PROGRAMME:

EXECUTIVE MASTER IN OPERATION

& PROJECT MANAGEMENT

MODULE:
ADVANCED PROJECT
MANAGEMENT
 ASSIGNMENT COVER
HHAHA
HAMBRA EDU SERVICES

STUDENT’S NAME : SARAVANA RAO

I/C NO / MATRIX NO. : 901121-10-5019
PROGRAMME : EXECUTIVE MASTER IN OPERATION & PROJECT
MANAGEMENT
CLASS DATE : 11 SEPETEMBER 2021
INTAKE DATE : 17 APRIL 2021
MODULE : ADVANCED PROJECT MANAGEMENT
TRAINER’S NAME : DR AYU SURIAWATY @ SITI AISYAH BINTI
BAHKIA
CENTRE : AETC SHAH ALAM
OVERALL MARK
(Fill up by Trainer)

INDICATOR MARK

EFFORT ( 10% )

PRESENTATION (10% )

CONTENT ( 40% )

TOTAL ( 60% )
 TABLE OF CONTENTS
Contents Page Number
ABSTRACT…………………………………………………………………………………… 3

INTRODUCTION…………………………………………………………………………….5

PROJECT MANAGEMENT METHODOLOGY……………………………………..7

WHAT IS A PROJECT………………………………………………………………………..8

KEYPOINT OF A PROJECT………………………………………………………………….9

PROJECT MANAGEMENT AND SCOPE OF MANAGEMENT…………………10

ROLE OF A PROJECT MANAGER…………………………………………………………12

PROJECT MANAGEMENT LIFE CYCLE………………………………………………….16

APPENDIX…………………………………………………………………………………………...27

CONCLUSION………………………………………………………………………………………..36
 ABSTRACT
Project management plan that follows inputs from the project team and the key
stakeholders. A project management plan prepared by a project manager is formal,
approved document that defines how the project is executed, monitored and controlled.
It may be a summary or a document detailed and may includes the baselines, subsidiary
management plans and other planning documents. This documentation of management
plan is defined to approach the project team takes to deliver the intended project
management scope of the project.
 INTRODUCTION
The title for this assignment will be “Facility Service and Project Management Plan and
Its Methodology Framework”. It can be defined as a valuable tool that pleases the key
stakeholder and the top tier management throughout the input from the project
executive and prepare a detailed document in a formal manner. The key source and
priority of facility management team is to provide the service of external
vendors/contractors to discuss and carry out the scope of work of the project, work that
has been discussed and hired to be performed and finished in a desired timeframe,
distinguish such project scope to the business units to co-operate in the project taken in
the business organization and prepare the construction management plan and method
across it to the business organization, from DO-IT-YOURSELF works to business unit
migration from warehouse to warehouse and miscellaneous setup for such business unit.
This implementation is because the project management plan methodologies throughout
the facility services will be a drive for a predetermined goal, improves the outcomes of a
project and strengthens the overall effectiveness of a project delivery process. Moreover,
it will ensure that projects of any size or complexity are managed to guarantee success
and consistency as the project life cycle.
Furthermore, looking closer on project management that facilities team methodologies
inclusive in any project size taken place in respective business organization. This
methodologies are created and studied through every specter and scope has been
explored in facility scope of view:
a) Improved overall project management.
b) Increased project delivered on time.
c) Reduced project risk.
d) Enhanced quality.
e) Improved inter and intra project communication.
f) Established and consistent standard that everyone can follow.
g) Common project management terminology.
As discussing facility management methodology and framework, a manual known as
Facility Services Methodology Project Management Plan Manual is used and breakdown
into three stages:-
a) Project Management Manual.
- Assisting Project Manager or Facility Manager to use during project life cycle
and serves as a “road map” for a direction of a right path in a project.
-
b) Procurement Manual.
- Different allocation of contractors and vendors send quotations for the
project works to be conducted in a valuable for the price and reasonable. To
procure the different design and construction services during the life cycle of a
project.

c) Reference Document Manual.

- Which contains the policy and service report of the works carried out in a
project to manage contracts, terms and conditions agreed between
vendors/contractors and business organization/firms, design and
construction during its life cycle of a project
 PROJECT MANAGEMENT METHODOLOGY
In today modern facility management setting, two factors have become increasingly
common place which is change and complexity. To survive in an ever-evolving workplace,
one must be competitive, productive, customer-focused and cost effective. This
complexity is related to the numbers of factors involved in the effort, the global scopes
of markets and the sheer size of the efforts being undertaken.
Even small decision, often involves the interplay of hundreds of variables. Executing the
strategic vision of LF LOGISTICS (M) SDN BHD is critical to its success. As it pertains and
supporting my assignment here, where a mega project is being taken place to build and
construct 3-storey mega warehouse to support its growing transportation business in
progress. Hereby the project management team hired are collaborated with facility
management team project management plan will show more of its implementation and
management framework systematically.
The appointed construction project management team have done measurable and
appropriate studies and surveys to conduct this project in desired timeframe given by
preparing the formal report and documentation which is to be completed in 3 years of
time frame (expected to be completed by year 2025). As facility management team, our
duties can be exclaimed to supervise, conduct ad-hoc task with contractors, coordinate
with contractors to carry out the job as not impacting other business units and together
to follow up with existing facility works to the appointed project management team.
Project and program management provides the meaning of which to plan and execute
the initiatives that delivers the strategic success. Our facility management team through
rigorous meetings and studies implemented are embraced to the hired project
management team to become a co-joined team that sustain a leadership discipline
between both and our facility management team becomes the tool of deliverance to
guide the program and project managers from the start and finish throughout the
projects.
The process of this project management plan being illustrated in the science of project
management way. It can be equally divided between the art and science and a successful
management to utilize and refine the both skill sets to effectively to manage this project.
This Project Management Methodology Manual produced by facility management team
was developed and practiced earlier in business organization, to be an easy guide to be
used by all programs and project managers within organization and now been shared to
hired project team to ensure of the project to be taken place.

As this manual provides tools and techniques, tailored to our business organizations, and
necessary to successfully manage projects of any size or complexity. This manual also
presents a framework for managing project using basic tools needed for success. The
framework should be modified for each individual project as it applies to the given effort.
This model provides a methodical approach to conducting project so it meets the project
sponsors successfully and consistently.
WHAT IS A PROJECT ?.
A project is defined as a sequence of tasks that must be completed to attain a certain
outcome. A project is a set of interdependent tasks that have a common goal. Projects
have the following characteristics:
a) A clear start and end date – There are projects that last several years but a project
cannot go on forever. It needs to have a clear beginning, a definite end, and an
overview of what happens in between.
b) A project creates something new – Every project is unique, producing something
that did not previously exist. A project is a one-time, once-off activity, never to be
repeated exactly the same way again.
c) A project has boundaries – A project operates within certain constraints of time,
money, quality, and functionality. We’ll see more about this in later sections.
d) A project is not business as usual – Projects are often confused with processes. A
Process is a series of routine, predefined steps to perform a particular function,
say, expense reimbursement approvals. It’s not a one-off activity. It determines
how a specific function is performed every single time.
The diverse nature of a project can be:
a) Be big: Like the construction of the Hoover Dam, take years to complete, and have
a humongous budget.
 b) Be small: Like your weekend project of installing a pathway in your lawn.
c) Involve many people: Like planning a wedding
d) Just yourself: rearranging the photos in your wedding album
After speaking of the diverse nature of project, it can be looked into types of projects
that can be sustained and diverse into type of implementation happens:
a) Traditional projects: These are run sequentially in phases. These phases are
typically initiation, planning, execution, monitoring, and closure. Most high-cost
infrastructure projects make use of traditional project management.
b) Agile projects: These are used mainly in software development. They are
people-focused and adaptive. They also typically have short turnaround times.
c) Remote projects: Remote project management is usually used by distributed
teams that seldom meet in person. Handling freelance contributors is an
example of a remote project.
d) Agency projects: Agency projects are outsourced to an agency that is likely to
have projects with multiple clients. Marketing and design projects are
commonly outsourced to agencies.
In additional, it can be delivered by another definition of a project that projects are the
temporary assemblage of key personnel designed to accomplish specific institutional
objectives with identifiable customers in mind. All projects have a beginning and an end.
The end of a project is defined by the successful delivery of the product or service.
The most distinguishing feature is a specific time frame. All projects have a beginning and
an end. Projects must have a clear, definitive objective or solution. The solution is made
of quantifiable and qualifiable deliverables that are produced by activities or tasks. It is
the planning, coordination of the tasks and the resources and execution that is the focus
of project management.
KEY POINT OF A PROJECT AND PROJECT MANAGEMENT PLAN.
This is speaking the volume of a project and its management plan by delivering its key
point agenda onto making such project successful to its clients and stakeholder
requirements. It’s the temporal assemblage of key personnel designed to accomplish
specific institutional objectives with identified customers in mind.
All projects have a beginning and end. As speaking the term an end of a project, it
resembles the successful delivery of the product and service. There are some traits that
all projects of any size and completely have in common. The most distinguishing feature
is a specific time frame in all projects.
Projects that take place must have a clear, definitive objection or solution. The solution
made of quantifiable and qualifiable deliverance that are produce by activities and tasks.
It is the planning, coordination of the tasks and the resources and execution that is the
focus of the project management.
Key character of a project are:-
- A project has a unique solution.
- Has boundaries and its extent is defined.
- One-time effort, usually requiring finite success.
- Committed budget.
- Distinct start date and end date.

PROJECT MANAGEMENT METHODOLOGY AND SCOPE OF MANAGEMENT IN PROJECT

MANAGEMENT PLAN.
Project management is the process of achieving project objectives (schedule, budget &
performance) through a set of activities that start and end at a certain time and provide
the quantifiable and qualifiable deliverance from a project.
Successful project management area an art of understanding the requirement of the
project, identifying the tasks of the deliverance from the projects. Through a set of
activities and task that start and end at certain point in time and produce the results at
the projects taken place.
It’s the use of the knowledge skills and tools and techniques to project activities in order
better facilitate stakeholder expectations. The temporary nature of projects stands in
contrast with business as usual (or operations) which are repetitive, permanent, or semi-
permanent functional activities to produce products or services. In practice, the
management of such distinct production approaches requires the development of
distinct technical skills and management strategies.
Project management methods can be applied to any project. It is often tailored to a
specific type of projects based on project size, nature, industry or sector. For example,
the construction industry, which focuses on the delivery of things like buildings, roads,
and bridges, has developed its own specialized form of project management that it refers
to as construction project management and in which project managers can become
trained and certified.
Common among all the project management types is that they focus on three important
goals: time, quality, and budget. Successful projects are completed on schedule, within
budget, and according to previously agreed quality standards i.e. meeting the Iron
Triangle or Triple Constraint in order projects to be considered a success or failure.
For each type of project management, project managers develop and utilize repeatable
templates that are specific to the industry they're dealing with. This allows project plans
to become very thorough and highly repeatable, with the specific intent to increase
quality, lower delivery costs, and lower time to deliver project results.

SCOPE
MANAGEMENT

HUMAN RESOURCE COMMUNICATIONS

MANAGEMENT MANAGEMENT

QUALITY PROCUREMENT PROJECT RULES AND

TIME MANAGEMENT COST MANAGEMENT RISK MANAGEMENT
MANAGEMENT MANAGEMENT RESPONSIBILITIES

FIGURE 1: INTERGRATION ON SCOPES IN PROJECT MANAGEMENT PLAN.

Based on the table above, it depicts the chart flow or methodology of management plan
in a facility services to carry out the project without any flaw. If there is a flaw detected,
there will be course of corrective action taken to follow back the flow of project in
discussed earlier before the project takes place as well.
Such methodology is very quantifiable by a measure to carry out the project by any size
of complexity. This scope is represented in a way of facility services as measure of
discipline to serve an impeccable factor and guiding the project deliverance by all chance
using allocated budget and resources.
In addition, such resemblances in this scope, it’s to take account of all changes in the
type of management that portray the evolvement of the project. Facility management
assist all the way in documentation purpose and project coordinating in all task, and
activities to be conducted stage by stage.
Such coordination with appointed project management plan/ team, it denotes the
project carries out in successful manner that doesn’t harm the operational flow and
business organization daily activities.
Every scope of management, detailed few key note of documentation and formal paper
works to address the project manager that activities and carries out in projects are up to
date, daily and weekly report of works conducted, and any extent of timeline of the
project in any form of flaw or defect.
In latter part, few appendixes will be attached and shown of the project life cycle taken
place in LF Logistics facility management collaborate with appointed TAKENAKA project
management team in order carry out the 3 storey warehouse Mega Distribution Center
project are conducting currently.

ROLE OF A PROJECT MANAGER.

The role of a project manager is very impeccable and tough timing when conducting a
project by building a network between the executives and downline teams that conduct
the job and at the same time reports the works of the project life percentile to the top
tier managements and stakeholder which conducting the project in their specified
requirement and timeline.
It is a role that such personnel being a project manager responsible for managing the
project scope, schedule and cost to support the sponsor expectations for the successful
completion of the project.
Such typical duties of a project manager included are:-
- Implement the infrastructure of sound project management tools and
techniques to help ensure the success
- Managing the development of the project communications through the plan,
the project charter, risk assessment, plans and detailed schedule.
- Provides leadership quality is working with the lowest organizational levels
possible and escalating the task and activities without any interruptions.
- Monitoring schedule and cost versus project progress to identify the problem
that could potentially extend the schedule or overrun the cost and replace the
project back in track.
- Taking Corrective Action Taken by directive, recommending and taking which
threatens the project.
- Serving as the central point of the project sponsor and other stakeholder.
- Providing input to the performance reviews of the project team members.
A project is successful when it achieves its objectives and meets or exceeds the
expectations of the stakeholders. Stakeholders are individuals who either care about or
have a vested interest in your project. They are the people who are actively involved with
the work of the project or have something to either gain or lose as resulting in the
project. For an example, when managing a project to add lanes to a highway, motorists
are stakeholders who are positively affected. However, you negatively affect residents
who live near the highway during your project (with construction noise) and after your
project with far-reaching implications (increased traffic noise and pollution).
The project sponsor, generally an executive in the organization with the authority to
assign resources and enforce decisions regarding the project, is a stakeholder. The
customer, subcontractors, suppliers, and sometimes even the government are
stakeholders. The project manager, project team members, and the managers from
other departments in the organization are stakeholders as well. It’s important to identify
all the stakeholders in your project upfront. Leaving out important stakeholders or their
department’s function and not discovering the error until well into the project could be a
project killer.
Figure 2 illustrates the sample of the project environment featuring the different kinds of
stakeholders involved on a typical project. A study of this diagram confronts us with a
couple of interesting facts.
First, the number of stakeholders that project managers must deal with ensures that
they will have a complex job guiding their project through the lifecycle. Problems with
any of these members can derail the project.
Second, the diagram shows that project managers have to deal with people external to
the organization as well as the internal environment, certainly more complex than what a
manager in an internal environment faces. For example, suppliers who are late in
delivering crucial parts may blow the project schedule. To compound the problem,
project managers generally have little or no direct control over any of these individuals.
Project stakeholders. In a project, there are both internal and external stakeholders.
Internal stakeholders may include top management, project team members, your
manager, peers, resource manager, and internal customers. External stakeholders may
include external customers, government, contractors and subcontractors, and suppliers.
Diving more deeper to see the stakeholder relationship towards project manager that
conducts the project life on it’s own peak as well. As here in LF facility management
cooperates before the mega projects takes place, its inevitable to conduct a better traffic
flow for the organization daily use without interrupting the daily business routine.
Escalating few issues to control and provide better traffic flow in existing traffic
compound for every level organization in LF logistics and lorries traffic flow for loading
and unloading warehouse supplies without any disturbance. Here are key point that
notes out from facility management side:-
 1. to explore traffic flow options.
- - to widen existing side entrance for truck ingress/egress. .
- - to reinforce drainage cover for truck movement.
- - list of material to dismantle.
- - site assessment on double park option at current motorbike parking
(elevated flooring, manhole cover etc.)
- - site parking at narrow driveway.
- - Any other matter (AOM).

As a matter of fact, the following feedback form appointed project team has secured a
proper documentation and paperwork to ensure the traffic flow takes place without
interrupting the LF Logistics daily business routine. As attached here Figure 3 of proposed
traffic flow from TAKENAKA site survey and conducted topography reports as well
FIGURE 3: Illustration of proposed traffic flow for LF business organization use and
incoming and outgoing lorries for loading/unloading purpose by TAKENAKA project team.

The appointed project team now works in detailed manner where LF facility
management helps to conduct the task and activities by supervising the job carried out
the project team with PTW (permit to work) by adhering the safety measures during the
task and activities carried out.
To be more profound, the task carried from day 1 to present day will be attached later in
appendix to illustrate more on the project management plan that has been adhered by
LF facility management with TAKENAKA project management team.

PROJECT MANAGEMENT LIFE CYCLE.

All projects follow the same project management life cycle, from initiation to
Closure, it is during the life cycle of any project of any project proven and tested project
management processed or best practices are applied by successful project managers.
The types and extent of processes implemented depends on the nature of the project,
i.e. size, probability of failure and consequences of failure to the organization or program
that the project is supporting. Effective leaders implement an infrastructure for success
and discipline that will help ensure that the organization is protected.
Every project follows the same project life cycle:-
- Initiation.
- Planning.
- Execution.
- Pre-construction.
- Construction.
- Control.
- Closure.

a) Initiation
- Project Initiation brings together key, foundational documents to define the
project, business concurrence for the project, project sponsorship, and on-
going project governance. Project Initiation, by performing several critical steps,
ensures a successful project start-up and gives you a solid head start to be
achieving project objectives.
The initiation phase basically acknowledges that the project begins. This
process group provides required approvals to the university to commit
resources required for the execution of the project and, authorizes the Project
Manager to start working on it. Initial documents are produced that will serve
as reference for future phases of the project.
As here with TAKENAKA project team and LF facilities management team had
several meetings to ensure the initiation works to begin with before mega
construction takes place as in desired timeline. For a start, as mentioned earlier
regarding the traffic flow for business unit and incoming lorries, earlier it is a
pertinent site visit to outdraw the agenda of traffic flow and electrical power
supply tapping to ensure LF business runs smoothly. Finally, the figures will be
attached in appendix in later part.

During this Initiation phase, such following has occurs:

- LF stakeholders has agreed to the vision and mission of the project.
- LF stakeholders defines the major goals & project justification.
- TAKENAKA project team and LF stakeholders meet to discuss the following:
 a) Project scope (the sum of the products and services to be provided as a
project)
b) Funding sources (where the monies are coming from to support the project)
c) Risk’s and potential issues
d) Goals and objectives
e) Milestones
f) Project time line
g) Lines of communication between the project team and the stakeholder
h) Project team has seek approval from MBSA, MITI, and KPDNHEP during PKP
times.
i) After seeking approval from government bodies and other agencies, the
project team proceeds to planning phase.

b) Planning
- Construction planning is a fundamental and challenging activity in the
management and execution of construction projects. It involves the choice of
technology, the definition of work tasks, the estimation of the required
resources and durations for individual tasks, and the identification of any
interactions among the different work tasks. A good construction plan is the
basis for developing the budget and the schedule for work.

Developing the construction plan is a critical task in the management of

construction, even if the plan is not written or otherwise formally recorded. In
addition to these technical aspects of construction planning.

Essential aspects of construction planning include the generation of required

activities, analysis of the implications of these activities, and choice among the
various alternative means of performing activities. In developing a construction
plan, it is common to adopt a primary emphasis on either cost control or on
schedule control. Some projects are primarily divided into expense categories
with associated costs.

Traditional scheduling procedures emphasize the maintenance of task precedence

(resulting in critical path scheduling procedures) or efficient use of resources over
time (resulting in job shop scheduling procedures). Finally, most complex projects
require consideration of both cost, and scheduling over time, so that planning,
monitoring and record-keeping must consider both dimensions.
 During this phase the project goals and objectives are formulated. A project
management plan that will be used achieve the project goals and objectives is
created by analyzing alternative courses of action and selecting the one that will
produce the best results for the project. During this phase risks are identified,
budget, project scope and schedule are analyzed and defined. Procurement
requirements are also reviewed and incorporated in budgets and schedules.

During the Planning Phase the following occurs:

1) Project team members establish and document the roles and responsibilities for
the project.
2) Project team shall as much as possible, identify the resources needed, the cost
estimates, and a broad timeline.
3) Project team begins developing the project budget (the amount and
distribution of money allocated to a project).
4) Project team begin developing the project schedule (planned dates for starting
and completing activities and milestones throughout the project).
5) Project team performs a risk assessment, analysis, and plan, and if required
include mitigation options as appropriate.
6) Project team determines the plan for project quality management including a
strategy, quality assurance, and quality control activities.
7) Project team shall as much as possible describe and document, in sufficient
detail, the projects deliverables and the work required to achieving those
deliverables.

c) Execution.
- The Project Execution Plan (PEP) is the core document for the management of a
project. It is a statement of policies and procedures defined by the project
manager for the project sponsor/project director's approval. It sets out in a
 structured format the project scope, objectives, milestones, communication
plan, Project change control procedures and other key project information.

This process involves putting the project management plan into action. The
Project Manager will coordinate and direct project resources ensuring that
goals and objectives of the project are achieved. During this process approved
changes are applied and the majority of project resources are utilized. The
purpose is to ensure that publicly funded construction and consulting services
are acquired using a process that is open, fair and transparent.

During the Execution Phase the following occurs:

1)The Project Manager sends out requests for pre-qualified architects to bid on the
project work.
2) The Project Manager/Project Director evaluates and scores the bids based on the
following criteria:
a) Submission of the required documentation
b) Fees
3) When the approval to hire has been granted, the Project Manager/Project Director
awards the contract to the winning bidder.
4) The Project Manager prepares a projected “Cost Estimate” which breaks down the
costs associated with resources, services and materials required for the project.

d) Pre-Construction.
- The key aspects of pre-construction include a detailed design, schedule, and
budget. In preparing the design and schedule the main objective is to
completely satisfy the stakeholders’ requirements both in initial construction
and ongoing operating and maintenance costs.

Pre-construction steps include confirming the stakeholder’s requirements,

establishing detailed design criteria, conducting/procuring detailed
engineering, reviewing the various project components and considering value-
added or less expensive options, preparation and submittal of permit drawings,
soliciting Requests for Proposals from contractors and equipment vendors,
developing a detailed construction schedule and preparing a construction
budget.

To assure the project starts off on the right track a thorough review with the
users of their future processes and activities in and around the project space is
essential. The ease with which all necessary permits can be secured depends
heavily on clearly communicating the intent of the work, and on the accuracy of
the design presented to permit authorities. While the users are often consulted
during the permit application step and other pre-construction activities the
capstone for this phase is a detailed review and confirmation of the
construction budget, an appropriate construction contingency and the accuracy
of estimates to date.

During the Pre-Construction Phase the following occurs:

1) The design process begins to be implemented. The architect will submit
initial project drawings for review and approval.

2) Design reviews are conducted at 30%, 60%, 90% and 100% completion stages
of the project, design reviews are used primarily for the purposes of conducting
a thorough evaluation of a proposed design in hopes of determining whether
that current proposed design will in fact meet the project requirements set
forth by the stakeholder.

3) The Architect shall develop a substantive construction cost estimate

(predicting the costs of a project); the estimate shall be updated and submitted
at each of the Construction Document deliverable stages (30%, 60%, 90% and
100%). Variances between the costs at each of the stages shall be highlighted
and explanation given for the variance.

4) The Project Manager in consultation with the architect sends out requests
for pre-qualified contractors (a person or organization that undertakes
responsibility for the performance of a contract) to bid on the project work.
 5) The Project Manager/Project Director evaluates and scores the bids based on
the following criteria:
a) Submission of the required documentation
b) Fees

e) Construction.
- With a well-founded concept, design and budget established, the construction
phase commences with the award of construction contracts and ground-
breaking. This phase is primarily concerned with the build-out, and with
assurance of timeliness, quality and cost control, and safety in every facet of
construction. The project manager has broad responsibilities in relation to the
delivery of the project and executes many of these responsibilities by
employing consultants and contractors.
A consultant will be engaged to act as the University’s agent for quality
assurance and progress oversight, usually including coordination of required
inspections in each step of construction. Often this consultant will be the principal
design consultant. This consultant will also normally provide contract related
administration services and manage issues such as contractor requests for
information (RFI).
Likewise, a general contractor will be engaged for subcontracting and managing
labor and control of the construction works at the site. In addition to constructing,
the general contractor is responsible for site safety and security.
During the Construction Phase the following occurs:
In-order to ensure the project is on budget and delivered on time, the Project
Manager monitors construction activities to ensure potential problems can be
identified quickly and corrective actions taken. To ensure this, the Project Manager
oversees the following:
a) Project safety.
b) Project quality.
c) Project issues and risks.
d) Project budget variances (potential cost increases or decreases).
e) Project schedule variances (potential project delays).
f) Project scope variances (change to project costs).
g) Project procurement.
h) Project invoices.
 i) Monthly site meetings with the architect and contractors.
j) Communication with stakeholders (provide project status and updates).

f) Pre-construction.
- Assuming a well prepared plan is executed well and minimal surprises along the
way, the post construction phase will be fairly straightforward. The Post-
Construction phase is concerned with facility start-up, verification of all
functions of the work through commissioning, and finally, occupancy. Precise
planning is essential to ensure that all components and systems of the work, be
they structural components o8r installed equipment, function as designed, and
as intended. Most facility start-up plans include a high level of input from
equipment providers, operators, maintainers, and users. The facility start-up
process includes verifying that detailed systems integration has occurred
(building and occupant equipment) using previously prepared systems
checkout lists and systems.

Post construction will also see the generation of a certificates enabling

occupancy, establishing maintenance routines/spares procedures and
furnishing maintainers with copies of all close-out documents such as as-built
drawings, warranties, contractors’ insurance, and license information and O&M
manuals, and training. All building information must also be entered into facility
records/asset management systems. These post construction activities lead to
project handover and building occupancy at which point the installation of all
equipment requiring calibration and furnishings. The project manager also
turns the space over to the user or their representative with appropriate
guidance and direction regarding future maintenance or deficiency issues.

During the Post Construction phase:

The Project Manager coordinates the following activities and ensures corrective
actions are immediately taken to solve any noted deficiencies.
a) Project Commissioning Report.

b) Project Handover.

c) Project Documentation and Software Handover.

d) Project As Built Drawings and Records Handover.

e) Project Fire Protection Systems& Verification Report.

f) Project Architect/Engineering Verification Letters.

 g) Project Asset Management Update.

h) Project Hazardous Materials Update.

i) Project Operation Manuals.

j) Required Training.

k) Building Floor Plan Updates.

g) Control.
- Project control begins early in the project with planning and ends late in the
project with project closure. Project control specializes in managing total
project development for construction projects with three primary goals: time,
cost and quality controls.
The traditional view of project control is cost & schedule. It is a believe an
effective project control process can be applied through various sub-disciplines,
such as:

• Planning, scheduling & project reporting.

• Earned Value Management.

• Cost Engineering, estimating, cost control and forecasting.

• Change order management & controls.

• Risk exposure and delay claims.

Importance of Project Control.

 The development of a suitable project control system is an important part of
the project management effort. Despite the continuous evolution in the project
management field, it appears evident that project controls are important in the
achievement of project objectives. Project performance can be improved if
dedicated project control systems are in place and are followed. Success factors
are based on good project control practices, which result in good cost and
schedule outcomes.
When collaborate with LF facility management, we become partner, managing
the project from the ground up. We coordinate, manage – on a day to day basis
– all phases of the project, from planning to design, to construction and finally
to occupancy.

The Project Manager utilizes the tools and techniques in the Project
Management Methodology Manual to manage the following:

a) Changes to the Scope.

b) Budget Updates.

c) Schedule Updates.

d) Communication with Stakeholders.

e) Risk Management.

f) Project Quality.

g) Project Safety.

h) Closure.
- Project closure is an important part of project management, sometimes
overlooked. A project that is not closed will continue to consume resources.
Closing a project means finishing all activities across all process groups, splitting
up the project team and signing off the project with the stakeholders.

Closing a project is not as easy as it seems. You need to first ensure that the
project closure criteria have been fully satisfied and that there are no
outstanding items remaining. You then need to identify the project
deliverables, documentation, supplier contracts and resources. Finally, you will
want to initiate a communication plan to inform all project stakeholders that
the project has now been closed.

Following the closure of any project, you should always review its overall
success by undertaking a post implementation review. This review helps you to
determine whether the project delivered the business benefits, met the
customer's requirements and remained within scope and budget. It will also
help you determine whether the project conformed to the management
processes identified, such as change order management and quality
management.

Final reporting is not only about describing and listing the various project
activities, it is more about summing up your successful achievements, but also
failures, experiences and lessons learned, for yourself and others. The
information could then be used for any future projects.

Although the project has come to an end, the aim is that the project outputs or
results or the cooperation would not come to a stop.
During the Project Closure Phase the following occurs:
a) Post construction review

b) Contractor performance review

c) Architect performance review In addition to the above, the Project

Manager also conducts a project handover with Stakeholder.
The project handover consists of the following elements:
a) Demolished Equipment Listing

b) New Equipment Listing

c) Equipment Performance Testing

d) Operation and Maintenance Manuals

e) As-Built Drawings

f) Preliminary Walk Through

g) Maintenance Training

h) Safety and Security Testing

i) Final Walk Through

j) Punch list (minor tasks needed to be completed)

k) Occupancy Permit

l) Sub-Systems Testing (Fire Alarm, Sprinkler, Security)

m) Integrated Systems Testing (Electrical, Mechanical, Heating Ventilation

and Air Conditioning (HVAC))

n) VOC (Volatile Organic Compound) Sampling/Increased Ventilation Required

 APPENDIX.

FIGURE 4:
Takenake is conducting SI at Phase 1 / warehouse B at current MBLZ storage area commencing from 15th
Apr’21. The affected work sites namely BH 5, 6 and 7 require to be vacated no less than 6m x 6m.

FIGURE 5:
SOW by TAKENAKA project team on Initiation Phase and the elaboration of the SOW as follows

Below please find our explanation for requesting MSB shut down during site survey.
The purpose of this shut down is

- to check each outgoing breaker from MSB to SSB/DB are correct (to avoid wrong disconnection and affect
phase 2 operation)

- to make sure that all the live cable at phase 1 is disconnected (during demolition)

- phase 1 & phase 2 cable are identified and avoid wrong cable are cut during demolition

The procedure as following:

1) Checking with LF maintenance for the outgoing breakers to Phase 1 distribution board

2) Close outgoing breakers 1 by 1 to make sure the outgoing breakers are correct

3) Phase 2 breakers to check also (if LF allowed)

4) Might affected phase 2 area when closing phase 1 breakers if wrong information received.

5) After all phase 1 breakers are checked and confirmed, close all phase 1 breaker

6) Check the cable support at phase 1 to make sure that phase 2 cable are not mix together

7) Identify and mark the phase 2 cable if any, that installed together with phase 1 cable

8) Energize back all breaker.

FIGURE 6:
Traffic flow suggestion by TAKENAKA project team without impacting business operation and incoming traffic
flow.
FIGURE 6:
TAKENAKA site survey report for Protection Work Method for Temporary Supply of Construction Site.

FIGURE 7:
Shows the existing outgoing 600A TPN MCCB (SSB/P2) located at MSB 2. This existing outgoing 600A MCCB
(SSB/P2) will be used to supply the electricity to the construction site since this existing outgoing 600A MCCB will
be disconnect from existing SSB/P2 that located inside Phase 1 warehouse during Phase 1 warehouse demolition
work.
FIGURE 8:
Temporary supply for Phase 1 construction site is 400A. The load calculation for Phase 1 construction site
temporary supply is show as table above. The estimated temporary supply for Phase 1 construction site is around
307 A. Thus, the existing outgoing 600A MCCB (SSB-P2) is capable to supply the electricity to the construction
site.
FIGURE 9:

The flow chart below is show how the temporary supply for construction site supply from the existing outgoing
600A MCCB (SSB-P2) at MSB2 to the new SSB and DB at construction site. The existing outgoing 600A MCCB (SSB-
P2) at MSB 2 will supply electricity to the new metering panel that will be installed in the existing LV Room. After
that, the electricity will flow from the metering panel to the new SSB-400A that located in Gridline 20 of
construction site. Then, the new SSB-400A will be distribute the supply to other outgoing SSB, DBs and isolator of
tower crane as show as flow chart below.

FIGURE 10: The figure above shows the existing outgoing 600A MCCB (SSB/P2), new metering panel and SSB-
400A location. The existing outgoing 600A MCCB (SSB-P2) is located at existing LV room and a new kWh metering
panel will be installed at existing LV room as shown in figure above. While the new SSB-400A will be installed at
Gridline 20. The existing 8x120mm2 FR cable (cu) will be use to connect from the existing outgoing 600A MCCB
(SSB-P2) at MSB2 to metering panel and then only to new SSB-400A.
FIGURE 11: shows the new kWh metering panel layout that will be installed at existing LV room.

FIGURE 12: there is overcurrent and earth fault (OC/EF) protection relay installed at the existing outgoing
600A MCCB (SSB/P2) at MSB 2. This protection relay is set and calibrate to operate at or above a specific current
level and earth fault level. Hence, the contact of the protection relay will operate and energized to trip the MCCB
when it detects overcurrent and earth fault happen. Therefore, existing OC/EF protection relay still able to trip
existing outgoing 600A breaker (SSB/P2) and without interrupt the existing warehouse power supply whenever
there is fault happen in temporary supply connected circuit and in case the protection relay in new SSB-400A
broken /malfunction.
FIGURE 13: shows the single line diagram of new 400A SSB (weather proof type) temporary supply panel that
will be installed at construction site. There is another new OC & EF protection relay (which highlighted in red) will
be installed in this SSB. Therefore, SSB-400A MCCB will be tripped before the existing outgoing 600A MCCB (SSB-
P2) at MSB 2 trip whenever there is fault happen in temporary supply connected circuit and without interrupt the
existing warehouse power supply. An EF protection relay also will be installed for isolator of the tower crane.

FIGURE 14: From the table 2, the overcurrent protection relay will control by the fault current (%) and the
earth fault protection relay will be controlled by the time setting (how fast for the relay need to trip the breaker
when fault occur. The existing protection relay at existing outgoing 600A MCCB required to recalibrate because it
need to be set less sensitivity compare to new protection relay that install at new SSB-400A and SSB-250A. So
that, the new protection relay at new SSB-400A and SSB-250A will be tripped immediately before the existing
outgoing 600A MCCB (SSB/P2) at MSB 2 trip when fault happen in temporary supply connected circuit. This
method also can avoid the interruption of existing warehouse power supply when fault happen in temporary
supply connected circuit
 CONCLUSION.
As reaching the final part of this assignment, it can be concluded that project
management plan carried out by LF facilities management are delighted to handle such
mega project in fixed timeframe co-operating with appointed project team and
authorized contractors to run the project without any fail.
Such methodology and framework has been explained thoroughly enough to picturize
how LF facility upkeep the day to day jobs and task carried out to ensure no drawbacks
acquired along this project life sustains. It is very concerning where top to bottom in the
organization level of facility team and appointed project team to synchronize the project
sums in every detail required.
In addition, small details acquired are reported to project manager and thus prepares a
formal presentation or documented report to communicate with stakeholders and top
tier management on the project up-to-date, project succession, project drawbacks and
setbacks, project completion period and percentage of tasks carried out throughout the
project.
Furthermore, Project management plan which describes the project life cycle are
normally the same as other project as well, whereas in here it’s a team work to be
carried out within the organization and with project team without interrupting the
business routine in LF.
As completing my conclusion here, its inevitable that the framework and methodology
from facilities management has helped TAKENAKA project team to carry out their task
after several site visit and pinpoint collateral setbacks when mega construction projects
carried out. Its very challenging faced by both team to ensure this project life sustains at
its very peak on a daily basis.
 REFERENCES.

1) https://www.teamwork.com/project-management-guide/project-
stakeholders/
2) https://www.apm.org.uk/resources/what-is-project-management/
3) https://www.apm.org.uk/resources/what-is-project-management/
#:~:text=Project%20management%20is%20the%20application,a%20finite
%20timescale%20and%20budget.
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Edycja-polska,21170.pdf
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