective coordinator must have. These characteristics are primarily instinctive as opposed to being learned. An effective of the team coordinator, usually the coxswain, depends on the methods of coordination system to successfully demonstrate the following behaviors:

a.

Translation of objectives into tasks The coordinator must clearly understand the mission goals and objectives and translate them into team tasks. In assigning tasks, the coordinator seeks the best march between the team resources and tasks.

b.

Coordination of Information gathering Ensure that information processing is not reduced throughout the mission. Safe vessel operations depend upon timely information flow within the team. The leader should be alert to problems that affect information collection or the communication of information.

c.

Share common goals If group member are able to share common goal, than they are able to works together in the same direction for achieving the project objective.

d.

Coordination in team success Groups are inherently different from individuals performing the same tasks because of the need to coordinate. Whenever the work of individuals is interdependent, they must coordinate to achieve success (Van de Ven at el, 1976).

11 2.5 Coordination Skills

Malaysian construction industry spends a bulk amount of money every year in rectifying problem. The problem can be in form of defects and outstanding works which associated with poor coordination.

Improvements in coordination should result in an increase in the quality of the build and a reduction in the level of defect occurrence. This guidance sets out the essential requirements for good site communication and is relevant to all traders and work activities on the site. The diverse nature of construction projects means that the recommendations are unlikely to be applicable to all projects and sites. However, the recommendations should offer some relevant information to any construction project or site.

It is the process of coordinated action among team members that enables them to interact effectively while performing mission tasks. Some skills have been identified that can be employed to reduce the probability for human error and enhance the effectiveness of coordination skills. These skills:

a.

Leadership Directing and guiding the activities of other team members, stimulating personnel to work together as a team and providing feedback to team members regarding their performance.

b.

Mission Analysis Making long-term and contingency plans and organizing, allocating and monitoring team resources.

c.

Adaptability and Flexibility Altering a course of action to meet changing demands, maintaining constructive behavior under pressure and working effectively with other team members.

d.

Situational Awareness Knowing at all times what is happening to the team, the unit and the mission.

12 e. Knowledge Have sufficient knowledge and ability to read and interpret plans and specifications, modern construction practice, methods, materials and equipments in his/ her field of specialization.

f.

Good Judgment and Good Common Sense Applying logical and sound judgment based on the information available. Ability to use good judgment in applying the required judgment of the building laws. The inspector should make his decisions based on sound judgment, which requires not only experience, but also a lot of good common sense. There are situations that the inspector must make decisions without guidance from the specifications and rely to a large degree on common sense.

g.

Communication Good communication skills, both written and oral. Clearly and accurately sending and acknowledging information, instruction and providing useful feedback.

h.

Self Confidence and Assertiveness Coordinator should be prepared to justify their decisions with respect to the contractors method of operation, materials and equipment being used. Therefore, they must be confident in their knowledge of the specifications and implemented proper construction procedures. Coordinator must be firm and assertive but yet fair and friendly to achieve compliance and should avoid being confrontational, argument or arrogant.

i.

People Relation Skill and Negotiation Skills Coordinator should have the ability to work well with people and to be a negotiator. Dealing with many different personalities and negotiating points of contention is a day today activity for a coordinator. They must avoid adversarial relationship and act friendly to gain the respect of the contractors representatives.

j.

Unity of Command No other parties shall interrupt the command given.

13 2.6 Coordination Methods

The use of new technology to help communication should be considered. While the benefits of items such as mobile phones and two way radios (WalkieTalkie) are well known, digital cameras and on site internet and e-mail access may also be beneficial communication tools. For example, drawings can be e-mailed between the site office and the architect, as can digital photographs of defects and progress. Internet can be used to access information such as Building Standard and good practice guidance documentation.

On large scales construction projects the use of projects Internet systems have been shown to be valuable. These systems are based on project wide access via a network of personal computers to electronics (Virtual) project documents such as drawings, specifications and correspondence.

Non-paper based communication methods can be described as follow:

a.

Telephone help-desk: Manufacturers provide free advice on the selection, properties and use of their products. Much used by site managers. Often followed up by a fax.

b.

Internet based advice: Product selection, technical and best advice accessible from a personal computer. Mainly the same information as technical literature.

c.

CD ROMs: Manufacturers provide product selection, technical and best practice advice. Personal computer required to access.

d.

Videos: Not a common method. Perhaps best used to actively demonstrate a new product being built.

e.

Hand held guides: Readily able to provide best practice guidance at the point of construction. Most effective when laminated. Not a common method.

14 f. Posters: A traditional way to communicate best practice messages. Tend to concentrate on Do and Do Not points of site practice. Commonly displayed in site canteens.

g.

Instructions printed on packaging: Manufacturers provide information on their products. The information is generally limited (e.g. telephone number, main points of good practice).

2.7

Conflict of Coordination

Coordination is an issue that rears it ugly head often during construction. Closure attention tool coordinating during the design process can prevent many headaches that arise during the construction phase, decrease change orders and result in a must happier client. These are a few of the potential coordination conflict that should be analyzed prior to release of construction document for bidding of construction.

a.

The domino effect

Some times construction documents might change during the design process. It is critical when a change is made to one trade, that all trades are informed so that any other related changes to the documents are made. A final coordination review of the construction documents can eliminate most of the problems inherit in these changes.

b.

Multiple trades vying for limited space

Space in buildings for MEP systems is usually limited by space of costs money. History has shown that the first contractor on the job makes sure that his

15 trade makes most of the space available to install his system. It is important in the design process to ensure that the construction documents illustrate where the systems to be installed are to be installed and that there is adequate room for the concurrent installation of multiple trades.

c.

Background changes made without informing consultants

Computer aided drafting has made a tremendous difference in the architectural and engineering fields. But while it has speeded up the process and made making revisions and changes enormously easier, if changes are made to backgrounds and all parties are not informed, it is very likely that changes will not be noticed and inaccurate documents will result. Communication by all parties is critical during the preparation of the construction documents.

d.

Code review

When doing work in multiple states and municipalities. It is very important to contact the local jurisdictions to ensure that the proper codes are being designed. Changes to the design documents need to be made after local Building Department review because for biddings. Changes made by an inspector during construction due to lack of design to the proper codes can be costly and cause construction delays.

e.

Properly documenting existing conditions in renovations work

There will always be hidden conditions that arise during construction. However, a lot of construction headaches can be avoided if the existing locations, sizes, operating parameters and conditions of equipment, utilities and distribution systems are properly documented and coordinated with the new installations.

16 f. Operation of existing facilities in renovation work

Does the client need to maintain operation of all or a portion of their facilities during the construction of a renovation? If the answer to the question is yes, careful study of how the construction will proceed must be planned. Phasing of the construction may be required, which needs to be shown on the construction documents so that the contractors can be properly prepare his bid.

One means of ensuring coordination is properly performed is using what is termed the commissioning process, wherein an outside consulting firm is hired to review the construction documents to ensure their accuracy and the coordination of the trades.

2.8

Informational Dimension of Coordination

Information is required in order to make it possible for the actors to perform the right activity at the right time with the right people. Modes of coordination to tackle three different kinds of information uncertainties are:

a.

How-Uncertainty

What is the outcome of an activity supposed to be and how can this be obtained? Some activities will be easy to carry out, either because they are simple or because the specifications are inherent in the input. Other activities again require more specification (i.e. more additional information needed prior to production) and multiple skills and consequently have a higher how-uncertainty.

17 b. When -Uncertainty

At what time should an activity bee carried out? Some activities need to be carried out fast whereas other products have a low when-uncertainty for instance due to a system of buffer inventories that (obviously induce storage costs) eliminates the need for urgent behavior.

c.

Who-uncertainty

With who should the activity to be coordinated (i.e.: Who are the potential actors providing the input or purchasing the output of an activity?)

Products with a high specificity will opposed to standard products, have a low who-uncertainty because the number of potential purchasers is low. Giving people the right information is not enough to ensure coordination; incentives also have to be aligned:

Grandori (2000). The classification [of the coordination mechanisms] is conducive to compare the capacity (and costs) of different mechanisms in governing the diversity of interests and knowledge among economic actors, under varying conditions of uncertainty.

2.9

Tall Building Construction

A tall building is a building 35 meters or greater in height, which is divided at multiple levels of at least 2 meters in height (EDC, 2006). To be considered as a tall, a building must be based on solid ground and fabricated along its full height through deliberate processes. Tall buildings can be for residential uses such as condominiums and residential apartments, or for commercial purposes such as hotels and office

18 buildings, occasionally including retail and educational facilities. There are also for both residential and commercial used of tall buildings today which accommodates residential, office and commercial spaces. Therefore, tall buildings require flexibility in its design and stability on its construction. Tall building has been a dominant landmark from the early years from the towers of antiquity and the middle ages in ancient years to the famous Eiffel Tower in Paris, the World Trade Center in the United States and the many buildings of hotels and organizations today. The first tall building was an office building and said to be the Home Insurance Building in Chicago. Famous high-rise buildings include Empire State Building which is 381 meters, the United Nations Building and the Manhattan Building. Construction of tall buildings continuously changes as technology change. Evolution of tall buildings is brought about by the changes and development of the materials, equipments, technical conditions and methods used in the construction of tall buildings. Construction of high-rise buildings differs from ordinary construction such as residential houses and low-rise buildings with elements which include the foundation, structural systems, enclosure systems, life-safety systems, vertical transportation, plumbing and electrical systems different from the construction of low-rise buildings. All these considerations require methods and techniques in order to meet the requirements of a tall building.

2.10

The Tall Building Construction Industry

The industry consists of private companies and public authorities, with many individuals and organizations involved, from the manufacture of necessary components to the assembly and construction process. Tall building project requires a registered architect and civil engineer under the direction of a project manager to execute the design and to make sure that it complies with the regulations governing

19 building construction, at the same time conforming to the requirements of the owner (Encarta, 2006). The architects or engineers convert the requirements into a set of drawings and written specifications that are usually sent to contractors for bidding (Encarta, 2006). The successful bidding contractor will be the one responsible for the required manpower such as the plumber, painter, electrician, carpenter and other manpower required for the construction. Contractors carry out the work under the supervision of an architect and engineer who act as agents of the owner (Encarta, 2006). Scarcity in land urban areas, increasing demand for business and residential space and economic growth are the major reasons behind the increase in demand for tall building s as well as the increasing price of land aside from the above mentioned technological advancements and innovations in structural systems. The rapid growth of population also promoted the construction of tall buildings. One example is the modern Hong Kong which has a land area of 1,037 square kilometers. Hong Kong, due to its small land area has the most number of tall buildings in the world with about 7, 254 commercial and residential buildings. This followed by New York City with 5,317 and Singapore with 3, 489 (Emporis, 2004). By region, Asia has the most number of tall buildings with about 33.16% of the total tall buildings in the world while North America has 31.20% and Europe shares 17.89% (Emporis, 2004) of the total tall buildings. Economic growth and resulting demand for office space is a good indication of demand for tall buildings (Buyukozturk, 2004). Other motivations for the demand of tall are the desire for aesthetics in urban settings, the concept of city skyline, the cultural significance and prestige and simply the aspiration of human to build higher structures (Buyukozturk, 2004). Most people perceived and associated tall buildings to the economic status of a country.

20

CHAPTER 3

METHODOLOGY OF STUDY

3.1

Introduction

The research methodology in this chapter serves as a guide to the author in achieving the objectives and scopes of the study. This chapter discussed in detail the research procedures, from how the data is collected until how it is processes and analyzed to achieve the objectives and scopes of the study.

3.2

Preparation of Questionnaire

The interview and questionnaire survey has been prepared as a method in collection of data in this study. It was designed to gather the information in order to achieve the objective of this study. In addition, information on respondents' background and experience in the construction are taken into account.

21

Based on literature review and discussions with the supervisor, a draft of questionnaire was prepared before distributed to respondent. It has been further discussion with supervisor for in order to meet the criteria required for achieving the objectives of the study. The samples of interview and questionnaire surveys are attached in Appendix A and B.

3.3

Selection of Respondent

In this study, the author has identified selected respondents which from consultant firms, developers and government agencies located in Kuala Lumpur and Selangor. The rational of choosing the above parties because Kuala Lumpur and Selangor are among the developing states in Malaysia.

3.4

Data Collection

In this study, the author has prepared two (2) methods in gathering the information which in the form of questionnaire survey and interview with expert panels. In current practice, this both methods are commonly been used.

3.4.1

Questionnaire Survey

In developing the questionnaire survey, the author has divided the questionnaire into three (3) section which Section A, B and C. Section A is mainly to obtain the information on personal background such as name, position, age, nature of business, experience in construction industry and number of construction project

22 been involved. The aim of section B is to gather information on the major problem related to coordination in tall building construction. Section C is to gather information on strategies to improve the coordination process in tall building construction.

The data were collected through questionnaire survey which distributed to various parties involves in construction industry. 40 questionnaire surveys have been distributed to developers, consultants and government agencies, however only 23 respondents replied. The respond is relatively moderate. The aim of this section is to fulfill the objective no. 2 and 3 which to evaluate major problem related to coordination issue in tall building construction and to suggest the strategies for improving the coordination process in tall building construction.

In this method there are few steps been followed which started from initial planning, collection of secondary data, preparation of questionnaire survey based on secondary data, selection of respondent, collection of premier data, transferring of data, analysis and lastly conclusion and recommendation.

3.4.2

Interview with Expert Panels

Interview is another technique to collect factual information as well as opinion. It is face-to-face interpersonal role situation in which interviewer ask respondents questions designed to elicit answer pertinent to research hypothesis Nachmias and Nachmias (1996).

The purpose of data collection is to gather information for objective number one (1) which to identified major process in tall building construction coordination. The author has carried out the interview with twelve (12) respondents with various experiences in the construction. The panels identified are from developers, consultants as well as Government agencies with most of the project handled located in Klang Valley and Selangor.

23

Interview question has been structured into two (2) sections. Section A of the interview question contained the interviewee background such as name, position, age, nature of business, experience in construction industry, company address and number of construction project been involved.

In Section B, the questions were structured to gather the information on major process in coordination for tall building construction. The author has structured the question based on seven (7) scopes of coordination which are work schedule/ program, authorities permit/ approval, quality aspect, document recording system, communication between project team, safety aspect and changes/variation.

3.5

Data Analysis

After the compilation of response, every type of data received under different question will be separated and gathered to answer different study objectives. In this study, there are three (3) methods of analysis were used for analysis the data which content analysis, frequency analysis and relative index analysis. The data were summarized and presented in the form of table, graph and schedule form. The graph been used in this analysis is Pie Chart.

3.5.1

Content Analysis

The content analysis is done by comparing the respond from the different respondents to the structured open ended questions for interview with expert panels. The frequencies of agreement, disagreement, neutral and abstained opinion are computed in terms of percentage. Based on the outcome from content analysis, deducted is made to the relevant issue being investigated.

24 3.5.2 Frequency Analysis

Frequency analysis used a tabular form to represent the result of data analysis of frequency of response that respondents gave to the different variable in the questionnaire. The result was tabulated in the form of frequency number and percentages according to total respondents. For graphics result presentation, table and pie chart are used as summary. Frequency Analysis depends on the percentage of respondents giving the same answers. It is also used to measure the degree of agreement for certain statements. The formula of Frequency Analysis is as below:

Percentage (%) = (n/N) x 100 % Where : n = Number of respondents N = Total number of respondents received

3.5.3

Relative Index Analysis

The result of the data collected been summarized by using relative index (RI) analysis. The respondents were requested to evaluate the problem in construction coordination and strategies to improve the construction coordination based on fivepoints scales rating starting with 1 for strongly disagree, 2 for disagree, 3 for neutral, 4 for agree and 5 strongly agree. The relative index analysis for each variable is calculating by using the following formula:

Relative Index = 1(n1) +2 (n2)+31(n3) +4(n4) +5(n5) n(5) Whereby the application of Relative Index in questionnaire would be: n 1 = 1, frequency of Strongly Disagree response

25 n 2 = 2, frequency of Disagree response n 3 = 3, frequency of Neutral response n 4 = 4, frequency of Agree response n 5 = 5, frequency of Strongly Agree response

3.6

Problems Faced

Although the planning was done before the data collection process carried out, many problems still existed and had to be addressed. Effective and efficient handling should be done so as not to disrupt the process of data collection activities.

One problem that was encountered is late feedback from respondent for the questionnaire survey. For those questionnaire survey delivered by postal, the respondents may answer generally when researcher is seeking a response on a specific level of analysis. Respondents may also answer according to what they think the researcher want to hear.

Another problem foreseen is the industry fatigues which due to work load and modern business, the students questionnaire are of less priority. This will result in respondents not answering the questionnaire at all or answer only certain part.

The last problem encounter is lack of commitment from respondent and it might be lack of interest and matters of confidentiality or sensitivity for their nonparticipation.

26

CHAPTER 4

DATA COLLECTION AND ANALYSIS

4.1

Introduction

This chapter represents data collection for the study and their analysis. Detail data collected from the interview and questionnaire surveys are presented and analyzed in this chapter.

4.2

Content Analysis of the Interview

Based on the respond from interview with 12 respondents with various experience in the industry, it can be summarized that there are seven (7) major processes in tall building coordination which are as follows:-

27 i) ii) iii) iv) v) vi) vii) Works Program/ Schedule Authorities Permit/ Approval Quality Aspect Document Recording System Communication Between Project Team Safety Aspect Changes/ Variation

The details results of content analysis are described in table 4.1 to 4.8.

28 Table 4.1: Content Analysis of the Interview with Expert Panel on Work Schedule/ Program Coordination

RESPONDENT QUESTION 1. Work schedule/ program is the main document prepared by contractor before commencement of construction. In your experience, how long does it takes for client to approve it? 2. In your experience, can contractor commence the works before works program approved by client? Please state your opinion.

R1

R2

R3

R4

R5

R6

R7

R8

R9

R10

R11

R12

Depending on advice by consultant

1 month

2 to 3 months

2 weeks to - 1 month depending on scale of project

3 weeks

2 to 3 weeks

1 to 2 weeks

1 week

2 days

2 weeks

2 weeks with amendment

Quite long, normally it is only reviewed during the meeting

No. construction program shall be confirmed before execution of works. Yes. Once contractor is appointed, time is running. Delay in approving the work program will contribute into delay in commencement of works

yes

yes. It is called early commencement but contractor have to take the risk if there are changes in design.

Not yet but preliminary work can be done.

yes

can on preliminary activities, the main task shall refer approved works programmed

Only preliminaries works

yes, for preliminary and mobilization work

Nil

yes but not too long.

No. Work program is mandatory to be approved by client so as to ensure all important key milestone are in place Yes, if client delay in approving work program- the work will be delays, this is a cascading effects from this points on. Client project manager, If there is an apparent delay. PM has to call for more meeting to catch up with the delay

yes, because in early stage, the works involved is not complicated, majority involving preliminary work

3. In your opinion, is there any consequence if client delay in approving Work schedule/ program?

yes

no

yes

yes

main delay to approved due to main contractor programmed no comply to sequence of works

If it take too long may affect contractor's work

No

yes

progress of work cannot be identified

Yes, it will delay and holding all parties without proper documented direction

4. In your experience, did client assign any particular person incharge to monitor progress of works? If yes, what is the role of the person?

Yes. To ensure progress in line with work schedule

Yes, Monitor and highlighting any problem arise

yes, Project Management Consultant to monitor the design by consultants and work progress by contractor.

No

yes, Project Management Consultant

Yes, to overview works verses works program, projecting (HQ and Site) material and cost monitoring, additional works and progress claim

Yes, project manager or coordinator

yes. Site supervisor monitor overall progress and quality of works

yes, monitoring the project make sure all the consultant and contractor are follow the schedule

Project Manager - Identify the cause of delays and make report

depends, Roles normally evolves towards checking actual progress against approved program

29 Table 4.2: Content Analysis of the Interview with Expert Panel on Authorities Permit/ Approval Coordination
RESPONDENT R1 QUESTION 1. Tall building construction project are involved a lot of authorities approval/ permit. In your experience, which parties normally apply and follow-up on the approval? Consultant, client or contractor? 2. In your opinion, which parties should be effective coordinator in getting approval? R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12

All of above depending on the subject

Architect and client

Consultant

Consultant

Consultant & Client

Submission by Consultant, however follow up by client

Consultant but client and contractor should assist on certain occasions

All parties

Consultant but critical issue followup by client

Client to follow-up

Consultant such as architect and engineer

All

All parties

Architect , consultants and client

3. Obtain approval is one of the time line in construction. Did the teams consider giving any buffer in term of time to obtain the approval?

Yes

Yes

On technical matters should be done by consultants but political matters should be done by client. No. Approval normally for infrastructure works. During construction, others works will start after structure works complete. There is buffer within this time.

Consultant and contractor

Client

Client with assist by the architect/ consultant.

Consultant

Consultant

Consultant

Consultant and client should work together closely

Architect and engineer with the client project manager oversee the process

Consultants

Yes

Yes

Yes, subject the application to meet authorities requirement.

Should allow certain time frame but need to follow-up regularly with authorities

Yes

Yes

Yes

Yes, buffer is necessary to prevent delay

Sometimes

4. In your opinion, how is the effective approach in coordinating the submission and followup on the authorities approval/ permit?

Provide sufficient information & documents on time. Ensure payment for fees (related) to be paid on time.

Meet and discuss

All plans, drawings and documents must be prepared according to guidelines and follow up progressively.

prepare early and follow-up closely. Create a relationship with them

Create relationship

set organization chart person in charge and flow chart. All person must understand scope of works and work ahead time line. Immediate report to superior for find solution (if found problem)

Pre-discussion before submission to know requirement and follow up regularly

N/A

Require for following up regularly

N/A

Create good reputation with local authorities and regularly follow-up on the status

Improve relationship

30

Table 4.3 : Content Analysis of the Interview with Expert Panel on Quality Aspect Coordination
RESPONDENT R1 QUESTION Material deliver must follow approved material as agreed by S.O/ client. Provide checklist and testing if necessary. Refer to SOP/ checklist Refer to SOP, checklist. Standard to method statement. Monitoring the activities, requirement for skill worker and experience to the task R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12

1. Tall building project normally high-end project and the standard of quality cannot be compromised. In your experience how to control the quality of the building material?

Great supervision imposed at site. Ensure only suitable materials to be used.

Follow Bill of Quantities and specification

Appoint external party to control the QA/QC matters and this party must be recognize widely. If the quality meet the requirements, the building value highly increase.

Makes a mock up or sampling for material. Get the experience worker/ labour

Follow specification

Thorough checking during submission of sample

Implement QA and QC system

recommend SOP

Certification and get material tested

The monitoring system need to be implemented

Good monitoring

2. Some developers/ clients introduce the longer defect liability period (DLP) to attract the buyer and it is related to quality of end product. In your experience how to control the quality of workmanship?

Great supervision imposed at site i.e. divide specialty (architectural works, MSE works). To appoint reliable & proven contractors(s). To implement CONQUAS/QLASSIC to maintain/ retain quality.

Follow specification

Appoint external party to control the QA/QC matters and this party must be recognize widely. If the quality meet the requirements, the building value highly increase.

Procure quality of material and get the expertise worker

Teamwork and understanding of sequence and specification

Use skill workers and monitored by supervisor

Control specification and as in the drawing

Project Team regularly monitor

Sufficient no of supervisor, tool and provide training

Extending the DLP will improve the quality of workmanship. The longer the period of construction, the better is the quality

Assign good coordinator

31

Table 4.4 : Content Analysis of the Interview with Expert Panel on Document Recording System Coordination
RESPONDENT R1 QUESTION 1. Tall building project is complicated project and involved a lot of correspondence documents. In your experience, did you apply any system in documentation management system? (manual or IT system) R2 R3 R4 Yes, should use Microsoft access and excel R5 R6 R7 R8 R9 R10 R11 R12

No. But in my opinion, having a proper IT system with a proper documents controller system shall help in facilitating the process.

no

no experience

Manual

On site is manual, on HQ shall be IT system

Apply both manual and IT systems

Both

Manual

Manual

IT system

Manual

32 Table 4.5 : Content Analysis of the Interview with Expert Panel on Communication Between the Team Coordination
RESPONDENT R1 QUESTION 1. Communication is the important process in coordination. In your experience how to communicate between teams? (Thru meeting, telephone, email or any IT program) 2. In your opinion, what is the effective approach which produce the most effective to communication between project teams? 3. Do you think the Client Consultant Meeting (CCM) and Site Meeting are sufficient forum to communicate between project team? If not state your reason Meeting -CCM, Technical meeting, program meeting, site meeting, special meeting. Coordination and distribute through telephone-email letter. When received instruction info immediate distribute, delegate to subordinate team. R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12

Clients-consultants/ technicals meeting. Telephone, faxes, memos, letters. Emails.

CCM Meeting and site meeting, telephone, email, conference, sms etc

All of the above

Through telephone and email

All

All of above method or tools can be used

All above

Meeting and telephone

All, no specific IT program

Client consultant meeting and site meeting

All

Meetings, emails, telephone, memos, letters

Meeting and discuss

Conducting coordination meeting, design meeting and consultants subcontractors meeting.

N/A

Meeting and discussion

By email and telephone, formalise with letter and onside decisions.

Email and telephone call

Coordinat ion meeting

Meeting

Client consultant meeting, site meeting

All

Yes & to be minutted efficiently, so that all important point & details could be disseminated to all respective parties.

Yes

Not sufficient. This is more on progress meeting only and not the technical aspects.

Yes

Yes

Not. Shall add special meeting , technical meeting.

Yes, but still communicate in between the meetings if any problem arises

No

Yes, all parties know the status update

Yes

No. but it is most important to set pace for the project to progress. Other method should complement the above For the speed of coordination but cannot replace CCM and Site Meeting

Normally, person attending meetings are for the sake of meeting only, not coming with full spirit of resolving issue New IT software are designed to ease the work process but it must be regularly used and applied to create a culture'

4. Do you think IT played significant roles to support coordination process at site and how could it be?

Yes. Nowadays, communication via emails is being the fastest way of conveying messages. A proper system connecting clients office, consultants' & site office will help to ensure efficient communication.

Yes, festering the process

Yes. Drawing and instructions can be send via email and the info received effectively.

Makes works move easy and fast especially for document management

Yes

Yes. Short time the process to delegate information to project team.

Yes, by conveying message, instructions. Drawing via IT

Yes, let everybody involve to have a access system to know the cause of delay

Yes, helping the work to be done faster

Appropria te program might expedite the searching of document

33

Table 4.6: Content Analysis of the Interview with Expert Panel on Safety Aspect Coordination
RESPONDENT QUESTION To impose or bind safety measures which relates to Malaysia government (part of the SOP). To make compulsory for the measure to be taken up as the authorities have right to give stop work order. Create safety division. To have regular check with respective body in imposing safety regulations at site. Works must be suspend until competent safety officer appointed. Shall comply to CIDB, Niosh, DOSH before imposed to contractor. Site complain practice on safety induction, safety briefing the safety committee to make decision for SO approval. R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12

1. If contractor failed to fulfill the safety precaution measure in the job site. How to impose it?

Straight in enforcement and penalty

Thru warning and penalty system

Penalty system

Impose penalties suspension or financially

Penalty

Fine the contractor

Penalty , retain their progres s claim

Penalty and educate worker on site

Penalty system

2. Based on your experience, what is the most effective approach to ensure the safety of construction site?

Penalty

N/A

Set a penalty system and those ignore it can't entrance the site

Penalty

Person or machine not complies with safety requirement do not allow enter project site. Those cross the rules, remove from the site.

Full time safety officer and conducted trainings and awareness and imposing penalties for offenders

Penalty and stop work order

Contractor have to more aware of safety issue otherwise imposed penalty

All worker shall be well trained

Safety awareness and educating worker on site follow by penalty

Assign competent officer and employ skill worker

34

Table 4.7: Content Analysis of the Interview with Expert Panel on Changes/ Variation Coordination
RESPONDENT QUESTION 1. In your experience, do you foresee any changes of design especially during construction of tall building? If yes how frequent? Yes, depending on the un-expected rising on cost or changes in design i.e. design faulty. Client, they might have others direction while dealing either on-going developments i.e. materials or fittings might changes along 1-2 years during construction period. To ensure proper documentations & instructions by arch, engineers. To ensure proper approvals obtained from clients May need changes but not very frequent as it will affect the progress of work Depending on completeness of design, loose design result in many variations Depends, sometimes client and sometimes consultant. Generally it is due to lack of coordination during early process Appoint good consultants who posed competent officer/ professional R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12

Very frequent

Very frequent

Yes, always

Yes, always

Yes. Very frequent

Yes

Yes

N/A

Yes, very frequent

2. Which parties normally contribute to the changes/ variation of design during construction? Please state your opinion

Client and consultants

M&E consultants. Due to local authorities requirement and they failed to advice during design stage.

Client

Client and site condition

Client and consultant drawing discrepancy.

Client's need and design changes

Client and consultant

Consultant and contractors

Client and Architect

All parties contribute to the changes. Some design details cannot be implemented, whilst others due to poor detailing All drawing and detail are to be check before conversion to BQ and commencement on site.

3. Errors in design by consultants are also contributed to changes/ variation. Based on your experience, how to handle this issue?

Re-check and re-look

Conduct design meeting and find the simplest and best way to overcome.

Confirm the shapes early or makes a meeting every 2 weeks

re-check

For any discrepancy, contractor to issue RFI to request consultant for approval.

Thorough checking by independent checker

Alternative proposal or VO shall be borne by consultant

N/A

Project team shall check and study the drawing prior finalize for approval. It will required sufficient time

4. When changes/ variation in construction, it will involve the cost and create a dispute. In your experience how this matter been solved?

To ensure proper documentations i.e. AI, EI, VO forms, etc. To ensure capping of amount in every VO.

Recheck and relook/ monitor closely

The variation cost is clarified where it came from which discipline and deducted ion fees

N/A

Discussion and understanding

N/A

May penalize the party at fault but minimize changes/ variation all parties should collaborate from start of project.

Coordinatio n and proper record keeping

Checking

Study the variance and request consultant to write report and recommendation.

VO of cost use the set control form.

By professional attitude and partnering approach

35

Table 4.8 : Content Analysis of the Interview with Expert Panel on Others Coordination
RESPONDENT QUESTION Safety measures, site constraints. Tall building normally tends to be in a limited & packed site. It's important to impose proper site management procedure, materials management, etc. to ensure safety (100% measures) to be applied i.e. proper seat folding, safety equipments, etc. To have proper communications among parties. To ensure proper & efficient planning for the entire development. Handling parties involved in the project. Good coordinator and selection of parties involved will help Apply partnering concept, appoint competent parties and monitor closely R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12

1. In your experience, what are the most challenges in tall building project coordination? How to handle the challenge?

Drawing and sequences of coordination

N/A

N/A

Teamwork and coordination

Must have competent staff/ sequence of works/ site monitoring.

Construction technique proper coordinator of method statement of construction

Lot of subcontractor

Complicated - handle by monitoring

N/A

by looking seriously on 3 constraints which time, cost and quality

2. Please state the strategies to improve the coordination process?

Meet and discuss regularly

N/A

N/A

Workshop

Set system and comply to the system.

All parties to work as a team and the team should have a competent leader

Meeting with all subcontractors involves in the project.

Arrange meeting regularly

Educate all parties involved to play their roll wisely and always meet time frame given

Simulation of building and construction before implementation

36 Based on the detail result from content analysis, it can be summarized that there are a lot of process involves in tall building construction. Among the major process is coordination of work program/ schedule. In general it is shown that the current tall building coordination requires for improvement in order to achieve the project objective. The details of the result will be described in Chapter 5 which thorough discussion on the data analysis.

4.3

Questionnaire Survey

The author has distributed forty (40) questionnaire surveys to various respondents involved directly in the tall building construction project. There are from client, consultant as well as government agency (JKR). Out of 40 questionnaire survey, 23 questionnaires survey were returned or equivalent to 57% which can be classified as moderate respond. The reason for the rest of the respondents failed to return the questionnaire survey because of busy with routine works. This is normal situation for construction industry. Sample of Questionnaire Survey is shown in Appendix B. The details of the respond delivered are tabulated in Figure 4.1

Figure 4.1 : Questionnaires delivered

Respond of Questionnaire Survey

43% Responded Unreply 57%

37 4.3.1 Demographic of respondents

The demographic of the respondents are as follow:-

4.3.2

Nature of Business

Figure 4.2 shown the respondent segregation based on nature of business. Majority of respondent are from developer which 65% of total respondent. 23% and 13% respondent are from consultant and government agency respectively.

Figure 4.2 : Nature of Business Nature of Business

13% 22% 65%

Developer Consultant Government Agency (JKR)

4.3.3

Respondents Working Experience

Based on Figure 4.3, it is shown that majority of respondent are having a working experience between 5 to 10 years which 35%, followed by 30% of respondent having 10 to 15 years working experience. The others are between more than 20 years and less than 5 years working experience.

38

Figure 4.3 : Respondent Working Experience

Respondent Working Experience

9% 30%

26%

Less than 5 years 5 to 10 years 11 to 15 years More than 20 years

35%

4.3.4

Respondent Projects Involvement

Based on the feedback from questionnaire, it is shown that the majority of respondent have involved with the numbers of project between 4 to 6 which contribute 44% of the respondent. The Figure 4.3 has shown the result of the respondent projects involvement.

39 Figure 4.4 Respondent Projects Involvement

No. of Project Involve

4% 26%

26%

1 to 3 projects 4 to 6 projects 7 to 10 projects More than 10 projects

44%

4.4

Problem Related to Construction Coordination

In Section B, the questionnaire surveys are divided into seven (7) categories. The questions designs are to seek the opinion from respondents on the major problem related to coordination issue in tall building project from client perspective.

4.4.1

Work Schedule/Program

Based on the respond from respondents which shown in Table 4.9, it is shown majority of respondent agreed that failure of contractor to follow approved work program are the most common problem related to the work program coordination. 83% of the respondent agreed on the problem and 9% of respondent disagreed and neutral. It is contribute to the relative index of 0.8. Beside that late approval from client to approve the work program and unreliable work program submitted by

40 contractor also a problem related to coordination of work program most agreed by respondents. Table 4.9: Work Schedule/Program
Score No Problem Disagree 1 2 % 0 1 2 2 9% 13% Neutral 3 % 2 5 9% 22% Agree 4 5 % 15 10 4 5 83% 65% Total f % 23 23 100% 100% RI

1 2 3 4

Contractor failed to follow work schedule/ program as agreed Late approval obtain from client Unreliable of work schedule/ program submitted by contractor Uncompleted work program submitted

0.8 0.7

1 2

4 6

22% 35%

3 5

13% 22%

10 8

5 2

65% 43%

23 23

100% 100%

0.7 0.6

4.4.2

Authorities Permit/Approval

Table 4.10 shown that majority of respondent agreed that poor reputation with authorities is the most common problem related to the work program coordination. 78% of the respondent agreed and 9% disagreed on the problem. It is contribute the relative index of 0.8. Beside that bureaucracy procedure with authorities are among the problem given high relative index which 0.8. Among the question asked, a late respond from consultant is the lowest average index responded by respondent which 0.6 (relative index).

41 Table 4.10 : Authorities Permit/Approval

Score Neutral Agree 3 % 4 5 % 3 3 6 6 5 3 7 13% 13% 26% 26% 22% 13% 30% 8 7 11 10 13 8 6 10 10 5 5 3 3 2 78% 74% 70% 65% 70% 48% 35%

No 1 2 3 4 5 6 7

Problem Poor reputation with authorities Bureaucracy procedure Delay in obtain approval by authorities Inefficient in Follow-up the approval Compliance of Authorities requirement Late submission by consultants Late respond from consultant

Disagree 1 2 % 1 1 0 0 0 3 3 1 2 1 2 2 6 5 9% 13% 4% 9% 9% 39% 35%

Total f % 23 23 23 23 23 23 23 100% 100% 100% 100% 100% 100% 100%

RI 0.8 0.8 0.8 0.8 0.7 0.6 0.6

4.4.3

Quality Aspect

Table 4.11 shown that majority of respondent agreed that poor workmanship/ standard of quality is the most common problem related to the work program coordination. 70% of the respondent agreed on the problem and 9% of the respondent disagree. There are respondent given neutral respond which 22% and contribute the relative index of 0.8. Failure to identify the defect on material is also among the main problem agreed by respondent which given high relative index of 0.8. Table 4.11: Quality Aspect
Score No 1 2 3 4 5 6 Problem 1 Poor workmanship/ standard of quality Fail to identify material defect Poor quality control Incompetent worker from contractor Too much defect Incompetent quality control officer 2 0 0 1 4 6 Disagree 2 0 2 2 2 9 7 % 9% 9% 9% 13% 57% 57% Neutral 3 5 6 5 9 2 4 % 22% 26% 22% 39% 9% 17% 4 9 10 13 9 6 5 Agree 5 7 5 3 2 2 1 % 70% 65% 70% 48% 35% 26% f 23 23 23 23 23 23 Total % 100% 100% 100% 100% 100% 100% 0.8 0.8 0.7 0.7 0.5 0.5 RI

42 4.4.4 Document Recording System

Poor record keeping is the most problem agreed by respondent which contribute to highest relative index which is 0.9. Table 4.12 is shown result of the question from the questionnaire survey.

Table 4.12: Document Recording System

Score No Problem 1 1 2 3 4 Poor Record keeping Taking time to trace document No proper room (unsafe) for filing system No document recording system 0 0 1 2 Disagree 2 1 2 3 7 % 4% 9% 17% 39% Neutral 3 2 6 4 5 % 9% 26% 17% 22% 4 8 11 9 7 Agree 5 12 4 6 2 % 87% 65% 65% 39% f 23 23 23 23 Total % 100% 100% 100% 100% 0.9 0.7 0.7 0.6 RI

4.4.5

Communication Between Project Team

Table 4.13 shown the result of the problem related to communication between the projects teams which late in delivery information is the main problem agreed by respondent. It is shown that 83% agreed on the problem and 9% disagree and neutral of that problem.

43 Table 4.13: Communication Between Project Team

Score No Problem Disagree 1 2 % 0 1 1 1 project 2 2 2 1 3 1 9% 13% 9% 17% 13% Neutral 3 % 2 2 3 2 3 9% 9% 13% 9% 13% Agree 4 5 % 16 13 15 12 14 3 5 3 5 3 83% 78% 78% 74% 74% Total f % 23 23 23 23 23 100% 100% 100% 100% 100% RI

1 2 3 4 5

Late in deliver information between team Lack of monitoring and controlling during construction Low motivation among teams Misunderstanding between teams Unclear teams instruction between

0.8 0.8 0.8 0.7 0.7

Potential works individually between teams Late approval/ endorsement from client site

17%

9%

14

74%

23

100%

0.7

17%

17%

11

65%

23

100%

0.7

4.4.6

Safety Aspect

Table 4.14 shown the result of the problem related to safety aspect. Table 4.14: Safety Aspect
Score No 1 2 3 4 Problem No safety committee Uneducated worker on safety procedure Contractor procedure Unsafe site failed to follow safety Disagree 1 2 % 1 1 1 0 2 0 2 2 13% 4% 13% 9% Neutral 3 % 0 2 0 5 0% 9% 0% 22% Agree 4 5 % 14 18 17 14 6 2 3 2 87% 87% 87% 70% Total f % 23 23 23 23 100% 100% 100% 100% RI 0.8 0.8 0.8 0.7

44 4.4.7 Changes/ Variation

Changes in design required by authorities is most problem related to coordination of tall building. Table 4.15 shown that majority of respondent agreed on the above problem which indicated relative index of 0.8. Table 4.15: Changes/ Variation
Score No 1 2 3 4 5 6 7 Problem Change in design required by Authorities Error in design by consultant Change in design by Client Change in design because of site constrain Inconsistent design among consultant Additional cost contribute from changes Insufficient information in drawing Disagree 1 2 % 2 0 0 0 1 1 1 0 2 2 2 2 2 2 9% 9% 9% 9% 13% 13% 13% Neutral 3 % 5 2 6 3 4 5 4 22% 9% 26% 13% 17% 22% 17% Agree 4 5 % 9 17 10 13 13 12 14 7 2 5 5 3 3 2 70% 83% 65% 78% 70% 65% 70% Total f % 23 23 23 23 23 23 23 100% 100% 100% 100% 100% 100% 100% RI 0.8 0.8 0.8 0.8 0.7 0.7 0.7

4.5

Strategies for improvement of Construction Coordination

In Section C, the questionnaire surveys are also divided into seven (7) categories and the questions designs are to seek the opinion from respondents on the strategies for improving the coordination issue in tall building project from client perspective. Table 4.16 to 4.23 are the shown the result from respondent perspective.

45 4.5.1 Work Schedule/Program

Based on the respond from respondents which shown in Table 4.16, it is shown majority of respondent agreed that ability of developer to do the tracking are the popular strategies of the work program coordination. 83% of the respondent agreed and 13% of the respondent disagreed. It is contribute to the relative index of 0.8. Besides that, reliable works schedule also among the strategies agreed by respondents. Table 4.16: Work Schedule/Program
Score No 1 2 3 4 5 6 7 8 Strategies Client able to do tracking and monitoring Reliable works schedule/ program Expedite approval by Client Consultants able to advised on alternative option if delay occurred Back-up plan/ alternative approach Appoint Competent project team Introduce dateline strategy Sufficient information prepared in work program Appoint capable contractors/ subcontractors Imposed penalty system to ensure the plan implemented i.e LAD Disagree 1 2 % 1 2 0 1 0 0 0 1 2 0 2 2 1 2 2 2 13% 9% 9% 13% 4% 9% 9% 13% Neutral 3 % 0 5 2 0 5 3 5 4 0% 22% 9% 0% 22% 13% 22% 17% Agree 4 5 % 14 9 17 17 14 15 13 13 6 7 2 3 3 3 3 3 87% 70% 83% 87% 74% 78% 70% 70% Total f % 23 23 23 23 23 23 23 23 100% 100% 100% 100% 100% 100% 100% 100% RI 0.8 0.8 0.8 0.8 0.8 0.8 0.7 0.7

13%

17%

14

70%

23

100%

0.7

10

17%

26%

10

57%

23

100%

0.7

46 4.5.2 Authorities Permit/Approval

Table 4.17 shown that majority of respondent agreed that implementation of penalty system to consultant is among the highest relative index on the work program coordination which 0.8. 87% of the respondent agreed and 9% of the respondent disagreed. Beside that implementation of penalty s system to contractor also among the highest relative index which 0.8. Table 4.17: Authorities Permit/Approval
Score No Strategies 1 1 2 Imposed penalty system to consultant Imposed penalty system to contractor Assign coordinator to follow-up the confirmation/ approval of approval/ permit matters Ensure all requirement full fill before submission Establish reputation with authorities Regularly follow-up of the status Prompt respond if additional information required by authority 0 0 Disagree 2 2 2 % 9% 9% Neutral 3 1 2 % 4% 9% 4 16 16 Agree 5 4 3 % 87% 83% f 23 23 Total % 100% 100% 0.8 0.8 RI

9%

22%

70%

23

100%

0.8

4 5 6 7

1 0 1 2

3 2 3 1

17% 9% 17% 13%

2 6 4 3

9% 26% 17% 13%

12 11 9 14

5 4 6 3

74% 65% 65% 74%

23 23 23 23

100% 100% 100% 100%

0.7 0.7 0.7 0.7

4.5.3

Quality Aspect

Table 4.18 shown that majority of respondent agreed that sufficient training for contractors workers is the most agreed by respondent on the strategies of the work program coordination. 87% of the respondent agreed and 9% of the respondent strongly agreed and contribute the relative index of 0.8. Regular testing for building material is also among the strategies agreed by respondent which given relative index of 0.8.

47 Table 4.18: Quality Aspect

Score No Strategies 1 1 2 3 4 5 6 7 8 Sufficient training for contractors worker Regular testing for building material Appoint knowledgeable quality control staff Hired reputable/ establish contractor Set a quality procedure Implement ISO certificate Hired reputable/ establish supplier for building material Regularly checking during construction 0 0 0 1 1 1 2 2 Disagree 2 2 1 2 2 1 3 2 2 % 9% 4% 9% 13% 9% 17% 17% 17% Neutral 3 1 3 2 2 3 2 2 4 % 4% 13% 9% 9% 13% 9% 9% 17% 4 16 16 16 13 15 12 14 11 Agree 5 4 3 3 5 3 5 3 4 % 87% 83% 83% 78% 78% 74% 74% 65% f 23 23 23 23 23 23 23 23 Total % 100% 100% 100% 100% 100% 100% 100% 100% 0.8 0.8 0.8 0.8 0.8 0.7 0.7 0.7 RI

4.5.4

Document Recording System

Implementation of ISO certificate and all project team must aware of related matters are the most strategies agreed by respondent which contribute to highest relative index which 0.8. Table 4.19 is shown result of the question from the questionnaire survey.

Table 4.19 : Document Recording System

Score No Strategies 1 1 2 Implement ISO certificate All project team must aware of related matters Implement Information Technology (IT) in record system 1 1 Disagree 2 0 1 % 4% 9% Neutral 3 2 2 % 9% 9% 4 18 17 Agree 5 2 2 % 87% 83% f 23 23 Total % 100% 100% 0.8 0.8 RI

9%

22%

14

70%

23

100%

0.7

48 4.5.5 Communication Between Project Team

Table 4.20 are shown the result of the strategies on the communication between the project teams which the project team must be in contact all the time is the most strategies agreed by respondent. 91% of the respondent agreed on the strategies and 9% of respondent respond neutral score.

Table 4.20: Communication between Project Team

Score No Strategies 1 1 2 3 4 5 Project team must be in contact at any time Assign project coordinator Introduce IT system in communication Meeting held regularly All information must be delivered between project team 0 0 1 1 2 Disagree 2 0 2 2 3 2 % 0% 9% 13% 17% 17% Neutral 3 2 1 2 2 2 % 9% 4% 9% 9% 9% 4 15 16 13 12 14 Agree 5 6 4 5 5 3 % 91% 87% 78% 74% 74% f 23 23 23 23 23 Total % 100% 100% 100% 100% 100% 0.8 0.8 0.8 0.7 0.7 RI

4.5.6

Safety Aspect

Table 4.21 is shown the result from the respondent of the strategies on the safety aspect. Table 4.21 : Safety Aspect
Score No Strategies Disagree 1 1 2 Appoint affective security personal Encourage inspection by government department Establish Safety & Health Committee (OSHA) 0 0 2 2 2 % 9% 9% Neutral 3 1 2 % 4% 9% 4 16 16 Agree 5 4 3 % 87% 83% f 23 23 Total % 100% 100% 0.8 0.8 RI

9%

22%

13

70%

23

100%

0.7

49 4.5.7 Changes/ Variation

Detail drawing considering all aspect and avoid last minute changes are the most strategies agreed in handling changes/ variation in coordination of tall building. Table 4.22 shown that majority of respondent agreed on the above which indicated relative index of 0.8. Beside that 83% of respondent agreed and 9% are responded disagreed and neutral on the strategies.

Table 4.22 : Changes/ Variation

Score No Strategies 1 1 2 3 4 5 Detail drawing considering all aspect Avoid last minutes change Establish drawing at initial stage Comprehensive checking of drawing Appoint Competent project team 2 0 2 0 2 Disagree 2 0 2 2 2 2 % 9% 9% 17% 9% 17% Neutral 3 2 2 1 5 3 % 9% 9% 4% 22% 13% 4 11 13 8 8 9 Agree 5 8 6 10 8 7 % 83% 83% 78% 70% 70% f 23 23 23 23 23 Total % 100% 100% 100% 100% 100% 0.8 0.8 0.8 0.8 0.7 RI

4.5.8

Others Strategies

Other strategies responded by respondent are shown in table 4.23.

50 Table 4.23 : Others Strategies

Score No Strategies 1 1 2 3 4 5 6 7 8 By implementation of Buildability design By practicing partnering with stakeholders Strong Financial Capability Produce Sufficient Manpower By applying alternative procurement method such as design and build Effective organisation structure Knowledgeable Staff By implementing the new technologies i.e. IBS By creating the collaborating teamwork with the project team By recommending the approach Just in time in ordering material. Effective Project Work Flow 0 0 1 1 1 0 0 2 Disagree 2 0 1 2 1 0 2 2 2 % 0% 4% 13% 9% 4% 9% 9% 17% Neutral 3 4 2 3 5 5 5 5 3 % 17% 9% 13% 22% 22% 22% 22% 13% 4 12 15 8 10 13 13 13 9 Agree 5 7 5 9 6 4 3 3 7 % 83% 87% 74% 70% 74% 70% 70% 70% f 23 23 23 23 23 23 23 23 Total % 100% 100% 100% 100% 100% 100% 100% 100% 0.8 0.8 0.8 0.8 0.8 0.7 0.7 0.7 RI

9%

26%

10

65%

23

100%

0.7

10 11

2 2

0 4

9% 26%

5 3

22% 13%

13 10

3 4

70% 61%

23 23

100% 100%

0.7 0.7

51

CHAPTER 5

DISCUSSION OF THE RESULT

5.1

Introduction

This chapter discussed on the result obtains from the analysis conducted through interview and questionnaire survey. However, a discussion analysis were not covered all question listed in questionnaire survey and it is only focused on the analysis on the high frequency and mean index.

5.2

Major Process in Construction Coordination

Based on the respond from interview with 12 respondents with various experience in the industry, it can be summarized that there are seven (7) major process in tall building coordination which shown in the figure 5.1.

52

Wok Program/ Schedule Changes/ Variation

Authorities Permit/ Approval

CONSTRUCTION COORDINATION
Safety Aspect

Quality Aspect

Communication Between Project Team

Document Recording System

Figure 5.1: Construction Coordination Diagram

5.2.1

Work Schedule/ Program

In construction, work program is the important document as a main document before commencement of construction work. Based on the respond from interview as shown in table 4.1, majority of respondent giving the opinion that work schedule/ program is one of the main processes in construction. Based on their experience the work program submitted by contractor need to be verified by consultant and require client to approve before commencement of physical works. Majority respondent giving the opinion that in their experience, client taking a time to approve the work program submitted by contractor which approximately between two (2) to three (3) week to approve. It because the client required consultant advice and ensure the work program is reliable. Without this the approval the contractor cannot comment the work except for preliminary and mobilization works only. Monitoring the work program really essential from clients perspective due to the cost and time constrain. From the respond, it show that based on their experience, delays always occurred

53 during physical construction, however efficient coordination required in this stage in order to mitigate the problems.

5.2.2

Authorities Permit/ Approval

In tall building construction, there are a lot of permits and approvals required from authorities before construction of the project. Based on respondents respond which shown in table 4.2, it is revealed that the permits and approvals from authorities are the critical and requires close follow-up. Any delay in getting approval will cause significant delay to the construction. In current coordination, majority respondent giving the opinion that for non-established client, they are relied on consultant team to handle the issue from submission until obtain the approval. However, a few respondents giving the opinion that for established client, there are fully involve in following up with authorities and become their roles and responsibility to obtain the approvals.

5.2.3

Quality Aspect

In project construction nowadays, quality is become one of the important goals beside that time and cost. According to result from content analysis in table 4.3, it is shown that majority of respondents responded given opinion that in their experience, there are many ways to ensure the quality meeting the expected standard. Among others the great supervision imposed on site, setting up the Standard Operation Procedure (SOP), engaging the quality assurance (QA) and quality control (QC) to monitor physical construction. A few respondents also giving feedback that by hiring experience supervisor and skill worker are also can enhance the quality of the end product.

54 5.2.4 Document Controlling System

Document recording systems are really important in tall building project. The documents such as tender document, specification, approved work program, site instruction and progress report should be kept accordingly for recording purposes. Based on result from content analysis which shown in table 4.4, it is revealed that majority of the respondent responded that in current practice, a manual recording system is still popular among them depending on the company and project size. However, they are agreed that by implementation of Information Technology (IT) system in document control can enhance the coordination.

5.2.5

Communication between Project Team

During construction of the project, the project teams must be in contact at all times. It is essential because if any problem on site must be solved immediately to avoid any delays. Based on the respond from respondent in table 4.5, the Client Consultant Meeting (CCM) and site meeting are not only the forum to discuss the issue related to construction, but they are many ways in communicating between each other. IT tools are been used in communicating between project team such as email, fax, short messaging system (SMS) and telephone.

5.2.6

Safety Aspect

From the interview conducted and result tabulated in table 4.6, most of the respondent given feedback that safety aspect is one of the main aspect in tall building construction. Straight enforcement should be imposed in every construction site to ensure the safety aspect been fulfill by contractor. From their respond there a many

55 ways been implemented to ensure the safety aspect straightly imposed on site such as by penalty system, encourage government agency to visit the construction site and stop work order. Based on respond from respondent, the implementation of safety and health committee, training of personal and worker also been implemented based on their respond.

5.2.7

Changes/ Variation

In every construction site, variation or changes are relatively common. It is due to certain reason such as requested by client, error in design, meeting requirement by authority and so on. According to the result from interview in table 4.7, majority of respondent given feedback that to avoid changes/ variation, the teams should be coordinated accordingly in early stage by ensuring all requirements either by client or authority been meet before commencement of physical works. Thorough checking also helps in ensure all documents been prepared without error. The changes/ variation will cost to the client and will effect to project budget.

5.3

Problem in Current Construction Coordination

The analysis for section B is to achieve the objective of to evaluate the major problem related to coordination issue in tall building project. The author has focused the problem in 7 aspects as listed in Section A. In collecting the information for this section, 23 questionnaire surveys have been used to analyze the data. Based on the respond from questionnaire surveys the following summary of finding in related to problem foreseen in current construction industry which are tabulated in table 4.9 to 4. 15.

56 5.3.1 Summary of Current Coordination Problem

Based on the respond from respondents which indicated in Table 4.9, it is shown that majority of respondent agreed that failure of contractor to follow

approved work program are the most common problem related to the work program coordination. From analysis, 83% agree on the problem and 9% disagreed while the relative index analysis indicated the highest index which 0.8. This problem is relatively will contribute to delays of the overall project. Beside that late approval from client to approve the work program and unreliable work program submitted by contractor also a problem related to coordination of work program most agreed by respondents. For the problem on incomplete work program submitted by contractor, the respondent given lowest relative index which 0.6 compare to others problem. It is mean that under current practice, normally contractor will submit completed works program for approval purposes.

Poor reputation between project team and authorities is one of the problems foreseen in coordination with authorities approval/ permit. Majority of respondent agreed that the problem caused the delays in getting approval. Based on analysis carried out in table 4.10, it is show that 78% of the respondent agreed and 9% of respondent disagreed to the problem while 13% responded neutral score. It is contribute 0.8 to the relative index analysis. Beside that majority of respondent also agreed on the bureaucracy procedure with authorities, unable to comply with the authority requirement also always occurred in current practice and it is indirectly contribute to delays in getting approval. For the problem listed in the questionnaire on the late respond from consultant, it is shown that majority of respondent neutral on that problem which shown 0.6 relative index analysis.

In the current construction industry, quality aspect has become more important nowadays. Based on the respond from questionnaire which shown in Table 4.11, it is shown that poor standard of quality and fail to identify the material defect are the most common problems related to quality aspect. The both problems contributed 0.8 relative index analysis. 70% of respondent agreed on that poor quality standard of quality while 9% disagreed to the problem. In coordination of

57 document recording system, majority of respondents given feedback poor record keeping, taking time in document tracing and no proper room for filing system are among the problem related to coordination of document recording system. The detail results are shown in table 4.12.

As described in literature review, construction of tall building is a complex process. Coordination in communication between the project team is very important. Based on the respondents respond, majority of them given feedback that late information delivered to the project team is among highest relative index which 0.8. According to interview with the expert panel, majority agreed that in current coordination, there are lacks of information delivery system among the project team. The teams still tend to works individually and will depend on the client on the direction. Beside the lack of monitoring and controlling during construction as well as low motivation among teams members are the important problem to be considered.

Based on respond from respondent which tabulated in table 4.14, most of the construction site still ignoring on safety aspect and most of them responded that majority of the site no safety committee, contractor failed to follow safety procedure and uneducated worker on safety procedure. It is tie to the low education level on the safety aspect. All the problems listed in the questionnaire shown the high relative index which between ranges of 0.7 to 0.8. Changes in design to fulfill authorities requirement are always occurred in current practice on construction. Majority respondent agreed that it were occurred in current construction practice. Beside that error in design dedicated by consultant as well as changes requested by client also contribute to the problem. Based on respond, the above factors are contributed to problem in coordination in tall building construction.

5.4

Strategies to Improve Construction Coordination

The analysis for this section is to achieve the objective of to suggest the strategies for improving the coordination process in tall building construction. Based

58 on the respond from questionnaire survey, the following strategies been recommended to improve the coordination process in tall building construction which tabulated in table 4.16 to 4.23.

5.4.1

Summary of Strategies to Improve Coordination

There are a lot of strategies to improve the coordination in construction. The author has classified the strategies based on seven (7) aspects. According to respond from respondents which shown in table 4.16, ability for client to carry out the tracking and monitoring in work program/ schedule is among the most agreeable strategies which indicate the highest relative index of 0.8. Majority of respondent agreed that the both strategies can improve the coordination in tall building construction. According to scoring it is indicate the frequency of agreement to 87% agreed and 13% are disagreed. Client also required ensuring that the work program submitted by contractor is reliable for the actual construction. This will determine that contractor will follow the schedule of work program according to approval. Majority of respondents also agreed that the clients are require to expedite the approval to enable the contractor will commence the works as planned.

Approvals from authorities are essential and it is part of the milestone in construction project. Based on respond from respondent which shown in table 4.17, it is shown that in coordination for permit/ approval by authorities, majority respondents agreed that introduced penalty system to consultants can avoid delay in submission for authorities approvals. From the above table, it is shown that respondent given relative index of 0.8. It is also apply to contractor who failed to fulfill the requirement and regulation set by authorities which may contribute to stop work order and will affect the delays to the project. In current practice, majority client rely on consultant to follow up on approval and submission, however based on respondent feedback, it is more practical for client to assign a coordinator to ensure the submission and approval submitted and approved according to timeline.

59 Sufficient skill worker by contractor is one of the strategies in coordination in achieving a quality aspect. It is shown in Table 4.18, 83% of the respondent agreed and 9% disagreed while 4% of respondent responded neutral score. It can be summarized by hiring skill worker by contractor will give significant impact to the quality of the workmanship. Regular testing of building materials and hiring knowledgeable quality control employees from contractor and client are also giving impact to the quality and this also one of the strategies to improve coordination quality. The both strategies indicate relative index of 0.8 which shown in table 4.19. Coordination in document control is important for construction project. Implementation of ISO certificate is one of the strategies to improve the coordination. Based on Table 4.20 it is shown that majority respondent agreed that by implementing the ISO certificate, the document will be kept in proper manner. It is show that 87% of respondent agreed and 4% of respondent disagreed on the strategy while 4% neutral. Introducing the IT system also part of the strategy to improve the coordination which the record can be store in software format and easily traceable. All project team must be informed on any issue related to the project matters.

Improvement in communication system is important aspect in improving the coordination. Based on table 4.20 majority of respondent agreed that project team must be in contact at all times. It is shown that the said strategies given 0.8 score in relative index. They are required to clarify any problem on site immediately. Delays in solving the related issue will affect the whole project timeframe. By introducing the IT system such as email, yahoo messenger, telephone and facsimile and other IT tools will expedite the information relay to project team and it will expedite the coordination in solving the related issue. In construction, client consultant meeting and site meeting are common forum to discussed issue, however based on questionnaire survey it normally scheduled fortnightly. By having regular meeting and walkabout by project team it will enhance the coordination in construction.

Based on table 4.21, hiring effective security personal is one of the strategies in improving the coordination for construction. According to the result analysis, it is shown 0.8 score in relative index. Safety on site is part of the important factors in construction. By encouraging the government agencies for inspection also agreed by

60 respondent in enhance the coordination. Establishment of Safety and Health Committee also can improve the safety coordination in construction. Changes/ Variation are consider commonly happen in construction project either addition or omission. To avoid any future variation/ changes, the project team must ensure the construction drawing must be as detail as possible and this agreed by majority of respondent. The drawing has to establish at initial stage with comprehensive checking and it is also part of the strategies agreed by respondent. Based on the table 4.22, it is shown that the respondent agreed that the strategies listed in the questionnaire can improve the tall building coordination. .

Others strategies to improve the coordination agreed by respondent are by implementation of buidibility in design, practicing partnering with stakeholders, by applying alternative procurement method such as design and built concept, effective organization structure and implementing new technology i.e IBS in construction.

61

CHAPTER 6

CONCLUSION AND RECOMMENDATION

6.1

Introduction

This chapter will be described on the findings and recommendation of the study conducted. Conclusion on the result of the study required to review in accordance to study objectives. This is important to ensure that the methodology implemented in this study are achieved the objectives of the study.

6.2

Achievement of the Study

On this study, there are 3 objectives been set as mention in Chapter 1. The objectives are as follows:i) To identify major process in tall building construction coordination.

62 ii) To evaluate major problem related to coordination issue in tall building project. iii) To suggest the strategies for improving the coordination process in tall building construction.

6.2.1

Objective 1: To identify major process in tall building construction coordination.

The first objective which to identify major process in tall building construction has been achieved through literature review brief in chapter 2 and interview with 12 identify respondent involved in tall building construction. In general, there are few processes involved in construction of tall building. Based on the respond from interview with 12 respondents with various experience in the industry, it can be summarized that there are seven (7) major processes involve in tall building construction coordination which are described as follows:-

i) Work Schedule/ Program ii) Authorities permit/ approval iii) Quality aspect iv) Document controlling system v) Communication between project team vi) Safety Aspect vii) Changes/ Variation

63 In general, majority of respondent aware that the above processes need to be handle accordingly in order to achieve the project goal. It is concluded that the objective of the objective and finding for this area is fully achieved.

6.2.2

Objective 2: To evaluate major problem related to coordination issue in tall building construction.

To fulfill requirement for this objective, questionnaire survey has been used as a method to gather the data. After the data been analyzed, it is revealed that there are problems in current coordination of tall building construction that has to be taking care off. Based on analysis carried out it can be summarized that the most major problem related to coordination issue in tall building construction are as follow:-

1)

Work Schedule/ Program Contractor failed to follow work schedule/ program as agreed. Contractor failed to submit the work schedule/ program in time.

2)

Authorities Permit/ Approval Poor reputation with authorities Bureaucracy procedure

3)

Quality Aspect Poor workmanship/ standard of quality Fail to identify material defect

4)

Document Recording System Poor record keeping Taking time to trace document

64 5) Communication Between The Project Team Late in deliver information between project team Lack of monitoring and controlling during construction

6)

Safety Aspect No safety committee Uneducated worker on safety procedure

7)

Changes/ Variation Change in design required by authorities Error in design by consultant

6.2.3

Objective 3: To suggest the strategies for improving the coordination process in tall building construction.

As per objective 2, this objective also using the same method which data have been collected through questionnaire survey. Based on the analysis, it is revealed that following strategies been recommended to improve the coordination process in tall building construction. Detail description of the main finding has been described in Chapter 5 and the most strategies responded on improvement of coordination can be concluded as follow:-

1)

Work Schedule/ Program Client able to do tracking and monitoring Reliable works schedule/ program.

2)

Authorities Permit/ Approval Imposed penalty system to consultant and contractors Assign coordinator to follow-up the confirmation/ approval of approval/ permit matters

65

3)

Quality Aspect Sufficient training for contractors worker Regular testing for building material

4)

Document Recording System Document must be forward to all project team Implement ISO certificate

5)

Communication Between The Project Team Project team must be in contact at any time Assign project coordinator

6)

Safety Aspect Appoint affective security personal Encourage inspection by government department

7)

Changes/ Variation Detail drawing considering all aspect Avoid last minutes changes

8) Others By implementation of buildability design By practicing partnering with stakeholders

66 6.3 Conclusion

It can be summarized that based on the study carried out, the industry does aware about the problem faced in current coordination practiced in construction. All parties involved in construction project must enhance their effort and gives more emphasis on issue as listed above. They should make an effort to adopt methodology which can bear improvements for them in these matters, since this were regards as by all participants as some of common causes of disputes. The management should consider on new practical management method that might useful in improving coordination in construction process. The management should also study on implementation of new management concept and made some effort on comparing with the current coordination process. With that the improvement can be applied in the organization.

6.4

Recommendation for further research study

In this study, the author only focused on the coordination process during construction period, it is recommended that further study to be conducted covering the whole project cycle which project inception, project design and planning and project closer. The data collected in this study also based on from client perspective, however it is recommended that the further study to be conducted from others perspective which contractors and consultants perspective.

67

LIST OF REFERENCE Albert Lester (2000). Project Management Planning and Control. (3rd ed.) London : Elsevier Limited.

Axelrod, R (1984). The Evolution of Cooperation. New York: Basic Books.

Carlisle, J. (1999). Cooperation WorksBut it is Hard Work. Sheffield : John Carlisle Partnership.

David Langford, Steven Male (1991). Strategic Management in Construction. London : Blackwell Science Limited.

Decker Bert (1989). How to communicate effectively. London : Kogon Page

Donald, S. Barrie and Boyd C. Paulson, Jr (1992). Professional Construction Management. Singapore: McGraw Hill.

Edward R. Fisk (2000). Construction Project Administration. New Jersey. PrenticeHall, Inc.

Francisco Loforte Ribeiro, (2009). Enhancing knowledge management in construction firm. Construction Innovation Journal, 9, 268 284, Emerald Group Publising Limited. Frank Harris and Ronald Mc Caffer (2006). Modern Construction Management. (6th ed.) London : Blackwell Publishing.

Gray, CF and Larson, E. W (2008). Project Management The Managerial Process.(4th ed.). New York : McGraw Hill.

68 Kwakye, A. A. (1997). Construction Project Administration in Practice. England: Longman.

Michael A. Anikeff (2008). Construction Management Strategy and Developer Performance. Engineering Construction and Architectural Management, 15 (3), 504-513. Emerald Group Publishing Limited.

Miggins, J. & Jessop, N. (1965). Communication in the Building Industry. London: Tavistock Publication Limited.

Parker, Henry W. (1972). Method improvement for Construction Management. New York : McGraw Hill.

Pilcher Roy. (1992). Principles of Contruction Management. London: McGraw Hill.

Richard H. Clough, Glenn A. Sears, S Keoki Sears. (2000), Fourth Edition, Construction Project Management. New Jersey : John Wiley and Son Inc.

Robert B. Angus, Norman R. Gunderson and Thomas P. Cullinane. (2003). Planning, Performing and Controlling Project. New Jersey : Prentice Hall.

Salem K. Shaheen (1987). Practical Project Mangement. New York : John Wiley and Son Inc.

Stephen Pryke and Smyth (2006), The Management of Complex Project. Oxford Black well Publishing.

Stout, Vickie Johnson (1987). Practical Management Communication. London: Thomas Toeford.

69

APPENDIX A

INTERVIEW QUESTION

70

UNIVERSITI TEKNOLOGI MALAYSIA

MASTER DEGREE IN CONSTRUCTION MANAGEMENT

INTERVIEW QUESTIONNAIRE
Study area Challenges in coordination process of tall building construction from clients perspective Objective To identified major process in tall building construction coordination To evaluate major problem related to coordination issue in tall building project. To suggest the strategies for improving the coordination process in tall building construction.

1) 2) 3)

Prepare by : MOHD NASIR MOHD NOOR Supervisor : ASSOC. PROF. DR. MOHAMAD IBRAHIM BIN MOHAMAD

71 SECTION A : RESPONDENT BACKGROUND Name Position Age : ________________ (Optional) : ________________ : ________________

Company Address : __________________

Mark the relevant answer in the space provided 1) Nature of business

Developer Contractor Consultant Other, state____

2)

Experience in construction industry

< 5 years 5 -10 years 11 15 years >15 years

3)

Number of construction project been involved

1 to 3 4 to 6 7 to 10 > 10

SECTION B :

THE AIM OF THIS SECTION IS TO REVIEW THE MAJOR PROCESS IN COORDINATION FOR TALL BUILDING CONSTRUCTION.

GENERAL QUESTION 1) Do you have an experience in tall building construction? If yes what buildings you have involved. ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ Do you involve in coordination? If yes, in what level i.e implementation, management level. ______________________________________________________________ ______________________________________________________________ _____________________________________________________________ In your experience, which project team normally take the lead of project coordination? (Client, contractor and consultant) please state your opinion. ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

2)

3)

72 4) In tall building construction project, who do you think the most effective coordinator between client, contractor and consultant? Please state your opinion. ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ In you experience, is there any different in project coordination between tall building and other building project? If yes, please state your reason. ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

5)

WORK SCHEDULE/ PROGRAM 1) Work schedule/ program is the main document prepared by contractor before commencement of construction. In your experience, how long doest it takes for client to approve it? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ In your experience, can contractor commence the works before works program approved by client? Please state your opinion. ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ In your opinion, is there any consequence if client delay in approving Work schedule/ program? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ Delays in meeting works schedule is normally happen in construction of tall building. In your experience how to overcome the delays of works progress? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ In your experience, did client assign any particular person in-charge to monitor progress of works? If yes, what is the role of the person? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

2)

3)

4)

5)

73 6) Others, please state your opinion. ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

AUTHORITIES PERMIT/APPROVAL 7) Tall building construction project are involved a lot of authorities approval/ permit. In your experience, which parties normally apply and follow-up on the approval? Consultant, client or contractor? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ In your opinion, which parties should be effective coordinator in getting approval? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ Obtain approval is one of the time line in construction. Did the teams consider giving any buffer in term of time to obtain the approval? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ Delays in getting approval are typical problem facing in construction project. In your experience how to coordinate it in case of delays? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ In your opinion, how is the effective approach in coordinating the submission and follow-up on the authorities approval/ permit? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

8)

9)

10)

11)

QUALITY ASPECT 12) Tall building project normally high-end project and the standard of quality cannot be compromised. In your experience how to control the quality of the building material? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

74 13) Some developers/ clients introduce the longer defect liability period (DLP) to attract the buyer and it is related to quality of end product. In your experience how to control the quality of workmanship? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

14)

Others, please state your opinion. ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

DOCUMENT RECORDING SYSTEM 15) Tall building project is complicated project and involved a lot of correspondence documents. In your experience, did you apply any system in documentation management system? (manual or IT system) ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ What are the important documents that a project must maintain to ensure smooth coordination of work process among the major stakeholders involved in the project? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

16)

COMMUNICATION BETWEEN THE TEAM 17) Communication is the important process in coordination. In your experience how to communicate between teams? (Thru meeting, telephone, email or any IT program) ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ In your opinion, what is the effective which approach which produce the most effective to communication between project teams? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

18)

75 19) Do you think the Client Consultant Meeting (CCM) and Site Meeting are sufficient forum to communicate between project team? If not state your reason ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

20)

Do you think IT played significant roles to support coordination process at site and how could it be? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

SAFETY ASPECT 20) If contractor failed to fulfill the safety precaution measure in the job site. How to impose it? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ Based on your experience, what is the most effective approach to ensure the safety of construction site? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

21)

CHANGES/ VARIATION 22) In your experience, do you foresee any changes of design especially during construction of tall building? If yes how frequent? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ Which parties normally contribute to the changes/ variation of design during construction? Please state your opinion ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ Errors in design by consultants are also contributed to changes/ variation. Based on your experience, how to handle this issue? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

23)

24)

76 25) When changes/ variation in construction, it will involve the cost and create a dispute. In your experience how this matter been solved? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

OTHERS 26) In your experience, what are the most challenges in tall building project coordination? How to handle the challenge? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ Please state the strategies to improve the coordination process? ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

27)

77

APPENDIX B

QUESTIONNAIRE SURVEY

78

UNIVERSITI TEKNOLOGI MALAYSIA

MASTER DEGREE IN CONSTRUCTION MANAGEMENT

QUESTIONNAIRE SURVEY
Study area Challenges in coordination process of tall building construction from clients perspective Objective To identified major process in tall building construction coordination To evaluate major problem related to coordination issue in tall building project. To suggest the strategies for improving the coordination process in tall building construction.

4) 5) 6)

Prepare by : MOHD NASIR MOHD NOOR Supervisor : ASSOC. PROF. DR. MOHAMAD IBRAHIM BIN MOHAMAD

79

QUESTIONNAIRE SURVEY
SECTION A : RESPONDENT BACKGROUND Name Position Age : ________________ (Optional) : ________________ : ________________

Company Address : __________________

Mark the relevant answer in the space provided 4) Nature of business

Developer Contractor Consultant Other, state____

5)

Experience in construction industry

< 5 years 5 -10 years 11 15 years >15 years

6)

Number of construction project been involved

1 to 3 4 to 6 7 to 10 > 10

SECTION B :

THE AIM OF THIS SECTION IS TO OBTAIN THE INFORMATION ON THE MAJOR PROBLEM RELATED TO COORDINATION IN TALL BUILDING CONSTRUCTION.

Instruction : Scale down from 1-5 in the boxes base on the indicator below Scale indicator : 1 2 3 4 5 Strongly Disagree Disagree Neutral Agree Strongly Agree

WORK SCHEDULE/ PROGRAM

1

Contractor failed to submit the work schedule/ program in time.

80

Unreliable of work schedule/ program submitted by contractor Late approval obtain from client Uncompleted work program submitted Contractor failed to follow work schedule/ program as agreed Others, Please specify

3 4 5

AUTHORITIES PERMIT/ APPROVAL

1 2 3 4 5 6 7 8 9

Late submission by consultants Late respond from consultant Compliance of Authorities requirement Delay in obtain approval by authorities Poor reputation with authorities

Inefficient in Follow-up the approval Involve illegal trade (Bribe) Birocracy procedure Others, Please specify

QUALITY ASPECT
1 2

Fail to identify material defect Poor workmanship/ standard of quality

81

3 4 5 6 7

Poor quality control Incompetent quality control officer Too much defect Incompetent worker from contractor Others, Please specify

DOCUMENT RECORDING SYSTEM

1 2 3 4 5

No document recording system Poor Record keeping Taking time to trace document No proper room (unsafe) for filing system Others, Please specify

COMMUNICATION BETWEEN THE PROJECT TEAM

1 2 3 4

Misunderstanding between teams Potential works individually between teams Unclear instruction between project teams Lack of monitoring and controlling during construction Late in deliver information between team Late approval/ endorsement from client site

5 6

82
7 8

Low motivation among teams Others, Please specify

SAFETY ASPECT
1 2 3 4 5

Unsafe site Contractor failed to follow safety procedure Uneducated worker on safety procedure No safety committee Others, Please specify

CHANGES/ VARIATION
1 2 3 4 5 6 7 6

Change in design by Client Change in design required by Authorities Change in design because of site constrain Insufficient information in drawing Error in design by consultant Inconsistent design among consultant Additional cost contribute from changes Others, Please specify

83 SECTION C : THE AIM OF THIS SECTION IS TO OBTAIN THE INFORMATION IN STRATEGIES TO IMPROVE THE COORDINATION PROCESS IN TALL BUILDING.

Instruction : Scale down from 1-5 in the boxes base on the indicator below Scale indicator : 1 2 3 4 5 Strongly Disagree Disagree Neutral Agree Strongly Agree
1 2 3 4 5

WORK SCHEDULE/ PROGRAM 1 Reliable works schedule/ program

2 3 4 5

Appoint Competent project team Appoint capable contractors/ subcontractors Expedite approval by Client Sufficient information prepared in work program Consultants able to advised on alternative option if delay occurred Client able to do tracking and monitoring Back-up plan/ alternative approach Introduce dateline strategy Imposed penalty system to ensure the plan implemented i.e LAD Others, please specify

7 8 9 10

11

AUTHORITIES PERMIT/APPROVAL
1

Assign coordinator to follow-up the confirmation/ approval of approval/ permit matters

84

2 3 4

Establish reputation with authorities Regularly follow-up of the status Ensure all requirement full fill before submission Prompt respond if additional information required by authority Imposed penalty system to consultant Imposed penalty system to contractor Others, please specify

6 7 8

QUALITY ASPECT 1 Implement ISO certificate

2

Hired reputable/ establish supplier for building material Hired reputable/ establish contractor Sufficient training for contractors worker Appoint knowledgeable quality control staff Regularly checking during construction Set a quality procedure Regular testing for building material Others, please specify

3 4 5 6 7 8 9

DOCUMENT RECORDING SYSTEM 1 Implement Information Technology (IT) in record system

2

Implement ISO certificate

85
3 4 5

Document must be forward to all project team All project team must aware of related matters Others, please specify

COMMUNICATION 1 Project team must be in contact at any time

2 3

Meeting held regularly All information must be delivered between project team Introduce IT system in communication Assign project coordinator Others, please specify

4 5 6

SAFETY ASPECT Establish Safety 1 (OSHA)

2 3

&

Health

Committee

Appoint affective security personal Encourage inspection by government department Others, please specify

CHANGES/ VARIATION 1 Establish drawing at initial stage

2 3 4 5

Comprehensive checking of drawing Appoint Competent project team Detail drawing considering all aspect Avoid last minutes change

86
6

Others, Please specify

OTHERS 1 By implementation of Buildability design

2 3 4 5 6

Effective organization structure Produce Sufficient Manpower Knowledgeable Staff Strong Financial Capability By implementing the new technologies i.e. IBS By applying alternative procurement method such as design and build By practicing partnering with stakeholders By recommending the approach Just in time in ordering material. By creating the collaborating teamwork with the project team Effective Project Work Flow Others, Please specify Thank you for you kind responds

8 9

10

11 12