THE ZAYS NOVEMBER 2020 PROJECT MANAGEMENT INSIDE OUT IT'S THE CONSTRUCTION ISSUE! COME ON IN PROJECT MANAGEMENT OF THE FUTURE MOTIVATION LEADERSHIP COMMUNICATION SPECIAL EDITION
CONTENTS 01 Acknowledgments 02 Committee 03 Department Representatives 05 Foreword by Chief Editor 06 Leadership 12 Communication 18 Motivation 25 Project Management Of The Future 34 Conclusion 36 References
LEADERSHIP 06 12COMMUNICATION MOTIVATION 18 PROJECT MANAGEMENT 25OF THE FUTURE
ACKNOWLEDGEMENTS FIRST and foremost, praise and thanks to Allah S.W.T, the Almighty for His showers of blessings throughout our process in completing this magazine. The success and final outcome of this magazine required a lot of guidance and assistance from many people and we were extremely fortunate to have got this all along the completion of our work. Whatever we have done is only due to such guidance and assistance and we would not forget to thank them. We would first like to say thanks to Sr Dr. Kartina Binti Alauddin for giving us an opportunity to do this task and providing us all support and guidance which made us complete the task on time. Her dynamism, vision, sincerity and motivation have deeply inspired us when completing this magazine. We are extremely grateful to her for providing such a nice support and guidance. We are grateful because we managed to complete this task within time given. This magazine cannot be completed without the effort and co-operation from our group members. Last but not least, our parents also played an important role by giving inspiration and motivation to us especially during this pandemic and this online distance learning class session. We hope that this magazine can give us a bit of knowledge and experience that will guide us in the future. Thank you. PROJECT MANAGEMENT INSIDE OUT | 01
COMMITTEE ADVISOR SR DR. KARTINA BINTI ALAUDDIN CHIEF EDITOR NURSYAHIDAH FARZANA BINTI ABDUL JALIL CONTRIBUTING EDITOR MOHAMAD ZAIFULZAKI BIN KAMDE MUHAMMAD AIMAN NAFIS BIN MA'AMOR MUHAMMAD AMAL ASHRAAF BIN MOHD KAMAL MUHAMMAD SIDDIQ BIN ZAINUDDIN MUHAMMAD YAZID BIN ABDUL RASHID MUHAMMAD ZHARIF ZAQUAN BIN MOHD ZULKEPLI RAJA YASMIN SYAMIMI BINTI RAJA AHMAD KAHAR PROJECT MANAGEMENT INSIDE OUT | 02
DEPARTMENT REPRESENTATIVES LEADERSHIP DEPARTMENT MUHAMMAD YAZID BIN ABDUL RASHID NURSYAHIDAH FARZANA BINTI ABDUL JALIL COMMUNICATION DEPARTMENT MOHAMAD ZAIFULZAKI BIN KAMDE MUHAMMAD ZHARIF ZAQUAN BIN MOHD ZULKEPLI PROJECT MANAGEMENT INSIDE OUT | 03
DEPARTMENT REPRESENTATIVES MOTIVATION DEPARTMENT MUHAMMAD AIMAN NAFIS BIN MA'AMOR MUHAMMAD AMAL ASHRAAF BIN MOHD KAMAL PROJECT MANAGEMENT DEPARTMENT MUHAMMAD SIDDIQ BIN ZAINUDDIN RAJA YASMIN SYAMIMI BINTI RAJA AHMAD KAHAR PROJECT MANAGEMENT INSIDE OUT | 04
FOREWORD BY CHIEF EDITOR CHIEF EDITOR THE ZAYS, SPECIAL EDITION 2020 PROJECT MANAGEMENT INSIDE OUT NURSYAHIDAH FARZANA BINTI ABDUL JALIL Welcome to Project Management Inside Out Magazine by THE ZAYS, where we bring together for you all the things that make you want to know about the project management what really happens in Malaysia’s construction industry now. Firstly, I want to tell the reader that this magazine is the special edition to have been published. The magazine is full packed with articles on the concept, theories and application of project management in the construction industry specifically on people management areas which are leadership, motivation and communication. Not only that, we also bring the issue about to relate project management with the advancement of information communications technology and IR 4.0. We promise you a fantastic reading, even though you do not work within the industry and are interested or would like to extend your mind. Once more, thank you to all the writers of the excellent articles on these magazines. Without the effort and contribution, Project Management Inside Out wouldn't be a magazine today. Please continue reviewing, writing about and helping Project Management Inside Out Magazine. We promise to bring you more knowledge on project management in the construction industry of Malaysia on what is actually happening in the past, now and future. PROJECT MANAGEMENT INSIDE OUT | 05
AREA 1 LEADERSHIP
*Illustration by MUHAMMAD YAZID & NURSYAHIDAH FARZANA LEADERSHIP \"...some have even been involved in leading the construction projects that exist...\" Introduction To facilitate the participation and As we know, the leadership in an organization success of women in will be led by men, especially in the construction sector because men are more the Malaysian dominant in this sector. However, nowadays construction industry there are many women involved in this sector, by uniting our voices, some have even been involved in leading the knowledge, resources construction projects that exist in this world. and the passion of our Furthermore, the existence of the Malaysian Women in Construction Industry Association members in our country would be the platform and opportunity for women to recognize their self- Mission Statement, advantages, leadership skills and prove that Wanita Industri Binaan Malaysia work in construction industry is not only affordable for men. PROJECT MANAGEMENT INSIDE OUT | 07
Our Perceives Towards Women *Illustration Leadership In Construction Industry As stated by (Menaha Shanmugam, et.al. 2006), this expertise and labor The economy is changing nowadays. demand can threaten the industry's long- Some people find this reality term growth and may also challenge the challenging. But some lean in, there's no capacity of the industry to deliver limit to it. The building leaders of projects on schedule, within the budget tomorrow welcome technological and at the desired quality. Which means adoption, new approaches for executing that the construction industry will face a projects and other open-arm downturn if it only expects men to meet improvements. They often target an the employment sector in this industry. employment force traditionally under represented in order to offset the In fact, for the continued lack of skills. At present only long-term survival 9% of construction workforce is covered of the construction by women. Which means only one female in the workplace for each 100 industry, men. However, many women who work recruiting women on a regular basis do this with the desire into construction is and vision for a more diverse and equitable workforce. The involvement of crucial in this women in leading something in the context construction industry is very effective. The efficiency of women in managing is unmatched due to their meticulous nature in handling a job. The involvement not only gives success to construction projects run by a woman but can also benefit the construction industry in terms of increasing workers from women in this sector. *Illustration Menaha Shanmugam, et.al. 2006 PROJECT MANAGEMENT INSIDE OUT | 08
On top of that, there must be the leadership of women in a construction project to attract the attention of women in this industry if we want to save the construction industry. Return to the basic features for a leader, which is influence others with their behavior. Leadership is an individual's ability to manipulate other employees' actions to accomplish a shared objective or goal such that they willingly collaborate to achieve it. Here can be attributed to the nature of a woman. Most women are more likely to work with the same gender because they feel more comfortable. Therefore, the process of a job can be implemented more easily and the leader also easily handles their subordinates. Behavioral Theory Based on KPMG LLP, 2015 in their Women’s Leadership Study. Being a leader is a career ambition for the majority of women that seems attainable. There are women aspire in the future to be a senior leader of a company or association and also women plan to be on a business or organization's board. But women, at the same time, are reluctant to having a part in leadership. Majority women have indicated that they are more cautious in taking steps towards leadership positions as women. In their future, women have also reported trouble envisioning leadership. Plus, women claim they find it difficult to see themselves as a leader at times. This situation need to avoid to make a great leader. There are theory stated that our leadership skills is not been born, but it was been taught. The theory is called behavioral theory. Women who doesn't see the leadership in themselves need to gain a knowledge about leadership because leadership can be taught, it is either we hustle for it or not. There no obstacles to make their ambitious to reality. *Illustration PROJECT MANAGEMENT INSIDE OUT | 09
*Illustration \"The participation of women leaders in the construction project would strengthen the partnership between construction stakeholders in the future.\" Conclusion In the construction industry, the vertical representation of women in the organizational hierarchy is unequal. The secret to changing the built environment's essence is to enter a leading role in the primary management stream to influence policy making and strategic planning. Recent figures indicate that, despite the vast number of women in the occupation, mainstream management parts remain substantially underrepresented. It is found that women have styles of leadership that are more democratic, participatory or transformative. While construction currently does not effectively use women's leadership to address their challenges, introducing new management in organizations and new procurement processes will provide leaders with more future opportunities. The participation of women leaders in the construction project would strengthen the partnership between construction stakeholders in the future. Therefore, engaging in women's leadership is both intelligent protection and intelligent advancement. PROJECT MANAGEMENT INSIDE OUT | 10
THE STORY OF LADYSURVEYOR PROF. SR DR. WAN MAIMUN BINTI WAN ABDULLAH DIRECTOR (QUANTITY SURVEYING & PROJECT MANAGEMENT) KHALID AHMAD ARCHITECTS AHMAD ZAKI SDN. BHD. GET IN TOUCH BIODATA Sr Dr. Wan Maimun Binti Wan NAME Abdullah was named the first female president of RISM in 2009. In 1981 Prof. Sr Dr. Wan Maimun she started her career in the Binti Wan Abdullah department of public works as a Quantity Surveyor. She has served DATE & PLACE OF BIRTH as an on-the-job consultant in various technical and social committees. She 02 July 1959, Kota Bharu, Kelantan has been named a registrar of Malaysia's board of quantity EXPERTISE surveyors during her public service work. - Project Proposal - Contract Management In 1994, Sr Dr. Wan Maimun moved off from service to Penguru Lantas - Project Management Berhad and participated in KLIA project management. Sr Dr. Wan ACADEMIC QUALIFICATION Maimun was named director of Kinta Samudra Sdn Bhd in 1999 at KLIA. In Bsc (Hons) QS, UTM (1981) 2004, she returned her professional MBA, Aston University (2001) career to her family and became a PhD, University Malaya (2010) UTM, UIA, UPM, and UKM guest instructor. PROFESSIONAL MEMBERSHIP She currently leads Khalid Ahmad - Board member, BQSM Architect, Ahmad Zaki Sdn. Bhd, - Councilor, RISM AMD Sdn. Partner on the Board of Directors. She holds numerous jobs - Vice President, ACPM in the following technical entities and - Board of Director, Malaysia Inc. government departments and a visiting professor in UTM. AWARDS 2012 RISM Malaysian Surveyor of the Year Award 2014 CIDB Construction Leading Lady PROJECT MANAGEMENT INSIDE OUT | 11
AREA 2 COMMUNICATION
*Illustration by MOHAMAD ZAIFULZAKI & MUHAMMAD ZHARIF COMMUNICATION \"...involvement of many parties, project information is shared thoroughly and inclusively during the period of project preparation...\" Effective Communication On Site Malaysian construction industry is essential for adequate supply for other sectors. There are various type of construction project that covers by construction industry such as commercial projects, residential projects, industrial projects and infrastructure projects along with specific construction stage like demolition, renovation and maintenance. All those projects will be required to go through various process and stages in construction such as planning, design and construction. Through all those process and stages, it involves many parties such as a contractors, subcontractors, architects, engineers, suppliers, and manufacturers; coordinating their activities at multiple locations, with separate offices for each organisation, with each sharing a construction site. Due to the involvement of many parties, project information is shared thoroughly and inclusively during the period of project preparation and execution among all the parties involved. PROJECT MANAGEMENT INSIDE OUT | 13
It has been outlined that coordination is Barriers Of Effective very important while a project is being Communication on Site undertaken and includes humans (Taleb Involvement of large numbers of foreign workers is one of the barriers of effective et al.,2017). Studies by Čulo and communication on site in Malaysia. Due to unpleasant working conditions and the Skendrovic (2010) reported that project availability of cheap foreign workers, most construction firms in Malaysia decided to managers spent about 90% of their time employ foreign workers instead of local ones (Marhani et al., 2012). Mass engaging with the parties involved in the recruitment of foreign workers contribute to the communication problem on site project. The finding from those studies which is language barrier. The language barrier is a form of communication barrier has shown how important is that has stirred up stakeholders in the construction industry in Malaysia, in communication to construction project. particular site supervisors and foreign workers at construction sites (Valitherm, Dinsmore and Cabanis-Brewin (2014) 2014). This is due to the reason that most of the foreign workers in construction site indicated that the final outcomes of the are from different poor countries such as Nepal, Bangladesh and Indonesia. A lot project are directly influenced by the of them did not speak and understand language that commonly used on site communication and alignment of project which is english and malay. Most of the time, they only use their local language as processes that aim to fulfil client a medium for communication because learning local language in Malaysia take requirements, cost resources and time. This will cause a difficulty for communication between project manager completion dates. Additionally, it showed and supervisor with foreign workers. Thus, this will lead other problems such by Taleb et al. (2017) that 55% of project as lack of understanding towards instruction given by supervisors and lack managers regarded effective of safety awareness by foreign workers due to not understand safety rules and communication as the main key factor for safety sign on site. This may lead to many undesirable incident such accident on site project success. Therefore, it is critical to which cause delay and poor quality of construction product. improve the effectiveness of communication on site since its contribute to the succesfullness of the project. 55% of project managers regarded effective communication as the main key factor for project success Taleb et al., 2017 PROJECT MANAGEMENT INSIDE OUT | 14
*Illustration Way to Improve Effectiveness of Many stakeholders Communication on Site in construction industry...can It is important to identify a way to improve effectiveness of communication on site. conduct language Based on study by Valitherm (2014), most training courses for supervisors and foreign workers ranked for language training courses for foreign foreign employees to learn local languages as workers...to learn their first preference. Both supervisors and foreign workers agree that local languages conducting language class is the most suitable method to solve this issue. By Valitherm, 2014 learning local language, this will not only help those foreign workers, it also will benefit stakeholders in construction project. Thus, this will increase the safety level in construction site and the quality of construction product. Therefore, the responsibilities to conduct language class is not on the contractor only. Many stakeholders in construction industry such as Construction Industry Development Board (CIDB) can conduct language training courses for foreign workers who want to work in the Malaysian construction industry to learn local languages (Valitherm, 2014). They can also provide hands-on training together with the language class to enhance the quality of work and the safety skills of foreign labour. *Illustration PROJECT MANAGEMENT INSIDE OUT | 15
*Illustration \"...poor communication in the construction industry is a major challenge affecting all construction industries around the world including Malaysia...\" Conclusion In conclusion, effective communication on site is important. Poor communication in the construction industry is a major challenge affecting all construction industries around the world including Malaysia and thus achieving good communication is a major challenge for the construction industry due to the diversity and evolving nature of construction projects. A way to improve effectiveness of communication need to be identified to help us to perform suitable acts minimize the cause and effect. Industry needs a strategy to take some action to strengthen the communication crisis that it is currently facing. Effective communication on site definitely will help to improve images of construction industry especially in Malaysia. PROJECT MANAGEMENT INSIDE OUT | 16
SAFETY AND HEALTH CHECKLIST FOR EMPLOYERS DURING COVID-19 OUTBREAKS DESCRIPTION TICK RREEMMAARRKKSS All construction personnel must do at least one SWAB test for every 6 months. (Especially for those who come from a red zone area) Check for MYSEJAHTERA application on every personnel and ensure that they register with this application everyday Place a high quality body temperature scanner to examine each personnel’ body temperature daily before start their work Provide a high quality and durable face mask to every personnel as a prevention from this disease During Safety and Health briefing, include some precaution about Covid-19 disease to increase the awareness among the workers All personnel must follow the social distancing rule for at least 1 metre Encourage respiratory etiquette, including covering their mouth when coughs Place the most amount of hand sanitizer or some anti- bacterial soap and every workers must wash their hand after doing some work Use Environmental Protection Agency-approved cleaning chemicals that have label claims against the coronavirus. Keep in-person meetings (including toolbox talks and safety meetings) as short as possible, limit the number of workers in attendance, and use social distancing practices. (if can, do the talk in separate session and in an open area) The management must put some poster about Covid-19 to increase workers awareness about this pandemic. By the end of the day, ensure that every equipment (always been used only) were sanitized to avoid the bacterial from spreading out to others Inform all workers, once they go home, take a bath first before doing anything. PROJECT MANAGEMENT INSIDE OUT | 17
AREA 3 MOTIVATION
*Illustration by MUHAMMAD AIMAN & MUHAMMAD AMAL MOTIVATION \"...create a teamwork and collective initiatives environment to reach common goals...\" Introduction As we are well aware, motivation can inspire, encourage people and project teams to achieve excellent results and create a teamwork and collective initiatives environment to reach common goals or goals. The individual and/or team motivation level of the project effort can affect all aspects of project results (Peterson, T. M, 2007). Nowadays, there are many megaprojects in Malaysia such as KLCC Petronas Twin Tower, KLIA, Stadium Shah Alam and others. Megaprojects are complex and large-scale projects that typically take up to 1 billion or more and take many years to build. Megaprojects are completely different projects with reference to their aspirations, lead times, complexities of work and participation of stakeholders where motivation during construction phases is needed so the project can be successful. PROJECT MANAGEMENT INSIDE OUT | 19
When it comes to constructing a bridge, it will be categorized as mega projects Sandra Misic, 2015 *Sultan Abdul Halim Muadzam Shah Bridge, Pulau Pinang Case Study Sultan Abdul Halim Muadzam Shah Bridge or Penang Second Bridge, is a dual carriageway toll bridge in Penang, Malaysia. Bandar Kawan is connected with Batu Maung on Penang Island in the island of Seberang Perai on mainland Malaysia. After the first Penang bridge, it is the second bridge to connect the island to the mainland. The bridge is a 24km long bridge (15mi), which is the longest in Malaysia, and the second longest in Southeast Asia, at 16.9km (10.5 mi) over the water. When it comes to constructing a bridge, it will be categorized as mega projects (Sandra Misic, 2015). China Harbour Engineering Ltd (CHEC), a main contractor for the second bridge, was expected in November 2007 to start work on the second Penang bridge and to finish in 2011, but then to May 2012 and to February 2014. The Sultan Abdul Halim Muadzam Shah Bridge is a High Impact Project (HIP) launched under the Ninth Malaysia Plan. (JKSB, 2013) stated that despite several safety assessments, the costs of the Second Penang Bridge project remain within RM4.5bil 's budget. The overall cost for this project is RM4.5 Billion, and as we mentioned before if the project is up to 1 Billion or more, it will be called as mega projects. PROJECT MANAGEMENT INSIDE OUT | 20
How Motivation And Teamwork Among Issues and challenges The Construction Players when constructing a megaproject are always And Workers there and unavoidable where the motivation Successful project factor is one of them. Leaders should be teams show that Johnson and Johnson aware of workers who are concerned with objectives need to be (1991) state that most contextual factors and therefore motivated by clear to all, shared by all, significant criteria are working environment improvement. and that all care about 'positive and feel involved in the interdependence'. Team goals. To motivate and members understand empower team how their activities can members, it is important be connected to others to consider goals which in an efficient team, work are reached before the together, share ideas main team objective. and resources, help A high-performance and Motivation is maximised each other and celebrate motivated project team when team members their mutual progress. frequently clearly sets see prospects for growth They understand they objectives to be and expansion. share responsibilities accomplished and agree and make mutual efforts. that an objective is a The degree of worthwhile or significant cooperation between A cohesive team is outcome. In addition, the team members called crucial where one that importance of these interdependence is also completes its members objectives allows necessary to achieve or that is likely to do so. individuals to delegate success in the project. There is a bond in a personal interests to Successful teams closely knit team among these team objectives, consist of people with members. If they like to they know what they are the professional be together and work supposed to accomplish expertise and ability to together as a group and and they understand meet the required goals reject all attempts to split how they can work and personal attributes them into separate together to achieve to achieve excellence groups, the team is these objectives when working well with cohesive (Ends & Page, (Robbins, 1994). others. 1977). PROJECT MANAGEMENT INSIDE OUT | 21
*Illustration Moreover, given the degree of ease, trust in the team's capability and willingness to Coherence is the most fundamental level work with and deal with differences of to the degree of collective commitment of opinion, beliefs and attitudes squarely. the team members to stay as a team. Adair (1996) agrees that trust is one of Highly cohesive teams also have less the most critical factors in teamwork and stress and animosity than less cohesive overall effectiveness where value of groups. Cohesiveness in construction transparency and integrity as the main projects invariably means structure element of success. The success of cooperation, successfully discussing team teams is focused on sharing resources, members' personal needs, to achieve and offering and receiving support, splitting retain a high level of confidence and the work and helping to achieve common members of the team will often witness objectives. Such behaviour happens trusting and trustworthy conduct, concern when there is trust that everyone and affection between members. For a contributes to the success of the group. project team, trust can best be When the level of trust is strong, team understood as the degree of team comfort members will be more open to their for each individual member. ideas, emotions, reactions, views, knowledge and thoughts. The spirit that drives successful implementation efforts are essential to generating excitement. The point is that the project manager needs to continue to resolve team members' conviction that they can accomplish their objectives. *Illustration PROJECT MANAGEMENT INSIDE OUT | 22
Joint celebrations are expected based *Illustration on mutual appreciation or the performance of the members in the team that leads to a sense of friendship, belonging and pride. The higher the team spirit, the more likely it is that the team will build successful decision-making processes, collaborate individually and collectively and concentrate on problem solving and develop self-forcing. Adair (1996) suggests that each member should be an enthusiastic team where they must feel that the role gives him responsibility for his skills, earn appropriate recognition and reward for his achievements and believe he grows as a person and advances his knowledge and experience. (Lam and Tang, 2003) offered a view with short and long-term systems of motivation. Short-term motivation schemes address the worker’s physiological needs, safety needs, and belongingness needs. For long-term motivation schemes consider the worker’s needs of esteem and self- realization. (Price, 2004) suggested that culture, training and management of knowledge lead to employee empowerment by encouraging employees and ultimately improving construction performance. PROJECT MANAGEMENT INSIDE OUT | 23
*Illustration \"Motivation and teamwork are one of the reasons why any mega-project like Penang Second Bridge has been successful and become one of the landmarks of the country.\" Conclusion In mega-construction projects, few key factors have to be considered for success in achieving the project completion. Motivation and teamwork are one of the reasons why any mega-project like Penang Second Bridge has been successful and become one of the landmarks of the country. The project team members with high motivation and cooperation work together to accomplish the project goal in their best possible way. In conclusion, motivation and teamwork are very important for successful and completion of every mega-project. PROJECT MANAGEMENT INSIDE OUT | 24
AREA 4 PROJECT MANAGEMENT OF THE FUTURE
*Illustration by MUHAMMAD SIDDIQ & RAJA YASMIN PROJECT MANAGEMENT OF THE FUTURE \"...develop and adapt to changing circumstances in times of social, environmental, economic and rising technological changes...\" Introduction For future project management, it needs constantly evolving and will continue to gain momentum across all industry sectors as a strategic competency and critical business discipline. A project-based approach is being increasingly adopted by organisations and there is no indication that in the next decade this trajectory will waiver or lose momentum. For many traditional business units, project-based work is now business as usual. The world of work has changed, and now the discipline of project management must be important. Project management must develop and adapt to changing circumstances in times of social, environmental, economic and rising technological changes if it is to remain important and meet the emerging demands of future focused organisations. The changes are motivated by the 4th industry revolution or Industry 4.0 in technological growth. Changes include automation, digitalization, development, robotization, artificial intelligence and machine learning, etc. PROJECT MANAGEMENT INSIDE OUT | 26
The world of work has changed, and now the discipline of project management must be important PROJECT MANAGEMENT INSIDE OUT | 27
FEATURES RISK MANAGEMENT Any unpredictable condition that may affect much of the project is a risk. There is a risk-free project in particular. There is an unexpected potential for situations to occur and leave great impacts on the project from the beginning to the construction phases. Project managers therefore use the risk management process to mitigate any possible issues that could affect the timetable of a project. The project framework should be capable of defining and handling risks in the project plan and estimating a risk plan. In a project plan, the project system should be able to define, handle risks and quantify all risks in advance. RESOURCE MANAGEMENT Planning for resource allocation is the mechanism that defines what type of resource is required and at what time it is critical for the management of resources. So, using a platform that provides resource management is easy. Resource management is an important component of any project and will make the whole project cost and other relevant items known. It is also very useful to provide a resource management feature on a project management instrument in order to measure costs and assign the tasks well. EASE OF USE For project managers who unquestionably have to juggle multiple tasks and individuals at the same time, ease of use is a priority necessity. Generally, they don't like using instruments that can be hard to use and waste small business money. Employees using various devices should have convenient access to a project management system, a minimalist design with a clear drag-and-drop interface, easy accessibility, and seamless maintenance and support. CUSTOMIZABLE WORKFLOWS Since one-size does not really suit everything every team has to work using various techniques and resources. Customization is the way to operate efficiently with modern teams. A framework should be flexible enough to adjust to a specific process that measures job development based on the needs of the team. Custom workflows can reliably track work progress in a project management system. For easy tracking, it becomes simple to know who is working on what and what stage of the workflow it is in. PROJECT MANAGEMENT INSIDE OUT | 28
ISSUES TECHNOLOGY OPERATIONS AND STRATEGY TO PERSONNEL The programme has become The systematic way each department or division can use its more user-friendly today. So, resources to accomplish company objectives is an operational the skills and aspects of plan while a strategic plan is used to outline companies’ goals software have become a and to define the ways in which those goals can be compulsory one to be known accomplished according to III, G. (2016). To allow the so that you can take the company to operate efficiently, for now and in the future, the project out in an advanced organizational in each of companies must have a good manner. The new instruments operation and strategic to personnel in their companies. For and techniques of project example, the cooperation between them which is from top management are evolving. To management to below management. They need put the meet the new demands, companies’ priorities first not their priorities. So, every new several instruments will need technologies, equipment and advanced building materials can to undergo major changes. adapt to personnel in a good term. The difference between the Seeing the business individual on the highest and lowest levels of the corporate competition, everybody wants ladder in many industries has been a real challenge to their updated tools or strategies to potential success for many years. This hierarchy more to the beat the market. As per the titles and levels. If every companies do not recognise the requirements of the project, discreet challenge that was growing inside their companies, it every team member's will give more risks on companies. Titles representing the responsibilities will increase. rights of decision making and budgetary control are based on In their positions and duties in traditional hierarchies. When a person rises up in the their projects, every team company, their authority rights extend. Because of this, as member will need to be the they step farther away from the front lines, their visibility best. With the necessary reduces. This would lead to rising disconnection between the information being shared over front lines and the leadership of managers. To adapt the the internet, future projects project management of the future, the companies must be expect to be completely moving away from traditional organisational ladder hierarchies paperless. and have replaced them with more flexible, adaptable, and dynamic teams to handle the project. This approach helps companies to respond more quickly to shifts and emergencies, while keeping the strategy centred. Then, it will proceed their agenda to achieve their goals. PROJECT MANAGEMENT INSIDE OUT | 29
ISSUES MINDSET REGULATIONS The individuals with a high Regulation is very important when it comes to handling any mindset feel they have the project related activity, when the above rules are imperative potential to achieve by pure for the acquiescence of the project team leader to the dedication in everything they predetermined methods placed. To bring the project do. They are ready to learn management of the future like implementation new and if anything does not work technologies in each of the companies, the project managers the first time around before must ensure that they must set and specific series of rules they make it work, they can and requirements which is its must have been designated and only try harder and persevere. imposed by a governmental body. With these rules and People with a growth mind- specifications, the establishment of a single commodity, a set tend to evaluate what process, and or a set of service features can be used. For happened more objectively, example, the products, processes, and or service such as they do not respond characteristics of BIM, drones, 3D scanning and printing, on an emotional level. This advanced building materials and others can include any series helps prevent the mistakes of of applicable administrative designations and or provisions. thinking we are more Usually, at the start of the project, most project regulations are sensitive to when we react laid forward. So, the companies that have regulations on the emotionally. People with a project management of the future, it easily for them to growth mentality often seem implementation the new technologies in their companies that to have a more accurate will bring more advantages to the company to get more project perception of their skills for now and the future. because, even though it is unflattering, they pursue and are open to input. PROJECT MANAGEMENT INSIDE OUT | 30
Potentials In Shaping The Project Management Of The Future In Malaysia (Drone, 3D Scanning, BIM, etc) In terms of developments in technology, the construction industry is beginning to see the effects of Industry 4.0 in areas such as Building Information Modeling (BIM), drone technology, Industrialized Building System (IBS) and green building construction. Throughout the life cycle of a construction project, BIM is a modelling technology associated with a series of processes to create, interact, evaluate and use digital knowledge models. It is an intelligent 3D model-based process that offers knowledge and tools for architecture, engineering and construction professionals to plan, design, develop and manage buildings and infrastructure more effectively. Other than that, the use of drone technology in surveying has sped up the process of ground survey in site mapping, including ground contouring surveys and detailing of drone overview images. There are several benefits of using drone technology in construction site monitoring. It decreases the need to visit sites for engineers and also increases the frequency of position testing. Green building construction, where buildings are built to have a low carbon footprint, decreases environmental impact and improves the indoor climate, enhancing the occupants' social well-being. Buildings built with this technology are of higher quality and during their life cycle will perform better. Last but not least, IBS is a construction technique whereby components are manufactured either on site or off site in a controlled environment before being placed and assembled in the construction area. An excellent example of IBS technology is the Huoshenshan Hospital in China, an emergency speciality field hospital built in less than two weeks (from Jan 23 to Feb 2,2020) in response to the Wuhan coronavirus outbreak. In order to draw upon new technologies, the construction industry must fully understand the evolving needs of the industry in end-to-end project management. The only way to do this is to adopt technologies that boost technology and efficiency to enhance decision-making and job procedures. PROJECT MANAGEMENT INSIDE OUT | 31
*Industrialized Building System (IBS) *Building Information Modeling (BIM) *Drone Process Related To The Topic *Green Building, Malaysia Energy Commission, Putrajaya The future of the project management process is meant to complete the objectives or product within the time, path and money set. There are five steps in this phase, which are starting, preparing, implementing, tracking & control and closing stages. The company also needs to deal with further management to accomplish these levels, such as Integration Management, Time Management, Expense Management, Risk Management, Procurement Management, Procurement Management, Communication Management, Human Resources Management, Quality Management and Scope Management. If they manage to handle these managements, they are completely having full requirements to achieve the future of project management. PROJECT MANAGEMENT INSIDE OUT | 32
*Illustration \"In this century, more technologies that have been introduced related to the construction industry...\" Conclusion In conclusion, every project manager has an aim to complete the project within the period time that has been given by the client. To complete the project, they have a few resources that they need to handle or control. In this century, more technologies that have been introduced related to the construction industry that have a potential for improving productivity and efficiency, innovation and construction techniques. In Malaysia, there are more companies competent to implement these features that can give them more advantages to compete the new project from the government and private, but they lack in many aspects of project management of the future like technology, operation and strategic to personnel, mindset and regulations. To meet all requirements for the future of project management, they must be capable of many aspects for this project management. PROJECT MANAGEMENT INSIDE OUT | 33
CONCLUSION
CONCLUSION IN CONTRAST, to deliver the best construction products in order to meet the construction triangle which is cost, quality and time, all project participants must work together. This includes not only men, but women also can give a lot of input in the construction industry. Communication is the vital aspect in completing every project. However, in some cases, there can be some communication barriers especially during Covid-19 outbreaks. The world has changed a lot, this means that, by only using the technology, we can destroy all the barriers in the communication area. Besides communication, every construction personnel must have courage to do their job. A high motivation of workers is needed in order for them to do their best in completing all their work. This does not mean that if the workers do not have motivation, the building cannot be done. The building still can be completed, but a lot of defects will follow. In future, we hope that more construction industry technology will be invented. Through the usage of these technologies, work can be done effectively and surely, the building will have little to zero major defects. PROJECT MANAGEMENT INSIDE OUT | 35
REFERENCES
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...hope this give us a bit of knowledge and experience that will guide us in the future... THE ZAYS ZAIFUL ZHARIF AIMAN AMAL YASMIN YAZID SIDDIQ SYAHIDAH
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