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Services provided by project management consultant in Malaysian construction
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VOLUME 1
Citation :
Dzulkarnaen Ismail, Rosli Mohamad Zin and Hafizah Mohd Latif (2006). Services Provided
By Project Management Consultant in Malaysian Construction Industry. International
Conference In The Built Environment In The 21st Century (ICIBE 2006), pp. 267-276. 13-15
June 2006, Renaissance Kuala Lumpur Hotel, Kuala Lumpur, Malaysia.
SERVICES PROVIDED BY PROJECT MANAGEMENT
CONSULTANT IN MALAYSIAN CONSTRUCTION
INDUSTRY
Dzulkarnaen Ismail1 , Ir Dr. Rosli Mohamad Zin2, Hafizah Mohd Latif3.
1
Building Department, UiTM Sri Iskandar, Perak
2
CTMC, Universiti Teknologi Malaysia
3
Building Department, UiTM Sri Iskandar, Perak
Abstract: Project Management Consultant (PMC) has become an important entity in the
construction industry and the use of its services has increased significantly in recent years.
Even though PMC concept is relatively new in Malaysia, applied only after Malaysia had
successfully completed the Petronas Twin Tower Project and the KL International Airport
(KLIA Project), several issues related to failure of the PMC concept have been raised by the
public and government. As a result of the many PMC failures highlighted by the
mainstream media, the success of completed projects handled by Project Management
Consultant had been overshadowed. This study is carried out to investigate the services
provided by Project Management Consultant (PMC) in the Malaysian construction industry.
A framework of PMC Services that suits the local construction environment was developed
from the combination of three Project Management Consultant’s Contract based on the case
studied carried out. The study found that most of the services listed by the author were
regarded by the respondents as “important” services and should be carried out by the
Project Management Consultants. The results of the survey for the level of satisfaction on
the services provided by Project Management Consultant (PMC) show that the respondents
had categorized the level of satisfaction under two main factors which are satisfied and
fairly conducted.
Keywords: Project Management; Malaysian Construction Industry
1.
INTRODUCTION
The construction industry is often known as a very highly fragmented industry with a
large number of activities involving different parties and professionals such as
architects, engineers, quantity surveyors, contractor teams, suppliers, financiers and
others. By being a fragmented industry, management efficiency and competency in the
industry is needed to gain a higher level of competitiveness. The needs for such an
approach has become more important and more pronounced, not only due to the
increased size and complexity of building projects but also as a result of growing
participation by international contractors. One of management solutions that has been
widely used to improve efficiency of a project is through the use of Project
Management Consultant (PMC) services. The use of its services has increased in every
construction industry throughout the world. Even though the practice of using PMC
services is new in Malaysia, more widely applied only after Malaysia had successfully
completed the Petronas Twin Tower Project and the KL International Airport (KLIA
Project), there are more than 100 private companies of various sizes and track records
registered under the Treasury that have procured Project Management Consultancy
(PMC) services since 1999. The question is whether the services provided by PMC is
adequate in ensuring that projects are completed accordingly within the budget or
267
cheaper, are of high quality and meet the client needs. Hence, this study was carried out
to investigate the services that are currently and should be provided by Project
Management Consultants (PMC) in the Malaysian construction industry as well as to
measure the level of satisfaction on the services provided by Project Management
Consultant in the construction industry.
1.1
Problem statement
Most individual companies and organizations, which require the Project Management
Consultancy services, do not have enough resources and expertise to carry the role of
PMC. By considering these factors, the government of Malaysia under the Ministry of
Finance had entrusted the Project Management Consultant (PMC) to manage
government projects with the intention that these projects are completed efficiently on
time, within budget and of the specified quality. However, the government’s good
intention to obtain services provided by Project Management Consultants has recently
raised several issues and problem that are discussed by the public and government.
From the issues of computer labs and 16 “sick” schools and five community colleges
with structural defects, the closing of Sultan Ismail Hospital in Johor Bahru due to
fungal outbreak caused by faulty air-conditioning and the latest issue where the key
Middle Ring Road in Kuala Lumpur had to be closed after cracks were found. As a
result of these issues, the government has decided to no longer use the services of PMC
and reverted to the relevant agencies such as Public Work Department (PWD) and
ministries to oversee new projects. Are the services provided by the Project
Management Consultant as agreed in the agreement not sufficient enough? However,
the issues of Project Management Consultant Firm highlighted by the media have not
been fairly delivered and have influenced the government’s decision to stop the
services of PMC Firms. Therefore, it is important for Project Management Consultants
to define the services that they provide, so that their scope of work is clear in order to
prevent any prejudice and misunderstanding on their services in future. It is also
important for Project Management Consultants to define the scope of services they
need to carry out in such circumstances due to the increased size and complexity of
building projects and to be more competitive in the era of globalization. In line with
this view, Morris (1994) has seen the need of project management services to be
defined in the context of the increasing magnitude of projects undertaken around the
world and the requirement for owners to be more competitive in their execution.
1.2
Objectives Of The Study
The main objectives of the study can be documented as follows:i) To develop a framework of Services that should be provided by Project
Management Consultant (PMC)
ii) To identify the type of services that should be provided by Project Management
Consultant (PMC)
iii) To determine the level of satisfaction regarding the services provided by Project
Management Consultant (PMC)
268
1.3
Scope of Research
This research was carried out with a careful study based on cases study and data
collected from the questionnaires. The scope of research will focuses on the private and
government projects using Project Management Consultant (PMC) services. This study
focused on the types of services that provided by Project Management Consultant of the
project. The study is limited to project management of construction and infrastructure
projects undertaken by Project Management Consultant in Klang Valley and Putrajaya.
2.
LITERATURE REVIEW
2.1
Malaysian Scenario
Malaysia's rapid economic development and the transformation process from an
upper middle income developing country towards the industrialized and developed
nation status as envisaged in Vision 2020 has created the environment for the
development of the construction industry. The construction industry has played an
important role in establishing the infrastructure required for socio-economic
development and contributing directly to economic growth (Abdullah, 2004). By
considering these factors, the government of Malaysia under the Ministry of Finance
had entrusted the Project Management Consultant (PMC) to manage government
projects with the intention that these projects under PMC can be delivered efficiently on
time, within budget and of the specified quality. The Malaysian government good
intention to obtain services provided by Project Management Consultant had turned
into several issues and problem that have been discussed by the public and government
recently. As a result of highlighting the issues that PMC faced by the mainstream
media, the government of Malaysia had terminate the services of PMC. Hussein (2003)
added that while some, if not a majority cases, the PMC have fared quite well. But there
are also some that have totally gone awfully wrong and these have caused great concern
and anxiety to some quarters in the government due to its impact to the government
socio-economic drive. It is imperative to all concerned that this ‘abnormality’ has to be
address. To understand project management, you must first recognize what a project is
(Harold, 2004).
2.2
Definition of project
A “Project” can be defined loosely as an item of work which requires planning,
organizing, the dedication of resources and the expenditure funds, in order to produce a
concept, a product, or a plant (James and Albert, 1994). B.S. Dhillon (2002) on the
other hand, define project as a plan of work job assignment, or task (it is also referred to
as job or task). Harold (2003), however, defines project to be any series of activities
and task that have a specific objective to be completed within certain specification,
have defined start and end dates, have funding limits, consume human and non human
resources, and are multifunctional.
269
2.3
Definition of Project Management
The Charted Institute of Building (2002) define project management as, “the overall
planning, control and coordination of project from inception to completion aimed at
meeting a client’s requirements and ensuring completion on time, within cost and to
required quality standards”. There are various definition of project management reveals
in literature review, but the closest that can be used for proposed of this research is one
defined by Walker (2002), “Project management as the planning, control and coordination of a project from conception to completion (including commissioning) on
behalf of a client. It is concerned with the identification of the client’s objectives in
terms of utility, function, quality, time and cost, and the establishment of relationships
between resources. The integration, monitoring and control of the contributors to the
projects and their output, the evaluation and selection of alternatives in pursuit of the
client’s satisfaction with the project outcome are fundamental aspects of construction
project management”.
2.4
Project management consultant
There is no specific definition of project management consultant. Most of the writers
and researchers described the management consultant by their roles and responsibility
and services that they provided using tools and skills they have in delivering a task
assigned by the client or the owner of the project. Ernest (1988), in his books stated that
the management consultant often serves in several ways, many of which assist in
keeping the project confidential until time for public release. The management
consultant also provides an outside, imperial sources of information and appraisal of the
entire project feasibility. Unfortunately, there is some confusion among us with the
terms we used to describe “consultant”. Martin (2001), in his research paper title “What
client employees say about consultant” states that organizations use consultants to help
accomplish significant goals, such as facilitating organization change. Consultants may
be hired to advise or design the plan for change, but they are often not asked to
participate in the implementation of their designs.
2.5
Types of Services provided by Project Management Consultant
Project management services are not a substitute for top management’s own
reporting structure. They are the independent sources of objective information that
prudent management demands from a situation involving risk (Philip, 2000). In line
with Philip (2000) views, CIOB in 1988 clarified that the intention of the
appointment of a Project Manager is to relieve the client of responsibility of
providing an organization to deal with the design and construction of the project.
The client retains the degree of control necessary for him to satisfy his wishes and
preferences and will be required to make key decisions.
2.6
Client Satisfaction and Factor influencing the success of consulting
management project
From the study carried out by Lim (2000), it was found that the need to construct
projects effectively was the modus operandi of the industry in the past, the need to
provide effective service is now the model of successful contractors / builders today.
270
We shall be more service based than product based. This statement is supported with
the survey carried out by Jaafar (2005) which concluded that the level of client’s
satisfaction did depend on the services rendered by the project consultant, contractors,
time, quality, cost and the most important criteria to the clients were that the project
delivered met with the specified requirements of the client. On the other hands, Tang et.
al (2003) stated that client satisfaction, both internal and external, is a function of
quality services, quality of product, and quality of manner to customers. William
(2002) added that Customers will distinguish their satisfaction with a particular
encounter from their overall satisfaction with the firm’s services.
3.
RESEARCH METHODOLOGY
The study forms Research methodology for this research consists of four steps as
below.
1. Literature review
2. Case Study
3. Questionnaire survey
4. Analysis of data
3.1
Literature Review
Literature review was undertaken to get the general view of the investigation carried
out by the author that are relevant to the research as well as to help the researcher meet
the objectives highlighted.
3.2
Case Studies
Case studies of actual Project management contracts had been carried out with the
objective to identify the scope of services provided by Local Project Management
Consultancy. The case studies were carried out to meet the first objective of this
investigation which to identify the services that should be provided by Project
Management Consultant (PMC). There are four (4) projects undertaken by both private
and government firm had been selected randomly to fulfill this objectives. From the
four projects, the writer of this report had only managed to get three (3) projects due to
its private and confidential document and tight policies that the firm had to follow.
3.3
Questionnaire Survey
An industry survey had been carried out by the author and distributed to the parties who
liaised with the Project Management Consultant services respectively. In order to
distribute the questionnaire to the target population, the questionnaire was piloted. A
pilot questionnaire, drafted from the findings of literature and case studies had been
used prior to developing of the final questionnaire. The purpose of piloting was to make
sure that the questions will provide the required data, clearly and easy to understand.
The questionnaire first had been tested to different groups, which include researcher
supervisor, colleague whom related to the disciplines and some of the potential groups
of respondent. Some adjustment and correction had been made based on the comments
received by the researcher. The total numbers of 150 questionnaires then distributed to
271
the potential respondent in Klang Valley (which include Kuala Lumpur and Klang) and
to some respondent in Putrajaya. Out of 150 questionnaires, only 41 questionnaires
were returned which represent 27.3 % of the total questionnaire distributed. The
parties’ responds to the questionnaires included the clients, contractors, architect,
project engineer, project manager, project executives and the consultants.
3.4
Data Analysis
All the collected data from the questionnaires are analysed in two steps or methods.
There are Frequency and Average Index. Frequency analysis is used as preliminary
analysis. This method will show the frequency and the percentage. The frequency
represented in the form of table and pie chart. In order to generate the result, the
researcher had used the Statistical for Social Science (SPSS), version 11.0. The average
index is calculated as follow (Al-Hammad et al., 1996).
Based on the assumed values stated earlier, x1 = frequency of the “very important” or
“vary satisfy” and corresponding to a1 = 1, x2 = frequency of the “important” or
“satisfy” and corresponding to a2 = 2, x3 = frequency of the “moderately important” or
“fair” and corresponding to a3 = 3, x4 = frequency of the “Less important” or “Less
satisfy” ” and corresponding to a4 = 4, = frequency of the “Not important” or “Not
satisfy” ” and corresponding to a5 = 5.
4.
RESEARCH FINDINGS AND ANALYSIS
Three (3) PMC’s contract had been reviewed to generate the framework which suites to
Malaysian Construction Industry. All the collected data from the questionnaires are
analysed in two steps or methods which are Frequency and Average Index. Frequency
analysis is used as preliminary analysis. This method will show the frequency and the
percentage for both results on level of importance and level of satisfaction on PMC’s
services.
4.1
Framework of Services that should be provided by the Project
Management Consultant
The combination of this three (3) consultants contract will developed the actual services
which need to be carried out by the PMC in practice. The writer had combined the
description of services of the three contracts and had developed a framework of
services which is listed as one of the objectives in this study. From the framework, the
writer had conduct an industry survey using the questionnaires to measure the level of
importance and level of satisfaction of each service listed in the case study. Table 4.1
below shows the framework of services that should be provided by the Project
Management Consultant in Malaysia.
272
Table 4.1; Framework of Services that should be provided by the Project Management Consultant in
Malaysia
N
o
List of Services
Description of services
1
Client’s
Requirements and
Scope of Works
To analyse the project definition in functional terms to meet the performance objectives and
advising the clients with respect to the definition, consistency, practicability and
controllability of all aspect of the project
2
Feasibility Study
To carry out feasibility studies, appraisal and ensuring that it is feasible functionally,
technically and financially
3
Preliminary
Requirements
4
Contract and
Legal
Considerations
5
Scheduling
6
Meetings
7
Reporting
Management of
Design and Other
Consultants
8
9
Procurement
1
0
Budgeting and
Estimating
1
1
Cost Control
1
2
Management of
Construction
1
3
Expediting
1
4
Payment
Certification
1
5
Quality Control
1
6
Commissioning
Site visit and planning of site layout and arranging of early site arrangement and
arrangements for geological investigations, site survey and analyzing the soil investigation
reports and to prepare in brief project summary which include ‘Schedule of Accommodation’
for every building
Advising on the terms and conditions of contracts, Preparing the contract document, To
prepared Letter of Offer (LO) and Letter of Acceptance (LA) and assist the client on terms
and condition inside both contract
Preparing various levels of project schedules for planning and implementation and
monitoring all the activities, provide input to the project schedule regarding construction
activities and examining and analyzing the project planning
Convening meetings on a fortnightly basis or more frequently as the need arises, meeting
with consultant, client, and contractor at least once a month, and acting as Chairman of such
Project Management Meeting
Prepare Meeting report and Monthly progress report
Coordinating the services of the Design Consultants and other professional Consultant,
Examining and considering all plans produced by the Design Consultant, examine and
controlling all designs and plans, and liaise to the relevant authorities for approval
Appropriate documents for calling for tenders or proposal, assisting client in calling for
prequalification of tenders, submitting a report on tenders received and make
recommendations, preparing and submitting of ATDA (As Tendered Detail Abstract), and
analyzing and examining all proposed tender rate
To prepare budget and business plan, and assist the client on the price negotiating
Control of Variation works, minimising wastage of materials and financial control over all
payments, analyzing and controlling of costing and analyzing any application made for
changes of work, monitoring of changes in scope and the preparation of required budget
variation
To ensure timely completion of the Project and instructing the Contractors on any
incomplete works and defects, monitoring of project progress, take reasonable measures to
control progress, arrange for site inspection, monitor any defect, and arrange for repair
works
To coordinate the Contractor's work in accordance with his programme and site planning and
progress chasing in the event, taking immediate action on the construction issues, solving
problem on site, dealing with local authority on application for approval for ‘Certificate of
Fitness’ and preparation of Certificate of Practical Completion
Arranging for Financial Statements showing expected final costs and preparing and
recommending the certification of all final accounts, and assisting the client on payment to
the contractor
To ensure that the building plant installations and all services operate in conformity with the
requirements and design specifications, supervise and controlling of all test on site, As a
witnesses of all test carried out by the contractor, to arrange for inspection, to ensure the
quality of works when necessary and to prepare the report before handling over to the client
To assist client to obtain the issuance of the relevant Certificate of Fitness, to provide client
a maintenance, operating and service manual, to assist and ensure that client receives a full
set of as-built drawings and preparing a programme for maintenance
273
Services Provided by PMC
Table 4.2: Degree of Importance of services that should be provided by Project Management Consultant
in Malaysian Construction Industry
1 = Very Important
List of Services
Client’s Requirements
and Scope of Works
Feasibility Study
Preliminary
Requirements
Contract and Legal
Considerations
Scheduling
Meetings
Reporting
Management of Design
and Other Consultants
Procurement
Budgeting and
Estimating
Cost Control
Management of
Construction
Expediting
Payment Certification
Quality Control
Commissioning
5 = Not Important
Average
%
Index
1
%
2
%
3
%
4
%
5
28
68
13
32
0
0
0
0
0
0
1.32
23
56
10
24
7
17
0
0
1
2
1.68
12
29
22
54
7
17
0
0
0
0
1.88
19
46
18
44
4
10
0
0
0
0
1.63
16
13
7
39
32
17
20
23
25
49
56
61
5
5
7
12
12
17
0
0
2
0
0
5
0
0
0
0
0
0
1.73
1.80
2.10
19
46
18
44
4
10
0
0
0
0
1.63
14
34
18
44
9
22
0
0
0
0
1.88
17
41
16
39
7
17
1
2
0
0
1.80
20
49
17
41
4
10
0
0
0
0
1.61
24
59
15
37
2
5
0
0
0
0
1.46
10
12
22
15
24
29
54
37
26
18
16
18
63
44
39
44
4
9
2
7
10
22
5
17
1
2
1
1
2
5
2
2
0
0
0
0
0
0
0
0
1.90
2.02
1.56
1.85
The respondents to the question were asked to rate the degree of satisfaction on the list
of services provided by the PMC which is included in the table provided in the
questionnaires. The results of the survey for the level of importance on the list of
services that should be provided by Project management Consultant (PMC) shows that
most of the services listed by the author were approved by the respondent as
importance services and should be carried out by the PMC.
274
Level of Satisfaction on Services Provided by PMC
Table 4.3: Degree of satisfaction on services provided by Project Management Consultant in construction
industry in Malaysian Construction Industry
1 = Very Satisfy
List of Services
Client’s Requirements
and Scope of Works
Feasibility Study
Preliminary
Requirements
Contract and Legal
Considerations
Scheduling
5 = Not Satisfy
Average
%
Index
1
%
2
%
3
%
4
%
5
4
10
23
56
14
34
0
0
0
0
2.24
3
7
22
54
16
39
0
0
0
0
2.32
3
7
23
56
14
34
1
2
0
0
2.32
4
10
18
44
18
44
1
2
0
0
2.39
4
10
15
37
22
54
0
0
0
0
2.44
Meetings
6
15
20
49
12
29
2
5
1
2
2.32
Reporting
Management of Design
and Other Consultants
Procurement
Budgeting and
Estimating
Cost Control
Management of
Construction
Expediting
Payment Certification
3
7
13
32
19
46
5
12
1
2
2.71
3
7
14
34
24
59
0
0
0
0
2.51
2
5
18
44
20
49
1
2
0
0
2.49
3
7
16
39
19
46
3
7
0
0
2.54
2
5
17
41
15
37
6
15
1
2
2.68
6
15
15
37
15
37
5
12
0
0
2.46
1
3
2
7
16
22
39
54
19
14
46
34
3
2
7
5
2
0
5
0
2.73
2.37
Quality Control
5
12
8
20
20
49
8
20
0
0
2.76
Commissioning
2
5
18
44
18
44
3
7
0
0
2.54
The respondent were asked to rate the degree of satisfaction on the list of services
provided by the PMC which is included in the table provided in the questionnaires. The
results of the survey for the level of satisfaction on the services provided by Project
management Consultant (PMC) shows that the respondent had categorized the services
provided by the Project Management Consultant under two main factor which are
“satisfy” and “fair”.
5.
CONCLUSION
From the case study carried out by the author in Chapter 5 of this report, the writer had
combined the description of services of the three contracts and had developed a
framework which consists of 16 lists of services that need to be carried out by PMC.
This study is not intended to be specific or limiting in scope but is intended to define
what would normally be done in actual project management contract. This study is
primarily intended to serve as a guide to Project Management Consultant Firm in
respect of the suggested scope and extent of services and also for the guidance of the
clients who may wish to engage a PMC Firm offering project management services.
From the results of the survey for the level of importance on the list of services that
should be provided by Project management Consultant (PMC) it can be concluded that
most of the services listed by the author were approved by the respondent as
“importance” services and should be carried out by the PMC. The results of the survey
275
also found that the level of satisfaction on the services provided by Project management
Consultant (PMC) had been categorized under two main factor which are “satisfy” and
“fair”. It can be concluded that most of the PMC did performed in their services
whereas only some of the PMC failed to execute the responsibility assigned.
6.
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