high building
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CHALLENGES IN COORDINATION PROCESS FOR TALL BUILDING
CONSTRUCTION
MOHD NASIR BIN MOHD NOOR
UNIVERSITI TEKNOLOGI MALAYSIA
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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
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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 : MOHD NASIR BIN MOHD NOOR
Date : 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.
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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 PAGE
DECLARATION ii
DEDICATION iii
ACKNOWLEGDEMENT iv
ABSTRACT v
ABSTRAK vi
TABLE OF CONTENTS vii
LIST OF TABLES xii
LIST OF FIGURES xiv
LIST OF APPENDICES xv
1 INTRODUCTION
1.1 Introduction 1
1.2 Problem Statement 2
1.3 Aim and Objective of Study 3
1.4 Scope and Limitation of the Study 3
1.5 Brief Methodology 4
1.6 Summary of Chapter 5
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2 COORDINATION IN CONSTRUCTION
2.1 Introduction
2.2
6
Term and Definitions of Coordination
2.3
6
Coordination
2.4
in Construction 7
2.5
Function of Coordinator 9
Coordination Skills
2.6
11
2.7
Coordination Methods 13
2.8
Conflict of Coordination 14
Informational Dimension of Coordination 16
2.9
2.10 The Tall Building Construction Industry 18
Introduction of Tall Building Construction 17
3 METHODOLOGY OF STUDY
3.1 Introduction 20
3.2
3.3
Preparation of Questionnaire 20
3.4 Data Collection 21
Selection of Respondent 21
3.4.1 Questionnaire Survey 21
3.4.2 Interview with Expert Panels 22
3.5 Data Analysis 23
3.5.1 Content Analysis 233.5.2 Frequency Analysis 24
3.5.3 Relative Index Analysis 24
3.6 Problems Faced 25
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4 DATA COLLECTION AND ANALYSIS
4.1 Introduction 26
4.2 Content Analysis of the Interview 26
4.3 Questionnaire Survey 36
4.3.1 Demographic of Respondent 37
4.3.2 Nature of Business 37
4.3.3 Respondents Working Experience 37
4.3.4 Respondent Projects Involvement 38
4.4 Problem Related to Construction Coordination 39
4.4.1 Work Schedule/Program 39
4.4.2 Authorities Permit/Approval 40
4.4.3 Quality Aspect 41
4.4.4 Document Recording System 42
4.4.5 Communication Between Project Team 42
4.4.6 Safety Aspect 43
4.4.7 Changes/ Variation 44
4.5 Strategies for Improvement of ConstructionCoordination 44
4.5.1 Work Schedule/Program 454.5.2 Authorities Permit/Approval 464.5.3 Quality Aspect 464.5.4 Document Recording System 474.5.5 Communication Between Project Team 484.5.6
Safety Aspect 48
4.5.7 Changes/ Variation 494.5.8 Others Strategies 49
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5 DISCUSSION OF THE RESULT
5.1 Introduction 51
5.2 Major Process in Construction Coordination 51
5.2.1 Work Schedule/ Program 52
5.2.2 Authorities Permit/ Approval 53
5.2.3 Quality Aspect 53
5.2.4 Document Controlling System 54
5.2.5 Communication between Project Team 54
5.2.6 Safety Aspect 54
5.2.7 Changes/ Variation 55
5.3 Problem in Current Construction Coordination 55
5.3.1 Summary of Current Coordination Problem 56
5.4 Strategies to Improve Construction Coordination 57
5.4.1 Summary of Strategies to Improve
Coordination 58
6 CONCLUSION AND RECOMMENDATION
6.1 Introduction 61
6.2 Achievement of the Study 61
6.2.1 Objective 1 62
6.2.2 Objective 2 63
6.2.3 Objective 3 64
6.3 Conclusion 65
6.4 Recommendation for further research study 66
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LIST OF REFERENCE 67
APPENDIX A 69
APPENDIX B 77
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LIST OF TABLES
TABLE NO. TITLE PAGE
4.1 Content Analysis of the Interview with ExpertPanel on Work Schedule/ Program Coordination 29
4.2 Content Analysis of the Interview with ExpertPanel on Authorities Permit/ Approval Coordination 30
4.3 Content Analysis of the Interview with ExpertPanel on Quality Aspect Coordination 31
4.4 Content Analysis of the Interview with Expert Panelon Document Recording System Coordination 32
4.5 Content Analysis of the Interview withExpert Panel on Communication between the Team
Coordination 33
4.6 Content Analysis of the Interview with ExpertPanel on Safety Aspect Coordination 34
4.7 Content Analysis of the Interview with Expert Panelon Changes/ Variation Coordination 35
4.8 Content Analysis of the Interview with ExpertPanel on Others Coordination 36
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4.9 Work Schedule/Program 414.10 Authorities Permit/Approval 414.11 Quality Aspect 424.12 Document Recording System 434.13 Communication Between Project Team 444.14 Safety Aspect 444.15 Changes/ Variation 454.16 Work Schedule/Program 464.17 Authorities Permit/Approval 474.18 Quality Aspect 484.19 Document Recording System 484.20 Communication between Project Team 494.21 Safety Aspect 494.22 Changes/ Variation 504.23 Others Strategies 51
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LIST OF FIGURES
FIGURE NO. TITLE PAGE
1.1 Flow chart for Research Methodology 4
4.1 Questionnaires delivered 37
4.2 Nature of Business 38
4.3 Respondent Working Experience 39
4.4 Respondent Projects Involvement 40
5.1 Construction Coordination Diagram 53
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LIST OF APPENDICES
APPENDIX TITLE PAGE
A Interview `Question 70
B Survey Questionnaire 78
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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
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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.
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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.
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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.
Figure 1.1: Flow Chart for Research Methodology
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
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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.
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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 skillfulmovement. Definitions of coordination also can be defined as follow:
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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.
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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.
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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 skillsand knowledge of the refined art of human relationships and interaction. Such
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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).
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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.
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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 (Walkie-
Talkie) 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 pointof construction. Most effective when laminated. Not a common method.
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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 costsmoney. History has shown that the first contractor on the job makes sure that his
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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.
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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.
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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
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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
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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.
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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.
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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
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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 locatedin Klang Valley and Selangor.
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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.
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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 five-
points 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
n(5)
(n2)+31(n3) +4(n4) +5(n5)
Whereby the application of Relative Index in questionnaire would be:
n1 = 1, frequency of Strongly Disagree response
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n2
n
= 2, frequency of Disagree response
3
n
= 3, frequency of Neutral response
4
n
= 4, frequency of Agree response
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 non-
participation.
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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:-
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i) Works Program/ Schedule
ii) Authorities Permit/ Approval
iii) Quality Aspect
iv) Document Recording System
v) Communication Between Project Team
vi) Safety Aspect
vii) Changes/ Variation
The details results of content analysis are described in table 4.1 to 4.8.
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Table 4.1: Content Analysis of the Interview with Expert Panel on Work Schedule/ Program Coordination
RESPONDENTR1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12
QUESTION
1. Work schedule/program is the maindocument prepared bycontractor before
commencement ofconstruction. In your
experience, how longdoes it takes for client
to approve it?
Depending on
advice byconsultant
1 month 2 to 3 months
2 weeks to- 1 month
dependingon scale of
project
3 weeks 2 to 3 weeks 1 to 2 weeks 1 week 2 days 2 weeks2 weeks withamendment
Quite long, normally it is
only reviewed during themeeting
2. In your experience,can contractor
commence the worksbefore works programapproved by client?
Please state youropinion.
No.construction
program shallbe confirmedbefore
execution ofworks.
yes
yes. It is called
earlycommencement
but contractor
have to take therisk if there arechanges indesign.
Not yet butpreliminary
work canbe done.
yes
can onpreliminary
activities, themain task shallrefer approvedworks
programmed
Onlypreliminaries
works
yes, for
preliminaryand
mobilizationwork
Nilyes butnot too
long.
No. Workprogram ismandatory to be
approved byclient so as toensure all
important keymilestone are in
place
yes, because in early stage,
the works involved is notcomplicated, majorityinvolving preliminary
work
3. In your opinion, isthere any consequenceif client delay in
approving Workschedule/ program?
Yes. Oncecontractor is
appointed, timeis running.Delay inapproving the
work programwill contributeinto delay in
commencementof works
yes no yes yes
main delay toapproved due tomain contractor
programmed no
comply tosequence ofworks
If it take toolong mayaffect
contractor'swork
No yes
progress
of workcannot beidentified
Yes, if clientdelay in
approving workprogram- thework will be
delays, this is acascadingeffects from this
points on.
Yes, it will delay and
holding all parties withoutproper documenteddirection
4. In your experience,did client assign anyparticular person in-charge to monitor
progress of works? Ifyes, what is the role ofthe person?
Yes. To ensure
progress in linewith workschedule
Yes,Monitorandhighlighting
anyproblemarise
yes, ProjectManagementConsultant to
monitor thedesign byconsultants and
work progressby contractor.
Noyes, ProjectManagement
Consultant
Yes, to overviewworks versesworks program,
projecting (HQand Site)material and costmonitoring,
additional worksand progressclaim
Yes, projectmanager or
coordinator
yes. Sitesupervisor -monitoroverall
progressand qualityof works
yes,monitoring the
project make
sure all theconsultant andcontractor are
follow theschedule
Project
Manager- Identifythe cause
of delaysand makereport
Client projectmanager, If
there is anapparent delay.PM has to call
for moremeeting to catch
up with thedelay
depends, Roles normally
evolves towards checkingactual progress against
approved program
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Table 4.2: Content Analysis of the Interview with Expert Panel on Authorities Permit/ Approval Coordination
RESPONDENTR1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12
QUESTION
. Tall building
onstruction project arenvolved a lot ofuthorities approval/
ermit. In yourxperience, whicharties normally apply
nd follow-up on the
pproval? Consultant,lient or contractor?
All of abovedepending on
the subject
Architectand client
Consultant ConsultantConsultant &Client
Submission by
Consultant,however follow -up by client
Consultant butclient and
contractorshould assist oncertainoccasions
All parties
Consultant
but criticalissue follow-
up by client
Client tofollow-up
Consultant
such asarchitect and
engineer
All
. In your opinion, whicharties should beffective coordinator in
etting approval?
All parties
Architect ,
consultantsand client
On technicalmatters should bedone by
consultants butpolitical mattersshould be done by
client.
Consultant andcontractor
Client
Client with assist
by the architect/consultant.
Consultant Consultant Consultant
Consultantand client
should worktogetherclosely
Architectand engineerwith the
client projectmanageroversee the
process
Consultants
. Obtain approval is onef the time line inonstruction. Did the
eams consider givingny buffer in term of
me to obtain thepproval?
Yes Yes
No. Approvalnormally forinfrastructure
works. Duringconstruction,
others works willstart after structureworks complete.
There is bufferwithin this time.
Yes Yes
Yes, subject theapplication tomeet authoritiesrequirement.
Should allow
certain timeframe but need
to follow-upregularly withauthorities
Yes Yes Yes
Yes, bufferis necessary
to preventdelay
Sometimes
. In your opinion, how
s the effective approachn coordinating theubmission and follow-
p on the authoritiespproval/ permit?
Providesufficient
information &documents ontime. Ensure
payment forfees (related) to
be paid on time.
Meet anddiscuss
All plans,drawings and
documents mustbe preparedaccording to
guidelines andfollow up
progressively.
prepare earlyand follow-up
closely. Createa relationshipwith them
Createrelationship
set organizationchart person in
charge and flowchart. All person
must understandscope of worksand work ahead
time line.Immediate reportto superior for find
solution (if foundproblem)
Pre-discussion
beforesubmission toknowrequirement andfollow up
regularly
N/A
Require for
following upregularly
N/A
Create good
reputationwith local
authoritiesand regularlyfollow-up on
the status
Improverelationship
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Table 4.3 : Content Analysis of the Interview with Expert Panel on Quality Aspect Coordination
RESPONDENTR1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12
QUESTION
1. Tall buildingproject normallyhigh-end project and
the standard ofquality cannot be
compromised. Inyour experience how
to control the qualityof the buildingmaterial?
Great supervisionimposed at site. Ensure
only suitable materialsto be used.
Follow Billof
Quantitiesandspecification
Appoint external
party to control theQA/QC matters andthis party must be
recognize widely. Ifthe quality meet therequirements, the
building value
highly increase.
Makes amock uporsampling
for
material.Get the
experienceworker/
labour
Follow
specification
Materialdeliver must
followapprovedmaterial as
agreed byS.O/ client.
Providechecklist
and testingif necessary.Refer to
SOP/checklist
Thoroughchecking
duringsubmissionof sample
Implement
QA and QCsystem
recommend
SOP
Certificationand get
materialtested
Themonitoring
system needto beimplemented
Good
monitoring
2. Some developers/clients introduce thelonger defect
liability period(DLP) to attract the
buyer and it isrelated to quality of
end product. In yourexperience how tocontrol the quality of
workmanship?
Great supervisionimposed at site i.e.divide specialty(architectural works,
MSE works). Toappoint reliable &
proven contractors(s).
To implementCONQUAS/QLASSICto maintain/ retain
quality.
Follow
specification
Appoint externalparty to control theQA/QC matters and
this party must berecognize widely. Ifthe quality meet the
requirements, thebuilding value
highly increase.
Procurequality ofmaterial
and get theexpertise
worker
Teamworkandunderstanding
of sequenceand
specification
Refer toSOP,checklist.
Standard tomethodstatement.Monitoring
theactivities,requirement
for skillworker andexperience
to the task
Use skillworkersand
monitoredbysupervisor
Controlspecification
and as in thedrawing
ProjectTeam
regularlymonitor
Sufficientno ofsupervisor,
tool andprovidetraining
Extending theDLP will
improve thequality ofworkmanship.
The longerthe period ofconstruction,
the better isthe quality
Assigngoodcoordinator
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Table 4.4 : Content Analysis of the Interview with Expert Panel on Document Recording System Coordination
RESPONDENTR1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12
QUESTION
1. Tall building project iscomplicated project and involved
a lot of correspondencedocuments. In your experience,did you apply any system in
documentation managementsystem? (manual or IT system)
No. But in my opinion,
having a proper IT systemwith a proper documentscontroller system shall help
in facilitating the process.
nono
experience
Yes,shoulduse
Microsoftaccessand excel
Manual
On site ismanual, on
HQ shall be ITsystem
Apply bothmanual and ITsystems
Both Manual ManualIT
systemManual
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Table 4.5 : Content Analysis of the Interview with Expert Panel on Communication Between the Team Coordination
RESPONDENTR1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12
QUESTION
1. Communication is
the importantprocess incoordination. In
your experience howto communicate
between teams?
(Thru meeting,telephone, email orany IT program)
Clients-consultants/
technicals meeting.Telephone, faxes, memos,letters. Emails.
CCM
Meeting andsite meeting,telephone,email,
conference,
sms etc
All of the aboveThroughtelephoneand email
All
Meeting -CCM,Technical
meeting,programmeeting, site
meeting, specialmeeting.Coordination
and distributethroughtelephone-emailletter.
All of abovemethod or tools
can be used
All aboveMeetingand
telephone
All, no
specificIT
program
Client
consultantmeeting andsite meeting
All
2. In your opinion,what is the effective
approach whichproduce the mosteffective to
communicationbetween projectteams?
Meetings, emails,telephone, memos, letters
Meeting anddiscuss
Conductingcoordinationmeeting, design
meeting andconsultants -subcontractors
meeting.
N/A
Meeting
anddiscussion
When receivedinstruction infoimmediate
distribute,delegate tosubordinateteam.
By email andtelephone,
formalise withletter and onsidedecisions.
Email and
telephonecall
Coordinat
ionmeeting
Meeting
Clientconsultantmeeting, sitemeeting
All
3. Do you think theClient ConsultantMeeting (CCM) andSite Meeting are
sufficient forum tocommunicate
between project
team? If not stateyour reason
Yes & to be minuttedefficiently, so that all
important point & detailscould be disseminated toall respective parties.
Yes
Not sufficient.This is more on
progress
meeting onlyand not thetechnical
aspects.
Yes Yes
Not. Shall addspecial meeting, technical
meeting.
Yes, but stillcommunicate in
between themeetings if any
problem arises
No
Yes, allparties
know thestatus
update
Yes
No. but it is
mostimportant toset pace forthe project to
progress.Othermethod
shouldcomplementthe above
Normally,person
attendingmeetings arefor the sake ofmeeting only,
not comingwith full spiritof resolving
issue
4. Do you think ITplayed significantroles to supportcoordination process
at site and howcould it be?
Yes. Nowadays,communication via emailsis being the fastest way ofconveying messages. A
proper system connectingclients office, consultants'& site office will help to
ensure efficientcommunication.
Yes,
festering theprocess
Yes. Drawing
and instructionscan be send viaemail and the
info receivedeffectively.
Makes works
move easyand fastespecially
for documentmanagement
Yes
Yes. Short timethe process to
delegateinformation to
project team.
Yes, by conveyingmessage,instructions.
Drawing via IT
Yes, leteverybody
involve tohave a accesssystem to
know thecause of
delay
Yes,helping
the workto be done
faster
Appropria
teprogram
mightexpeditethe
searchingofdocument
For the speedof
coordinationbut cannotreplace CCM
and SiteMeeting
New ITsoftware are
designed toease the work
process but itmust be
regularly usedand applied tocreate a
culture'
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Table 4.6: Content Analysis of the Interview with Expert Panel on Safety Aspect Coordination
RESPONDENTR1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12
QUESTION
1. If contractorfailed to fulfill the
safety precautionmeasure in the job
site. How to imposeit?
To impose or bind
safety measures whichrelates to Malaysiagovernment (part of
the SOP). To makecompulsory for the
measure to be taken upas the authorities haveright to give stop work
order.
Straight in
enforcement
and penalty
Worksmust besuspenduntilcompetent
safetyofficerappointed.
Thru warning
and penalty
system
Penaltysystem
Shall comply to CIDB,
Niosh, DOSH beforeimposed to contractor. Site
complain practice on safety
induction, safety briefing thesafety committee to make
decision for SO approval.
Imposepenalties -suspension or
financially
PenaltyFine thecontractor
Penalty, retain
their
progress claim
Penalty andeducateworker on
site
Penaltysystem
2. Based on yourexperience, what is
the most effectiveapproach to ensure
the safety ofconstruction site?
Create safety division.To have regular checkwith respective bodyin imposing safetyregulations at site.
Penalty N/A
Set a penaltysystem and
those ignore itcan't entrancethe site
Penalty
Person or machine not
complies with safetyrequirement do not allowenter project site. Those
cross the rules, remove fromthe site.
Full time safetyofficer andconducted
trainings andawareness and
imposingpenalties foroffenders
Penaltyandstop
workorder
Contractor haveto more aware
of safety issueotherwise
imposedpenalty
Allworker
shall bewelltrained
Safety
awarenessand
educatingworker onsite follow
by penalty
Assigncompetent
officer andemploy skillworker
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Table 4.7: Content Analysis of the Interview with Expert Panel on Changes/ Variation Coordination
RESPONDENTR1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12
QUESTION
1. In your experience, doyou foresee any changes
of design especiallyduring construction of
tall building? If yes how
frequent?
Yes, depending onthe un-expected
rising on cost orchanges in designi.e. design faulty.
Veryfrequent
Very frequentYes,always
Yes, alwaysYes. Veryfrequent
May need
changes butnot veryfrequent as it
will affect theprogress of
work
Yes Yes N/AYes, veryfrequent
Depending oncompleteness ofdesign, loosedesign result inmany variations
2. Which partiesnormally contribute tothe changes/ variation of
design duringconstruction? Pleasestate your opinion
Client, they mighthave others directionwhile dealing either
on-goingdevelopments i.e.materials or fittings
might changes along1-2 years during
construction period.
Client and
consultants
M & E
consultants. Dueto localauthorities
requirement andthey failed toadvice duringdesign stage.
ClientClient and site
condition
Client andconsultant
drawingdiscrepancy.
Client's needand design
changes
Client and
consultant
Consultantand
contractors
Client and
Architect
All partiescontribute to thechanges. Some
design detailscannot beimplemented,
whilst othersdue to poor
detailing
Depends,sometimes clientand sometimes
consultant.Generally it is dueto lack of
coordinationduring early
process
3. Errors in design byconsultants are also
contributed to changes/variation. Based on yourexperience, how to
handle this issue?
To ensure proper
documentations &instructions by arch,engineers. To ensure
proper approvalsobtained fromclients
Re-checkand re-look
Conduct designmeeting and findthe simplest and
best way toovercome.
Confirm
theshapes
early ormakes ameeting
every 2weeks
re-check
For any
discrepancy,contractor toissue RFI to
requestconsultantfor approval.
Thorough
checking byindependentchecker
Alternativeproposal orVO shall be
borne byconsultant
N/A
Project team shall
check and studythe drawing priorfinalize for
approval. It willrequired
sufficient time
All drawing and
detail are to becheck beforeconversion to
BQ andcommencement
on site.
Appoint goodconsultants who
posed competentofficer/
professional
4. When changes/variation in construction,
it will involve the costand create a dispute. Inyour experience how this
matter been solved?
To ensure properdocumentations i.e.
AI, EI, VO forms,etc. To ensurecapping of amount
in every VO.
Recheck
and relook/monitorclosely
The variation
cost is clarifiedwhere it camefrom which
discipline anddeducted ionfees
N/ADiscussionand
understanding
N/A
May penalizethe party at
fault butminimize
changes/variation all
parties should
collaboratefrom start of
project.
Coordinatio
n andproper
recordkeeping
Checking
Study thevariance and
request consultantto write reportand
recommendation.
VO of cost usethe set control
form.
By professional
attitude andpartneringapproach
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Table 4.8 : Content Analysis of the Interview with Expert Panel on Others Coordination
RESPONDENTR1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12
QUESTION
1. In your experience,what are the most
challenges in tallbuilding project
coordination? How tohandle the challenge?
Safety measures, siteconstraints. Tall building
normally tends to be in alimited & packed site. It'simportant to impose proper
site managementprocedure, materials
management, etc. to ensuresafety (100% measures) to
be applied i.e. proper seatfolding, safety equipments,etc.
Drawing andsequences of
coordination
N/A N/ATeamworkand
coordination
Must havecompetent
staff/sequence of
works/ sitemonitoring.
Construction
technique -propercoordinatorof method
statement ofconstruction
Lot of sub-
contractor
Complicated- handle bymonitoring
N/A
by looking
seriously on 3constraintswhich time,
cost and quality
Handlingpartiesinvolved inthe project.
Goodcoordinatorand
selection ofpartiesinvolved
will help
2. Please state the
strategies to improve thecoordination process?
To have propercommunications among
parties. To ensure proper& efficient planning forthe entire development.
Meet and
discussregularly
N/A N/A Workshop
Set systemand complyto thesystem.
All parties towork as ateam and the
team shouldhave acompetentleader
Meeting withallsubcontractors
involves in theproject.
Arrangemeeting
regularly
Educate allparties
involved toplay theirroll wisely
and alwaysmeet timeframe given
Simulation ofbuilding and
constructionbeforeimplementation
Applypartnering
concept,appointcompetent
parties andmonitorclosely
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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%
57%
Responded
Unreply
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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
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.
Nature of Business
65%
22%
13% Developer
Consultant
Government Agency(JKR)
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Figure 4.3 : Respondent Working Experience
Respondent Working Experience
26%
35%
30%
9%
Less than 5 years
5 to 10 years
11 to 15 years
More than 20 years
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.
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Figure 4.4 Respondent Projects Involvement
No. of Project Invo lve
26%
44%
26%
4%
1 to 3 projects
4 to 6 projects
7 to 10 projects
More than 10 projects
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
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contractor also a problem related to coordination of work program most agreed by
respondents.
Table 4.9: Work Schedule/Program
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).
No Problem
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1Contractor failed to follow work
schedule/ program as agreed 0 2 9% 2 9% 15 4 83% 23 100% 0.8
2 Late approval obtain from client 1 2 13% 5 22% 10 5 65% 23 100% 0.7
3Unreliable of work schedule/ program
submitted by contractor 1 4 22% 3 13% 10 5 65% 23 100% 0.7
4 Uncompleted work program submitted 2 6 35% 5 22% 8 2 43% 23 100% 0.6
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Table 4.10 : Authorities Permit/Approval
No Problem
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1 Poor reputation with authorities 1 1 9% 3 13% 8 10 78% 23 100% 0.8
2 Bureaucracy procedure 1 2 13% 3 13% 7 10 74% 23 100% 0.8
3 Delay in obtain approval by authorities 0 1 4% 6 26% 11 5 70% 23 100% 0.8
4 Inefficient in Follow-up the approval 0 2 9% 6 26% 10 5 65% 23 100% 0.8
5 Compliance of Authorities requirement 0 2 9% 5 22% 13 3 70% 23 100% 0.7
6 Late submission by consultants 3 6 39% 3 13% 8 3 48% 23 100% 0.6
7 Late respond from consultant 3 5 35% 7 30% 6 2 35% 23 100% 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 programcoordination. 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
No Problem
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1 Poor workmanship/ standard of quality 2 0 9% 5 22% 9 7 70% 23 100% 0.8
2 Fail to identify material defect 0 2 9% 6 26% 10 5 65% 23 100% 0.8
3 Poor quality control 0 2 9% 5 22% 13 3 70% 23 100% 0.7
4 Incompetent worker from contractor 1 2 13% 9 39% 9 2 48% 23 100% 0.7
5 Too much defect 4 9 57% 2 9% 6 2 35% 23 100% 0.5
6 Incompetent quality control officer 6 7 57% 4 17% 5 1 26% 23 100% 0.5
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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
No Problem
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1 Poor Record keeping 0 1 4% 2 9% 8 12 87% 23 100% 0.9
2 Taking time to trace document 0 2 9% 6 26% 11 4 65% 23 100% 0.7
3No proper room (unsafe) for filingsystem
1 3 17% 4 17% 9 6 65% 23 100% 0.7
4 No document recording system 2 7 39% 5 22% 7 2 39% 23 100% 0.6
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.
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Table 4.13: Communication Between Project Team
No Problem
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1 Late in deliver information between team 0 2 9% 2 9% 16 3 83% 23 100% 0.8
2Lack of monitoring and controlling
during construction1 2 13% 2 9% 13 5 78% 23 100% 0.8
3 Low motivation among teams 1 1 9% 3 13% 15 3 78% 23 100% 0.8
4 Misunderstanding between teams 1 3 17% 2 9% 12 5 74% 23 100% 0.7
5Unclear instruction between project
teams2 1 13% 3 13% 14 3 74% 23 100% 0.7
6 Potential works individually betweenteams
2 2 17% 2 9% 14 3 74% 23 100% 0.7
7Late approval/ endorsement from client
site2 2 17% 4 17% 11 4 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
No Problem
Score
RIDisagree Neutral Agree Total1 2 % 3 % 4 5 % f %
1 No safety committee 1 2 13% 0 0% 14 6 87% 23 100% 0.8
2 Uneducated worker on safety procedure 1 0 4% 2 9% 18 2 87% 23 100% 0.8
3Contractor failed to follow safety
procedure1 2 13% 0 0% 17 3 87% 23 100% 0.8
4 Unsafe site 0 2 9% 5 22% 14 2 70% 23 100% 0.7
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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 onthe above problem which indicated relative index of 0.8.
Table 4.15: Changes/ Variation
No Problem
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1 Change in design required by Authorities 2 0 9% 5 22% 9 7 70% 23 100% 0.8
2 Error in design by consultant 0 2 9% 2 9% 17 2 83% 23 100% 0.8
3 Change in design by Client 0 2 9% 6 26% 10 5 65% 23 100% 0.8
4Change in design because of site
constrain0 2 9% 3 13% 13 5 78% 23 100% 0.8
5 Inconsistent design among consultant 1 2 13% 4 17% 13 3 70% 23 100% 0.7
6 Additional cost contribute from changes 1 2 13% 5 22% 12 3 65% 23 100% 0.7
7 Insufficient information in drawing 1 2 13% 4 17% 14 2 70% 23 100% 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.
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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
No Strategies
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1 Client able to do tracking and monitoring 1 2 13% 0 0% 14 6 87% 23 100% 0.8
2 Reliable works schedule/ program 2 0 9% 5 22% 9 7 70% 23 100% 0.8
3 Expedite approval by Client 0 2 9% 2 9% 17 2 83% 23 100% 0.8
4Consultants able to advised on alternativeoption if delay occurred
1 2 13% 0 0% 17 3 87% 23 100% 0.8
5 Back-up plan/ alternative approach 0 1 4% 5 22% 14 3 74% 23 100% 0.8
6 Appoint Competent project team 0 2 9% 3 13% 15 3 78% 23 100% 0.8
7 Introduce dateline strategy 0 2 9% 5 22% 13 3 70% 23 100% 0.7
8Sufficient information prepared in work
program1 2 13% 4 17% 13 3 70% 23 100% 0.7
9Appoint capable contractors/
subcontractors1 2 13% 4 17% 14 2 70% 23 100% 0.7
10Imposed penalty system to ensure the
plan implemented i.e LAD1 3 17% 6 26% 10 3 57% 23 100% 0.7
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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
No Strategies
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1 Imposed penalty system to consultant 0 2 9% 1 4% 16 4 87% 23 100% 0.8
2 Imposed penalty system to contractor 0 2 9% 2 9% 16 3 83% 23 100% 0.8
3
Assign coordinator to follow-up the
confirmation/ approval of approval/ permit
matters
2 0 9% 5 22% 9 7 70% 23 100% 0.8
4Ensure all requirement full fill before
submission1 3 17% 2 9% 12 5 74% 23 100% 0.7
5 Establish reputation with authorities 0 2 9% 6 26% 11 4 65% 23 100% 0.7
6 Regularly follow-up of the status 1 3 17% 4 17% 9 6 65% 23 100% 0.7
7Prompt respond if additional information
required by authority2 1 13% 3 13% 14 3 74% 23 100% 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 indexof 0.8.
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Table 4.18: Quality Aspect
No Strategies
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1 Sufficient training for contractors worker 0 2 9% 1 4% 16 4 87% 23 100% 0.8
2 Regular testing for building material 0 1 4% 3 13% 16 3 83% 23 100% 0.8
3 Appoint knowledgeable quality control staff 0 2 9% 2 9% 16 3 83% 23 100% 0.8
4 Hired reputable/ establish contractor 1 2 13% 2 9% 13 5 78% 23 100% 0.8
5 Set a quality procedure 1 1 9% 3 13% 15 3 78% 23 100% 0.8
6 Implement ISO certificate 1 3 17% 2 9% 12 5 74% 23 100% 0.7
7Hired reputable/ establish supplier for
building material2 2 17% 2 9% 14 3 74% 23 100% 0.7
8 Regularly checking during construction 2 2 17% 4 17% 11 4 65% 23 100% 0.7
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
No Strategies
Score
RIDisagree Neutral Agree Total
1 2 % 3 % 4 5 % f %
1 Implement ISO certificate 1 0 4% 2 9% 18 2 87% 23 100% 0.8
2All project team must aware of related
matters1 1 9% 2 9% 17 2 83% 23 100% 0.8
3Implement Information Technology (IT) in
record system 0 2 9% 5 22% 14 2 70% 23 100% 0.7
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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 isthe 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
No Strategies
Score
RIDisagree Neutral Agree Total
1 2 %