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2.1
INTRODUCTION
2.1.1
History of APFPM
In 1997, the Asia Pacific Forum was established and a charter signed. The meetings of the
forum were held in India in 1998 and in Cairns, Australia in October 2000. A meeting was held
at the Gold Coast, Australia in October 2002 to change the structure and focus of the forum into
a federation of project management institutes based in the Asia-Pacific region. The APFPM was
formed in principle and a draft charter was initiated. It was agreed the APFPM was to be
formalised by the signing of a charter of five or more institutes / associations in the region.
However, the Federation became inactive due to changes in association representation in the
region and some individual lead organisations not being able to gain sufficient momentum over
the ensuing period, hence the Federation ceased to function.
The APFPM was re-established and launched by Bill Young, with the auspices and backing of
the Australian Institute of Project Management. A launch meeting was held in April 2010 with
foundation Member Associations (Project Management Associates - India, Project Management
Research Committee - China, Project Management Association of Nepal, Hong Kong Institute
of Project Management - HK, Project Management Association of Japan, Ikatan Ahli
Manajemen Proyek Indonesia, and the Australian Institute of Project Management); hosted by
the Hong Kong Institute of Project Management.
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2.2
MEMBERSHIP OF APFPM
Member Associations including HKIPM (Hong Kong), PMAI (India), PMRC (China), PMAN
(Nepal), PMAJ (Japan), AMIP (Mexico), IAMPI (Indonesia), ASAPM (United States of
America), APDP (Peru), PMAC (Canada), SPM (Singapore), CCDP (Chile), AIPM (Australia),
CMAK (Korea) and PROMAP (Philippines). Membership of the Federation is open to
independent national Project Management associations from countries in the Asia Pacific
region. Each Member Association shall be entitled to a maximum of 4 representatives.
The Member Associations from this vast and complex region have diverse ethnicity, and
languages, and incorporate both western and eastern cultures. The Asia Pacific region
effectively represents nearly two thirds of the world's population and well over half of global
trade. In a similar vain to the formation of APEC, the APFPM was formed to harness the
synergies of Project Management related Professional Associations across the region.
2.3
OPERATION OF APFPM
The APFPM basically operates through a virtual network of Committees. Committees include,
but are not limited to:
Governance
Membership
Asia Pacific Alliances
Standards Development
Achievement Awards
Research
Asia Pacific Disaster Response Management
Website Development
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3.0
3.1.1
INTRODUCTION
The construction industries in Malaysia recently growing very fast with the construction of new
projects. The construction industry generally deals with the various types of construction
sectors like Real Estate & Infrastructure. Real Estate Sector is segmented in Residential,
Industrial, Corporate, and Commercial. Whereas Infrastructure sector in Roads, Railways,
Urban Infrastructures, Ports, Airports and Power. To manage such kind of unique projects
requires an expertise with organizations and a thorough body of knowledge. One of the
management solutions that have been widely use to improve efficiency of a projects is through
the use of Project Management Consultancy (PMC) services.. Project Management Consultant
plays multifaceted part in such projects and provides the services from inception to completion
of projects. At every stage of project life cycle, the principles of pro-activeness and creating the
win-win situation is necessary keeping in mind the customer / clients requirements. Use of
Project Management Consultant (PMC) offers one of the effective management solution to
increase and improve the efficiency and outcome of a project in construction.
3.1.2
The Project Management Consultancy has a wide variety of roles to play during the
construction process. Construction project gives benefits to the Customer / Client in terms of
satisfaction and it consists of business development, profit, resources utilization, etc. Because of
this consultancy plays a multifaceted part in the construction project, and is usually involved in
the project from the projects inception to its completion. It is important to fully understand
Project Management Consultancy and authority. Doing so ensures that the Consultancy can be
fully maximized on each construction project. Normally the job is managed by the Project
Manager and supervised by the Construction Manager, and allied team of design engineer,
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ii.
Management of the construction process: Establishing the best way to implement the
construction process which would include proper scheduling and the coordination and
control of the flow of labor, materials, and equipment to the job site.
iii.
iv.
Every company (client) is not necessarily required to appoint a project management consultant
for their company. The appointment is up to the company whether to take the PMC or not. In
general, PMC task is to assist and guide the company (client) that there is a problem or want
ongoing project run smoothly. There are several steps to do before to take organizational project
management consultancy:
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Identify potential consulting firms: Compile a list of interested and potential firms (Use
the PMI Registered Consultant Program directory at www.PMI.org/rcp)
Prepare a Request for Information (RFI) to gain information before writing a Request
for Proposal (RFP): Develop a detailed scope of work and guidelines for submission
with the RFP
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Distribute the RFI to selected consulting firms with a clear due date: Using the selection
criteria evaluate the RFI responses.
Distribute the RFP to the final 3-5 selected consulting firms with a clear due date: Once
again using the selection committee and selection criteria, evaluate the proposals.
3.1.4
Predetermine selection criteria for consultancy, it allows to apply a fair and consistent method
for measuring proposals. Many organizations use selection criteria to help them screen
candidates. The selection criteria ensure that use the same, unbiased standards to each candidate
and lead to a more objective decision. Its a good idea to use selection criteria and create a
scoring matrixand then score all the responses against the matrix. That should include
multiple committee members to reach an objective tallying of the scores. It might wish to
separate the technical evaluation from the cost or price evaluation and determine how much the
technical will count and how much the cost/price will count toward the overall total.
Type of consultancylook for those with experience that closely matches your needs.
Size, geographic reach, typical engagement length
Professional qualificationsincluding:
o Breadth and depth of experience
o Familiarity with your industry or type of project
o Technical competence
o Ability to develop practical recommendations
o Ability to build trust and work effectively with management and staff
o Ability to manage an assignment and stay on schedule and within budget
o PMI credentials and qualifications for personnel leading the engagement
Past experiencedid previous consulting engagements meet the clients goals? Were
they completed in an efficient manner?
Costframe cost in terms of gains; the lowest bid may not always be the best.
Place public notices in trade publications or on trade websites, message boards and
social media sites
Search for subject matter experts in trade publications who have served as article
sources or columnists
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An understanding of problem
A timetable that covers the firms time as well as time required of staff
3.1.5
Project Management Consultant (PMC) have different roles or scope of works and services
depending on whom they represent, but the principles and fundamentals of project management
as enshrined in the Project Manual Body of Knowledge manual area applicable to each of the
three category :
i.
ii.
iii.
and services that they provide using tools and skills they have in delivering a task assigned by
the client or the owner of the project. Table 3.1.5 below shows the roles and responsibility
matrix for the various stakeholders of the project at different stages of construction.
Table 3.1.5: 1 Roles and Responsibility Matrix
(R- Responsibility, I- Participatory responsibility)
Code
A.1
A.2
Prepare the Design Brief in terms of function ability, cost, time, quality R
and safety
A.3
A.4
A.5
A.6
A.7
A.8
A.9
A.10
A.12
A.13
A.14
A.16
I
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A.17
A.18
A.20
A.21
B. Construction Stage
B.1
Full time supervision of All construction works / activities for the project
B.2
B.3
samples,
B.4
B.5
B.6
B.7
B.8
B.9
B.10
specifications
B.11
B.12
issued
B.13
B.14
B.15
Collect, review and maintain all the records of contractors daily progress I
reports.
C. Post-Construction Stage:
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C.1
C.2
C.3
C.4
test certificates
C.5
C.6
C.7
C.8
C.9
Co-ordination with the Contractors to rectify the defects during the defects I
liability period,
From the perspectives of the Malaysian construction industry to re-integrate the very much
disintegrated construction industry in order to avoid as far as possible conflict, lack of
communication and waste of efforts through better co-ordination, closer cooperation and more
effective control. In order to fulfill the role of The Project Management Consultant, PMC
should therefore provide personnel with various related disciplines inside the consultant team in
order to understand their problems as well as to achieve project goals.
Organization Pattern
The organizational pattern which refers to the relationship between the Project Management
Consultant and all parties involved in the project can be viewed in Figure 3.1.5 below.
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Figure 3.1.5(a)
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Figure 3.1.5(b)
3.1.6
1.
Go back and study the Request For Proposal and the proposals solution.
If there have a sales team, learn as much as possible during transition meetings when the
project is handed off from sales to tehnical consultants.
Ask client if there are any hot buttons and encourage open communicaiton about these
issues.
2.
It is imperative that the clients senior management is involved at some level, both
initially and throughout the project. Then when a problem arises, or a critical decision
needs to be made, the executive can be contacted.
Identify the hierarchy of authority within the organization and how much authority the
client project manager has and does not have. It is important to identify the real
decision-makers.
Every organization has at least one individual who is a catalyst for getting things done.
Identify this person and develop a rapport with the individual.
If the project sponsor is not the action person mentioned above, speak with the sponsor
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about how decisions can be made quickly. Dont hesitate to ensure your sponsor knows
you may, on occasion, need his or her advice or decision-making authority.
Keep project sponsors and stakeholders informed. Meet with them on a regular basis
and copy them on status reports.
3.
Ensure there are no surprises. Be realistic and honest. Nothing is ever gained by keeping
things from the client.
4.
See that project deliverables are quantifiable when possible. Discourage ambiguity, be
specific and try to have deliverables defined in a measurable way.
If changes in scope do occur, ensure they are reflected in the Project Plan. Changes in
scope have a real impact that should be identified against the baseline.
The first and last task that typically gets eroded during an implementation is the testing.
Technical projects need time in the plan for complete and thorough system and
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integration testing.
5.
Obtain buy-in on the implementation methods that will use and always discuss these
with the client.
Help the project team by defining the terminology used in the implementation and in the
description of deliverables. For example, the person can define the document, system
testing. Common terminology builds a strong foundation for the project.
Keep Things Simple. Dont get caught in the trap of overdoing things. For example,
dont make extensive documentation or too many meetings a requirement if they are not
required. Client will appreciate any money-saving methods that can use.
6.
Wherever possible, get involved in the selection of the team. Review resumes and
experience, as well as interviewing the candidates. Be sure to match the project scope
and tasks to each persons skill set and vice-versa.
It is not only critical that each team member has fits in well with the team, it is
important that team members fit well with each other.
Through experience, its should be able to anticipate problems. Counsel others as needed
and help team members develop new skills.
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If there can obtain a solid commitment from team members, the project should run more
smoothly.
3.1.7
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To prepare various levels of project schedules for planning and implementation and to
monitor all the activities, to provide input to the project schedule regarding construction
activities and to examine and analyze the project planning.
6. Meetings
To convene meetings on a fortnightly basis or more frequently as the need arises, meet with
consultant, client, and contractor at least once a month, and act as Chairman of such Project
Management Meeting.
7. Reporting
To prepare Meeting report and Monthly progress report.
8. Management of Design and Other Consultants
To coordinate the services of the Design Consultants and other professional Consultant,
examine and consider all plans produced by the Design Consultant, examine and control
designs and plans, and liaise with the relevant authorities for approval.
9. Procurement
To prepare appropriate documents for calling for tenders or proposal, assist client in calling
for pre-qualification of tenders, submit a report on tenders received and make
recommendations, prepare and submit ATDA (As Tendered Detail Abstract), and analyze
and examine all proposed tender rate.
10. Budgeting and Estimating
To prepare budget and business plan, and assist the client on the price negotiating.
11. Cost Control
To control Variation of works, minimize wastage of materials and financial control over all
payments, analyze and control costing and analyze any application made for changes of
work, monitor changes in scope and the preparation of required budget variation.
12. Management of Construction
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To ensure timely completion of the Project and instruct the Contractors on any incomplete
works and defects, monitor project progress, take reasonable measures to control progress,
arrange for site inspection, monitor any defect, and arrange for repair works.
13. Expediting
To coordinate the Contractor's work in accordance with his programme and site planning
and progress chasing in the event, to take immediate action on the construction issues, solve
problem on site, deal with local authority on application for approval for Certificate of
Fitness and preparation of Certificate of Practical Completion.
14. Payment Certification
To arrange for Financial Statements showing expected final costs and prepare and
recommend the certification of all final accounts, and assist the client on payment to the
contractor.
15. Quality Control
To ensure that the building plant installations and all services operate in conformity with the
requirements and design specifications, supervise and controlling of all test on site, As a
witnesses of all test carried out by the contractor, to arrange for inspection, to ensure the
quality of works when necessary and to prepare the report before handling over to the client.
16. Commissioning
To assist client to obtain the issuance of the relevant Certificate of Fitness, to provide client
a maintenance, operating and service manual, to assist and ensure that client receives a full
set of as-built drawings and preparing a programme for maintenance.
3.1.8
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Based on the data provided in Table 3.1.8, it is taken from the results of a study carried out by
(R.Dzulkarnaen Ismail 2006). The respondent were asked to rate the degree of satisfaction on
the list of services provided by the PMC which is included in the table provided in the
questionnaires. The results of the survey for the level of satisfaction on the services provided by
Project management Consultant (PMC) shows that the respondent had categorized the services
provided by the Project Management Consultant under two main factor which are satisfy and
fair.
Table 3.1.8:
3.1.9
INVOLVED
Project list below
No
Project
Description
Services Provided
KLIA2-LCCT
Project
.
1
Management
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Contract
Consultancy Services.
TESCO
HYPERMARKET,
MUTIARA
RINI,
JOHOR
Project
&
Management
Contract
Consultancy Services.
Project
ICONIC
&
BRIDGE,
NUSAJAYA, JOHOR
4
PUSAT
NEGERI
SABAH,
KOTA KINABALU,
Contract
Consultancy Services.
PENTADBIRAN
Project
Bina Puri Is The Main Contractor For The 33Storey Office Tower.
&
Management
Contract
Consultancy Services.
SABAH
5
Management
PENANG
BRIDGE, PENANG
BHD. (PAG)
Management
Consultancy Services.
the
main
Design-and-Build
Turnkey
SEREMBAN
GEMAS
DOUBLE BHD.
TRACK PROJECT
The
&
Government
of
Malaysia
is
Management
Contract
Consultancy Services.
including
signaling
and
REDEVELOPMENT
OF
KUCHING
INTERNATIONAL
AIRPORT,
KUCHING,
SARAWAK
of
Labuan Airport,
Project
Labuan,
&
Management
Contract
Consultancy Services.
MAB
OFFICE, SEPANG
Proposed
Design,
Construction
Project
&
&
Management
Contract
Consultancy Services.
ITT-BTS
TRANSPORT
TERMINAL
INTEGRATED
TRANSPORT
Project
&
Management
Contract
Consultancy Services.
TERMINAL,
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BANDAR
TASIK
SELATAN,
KUALA
LUMPUR
10
Project
PHASE
&
2,
KOTA
KINABALU, SABAH
Management
Contract
Consultancy Services.
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4.0
CONCLUSION
5.0
APPENDIX
5.1
6.0
Reference
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