pmc recover
TRANSCRIPT
-
8/18/2019 Pmc Recover
1/24
2.0 ASIA PACIFIC FEDERATION OF PROJECT MANAGEMENT (APFPM)
2.1 INTRODUCTION
The Asia Pacific Federation of Project Management (APFPM) is a network of independent
national project management associations across Asia and the Pacific region. It acts as a
facilitator bringing together disparate associations to a single platform to help promote and
develop Project Management both locall and regionall. It recogni!es the strength and benefit
that can res"lt from effective collaboration.
2.1.1 History of APFPM
In #$$%& the Asia Pacific For"m was established and a charter signed. The meetings of the
for"m were held in India in #$$' and in airns& A"stralia in ctober *+++. A meeting was held
at the ,old oast& A"stralia in ctober *++* to change the str"ct"re and foc"s of the for"m into
a federation of project management instit"tes based in the Asia-Pacific region. The APFPM was
formed in principle and a draft charter was initiated. It was agreed the APFPM was to be
formalised b the signing of a charter of five or more instit"tes associations in the region.
/owever& the Federation became inactive d"e to changes in association representation in the
region and some individ"al lead organisations not being able to gain s"fficient moment"m over
the ens"ing period& hence the Federation ceased to f"nction.
The APFPM was re-established and la"nched b 0ill 1o"ng& with the a"spices and backing of
the A"stralian Instit"te of Project Management. A la"nch meeting was held in April *+#+ with
fo"ndation Member Associations (Project Management Associates - India& Project Management
2esearch ommittee - hina& Project Management Association of 3epal& /ong 4ong Instit"te
of Project Management - /4& Project Management Association of 5apan& Ikatan Ahli
Manajemen Proek Indonesia& and the A"stralian Instit"te of Project Management)6 hosted b
the /ong 4ong Instit"te of Project Management.
18
-
8/18/2019 Pmc Recover
2/24
2.2 MEMERSHIP OF APFPM
Member Associations incl"ding /4IPM (/ong 4ong)& PMAI (India)& PM2 (hina)& PMA3
(3epal)& PMA5 (5apan)& AMIP (Me7ico)& IAMPI (Indonesia)& A8APM (9nited 8tates of America)& AP:P (Per")& PMA (anada)& 8PM (8ingapore)& :P (hile)& AIPM (A"stralia)&
MA4 (4orea) and P2MAP (Philippines). Membership of the Federation is open to
independent national Project Management associations from co"ntries in the Asia Pacific
region. ;ach Member Association shall be entitled to a ma7im"m of < representatives.
The Member Associations from this vast and comple7 region have diverse ethnicit& and
lang"ages& and incorporate both western and eastern c"lt"res. The Asia Pacific regioneffectivel represents nearl two thirds of the world=s pop"lation and well over half of global
trade. In a similar vain to the formation of AP;& the APFPM was formed to harness the
snergies of Project Management related Professional Associations across the region.
2.! OPERATION OF APFPM
The APFPM basicall operates thro"gh a virt"al network of ommittees. ommittees incl"de&
b"t are not limited to>
• ,overnance
• Membership
• Asia Pacific Alliances
• 8tandards :evelopment
• Achievement Awards
• 2esearch
• Asia Pacific :isaster 2esponse Management
• ?ebsite :evelopment
19
-
8/18/2019 Pmc Recover
3/24
!.0 PROJECT MANAGEMENT CONSU"TANC# (PMC)
!.1.1 INTRODUCTION
The constr"ction ind"stries in Malasia recentl growing ver fast with the constr"ction of new
projects. The constr"ction ind"str generall deals with the vario"s tpes of constr"ction
sectors like 2eal ;state @ Infrastr"ct"re. 2eal ;state 8ector is segmented in 2esidential&
Ind"strial& orporate& and ommercial. ?hereas Infrastr"ct"re sector in 2oads& 2ailwas&
9rban Infrastr"ct"res& Ports& Airports and Power. To manage s"ch kind of "ni"e projects
re"ires an e7pertise with organi!ations and a thoro"gh bod of knowledge. ne of the
management sol"tions that have been widel "se to improve efficienc of a projects is thro"gh
the "se of Project Management ons"ltanc (PM) services.. Project Management ons"ltant
plas m"ltifaceted part in s"ch projects and provides the services from inception to completion
of projects. At ever stage of project life ccle& the principles of pro-activeness and creating the
win-win sit"ation is necessar keeping in mind the c"stomer clientBs re"irements. 9se of
Project Management ons"ltant (PM) offers one of the effective management sol"tion to
increase and improve the efficienc and o"tcome of a project in constr"ction.
!.1.2 PROJECT MANAGEMENT CONSU"TANC#
The Project Management ons"ltanc has a wide variet of roles to pla d"ring the
constr"ction process. onstr"ction project gives benefits to the "stomer lient in terms of
satisfaction and it consists of b"siness development& profit& reso"rces "tili!ation& etc. 0eca"se of
this cons"ltanc plas a m"ltifaceted part in the constr"ction project& and is "s"all involved in
the project from the projectBs inception to its completion. It is important to f"ll "nderstand
Project Management ons"ltanc and a"thorit. :oing so ens"res that the ons"ltanc can be
f"ll ma7imi!ed on each constr"ction project. 3ormall the job is managed b the Project
Manager and s"pervised b the onstr"ction Manager& and allied team of design engineer&
20
-
8/18/2019 Pmc Recover
4/24
constr"ction engineer or project architect. ;fficienc in Management is needed to gain a higher
level in competitiveness. ;ver constr"ction project is different i.e. "ni"e& ever constr"ction
project demands the f"ll attention& professionalism and energ of its project team& ever
constr"ction project depends "pon an e7perienced leader to make it happen. The Project
management cons"ltantCs (PM) role to control the work process are ver important in the
constr"ction b"siness. There are fo"r major components in managements of constr"ction
projects which are>
i. H$%&' rso$rs %&'&*%'t+ 8ince labor prod"ctivit and a harmonio"s working
environment are essential elements of a s"ccessf"l project& control over h"man
reso"rces becomes important& more so than ever in these das of shortages of both
workers and managers.
ii. M&'&*%'t of t, o'str$tio' -ross+ ;stablishing the best wa to implement the
constr"ction process which wo"ld incl"de proper sched"ling and the coordination and
control of the flow of labor& materials& and e"ipment to the job site.
iii. Co'str$tio' E'*i'ri'*> The proper techni"e of assembling materials& components&
e"ipment and sstems& and the selection and "tili!ation of the best constr"ction
technolog.
iv. Fi'&'i& %&'&*%'t+ onstr"ction is a b"siness and m"st be viewed as s"ch control
over cost& cash flow and ade"ate project f"nding are essential part of an b"siness
endeavor and constr"ction is no e7ception.
!.1.! PREPARING TO USE ORGANI/ATIONA" PROJECT MANAGEMENT
CONSU"TANC#
;ver compan (client) is not necessaril re"ired to appoint a project management cons"ltant
for their compan. The appointment is "p to the compan whether to take the PM or not. In
general& PM task is to assist and g"ide the compan (client) that there is a problem or want
ongoing project r"n smoothl. There are several steps to do before to take organi!ational project
management cons"ltanc>
21
-
8/18/2019 Pmc Recover
5/24
St- 1+ :efine what want to do and plan for it.
0efore re"est proposals or "alifications& or activel seek cons"ltancies& determine the specific
needs and goals. 3eed to identif the short- and long-term goals of the organi!ation and how
project& program or portfolio management cons"ltancies might assist in attaining thosecorporate goals. lient m"st provide potential firms with as m"ch detail as possible abo"t
organi!ation and its strategies and objectives so the can develop an acc"rate proposal. If
appropriate& client might want to consider cond"cting an internal assessment of their
organi!ationBs capabilities and reso"rces in relation to their c"rrent project& program andor
portfolio management processes. An assessment will enable client to "nderstand wh the need
to take on the e7ternal s"pport offered b a cons"ltanc. lient can cond"ct an internal
assessment the cons"lting firm co"ld cond"ct the assessment as part of their engagement.
St- 2> 8elect the firm.
nce the organi!ation has defined its needs& client need to follow a good selection process.
onsider these proced"res>
• Identif a selection team or s"bcommittee
• Identif who will make the final decision
• ;stablish a decision-making process
• :onBt forget to incl"de a sched"le for the selection process
• :etermine o"r desired o"tcome or deliverables
• Identif and select the criteria for eval"ating the proposals
• Identif potential cons"lting firms> ompile a list of interested and potential firms (9se
the PMI 2egistered ons"ltant Program director at www.PMI.orgrcp)
• Prepare a 2e"est for Information (2FI) to gain information before writing a 2e"est
for Proposal (2FP)> :evelop a detailed scope of work and g"idelines for s"bmission
with the 2FP
22
http://www.pmi.org/rcphttp://www.pmi.org/rcp
-
8/18/2019 Pmc Recover
6/24
• :istrib"te the 2FI to selected cons"lting firms with a clear d"e date> 9sing the selection
criteria eval"ate the 2FI responses.
• :istrib"te the 2FP to the final D-E selected cons"lting firms with a clear d"e date> nce
again "sing the selection committee and selection criteria& eval"ate the proposals.
St- !> 3egotiate terms and contract with the cons"ltanc.
lient alread select firm. The final step before the work of improving organi!ationBs project&
program and portfolio management processes begins is to p"t everthing into a written contract.
As with the selection step& the proced"re is similar to negotiating and signing a contract with
other tpes of vendors. egal representation from both parties sho"ld be involved& as if the legaldepartments are not parties to the negotiations& their comments or recommendations after the
fact might lead to a reopening of the negotiations.
!.1. CRITERIA FOR SE"ECTION OF PROJECT MANAGEMENT CONSU"TANTS
Predetermine selection criteria for cons"ltanc& it allows to appl a fair and consistent method
for meas"ring proposals. Man organi!ations "se selection criteria to help them screen
candidates. The selection criteria ens"re that "se the same& "nbiased standards to each candidate
and lead to a more objective decision. ItBs a good idea to "se selection criteria and create a
scoring matri7Gand then score all the responses against the matri7. That sho"ld incl"de
m"ltiple committee members to reach an objective talling of the scores. It might wish to
separate the technical eval"ation from the cost or price eval"ation and determine how m"ch the
technical will co"nt and how m"ch the costprice will co"nt toward the overall total.
onsiderations for selection criteria incl"de>
23
-
8/18/2019 Pmc Recover
7/24
• 3"mber of responsesGpre-determine an acceptable response level for the project so
that if o" do not get an ade"ate n"mber of responses& can eval"ate whether to
contin"e or redefine need to get more proposals.
• Tpe of cons"ltancGlook for those with e7perience that closel matches o"r needs.
8i!e& geographic reach& tpical engagement length
• Professional "alificationsGincl"ding>
o 0readth and depth of e7perience
o Familiarit with o"r ind"str or tpe of project
o Technical competence
o Abilit to develop practical recommendations
o Abilit to b"ild tr"st and work effectivel with management and staff
o Abilit to manage an assignment and sta on sched"le and within b"dget
o PMI credentials and "alifications for personnel leading the engagement
• Past e7perienceGdid previo"s cons"lting engagements meet the clientsB goalsH ?ere
the completed in an efficient mannerH
• Proposed work planGtheir approach to meeting goals
• Their abilit to bring innovation to partic"lar goals and needs
• ostGframe cost in terms of gains6 the lowest bid ma not alwas be the best.
Identifing potential firms>
• 9tili!e the PMI 2egistered ons"ltant Program director
• heck with organi!ations similar for recommendations or referrals
• 8can member directories and websites for professional project management
organi!ations
• Place p"blic notices in trade p"blications or on trade websites& message boards and
social media sites
• 8earch for s"bject matter e7perts in trade p"blications who have served as article
so"rces or col"mnists
24
-
8/18/2019 Pmc Recover
8/24
• 3etwork at ind"str conferences and conventions6 consider the "alifications of
presenters and panelists
?hat to look for in bids and proposals>
• An "nderstanding of problem
• An analsis of how the firm will address problem
• An estimate of the specific work the will perform on project
• Their approach for solving problem or meeting goals
• :etails on e7actl what services the will provide
• A timetable that covers the firmBs time as well as time re"ired of staff
• lear details on all fees& e7penses and financial agreements
The names& e7periences and s of anone who will work on their team for the
assignment.
• 2eferences relevant to project.
!.1. RO"ES AND RESPONSII"ITIES OF PROJECT MANAGEMENT
CONSU"TANC#
Project Management ons"ltant (PM) have different roles or scope of works and services
depending on whom the represent& b"t the principles and f"ndamentals of project management
as enshrined in the Project Man"al 0od of 4nowledge man"al area applicable to each of the
three categor >
i. PM representing the ontractor (traditional& t"rnke& design and b"ild).
ii. PM representing the lients (p"blicgovernment) and private sectors (developers&investors& landowners).
iii. PM representing the :esigners (architects& engineer& etc.)
According to ((2.:!"lkarnaen Ismail *++J))& there is no specific definition of project
cons"ltant. Most definitions describe management cons"ltants b their roles and responsibilit
25
-
8/18/2019 Pmc Recover
9/24
and services that the provide "sing tools and skills the have in delivering a task assigned b
the client or the owner of the project. Table D.#.E below shows the roles and responsibilit
matri7 for the vario"s stakeholders of the project at different stages of constr"ction.
T& !.1.+ 1 Ros &'3 Rs-o'siiity M&tri4
(2- 2esponsibilit& I- Participator responsibilit)
Co3 Dsri-tio' of Pro5t M&'&*%'t Co's$t&'y6s Ros &'3
Rs-o'siiity M&tri4 7 I'3$stri& Pro5ts
Ci't PMC Ar,it
A. Pr8o'str$tio' St&*+
A.# Anal!e lientBs project related re"irements I 2 2
A.* Prepare the :esign 0rief in terms of f"nction abilit& cost& time& "alit
and safet
2 2 2
A.D :evelop project control sstems I 2 I
A.< Finali!ation of project organi!ation chart. 2 2 I
A.E ;stablishment of project comm"nication and reporting sstem I 2 I
A.J Preparation of works breakdown str"ct"re I 2 I
A.% Preparation of Project Master 8ched"le with base line I 2 IA.' Preparation of :esign :rawings deliverables sched"le I 2 I
A.$ Feedback on the Master 0"dget of the project I 2 I
A.#+ o-ordination and follow-"p with Architect and other design cons"ltants
for their inp"ts
I 2 I
A.## To identif and s"ggest cons"ltantsdesigners for speciali!ed re"irements I 2 I
A.#* ead project meetings as necessar for review of progress I 2 I
A.#D To set "p &track& monitor a design deliverable sched"le I 2 IA.#< hecking @ verification of designerBs s"bmissions (design basis reports&
val"e engineering& cost benefit analsis& drawings etc)
I 2 I
A.#E ost control d"ring all stages of design and design development 2 2 I
A.#J Preparation of proc"rement plan 2 2 I
26
-
8/18/2019 Pmc Recover
10/24
A.#% 2eview of technical specifications and 0ill of K"antities (0K) I 2 2
A.#' Monitoring the stat"tor approvals process b follow-"ps with liaison
cons"ltants and reporting the progress
2 2 2
A.#$ ond"cting Pre-bid meetings and feedback for completeness of tender
specifications and technical parameters.
2 2 I
A.*+ comparative statements @ techno-commercial eval"ation reports 2 2 I
A.*# 8"bmitting ?eekl and Monthl progress reports I 2 I
. Co'str$tio' St&*
0.# F"ll time s"pervision of All constr"ction works activities for the project I 2 I
0.* n-site design co-ordination and iss"e of drawings clarifications I 2 2
0.D rgani!e approval to contractors shop drawings& prod"ct data sheets&
samples&
2 2 2
0.< 2efinement of works breakdown str"ct"re I 2 I
0.E Monitoring the progress of work with the Master constr"ction sched"le I 2 I
0.J Prior flagging of anticipated bottlenecks and analsis of its reasons I 2 I
0.% :a to da correspondences incl"ding contract"al iss"es I 2 I
0.' hange order management for design changes and e7tra items I 2 I
0.$ Prepare KAK plan and Method 8tatement I 2 I
0.#+ K"alit ass"rance and control to ens"re conformance to drawings and
specifications
I 2 I
0.## ;stablish ;/8 plan (;nvironment& /ealth and 8afet) I 2 I
0.#* Iss"e ,F drawings to respective contractors and keep "pdated record
iss"ed
I 2 I
0.#D 8cr"tini!e and check working drawings received from Architects designer I 2 I
0.#< rgani!e Progress review meetings on weekl basis I 2 I
0.#E ollect& review and maintain all the records of contractorsB dail progress
reports.
I 2 I
C. Post8Co'str$tio' St&*+
27
-
8/18/2019 Pmc Recover
11/24
.# Advice abo"t probable date of 8"bstantial ompletion I 2 I
.* Preparing @ addressing the sched"le of defects p"nch list I 2 I
.D Provide assistance in Testing and commissioning of the facilit I 2 I
.< ollection and integration of vario"s and M man"als& commissioning @test certificates
I 2 I
.E 2econciliation and ertification of Final bills of contractors& s"ppliers&
vendors and cons"ltants
I 2 I
.J Preparation of project close-o"t report incl"ding learning I 2 I
.% ollate and verif all As-b"ilt drawings I 2 I
.' Addressing an "eries d"ring defects liabilit period I 2 I
.$ o-ordination with the ontractors to rectif the defects d"ring the defectsliabilit period&
I 2 I
From the perspectives of the Malasian constr"ction ind"str to re-integrate the ver m"ch
disintegrated constr"ction ind"str in order to avoid as far as possible conflict& lack of
comm"nication and waste of efforts thro"gh better co-ordination& closer cooperation and more
effective control. In order to f"lfill the role of The Project Management ons"ltant& PM
sho"ld therefore provide personnel with vario"s related disciplines inside the cons"ltant team in
order to "nderstand their problems as well as to achieve project goals.
Or*&'i9&tio' P&ttr'
The organi!ational pattern which refers to the relationship between the Project Management
ons"ltant and all parties involved in the project can be viewed in Fig"re D.#.E below.
28
-
8/18/2019 Pmc Recover
12/24
Fig"re D.#.E(a) > ons"ltant and all parties involved in the project
29
-
8/18/2019 Pmc Recover
13/24
Fig"re D.#.E(b) > Management cons"lting s"ccess
!.1.: ;E#S TO SUCCESSFU" CONSU"TING MANAGEMENT
1. So$tio' is &i*'3
-
8/18/2019 Pmc Recover
14/24
abo"t how decisions can be made "ickl. :onBt hesitate to ens"re o"r sponsor knows
o" ma& on occasion& need his or her advice or decision-making a"thorit.
• 4eep project sponsors and stakeholders informed. Meet with them on a reg"lar basis
and cop them on stat"s reports.
!. E4-t&tio's of t, -ro5t &r r&isti &'3 3o 'ot ,&'*
• ;ns"re there are no s"rprises. 0e realistic and honest. 3othing is ever gained b keeping
things from the client.
• ;7pectations can be managed b identifing the deliverables and b specifing what is
not incl"ded.
• Periodicall review e7pectations with the client.
• :oc"menting agreements and obtaining signoffs is alwas a good idea.
• Maintain a positive attit"de.
. Pro5t so- is
-
8/18/2019 Pmc Recover
15/24
integration testing.
. Prosss for i%-%'t&tio' &r
-
8/18/2019 Pmc Recover
16/24
• If there can obtain a solid commitment from team members& the project sho"ld r"n more
smoothl.
!.1.@ FRAMEOR; OF SERBICES THAT SHOU"D E PROBIDED # THE
PROJECT MANAGEMENT CONSU"TANT
1. Ci't6s R$ir%'ts &'3 So- of or>s
To anal!e the project definition in f"nctional terms to meet the performance objectives and
to advise the clients with respect to the definition& consistenc& practicabilit and
controllabilit of all aspects of the project.
2. F&siiity St$3y
To carr o"t feasibilit st"dies& appraisal and to ens"re that it is feasible f"nctionall&
technicall and financiall.
!. Pri%i'&ry R$ir%'ts
To make site visits and to plan site lao"t and arrange of earl site arrangement and
arrangements for geological investigations& site s"rve and to anal!e the soil investigation
reports and to prepare in brief project s"mmar which incl"de L8ched"le of
AccommodationB for ever b"ilding.
. Co'tr&t &'3 "*& Co'si3r&tio's
To advise the clients on the terms and conditions of contracts& to prepare the contract
doc"ment& To prepare etter of ffer () and etter of Acceptance (A) and assist the
client on terms and condition inside both contracts.
. S,3$i'*
33
-
8/18/2019 Pmc Recover
17/24
To prepare vario"s levels of project sched"les for planning and implementation and to
monitor all the activities& to provide inp"t to the project sched"le regarding constr"ction
activities and to e7amine and anal!e the project planning.
:. Mti'*s
To convene meetings on a fortnightl basis or more fre"entl as the need arises& meet with
cons"ltant& client& and contractor at least once a month& and act as hairman of s"ch Project
Management Meeting.
@. R-orti'*
To prepare Meeting report and Monthl progress report.
. M&'&*%'t of Dsi*' &'3 Ot,r Co's$t&'ts
To coordinate the services of the :esign ons"ltants and other professional ons"ltant&
e7amine and consider all plans prod"ced b the :esign ons"ltant& e7amine and control
designs and plans& and liaise with the relevant a"thorities for approval.
9. Pro$r%'t
To prepare appropriate doc"ments for calling for tenders or proposal& assist client in calling
for pre-"alification of tenders& s"bmit a report on tenders received and make
recommendations& prepare and s"bmit AT:A (As Tendered :etail Abstract)& and anal!e
and e7amine all proposed tender rate.
10. $3*ti'* &'3 Esti%&ti'*
To prepare b"dget and b"siness plan& and assist the client on the price negotiating.
11. Cost Co'tro
To control ariation of works& minimi!e wastage of materials and financial control over all
paments& anal!e and control costing and anal!e an application made for changes of
work& monitor changes in scope and the preparation of re"ired b"dget variation.
12. M&'&*%'t of Co'str$tio'
34
-
8/18/2019 Pmc Recover
18/24
To ens"re timel completion of the Project and instr"ct the ontractors on an incomplete
works and defects& monitor project progress& take reasonable meas"res to control progress&
arrange for site inspection& monitor an defect& and arrange for repair works.
1!. E4-3iti'*
To coordinate the ontractor=s work in accordance with his programme and site planning
and progress chasing in the event& to take immediate action on the constr"ction iss"es& solve
problem on site& deal with local a"thorit on application for approval for Lertificate of
FitnessB and preparation of ertificate of Practical ompletion.
1. P&y%'t Crtifi&tio'
To arrange for Financial 8tatements showing e7pected final costs and prepare and
recommend the certification of all final acco"nts& and assist the client on pament to the
contractor.
1. $&ity Co'tro
To ens"re that the b"ilding plant installations and all services operate in conformit with the
re"irements and design specifications& s"pervise and controlling of all test on site& As a
witnesses of all test carried o"t b the contractor& to arrange for inspection& to ens"re the
"alit of works when necessar and to prepare the report before handling over to the client.
1:. Co%%issio'i'*
To assist client to obtain the iss"ance of the relevant ertificate of Fitness& to provide client
a maintenance& operating and service man"al& to assist and ens"re that client receives a f"ll
set of as-b"ilt drawings and preparing a programme for maintenance.
!.1. "EBE" OF SATISFACTION ON SERBICES PROBIDED # PMC
35
-
8/18/2019 Pmc Recover
19/24
0ased on the data provided in Table D.#.'& it is taken from the res"lts of a st"d carried o"t b
(2.:!"lkarnaen Ismail *++J). The respondent were asked to rate the degree of satisfaction on
the list of services provided b the PM which is incl"ded in the table provided in the
"estionnaires. The res"lts of the s"rve for the level of satisfaction on the services provided b
Project management ons"ltant (PM) shows that the respondent had categori!ed the services
provided b the Project Management ons"ltant "nder two main factor which are satisfN and
fairN.
Table D.#.'> evel of satisfaction on services provided 01 PM
!.1. "ISTS OF PROJECT HICH PROJECT MANAGEMENT CONSU"TANT
INBO"BED
Project list below in Table D.#.$ is onl part of the project in Malasia to "se project
management cons"ltanc services. Among them are>
No
.
Pro5t Dsri-tio' Sr=is Pro=i33
# 4IA*-T lient> 0ina P"ri 8dn. 0hd. Project Management
36
-
8/18/2019 Pmc Recover
20/24
AI2P2T& 8;PA3,&
8;A3,2
9emc-bina p"ri is the t"rnke design-and-
b"ild contractor for the airport project
Project val"e> 2M # billion
@ ontract
ons"ltanc 8ervices.
* T;8
/1P;2MA24;T&
M9TIA2A 2I3I&
5/2
lient> Tesco 8tores (M) 8dn 0hd
Main contractor for this project in T/0 0I3A
MA59 8:3. 0/:.
Project al"e> 2M D< Million
Project Management
@ ontract
ons"ltanc 8ervices.
D P9T;2I /A2092
I3I 02I:,;&
398A5A1A& 5/2
I;3T> T/0 8TA2,AT; 8:3. 0/:.
P25;T A9;> 2M #J Million
Project Management
@ ontract
ons"ltanc 8ervices.
< P98AT
P;3TA:0I2A3
3;,;2I 8A0A/&
4TA 4I3A0A9&
8A0A/
lient> 0ina P"ri 8dn. 0hd.
0ina P"ri Is The Main ontractor For The DD-
8tore ffice Tower.
Project al"e> 2M 4lia ons"ltanc 8ervices 8:3.
0/:.
The ,overnment of Malasia is
implementing the ;lectrified :o"ble Track
2ail Project so as to "pgrade the railwa
infrastr"ct"re incl"ding signaling and
omm"nications between 8eremban and
,emas& with the intention of increasing the
Project Management
@ ontract
ons"ltanc 8ervices.
37
-
8/18/2019 Pmc Recover
21/24
speed& fre"enc& capacit and efficienc of
the train services. I23 International
imited is the main contractor and 4IA8
is the Project Management ons"ltant.
Project al"e> 2M D. 8ena etrik (M) 8:3. 0/:.
9pgrading of ab"an Airport& ab"an&
Malasia. 9pgrading of 4ota 4inabal"
International Airport& 8abah& Malasia. 8ena
etrik (M) 8dn. 0hd. is the specialist
contractor for the Aerona"tical ,ro"nd.
ighting (A,) 8stem for 4"ching airport&
ab"an airport and 4ota 4inabal" airport
projects.
Project Management
@ ontract
ons"ltanc 8ervices.
' MA0 2P2AT;
FFI;& 8;PA3,
lient> Target 2eso"rces 8:3. 0/:.
Proposed :esign& onstr"ction @
:evelopment of orporate ffice @ Ancillar
?orks for Malasia Airport /oldings 0hd at
ot %$& 4IA& M"kim ab"& :aerah 8epang&
8elangor :ar"l ;hsan. Target 2eso"rces 8dn.
0hd. is the main contractor for the MA0
orporate ffice.
Project al"e> 2M
-
8/18/2019 Pmc Recover
22/24
0A3:A2 TA8I4
8;ATA3& 49AA
9MP92
#+ 44 TIM;8 8K9A2;
P/A8; *& 4TA
4I3A0A9& 8A0A/
lient> 0ina P"ri onstr"ction 8:3. 0/:.
0ina P"ri onstr"ction 8dn 0hd is the Main
ontractor for 8hopping omple7 "m
ffice 0"ilding project.
Project al"e> 2M
-
8/18/2019 Pmc Recover
23/24
-
8/18/2019 Pmc Recover
24/24
:eclaration& 8. 8. (*++$). Student’s declaration. 9MP Instit"tional 2epositor. 2etrieved from
http>"mpir."mp.ed".mD'E$#M/:Q32QARA3Q0I3QM/AMA:Q3A?I.P:F
:!"lkarnaen Ismail (*++J)& 8ervices Provided b Project Management ons"ltant in Malasian
onstr"ction Ind"str& M8c Thesis& Fac"lt of ivil ;ngineering& 9niversiti Teknologi
Malasia.
Instit"te& P. M. (*+#+). ?/;3 8/9: 19 98; A3 2,A3IRATI3A P25;T
MA3A,;M;3T 389TA31 H 2etrieved from http>www.pmi.orgb"siness-
sol"tionsSmediaP:F0"siness-8ol"tionsPMIQ2PQ,"ideQforQorgani!ations.ash7
3ik"mbh& A. 2. (*+#www.linkedin.comgro"ps