Professional Documents
Culture Documents
COURSE :
CONSTRUCTION PROJECT MANAGEMENT
COURSE CODE :
DQS390
DATE OF ISSUE :
WEEK 10
DATE OF SUBMISSION :
WEEK 12
PREPARED FOR :
CIK NUR ATHIRAH
TITLE : CONTROLLING
PREPARED BY:
STUDENT ID NAME
1 ACKNOWLEDGEMENT 3
2 INTRODUCTION 4
5 CONCLUSION 15
6 REFERENCES 16
2
ACKNOWLDEGEMENT
Alhamdulillah, thanks Allah S.W.T for all the blessing and giving us strength and
all the effort to manage and complete our report on time in accordance to guidelines
given.
First of all, we would like to express our deepest thanks to our lecturer, Cik Nur
Athirah for all the guidance, knowledge, giving ideas and great advice to us. To our
every group members, thanks for every contribution and cooperation given.
Lastly, we would like to say, Everything pure and good is coming from Allah
S.W.T. and everything unlikely is coming from our own weakness. The truth is
3
INTRODUCTION
4
INTRODUCTION (contd)
Generally, control, the root word of controlling means the process through
which standards for performance of people and processes are set, communicated, and
applied. As said earlier, controlling is a counterpart of planning as it involves process of
planning, re-planning, positive corrective, and timely action. A method of examining
achievement against the targeted aims during planning process.
Plan
Re-planning Feedback
Adjust
5
CHALLENGES OF CONTROLLING THE PROJECT
TIME CONTROLS
Controlling the time and schedule relate to deadlines and time constraints is one
of the famous challenges in every construction project in Malaysia. The knowledge area
of time management typically refers to the skills, tools, and techniques used to manage
time when accomplishing specific tasks, projects and goals.Time is money, if the time
given are wasted, then it will affect other aspects in terms of quality and the most looked
up thing, the cost.
The development project lasts 15-years which will be carried out in 6 phases and
different phases comprise of different buildings and works. Therefore, it is important to
overcome this time control challenge in order to carry out the project smoothly without
flaws and disputes. To become an effective and professional time manager, project
managers should be able to clearly understand the activities of the project and have the
necessary skill set to plan, schedule, and control a project timeline. Along with these
skills, project managers must also be able to utilize time management tools to help them
analyses, measure, and assess their time management techniques.
In conclusion, those are a few challenges in term of time controls which are the
delivery of materials, supplies, equipment and productivity. There are more challenges
that have not been explained namely government restraints, design schedule, and
construction schedule.
6
CHALLENGES OF CONTROLLING THE PROJECT (contd)
COST CONTROLS
During the execution of a project, procedures for project control and record
keeping become indispensable tools to managers and other participants in the
construction process. Cost control can be achieved by selecting the right man for the
right job, the right equipment and tools for the right work and the right quality of materials,
in the right quantity, from the right source, at the right price and delivered at the right
time. Project managers are expected to be well equipped to execute the project, with
due consideration to the quality of work, yet within the estimated cost and limits.
Project resource inputs at the project site which produce outputs in the form of
work include men, materials, machinery and money. The success of this project
depends upon the performance of these input resources when controlling costs. For this
50 hectares of land project, it sure involves a colossal amount of resources. Project
managers should do everything possible to avoid unnecessary delays and wastage as it
is one of the leading causes of cost escalation.
One of the big problems on most building sites is the large amount of materials
wastage due to varying circumstances. This problem requires a supervisor to constantly
be on the lookout for the losses. Wastage of materials can take place during the
procurement process, storage, and during utilization.
Labour productivity achieved at the site for a given work provides a measure of
the labourers efficiency and effectiveness and the level of site organization. It shows the
total time for which the labourer was employed at work, the time he was productive on
work and the time he remained unproductive. Productive times are wasted for various
reasons such as idle waiting, unnecessary travelling, late starting, early quitting,
unscheduled breaks, delays in the receipt of tolls, delays to receive materials and
work instructions. It is confirmed that labour is a significant factor in the cost of
buildings and more efforts. Cost control process involves accounting of actual
productivity, and comparing with the standard, analyzing the causes for variations taking
remedial measures for improvement. It needs a close supervision and good working
relationship.
The relationship between time and cost is a very important aspect in the control
of costs on site as any variation in time has automatic implication on cost. It is important
to report and record all the works involving materials, plant and labour on sites. This
enables the contractor be able to know the costs and expenses of the resources used on
site and compare with the initial cost budget. Various report techniques used include;
daily or weekly and monthly recording, schedule control, site daily diary report and the
project budget.
Relationship between time & money = The longer the time, the higher the cost. The shorter
the time, the lower the cost
8
CHALLENGES OF CONTROLLING THE PROJECT (contd)
QUALITY CONTROLS
Quality controls is the part of quality management that ensures products and
service comply with requirements. It is a work method that facilitates
the measurement of the quality characteristics of a unit, compares them with the
established standards, and analyses the differences between the results obtained and
the desired results in order to make decisions which will correct any differences.
Technical specifications define the type of controls that must be carried out to
ensure the method of construction used by the contractors and workers are carried out
correctly. They does not only include the products materials, but also the execution and
completion of the works. The process of inspecting the quality for this massive project is
a pain in the head as the number of inspectors are usually lower than the worker.
Therefore, it is a bit impossible to inspect every activities carried out on the site.
9
CHALLENGES OF CONTROLLING THE PROJECT (contd)
Statistical control can be applied to the final product or during the construction
process. Statistical controls at reception establish sampling plans with clearly-defined
acceptance or rejection criteria, and complete batches are tested by means of random
sampling. The sampling control can be based on inspection by attributes in line with the
performance standard applied during pre-contract stage. For example the specification
given by the Architect and Engineers of the project.
10
APPROACHES THAT PROJECT MANAGERS SHOULD TAKE
Project managers is suggested to practice a control process in order to carry out this
development project and overcome three challenges that have been discussed earlier
which are challenges in terms of time, cost, and quality. The control process is a
continuous flow between measuring, comparing, and action. There are 4 steps in the
control process:
This four steps of control process can be applied in 3 phases of controlling in the
construction project which are during feedforward controls, concurrent controls, and
feedback controls. It is proven that establishing performance standards during the early
part of each of these phase and took corrective action as soon as possible can help to
overcome any problems and challenges in the management of the project.
11
APPROACHES THAT PROJECT MANAGERS SHOULD TAKE
(contd)
12
APPROACHES THAT PROJECT MANAGERS SHOULD TAKE
(contd)
It may be quite simple, for example, to establish labor-hour standards for the
production of a mass-produced item and it may be equally simple to measure
performance against these standards, but in the less technical kinds of work. For
example, controlling the work of the industrial relations manager is not easy because
definite standards cannot be easily developed. The superior of this type of managers
often relies on vague standards, such as the attitude of labor unions, the enthusiasm,
and loyalty of subordinates, the index of labor turnover and/or industrial disputes etc. In
such cases, the superiors measurements are often equally vague.
In this phase, project managers are required to collect, gather, and save data to
measure actual performance to determine variation from standards that have been set.
The data can be in written or unwritten data.
13
APPROACHES THAT PROJECT MANAGERS SHOULD TAKE
(contd)
This step becomes essential if performance falls short of standards and the
analysis indicates that corrective action is required. Project managers need to find the
cause of deviation from the standards first before takes actions to remove or minimize
the cause. There are two type of corrective actions which are:
Basic Corrective Action : Determine how and why performance has deviated and
correct the source of the deviation.
Immediate Corrective Action: More efficient, however basic corrective action is more
Effective.
Control can also reveal inappropriate standards and in that case, the corrective
action could involve a change in the original standards rather than a change in
performance. It needs to be mentioned that, unless managers see the control process
through to its conclusion, they are merely monitoring performance rather than exercising
control. The emphasis should always be on devising constructive ways to bring
performance up to a standard rather than on merely identifying past failure
14
CONCLUSION
If the project managers apply the control process accordingly, it is safe to say
that the construction can be carried out with reductive unwanted wastage. This will
eventually makes other parties to increase their productivity smoothly without headache
from disputes and misunderstanding.
15
REFERENCES
The Rational Project Manager: A Thinking Team's Guide to Getting Work Done
by Jim Mullins, published by John Wiley & Sons, 8 April 2005 (240 pages)
http://www.ce.udel.edu/courses/CIEG%20486/Challenges%20Facing%20Today'
s%20CM.pdf (26th February 2017)
16