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Interior Design and Construction Project Management: Performance and Productivity in Malaysian Building Industry
Interior Design and Construction Project Management: Performance and Productivity in Malaysian Building Industry
ABSTRACT
The practice of Interior Design (ID), Architecture, Mechanical & Electrical and
Facilities component drawings such as conceptual design and construction
drawings would need to be integrated and coordinated between the consultants
and the contractor drawings. All related drawings are required to be resolved
and agreed upon, so as not to cause obstacles at the actual construction site and
to improve the business performance in terms of time and cost of the project. A
further review of the performance measured in the interior design construction
industry also indicates that productivity is an inadequate measure for
identifying improvement targets and control activities. The use of a more
holistic set of measures is recommended in order to ensure more relevant and
timely information. The purpose of this study is to explore the integration and
coordination of the respective consultants’ involvement in the project
construction management that will help clients on timing and costing of the
projects. The lack of coordination between multidisciplinary scope of work
within project construction managements in interior, architecture, and other
related fields will increase time and cost of the ID Construction projects (IIDA
Report, 1998).
INTRODUCTION
Construction management is the act of planning, organizing and
overseeing the various tasks involved in a construction project. It
is performed by individuals known as project managers, who
represent the builder or contractor hired to perform the work.
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Interior Design And Construction Project Management: Performance and Productivity In
Malaysian Building Industry
Ismail Jasmani
51
Interior Design And Construction Project Management: Performance and Productivity In
Malaysian Building Industry
Ismail Jasmani
52
JOURNAL OF ARCHITCTURE, PLANNING & CONSTRUCTION MANAGEMENT
Volume 6 Issue 1, 2016
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JOURNAL OF ARCHITCTURE, PLANNING & CONSTRUCTION MANAGEMENT
Volume 6 Issue 1, 2016
The project managers (PM) role arises from the need for a
technical expert to take charge, control of events on the project
implementation process, someone who understands the
coordinating, controlling, and directing the efforts and activities
of the professional team and the physical problems of
implementation process with the needs in the decision-making
process
The successes of any project implementation process in
the construction management of all sectors depend largely on the
project manager’s concept: the strict monitoring of time, cost,
material, quality and environmental constraints.
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JOURNAL OF ARCHITCTURE, PLANNING & CONSTRUCTION MANAGEMENT
Volume 6 Issue 1, 2016
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JOURNAL OF ARCHITCTURE, PLANNING & CONSTRUCTION MANAGEMENT
Volume 6 Issue 1, 2016
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Interior Design And Construction Project Management: Performance and Productivity In
Malaysian Building Industry
Ismail Jasmani
1 2 3 4 5 6 7
Interior Contractor Successfu
Archite Interio design to produce Contractor l project
ct, r will start the final will use if
M&E, Desig after all drawing for coordination incorporat
C&S to n drawings review by drawing ed with
build come have been the Status ‘A’ as a interior
the on freeze in consultants single design
building board the design and gave drawing for scheme in
with process status A references early Less
client only for along with stage renovation
requir constructio consultants work if
ement n. needed by
To be finalized and approved by the client the
and endorsed by the consultants respectively client/end
with status ‘A’ before construction began. user
DESIGN DESIG INTERIO COORDINAT IMPLEMENTAT HANDO MAINTENA
PROCE N ION ION NCE
R VER
SS FREEZ REVIEW CONSTRUCTIO
ED DESIGN N
(ID)
Early works ID on board Review Construction
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JOURNAL OF ARCHITCTURE, PLANNING & CONSTRUCTION MANAGEMENT
Volume 6 Issue 1, 2016
CONCLUSION
This paper has highlighted the Interior Design (ID) construction
management process between consultants and contractor process,
and also the confusion that can arise from the common use of
these terms. It has also attempted to highlight how the objectives
of a project and the construction management are different and
how the emphasis of achieving specific and short-term targets
compared to the wider aims of a project. The conclusion is that to
make the interior design construction management team totally
responsible for success would appear to be unappropriated and
that the client should take an increased interest in the
development and use of the project. The approved ID drawings
shall be considered and finalized, with the drawing for other
consultants being coordinated and produce construction drawing
to combine as a single construction drawing and construction
management for reference by all consultants and the contractor.
Finally, one must always bear in mind that successful
construction management techniques will contribute to the
successful achievement of projects, but construction management
will not stop a project from failing to succeed. The right project
will succeed almost without the success of construction
management.
REFERENCES
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Interior Design And Construction Project Management: Performance and Productivity In
Malaysian Building Industry
Ismail Jasmani
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