UNIVERSITI TUN HUSSEIN ONN MALAYSIA

FAKULTY OF TECHNOLOGY MANAGEMENT AND BUSINESS

PERANCANGAN DAN PENJADUALAN PROJEK

BPD 33903 ( SEKSYEN 1 )
PROF MADYA CHRISTY A/L PATHROSE GOMEZ

ASSIGNMENT GROUP

NOMBOR
NAMA
MATRIK
AZMAN BIN ROSLAN AP140431
MOHD HAIRY BIN YUSOFF AP140420
NOR NADIAH BINTI ISMAIL AP140341
NUR ADIIBAH BINTI BASIRUN AP140303

DATE SUBMIT: 08/05/2017

PART B
 a. Identify the impact to the contractor when the project is behind schedule
and is expected to be delayed in its completion time.

i. Material handling on the project site

This is one of the commonest causes of delays on projects. Materials
arent reaching the area where theyre required. This is a particular problem
with multi-storey buildings where everything has to be lifted by crane.
Projects often underestimate the number of cranes required, forgetting that
trucks have to be off-loaded and that lifting activities dont happen uniformly
throughout the day. Congested project sites can also be a problem delaying
deliveries and blocking access routes. What can appear simple on a piece of
paper, getting an item from point A to B, is sometimes not so simple on a
busy project. Yet often simple steps such as packaging materials differently,
having more materials handling equipment, working the lifting equipment
longer shifts, changing the sequencing of lifting in the day or more focussed
supervision on this activity can unblock this bottleneck and improve
production on the whole project.

ii. Poor productivity

If our labour and equipment arent producing what is normally
expected we will need extra resources to complete the same amount of work.
However, just throwing additional resources at the project doesnt always
yield the desired result and its also very costly. Its often more effective to
uncover why the productivity is low and try and rectify the problem. Some
reasons for poor productivity include:
Employees arent working their full shift. They may take an extra five
minutes on either side of their tea and meal breaks and leave their
work place up to fifteen minutes early. Before you know it the project
is losing between thirty minutes and an hour for every person on
every shift.
Workers may have a low morale due to an underlying problem such as
conflict with management or Supervisors, mistakes with their wages,
 etc. Resolving these problems and improving morale can improve
productivity.
Workers dont have the right skills. Obviously a skilled and
experienced carpenter will usually produce better quality work faster
than someone who isnt as skilled.

iii. Frequent breakdowns of equipment

Breakdowns of key items of equipment such as cranes, concrete
mixing plant or excavators can cause severe disruption to a project. After
suffering innumerable delays on my projects due to crane breakdowns the
company of the folly and the cost of using old cranes and we embarked on a
replacement scheme. Sure new mobile cranes are expensive, but just the
increase in productivity on our projects more than compensated for these
additional costs. Unfortunately those studying project schedules dont always
appreciate how disruptive broken equipment can be. Even hiring a better
replacement item can change the mood and productivity on the project.

iv. Shortage of materials

This is usually caused by the team not ordering sufficient materials or
not allowing for fabrication lead times. Sometimes however the supplier has
their own problems and it may be easily resolved by approaching another
manufacturer. Even problems with insufficient delivery trucks can disrupt
supplies. It could be an easy fix by bringing on other transport companies.

v. Theft of materials or equipment

One of the project where a third of every load of cement the project
received was stolen en route. The project experienced cement shortages
which hampered our production and caused delays. Sometimes the theft could
be as small as removing a battery from an excavator which, in the
countryside, could mean the machine and the other equipment working with
it stands for several days. Even the theft of small electrical tools from a
tradesman can mean theyre not working efficiently for hours or even days.
Unfortunately theft can create bigger problems particularly if it is a long lead
item such as an electrical distribution board.
 vi. Having too few resources of a particular trade
The experienced projects where one trade has held up the others. For
instance if you have insufficient scaffolds you arent going to be erecting the
scaffolding fast enough for your steel fixers and carpenters so they are going
to be standing. If we need more people ensure we get those with the skills we
are short of on the project and not just more of everyone. Sometimes there is
only a minor hold-up and it may be possible to get the project through by
asking a few employees with the required skills to work extended shifts.

vii. Poor quality work resulting in rework

Poor workmanship causes delays when completed work has to be
demolished and rebuilt. Even minor rectification work can distract valuable
resources away from critical tasks.

viii. The Supervisors and the team doing the work arent aware or dont
understand the schedule
Management may give a copy of the updated schedule to Supervisors
but often this is the schedule for the whole project for the remaining duration
and it could be several or even hundreds of pages long. Most Supervisors are
only concerned with their section of work and what needs to be done in the
next couple of weeks. Therefore give them only their relevant sections of the
schedule for the next few weeks. In fact Ive found that, if possible, providing
a schedule in a pictorial form highlighting the important dates works well as
it can be put up on their office wall and is easily understood by their team.
Even better is to spend time explaining to the Supervisor what needs to be
achieved and explaining why certain dates are critical to the project. Its
amazing how a team who know what they have to achieve and the reasons
behind it can then deliver.

ix. Neighbouring sections of work negatively impact each other

This is usually because of congestion, safety issues or access
problems. By analysing these problems sometimes can develop solutions
which may mean using different access systems, bigger cranes, additional
 safety measures, changing the sequence of the work or even working different
shifts (one section could work day shift while the other at night). There may
be additional costs, but not falling behind schedule is often more important.

x. A subcontractor isnt performing

One non-performing subcontractor can impact other subcontractors
and own team. Often all it takes is the subcontractor to improve their
performance, bring on extra people to stop slippage on the schedule. In
extreme cases you may consider taking work away from the subcontractor. Of
course ensure that your dealings with the subcontractor are in accordance
with contract with them. Also, understand why they arent performing as the
reasons could be due to your team or the customers team.

b. Describe the action that needs to be taken by the project team in

attempting to reduce the impact of delay.

Step 1: Start Projects with Realistic Deadlines

Whether mandated or self-imposed, deadlines bring clarity to a

project. For the customer, deadlines set expectations for product delivery.
For the project team member, deadlines set expectations for work effort and
performance. For the project manager, deadlines create a time bound
framework for management, providing working goals, benchmarks and
milestones. But, deadlines are not goals in and of themselves. The value of a
project is determined by the business need, and it is the project value that
should drive the project.

Step 2: Learn to Expect the Unexpected

To certain extent, "project delays" are quite common and to be

"expected". The "unexpected" nature of the "project delay" relates not to
possibility, but to the type, source, probability and timing. Certain types of
delays are highly predictable (i.e. late delivery from outside sources), and can
be factored into the schedule before project work begins. Other types of
delays may be foreseeable, but cannot reasonably be factored into the
 schedule in advance. If every possible delay was factored in to a planned
schedule, planning would take too long, projects would be deemed too
lengthy and costly, and would never be approved.

Predictable delays (those deemed likely by circumstance and

experience) can be factored into the project via a documented risk
management plan. When that plan is prepared, risks can be identified and
evaluated to determine probable delays, and potential mitigating action. If the
predicted delays do come to pass, the risk management plan will provide a
pre-planned course of action. Unexpected delays are those that were
generally not foreseeable, and therefore were not factored into the risk
management plan.

Step 3: Be Proactive to Minimize the "Unexpected"

i. Be Aware
Every project has its own rhythm and flow. Using your knowledge of
project goals, priorities, and project team dynamics, you can pick up on the
warning signs of pending delays, and you will be in a better position to make
the tough decisions.

ii. Schedule Wisely

Unexpected delays can be minimized through strategic scheduling.
Every project should begin with a reasoned, workable project schedule
incorporating identified dependencies, and benchmarks.

iii. Follow a Process

Every project should be managed with established, tested procedures
for timely, meaningful status reporting, whether formal or informal, provide
key information to identify missed deadlines and potential project delays.

iv. Communicate Often

Communication is a key element of project success, essential for
managing customer expectations and related conflicts. When facing project
delays, every project manager must be able to communicate effectively with
customers, relying on strong relationships to work through related issues and
problems to salvage the project.

Step 4: Act to Mitigate the Damage Caused by Delays

 i. Acknowledge the missed deadline and resulting delay as soon as possible
When project problems first appear, must act quickly to avoid project
delays whenever possible. But, once a deadline can't be met, and the delay
seems inevitable, you must also act quickly to manage the consequences.
Accept the facts, accept the responsibility, avoid blame, and get ready to
respond.

ii. Gather the right resources

In order to properly manage a project delay, you must to bring all the
necessary resources together in order to analyse the problem and make
appropriate decisions. Depending on the project and the nature of the delay,
these resources can include your project sponsor, steering committee, relevant
technical specialists, vendors, customers and other key decision makers.

iii. Consider the consequences

Delays and missed deadlines can be accepted as long as the value of
the project exceeds the consequences of the delay. In all likelihood, delays
will impact project costs, resource availability, customer relationships, and
related business needs. On the other hand, delays also present opportunities
for project refinement, to re-think decisions that may have led to problems,
take advantage of changing business circumstances, and possibly improve
project deliverables. These positive consequences must be identified along
with the negatives, to create a full picture of the delay, and to minimize
negative impact, while maximizing opportunity.

iv. Identify and evaluate the alternatives

Once consequences are fully analyzed, alternative remedies must be
examined and vetted. Depending upon needs and circumstances, multiple
solutions are possible, including extending project deadlines, modifying
deliverables, retaining additional resources, or changing project scope.

v. Communicate, negotiate and decide

Once alternative remedies have been identified, acceptance and
approval must be obtained from all key project stakeholders. In order to
ensure informed consent, a complete and revised project plan must be
developed, incorporating the delayed timeline and all related contingencies.
 In addition, the delay must be explained and justified as needed, specifying
causes, repercussions, and benefits. Whenever a delay is requested, it is
important that the approving stakeholders maintain (or regain) confidence in
the project and the project team. Problems should not be sugar coated. It is
best to admit to any errors in judgment or planning to show that lessons have
been learned, corrective action has been taken, and the project is still viable.

c. Identify the common causes of delay on construction projects, and those

that can be considered to warrant extension of time (EOT).

These causes were categorized into the following 5 major group:

i. Client related factors to include finance and payment of completed work,

owner interference, slow decision making and unrealistic contract
duration imposed by owner
ii. Contractor related factors include site management, improper planning,
and inadequate contractor experience, mistake during construction,
improve-per construction methods and delays caused by subcontractor.
iii. Material factors include quality and shortage.
iv. Labor and equipment factor include labor supply, labor productivity, and
equipment availability and failure.
v. Contract factor include changed orders and mistakes and discrepancies in
contract document.

d. If a certain stage in the progress of the construction work, a request for

extension of time (EOT) was found to be justifiable by the construction
project team, what would be the normal procedure involved in
submitting the request. Provide an example.

Time extension requests are valid due to the following circumstances:

i. Legal issues are affecting the projects completion or the contractors

performance

ii. Long lead items, requested by owner, have not been received

iii. The Owner asks for a delayed start

iv. New or Extra Work not included in the original scope or contract
 v. Unusual or adverse weather conditions

vi. Encountering sub-surface conditions differing from the plans

It is also important to highlight that time extensions will be denied for the
following reasons:

i. When the delays claim are caused by subcontractors

ii. When there is insufficient or inadequate workforce

iii. Underperforming by the contractor, specifically procuring long lead items

iv. When the project is affected by normal weather delays

v. When insufficient proof or evidence that the critical path method has suffered
irrecoverable delays caused by the contractor or their parties

When requesting a time extension certain steps must be followed, otherwise,

the time extension might not be approved. Normally, the Contractor should notify
the Project Manager, when any issue might affect the project schedule. A formal
letter must be addressed to the Contract Administrator requesting the time extension
and the reasons why those days should be added to the construction schedule. The
Contract Administrator should then, remit the letter to the Project Manager for
evaluation and approval or rejection. If the time extension is granted, then the Project
Manager must answer by written and a change order will be issued. Some contracts
specify that time extension requests should be done within a specific time frame, if
not; the time extension claim will also be rejected.

Supporting Documents during the Claim Process

The time extension when properly presented must contain the following
supporting documents:

Indicate specific issue causing delays

 List of activities from project schedule being affected by the aforementioned
issue

Exact amount of time being requested specifying working days or calendar

days

Sketches, photographs, or pictures

Recommendations being given to Contract Administrator

Indicate the actions the contractor has taken to avoid or minimize other
delays

Alternative solutions presented to Contract Administrator

Communications between construction team notifying of possible delays and

problems related to a specific situation.

Additional Items to Consider During the Time Extension Request

Time extension request should also consider the following:

Calendar days are not the same as working days

Insurances and other bonds will need to be re-issued to cover extend periods

Winter days are shorter or less productive than summer days

Be sure that the time extension requested is enough to cover all

delays including additional items that might be affected

Be sure to understand the changes being proposed and the ramifications of

those changes

No additional time will be granted for the same item once it has been
approved
 In the case of a continuing delay, only one claim is necessary

A letter should be concise and must reference the contract clause that allows the
request, a schedule that can prove the delay reasons and the proposed recovery plan.
It shall include also the damages if any, the amount of calendar or working days
being requested and the impacted activities delayed by the changes.