PROJECTANALYSIS

FFBLHEADOFFICEBUILDINGPROJECT
5/6/2016
Submittedto:Dr.RiazAhmed
ByKanwalJaved&MaimoonaJunaid

TableofContents
1

ExecutiveSummary

OrganizationalBriefFFBL

FFBLHeadOfficeBuildingBackground:

FFBLHeadOfficeBuildingProjectInitiation:

ProjectObjectives&Methodolgy

ProjectPlanning:
6.1ProjectPhases:

6
6

6.2ProjectTime,Costs&Budget:

6.3ProjectTeam

6.4ProjectScheduling:

10

6.5ProjectConflict&Negotiation

11

7ProjectRealizationFindings:.

11

7.1Progressagainstobjectives:

12

7.2BestPracticesidentified:

12

7.3Challengesidentified:

12

7.4Risksassociated&RiskStrategies:

12

Conclusion

13

Recommendations

14

Bibliography

16

10 Annexure

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1.

ExecutiveSummary:

FaujiFertilizerBinQasimLimitedisaPublicLimitedCompanyincorporatedunderCompanies
Ordinance1984.FFBLhasbeendeclaredasTopThirdCompanyamongstleadingtop25listed
CompaniesbytheKarachiStockExchange(KSE)byacknowledgingitsperformance.In2015,
FFBLhassuccessfullybuiltaconglomerateorganizationandaholdinggroupoffourcompanies
whichcausedaneedtohavecorporatestyleheadoffice.InpastmonthsFFBLshifteditsHead
OfficefromHarleyStreetRawalpinditoDHAIIIslamabad.
After the BODs approval, FFBL started the Head Office Building Project in May 2012 and
major completion of project took place in Feb 2016 when all the offices shifted from Harley
Street to DHA II. However, interior designing phase of project is still in finishing stage. The
reports details and analyses the project of Head Office Building undertaken by FFBL at each
stageinthecontextofprojectmanagementfrominitiationtocompletion.
Following the analysis, project performance is evaluated against the objectives set in the
planningphase.BestpracticesemployedbyFFBLforthisprojectarehighlightedwhichledto
the project realization as well as the challenges faced. Keeping in view the challenges,
recommendationsaremadeintheclosingsectionofthereport.

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2. FFBLOrganizationalBrief:
FaujiFertilizerBinQasimLimitedisaPublicLimitedCompanyincorporatedunderCompanies
Ordinance1984.IthasamodernGranularUreaandDiAmmoniumPhosphate(DAP)fertilizers
manufacturingcomplex,builtatacostofUS$468MillionandlocatedinEasternZoneofBin
Qasim,Karachi,withHeadOfficeatDHAII,Islamabad.
FFBL has been fructifying since 1993 which has allowed it to grow in size and scope. FFBL
follows the approach to broaden its horizons. FFBL has been declared as Top Third Company
amongst leading top 25 listed Companies by the Karachi Stock Exchange (KSE) by
acknowledgingitsperformance.
Vision:
Tobeaforemostorganizationfocusedonqualityandgrowth,leadingtoenhancedstakeholders
value
Mission:
Fauji Fertilizer Bin Qasim Limited is committed to remain amongst the best companies by
maintaining the spirit of excellence through sustained growth rate in all activities, competitive
price, quality products and providing safe and conducive working environment for the
employees
FFBLHoldingGroupofCompanies(Diversification):
FFBL has successfully built a conglomerate organization and a holding group of following
companies:
FaujiMeatLimited
FaujiMeatLimitedwasincorporatedin2013asapubliclimitedcompany.Itisasubsidiaryof
Fauji Fertilizer Bin Qasim Ltd., the sole producer of Urea (Granular) and DAP fertilizer in
Pakistan. FML is setting up a stateoftheart Halal abattoir and meat processing facility near
PortBinQasimKarachi(Pakistan)withanestimatedprojectcostof75millionUSD.

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FFBLPowerCompanyLimited
FFBL Power Company Limited (FPCL or the Company) is an unlisted public limited
companyincorporatedbytheSponsorasaspecialpurposevehicleinJune2014forsettingupa
coalpowerplant(CPP)capableofgeneratingpowerattwodifferentfrequenciesi.e.50Hzand
60Hz,tomeetitsclientspowerandoperationalrequirementsasunder
(i)FaujiFertilizerbinQasimLimited(FFBL)60Hz
(ii) KElectric (formally known as Karachi Electric Supply Corporation) and/or Bulk power
consumers50Hz
FaujiFoodLimited
Fauji Food Limited Limited Company is principally engaged in dealing with opportunities to
complement processing and sale of various dairy products and juices with the brand name of
FaujiFoodLimited.TheCompanyisamemberofFaujiFoundationandisbeingoverseenand
managed by highly qualified, experienced, technical & business professional Directors and
SeniorExecutives
FFBL is meeting new challenges while continuing to create positive and sustainable changes
throughinnovativesolutionstodeliverbenefitstocompanyanditsstakeholders.

3.FFBLHeadOfficeBuildingProjectBackground:
Ever since the existence of Fauji Fertilizer Bin Qasim Ltd i.e. 1996, FFBL Head Office was
functioninginmultiplerentedhousesatHarleyStreet,Rawalpindi.
In order to achieve conducive working environment, improved security, increased efficiency,
bettercoordinationandrequisitefacilities,twocommercialplotswerepurchased(8kanaleach)
worthPKR120MillioninDHAin2005.
ProjectSelectionModelUsed:

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Inthelightofabovebackgroundoftheproject,itcanbestatedthatFFBLusedOperational&
Competitive Necessity Model of Project Selection in order to achieve the operational
effectivenessatthetimeofdiversification&expansionandmaintainitscompetitiveedgeinthe
PakistanimarketsthatFFBLiscommittedtoserve.

4.FFBLHeadOfficeBuildingProjectInitiation:
Following the purchase of land, construction of Head Office Building was approved in 85th
BODmeetingheldon23Dec2010.
Inordertoconstructauniquebuilding,arenownedArchitectMr.ShahidAbdullah(M/sASA)
was selected for designing in 2010 and M/s Noor Durrani Associates were hired as project
managementconsultant.Theearthbreakingceremonywasheldon14Feb2015.Thecontractfor
greystructurewasawardedtoM/sIzharConstruction(pvt)Ltdon2May2012
ProjectworkbeganinMay2012andexpectedtimeofcompletionwasSep2015.ThephaseI
ofprojecti.e.GreyStructurewascompletedintime.However,PhaseIIcompletiongotdelayed
andisstillinprogresswhiletheoperationsinHeadOfficeBuildingstartedinFeb2016.Initial
TentativeTimelinesattachedinANXI&II.

5.

FFBLHeadOfficeBuildingProjectObjectives&Methodology:

Following the purchase of land, construction of Head Office Building was approved in 85th
BODmeetingheldon23Dec2010.

TimelyconstructionofHeadOfficebuildingwiththe"stateoftheartfacilitiescatering
forallemployeesneeds

Maintenanceoftheconstructionqualitystandardsthroughouttheprojectphases.

Adherencetotheproject'ssettechnicalandproceduralguidelines

Methodology:
TheprojectwasselectedonthebasisofOperation&CompetitiveNecessitySelectionModel
sinceFFBLhasdiversifiedintoabovementionedbusinessesanditwasinneedofstreamlining
itsoperationsinordertorealizeitsgoalsfromrecentexpansiondiversification.

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Therewasnofeasibilitystudyconductedbeforetheinitiationoftheproject.However,oncethe
Architect&ProjectManagementConsultantswerehiredandconstructionhadbecome,new
departmentcalledHeadOfficeBuildingProjectwasestablishedbyFFBL.Thedepartmentis
operationalatpresentaswell.
EstablishmentofHOBP:
ThedepartmentplaystheroleofProjectBoardandconsistsofteamheadssuchasEngineering,
Mechanic,andProcurementetc.inordertocontrolandmonitortheprojectprogressand
development.DetailmentionedintheProjectTeamsectionofthereport.

6.

ProjectPlanning:

Theprojectplanincludesacompletesetofschedulestogetherwiththeassociatedresourcesand
personnelneededtoperformallofthetasksrequiredtocompletetheproject.Anactionplanisa
portion of the project plan detailing the activities, their schedules, and resources, including
personnel. Like a project plan, an action plan can take many forms and we illustrate a few of
these somewhat later. The focus of an action plan, however, is on the
schedule/resource/personnelelementsoftheactivitiesand/oreventsrequiredbytheproject.
Initially, Project Board planned the interior designing and furnishing of 7 x floors and 1st,
Mezzanineand2ndfloorwaskeptreservedtofutureexpansionasgreystructure.
However, keeping in view the FFBLs expansion / diversification and induction of new
companies,itwasdecidedbythemanagementtoundertakeIDofentirebuilding.
DesignBidBuildProjectDeliverySystems
Aprojectdeliverymethodisasystemusedbyanagencyorownerfororganizingandfinancing
design,construction,operations,andmaintenanceservicesforastructureorfacilitybyentering
into legal agreements with one or more entities or parties. For this project FFBL employed
designbidbuild project delivery system which is characterized by distinct design and
constructionphases.Ownerhasseparatecontractswiththedesignerandcontractor.Asshownin
ANX IV. For this project, FFBL first contracted a designer, then, after the design was
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completed awarded a contract for construction to Izhar Contarctors. The contractor was hired
throughabiddingprocess.Thisapproachisdesignedtoprovidecompletedesignpriortobidding
andtoachievealowpricethroughcontractorcompetition.
ClarificationofRoles&Responsibilities:
During planning phase, FFBL, contractors and designer established clarity of roles and
responsibilities. So, when an issue or task arises, it must be clear who is responsible. This is
especiallyimportantsincecontractorsareinvolvedinthisproject.Constructionplanningisthe
responsibilityofthecontractorandFFBL,butitisimportanttoincludethecommunityownersin
thisdecisionmakingprocess.

6.1

ProjectPhases

Theprojectwasdividedintotwophasesorsubprojects:

GreyStructure
InteriorDesignandRemedialWork

GreyStructure:
Greystructureisthebasicstructureofthebuilding.Itnormallyincludesthefoundation,walls
androof.Thebudgetforthegreystructureiscomprisedofthecostofbricks,cement,sandand
othermaterials.Greystructureincludedmobilization&structuralworks.IzharContactorswere
giventhechargeoftheconstruction.Theconstructionwascarriedoutinfollowingphases:
1. MobilizationofEquipment
2. Raft
3. Vertical&HorizontalElementsBasement1
4. Vertical&HorizontalElementsGroundFloor
5. Vertical&HorizontalElementsMezzanineFloor
6. Vertical&HorizontalElementsFirstFloor
7. Vertical&HorizontalElementsSecondFloor
8. Vertical&HorizontalElementsThirdFloor
9. Vertical&HorizontalElementsFourthFloor
10. Vertical&HorizontalElementsFifthFloor
11. Vertical&HorizontalElementsSixthFloor
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12. Vertical&HorizontalElementsSeventhFloor
13. Vertical&HorizontalElementsRoof
14. ArchitecturalWorks
15. MEPWorks
Vertical&HorizontalElementsincludefixingofsteel,formworkandconcreterespectively.
InteriorDesignandremedialWork:
Interiordesignworkentailedthedesigningoftheinteriorofabuildingandthefurnishingsin
accordancewiththecorporateparadigmsandstandardsinordertomakethenewheadoffice
mostsuitabletoitsemployeesandthework.Followingwerethemainactivities:
1. Heating,ventilationandairconditioning
2. Kitchenworks
3. Furnitureworks
4. Gasconnection
5. BuildingSignage
6. Buildingmaintenanceequipment
7. GymnasiumExerciseMachines
8. Developmentofadjacentplotandboundarywall

6.2

ProjectTime,Cost&Budget:

EstimatedTime:

Aspertheinitialplanoftheproject,theestimatedtimewas550days(ANXI).However,
therewasapauseintheconstructionduetosomeofficialreasonswhichremainedfor
about1.5years.Theconstructionwasagainresumedin2013andwascompletedinSep
2014.
AfterthecompletionofPhase1,Phase2wasstartedonSep1,2014(ANXII).The
Phase2oftheprojectisstillinprogress.
EstimatedCost:

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MajorFactorsConsideredinCostEstimation:

ICPCGreyStructure
GE(GuaranteeEngineer)
Feeder
HVAC
Furniture
Consultancy(DMC)
ASA(Designer)

470M
375+80M
38M
221M
9M
30M
2M

EstimatedBudget:

Based on the considered cost factors the estimated budget for the project was set to be
PKR 2 Billion. Considering the fact the Phase 2 is still in progress, it is likely that
expenseshavegonealittleovertheestimatedbudget.

6.3

ProjectTeam:

FFBLmanagementcreatedtheProjectBoardtosupporttheSeniorResponsibleOwnerwhois
theMD&CEOinprovidingoveralldirectionandmanagementfortheprojectandtomakekey
decisionsincludingcommitmentofresources.TeamstructureattachedinANXIII
Thereweretwomaincommitteesformed:

StarringCommittee

ExecutionCommittee

StarringcommitteewasheadedbytheCE&MDhimselfandtookallthemajordecisionforthe
project whereas the execution committee was more focused towards the day to day
responsibilitiesandwasheadedbytheGroupGeneralManagerFinance(GGMF).
PurposeoftheProjectBoard
The Senior Responsible Owner (SRO) of this project is ultimately accountable for project
success.Tomaximizethechancesofsuccesstheinterestsofboththeprojectusers(thosewho
specify the business requirement) and the project suppliers (those providing the products or
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services to meet the business requirement) were being represented on the project board (the
board).
The board was always chaired by the SRO, who takes executive responsibility for decisions
relatingtotheproject.Itsmembershipincludesasingleindividualwhorepresentsthosesenior
managers who have an interest in, and whose activities will be affected by, the project. These
peoplealsorepresentenduserstopromotetheirconcernsandinterests.
Inaddition,aseniorrepresentativeofthesuppliersordeliveryagentswasinvitedtotheproject
boardtoprovidetheirperspectiveandexpertise.Otherpeople'sexpertwasalsosoughttoprovide
inputtodecisionsmadebytheSROandtheprojectboard.Forexample,theviewsofcorporate
management,technicalspecialistsandotherkeystakeholders(perhapsfromotheragencies)were
also required. Membership of the board was kept to the minimum level necessary to make
effectivedecisionsandprovideclearleadershipanddirection.
The project board provided the CEO& MD with stakeholder and technical input to decisions
affectingtheprojectbutultimateauthorityandaccountabilityresidewiththeCEO&MDtomake
thefinalcall.
HOBP(HeadOfficeBuildingProject)
This board created a department named HOBP (Head Office Building Project) to monitor and
work closely with the assigned contractors and coordinate with other involved agencies. The
teamconsistsofpeoplefromdifferentspecialtiesandvariedexpertisetomakesounddecisions
andreportbacktothecommittees.AlltheemployeesintheHOBPdepartmentarecontractual
andsolelyworkingontheproject.Someofthemmightberetainedevenafterprojectcompletion
and rest will be laid off. This team is very devoted and manages multiple tasks and
responsibilities. The daytoday operational management of the project is performed by
managerswhoareresponsibleforthecoordinationofthedifferentActivities,supportedbythe
committees.
The Project Office looks after the project secretariat, financial and administrative
responsibilities, as well as the Coordination roles that ensure the synchronization and co

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ordination of efforts across all project Activities, and adherence to the project's technical and
proceduralguidelinesandinitiatives.

6.4

ProjectScheduling:

ProjectBaselineSchedule:
Forthepurposeofactivityplanning,FFBLHOBPusedbaselineschedule.Scheduleinformation
and milestone (significant) events were aggregated into a projected baseline schedule. The
projectedbaselinescheduleintegratesthemanydifferentschedulesrelevanttothevariousparts
of the project. It is comprehensive and includes contractual commitments, key interfaces and
sequencing,milestoneevents,andprogressreports.ANXII
SequenceofActivities:
FollowingarethesequenceoftheactivitiesinvolvedintheProjectfromstarttoend:
1. DesignIdea
2. DesignCompilation
3. Selectionof1st,2nd&Thirdpositiondesign
4. HiringofContractSpecialist
5. Selection&Contractwithanarchitect
6. ConceptualDesign
7. PreparationofPrimaryarchitecturaldrawings
8. Review&Finalizationofarchitecturaldrawings
9. PreparationofFinalArchitecturaldesigns
10. HiringofStructuralengineer
11. Preparationofstructuraldrawings
12. PreparationofdetailworkingdrawingsofCivil,MEP&Elect
13. MarketSurveyformaterialsandequipment
14. Estimating&Costing
15. PreparationofbillofQuantities
16. Preparationoftechnicalspecifications&contractdocuments
17. ReviewofContractdocuments

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18. Prequalificationofcontractors
19. Callofcontactorsfortenders
20. ReviewofTenders&SelectionofContractors
21. AwardofContract
22. SubmissionofContractrequirements
23. SignofContractagreement
24. Controlling&MonitoringtheProgress

6.5

ProjectConflict&Negotiation:

Sincetheprojectinvolvesmultiplecommittees,contractorsandagencies,conflictsareinevitable.
Duringtheentireproject,heads&supervisorspaidattentiontosuchrising&potentialconflicts
among the two parties mutually working on activity e.g. design issues highlighted by the
construction contractors during the phase 1 of project i.e. constructing grey structure of the
building. The conflicts occurred very usually and were mostly handled with the help of
negotiations.Ifdisputesariseandmanagementfailstoresolvethemintime,theprojectsuffers
andthepartnershipbetweenparticipantsmaynotbepossibleforfutureprojects

7.

ProjectRealizationFindings

Project realization involves the implementation of the planned project in compliance with the
agreedupon schedule, quality and budget. Shortcomings and deviations in these areas usually
result in severe contractual penalties, major complaints and additional costs due to duplicate
charges in order to maintain ongoing operations. But in times of increasingly short project
cycles,projectscanonlyberealizedthroughefficientcostandtimemanagementintherequired
quality.

7.1

Progressagainstobjectives:

Measuringtheprogressagainstobjectivesinvolvesmeasuringtheperformanceagainsttheset
objectivesintheinitialplanningstageoftheproject.Itinvolvesfollowingcriteria:

Completionofprojectwithinsettime,scope,costandqualityparameters

Managementprocessesworkedwellandthosewhichhadproblems

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Achievementofdesiredquality

ManagementofriskForeseenandunforeseen

On analyzing and measuring the present performance of the project against above mentioned
parameters, it can be asserted that there is an achievement of set objectives to a great extent.
However,thereisobserveddelayinthecompletionofsecondphasei.e.interiordesigningwhich
is still in its finishing stage and not yet finished. The delay in time caused need of additional
resources which in turn added to the cost as well. The scope and quality however were the
factorsthatremainedintactwitheffortsofHOBPteam.

7.2

BestPracticesIdentified:

Bestengineeringpractices

Executionasperconsultant/architectdesignanddrawings

ModificationsifanythroughduereviewbyDMCandprojectteam,Designer

CloseFollowupwithcontractor,Dmc&architectthroughtelephone,emailsandperiodic
meetings

7.3

ChallengesIdentified

ImproperPlanning/sequencingbythecontractors

Contractorstendtodeviatefromgivenworkprogram

Designissueshighlightedduringexecutionofworks

Coordinationofdifferentagencies,contractorsw.r.tdifferentdisciplines

IDfurnishingintricacieswithtimelimitation

7.4

AssociatedRisks&StrategiesEmployed:

Constructionprojectrisksareinterrelatedandinterdependent.Therisksidentifiedforthisproject
areasfollowing:

Performance,scope,quality,ortechnologyissues

Environment,safety,andhealthconcerns

Scope,cost,andscheduleuncertainty

Seismiczone6.5wasobservedforthisprojecteventhoughthepreferredrectorscalewas
8

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RiskManagementstrategyEstablishmentofHOBP:
ProjectboardcreatedadepartmentnamedHOBP(HeadOfficeBuildingProject)tomonitorand
work closely with the assigned contractors and coordinate with other involved agencies. The
teamconsistsofpeoplefromdifferentspecialtiesandvariedexpertisetomakesounddecisions
andreportbacktothecommittees.AlltheemployeesintheHOBPdepartmentarecontractual
andsolelyworkingontheproject.Someofthemmightberetainedevenafterprojectcompletion
and rest will be laid off. This team is very devoted and manages multiple tasks and
responsibilities. The daytoday operational management of the project is performed by
managerswhoareresponsibleforthecoordinationofthedifferentActivities,supportedbythe
committees.
The Project Office looks after the project secretariat, financial and administrative
responsibilities, as well as the Coordination roles that ensure the synchronization and co
ordination of efforts across all project Activities, and adherence to the project's technical and
proceduralguidelinesandinitiatives.

8.

Conclusions

Construction is a riskdriven, multidimensional process. It is a series of interdependent steps,

eachrequiringspecifictechnicalknowledgeandparticipantsworkingtogether.Forthisparticular
project, construction employed techniques, materials and expertise that make perfect use of
available resources and expertise. Material delays, misunderstandings among the team, and
discrepanciesindesignareafewcommonproblemsthatpreventprojectsfrombeingcompleted
successfully, on time. Every party in the project must work together in a coordinated effort
becausetasksareinterdependent.Ifonepersonfails,somaytheentireproject.Allthisholdstrue
forthisHeadOfficeBuildingProjectbyFFBL.FFBLemployedeffectiveprojectmanagement
principlesandtechniqueswhichledtheprojecttowardscompletionatagoodscale.However,
the delay in completion of second phase caused an additional increase in cost and resources
requiredforthesuccessfulexecution.Moreeffectivecontrolsystemscouldbeemployedinorder
toachievethedesiredandneededeffectivenessandefficiencyforexecution.

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9.

Recommendations

A critical aspect of the management of a large scale construction project involves the
developmentandcontrolofbudgetsandschedules.Ontime,withinbudgetandaccording
to specifications should be the basic objectives of the project control system for any major
project.
For effective control, emphasis should be placed on prejob planning. The Work Breakdown
Structure (WBS) should be established for the whole project. It will form the integrated
framework for all planning, scheduling, estimating, budgeting, cost accumulation, information,
andcontrolsystems(Harrison,1985).FFBLhaditsplanninginplace,howeveranimprovement
incontrolsystemscanbedeemedfruitfulinachievementofeachprojectobjective.
EmployingEffectiveControlSystems:
A good control system is the mechanism for steering these plans to a successful finish.
ANXIVshowsthetypicalcontrolsinconstructionmanagement.
Theprojectcontrolsystemcanbeintegratedintotheoverallprojectorganizationbutitshouldbe
separatefromtheotherservicessuchasprocurement,constructionmanagementandengineering.
RoleofProjectControlManager&QualityAssuranceLeader:
TheProjectControlManagershouldreportdirectlytotheProjectManager.Thiswillensurefast
response in decisions related to the project. There should be a Quality Assurance Leader, an
expertinstatisticalmethodology,whoreportsdirectlytotopmanagementandhasadottedline
relationshipwiththefunctionaldepartments.
Followingcontrolsystemsforallphasesofamajorprojectcanbeemployedinordertoachieve
thetimelyexecution:
1.CostControl
2.ScheduleControl
3.QualityAssuranceandQualityControl
4.ProcurementControl
5.DesignControl
6.ChangeOrderControl
7.DocumentControl
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Thesecontrolsarevitalforthesuccessfulcompletionoflargeprojectswithinbudget,ontime,
andaccordingtospecification.
The project cost estimates will serve as control baselines for costs. A good quality assurance
programwillensurethatthecompletedprojectmeetorexceeddesiredperformancecritertia.The
procurement control is important for timely completion of any major project. Good design
control system ensures design compliance with project criteria. Change control is necessary to
minimize cost escalation and project delays. An effective document control ensures timely
reviewandapprovalofspecifications,drawingsandothermajorengineeringdocuments.(Tiong,
2016)

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10.

Bibliography

1.

Meredith,JackRandSamuelJMantel.ProjectManagement.NewYork:Wiley,1995.Print.

2.

RobertL.K.Tiong,LecturerSchoolofCivilandStructuralEngineering,NanyangTechnological
Institute,SingaporeEffectiveControlsForLargeScaleConstructionProjects.www.pmi.org

3.

Khan,Zulfikar.FFBLHOBPAnalysis.2016.inperson.

4.

Najam,Amir.FFBLHOBPAnalysis.2016.inperson.
INTERVIEWEDPERSONNELHOBPDEPARTEMENT

11.

Name

Designation

Col(rtd)ZulfikarKhan

SeniorManager

Maj(rtd)AmirNajam

UnitManager

Annexure

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ANXIII
HierarchyofHOBPDepartment
SeniorManager
(Projcet)

UnitManager
(Admin)

UnitManager
(Mechanical)

Qs,AQs

Supervisor

Supervisor

CADOperator

UnitManager
(Electrical)

Supervisor

ANXIV

Ref:Effective
ControlsForLarge
ScaleConstruction
ProjectsbyRobert
L.K.Tiong,
Lecturer,Schoolof
CivilandStructural
Engineering,
Nanyang
Technological
Institute,Singapore
Source:
www.PMI.org

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