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Name: Mohd. Norizam Md.

Salleh

Student ID:CGS00534317

ASSIGNMENT – EMPM5103
(Part A & Part B)

Tutor: Dr. Goh Tee Teck Name: Mohd. Norizam Md. Salleh IC No: 670703-01-6045 Student ID:CGS00534317 Master Project Management

SEPTEMBER SEMESTER 2010 PRINCIPLES OF PROJECT MANAGEMENT – EMPM5103 ASSIGNMENT (50 %) INSTRUCTIONS: ANSWER ALL QUESTIONS.

I/C No: 670703-01-6045

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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

Table of Content
Description Page

Part A
Separator Question 1 Question 2 Question 3 Part A: 1 Part A: 2-5 Part A: 6-10 Part A: 11-20

Part B
Separator Question 1 Sample Project Quality Plan and Appendix Part B: 1 Part B: 2-9 PQP: 1-60

References

A

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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

ASSIGNMENT – EMPM5103 PART A

I/C No: 670703-01-6045

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PART A Question 1 The primary project success/failure criteria involve time, cost, and performance. Discuss how these parameters may be defined as project objectives to achieve the criteria. [20 marks] Answer 1 Before we go and discuss further about this topic, the following are the defination of project, time, cost and performance; Project - means to produce deliverables or to achieve a predetermined targets and objectives. Time - A define start and end dates as stipulated in the contract to carry out a specific project. Cost - Funding limit to carry out all the necessary works to complete a specific project at desired quality. Performance - A specific objective that to be completed within certain specifications, safety and sustainablity. Today definition of project success also has been extended or modified to include project completion : • Within the allocated time period • Within the budgeted cost • At the proper performance or specification level • With acceptance by the customer/user • With minimum or mutually agreed upon scope changes • Without disturbing the main work flow of the organization • Without changing the corporate culture (Harold Kerzner, 2009) In any project these three elements which are time, cost and performance shall always be referred in determining whether the project is success or fail. A successful project must be able to achieve the deliverables or the predetermined targets and objectives in its completion or at the end of project life cycle. The time, cost and performance are interconnected and as the project objective they are to be defined and accepted by the employer or the project owner at the initial stage e.g. during the project briefing, before the detail design and technical specifications are finally prepared.
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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

Time is a very essential project objective, shall the project can be completed on time or at the extended time due to change in scope of works, despite it met the project owner dateline, in directly it also can control the cost. No more cost is required for a completed project but if a project is delayed or prolonged the contractor shall sufferred esclating cost especially on the additional company resources required to complete the remaining works e.g manpower, equipment, facilities and etc. In which all these resources can be transferred to other project and company can make profit shall the project is completed. On the other hand, for the project owner a completion of a project on time shall mean that they can carry out their business as per their scheduled and it is a possibility to make a good fortune. For example shall a shopping mall is completed on time and can be opened one month before Hari Raya festive, the owner can carry out their business as planned, attracted the crowd to shop in their mall and make a relevant profit. But shall the completion of the mall is delayed and the mall cannot be opened before the Hari Raya festive, the project owner not only shall lose the opportunity to make money but also shall suffer extra cost. That is why in most cases the project owner imposes LAD (Late and ascertain damages) as a penalty to the contractor shall the project delayed. Another important project objective is cost or a project budget. Cost is important because in any project the project owner had allocated the cost, base on the budgeted cost. Shall the works is completed beyond the estimated cost and even exit the allocation for contingencies, both the contractor and project owner will suffer especially if the project owner have insufficient fund for the additional cost. Therefore a successful of a project also takes into account whether the project is completed within the estimated cost in order for all the people involve getting their pay. Last but not least, performance of a project is achieved when it can be completed within accepteble specifications, safety and sustainablity. Despite to be completed on time and within the estimated cost, a project must also be completed at accetable performance, sustainable and safety. Therefore any subgrade works, poor worksmanship and low grade material must be advoided. Shall all these three project objectives can be achieved then we can say that the project is completed sucesssfully. Managing a project within time, cost and performance is easier said than done. As shown in Figure 1.0, time, cost and performance are the main constraints of a project. If the project is executed/completed outside the customer expectation, then the project has a fourth constraint which is requires a good customer relation or customer friendly in order to allow for the entended completion time, additional cost or maybe at a lower but acceptable standard. (Rahman Ayub, Ahmad Hilmy Abdul Hamid 11th. April, 2007),

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Figure 1: System/Product Life Cycle (Harold Kerzner, 2009) The success or failure of a project shall very much depending on how best the project manager can produce the deliverables or the predetermined targets and objectives within the stipulated time, budgets cost and acceptable performance. Therefore a project manager must do a good planning to determine how much time shall be required and what is the estimated cost will be needed in order to complete a specific project at a desirable performance, sustainability and safety by the project owner. In order to do that a project manager despite to do a good planning, they also must control and organize well all the company resources e.g. money, manpower, equipment, facilities, materials and information/technology during the “execution of the project” and “the project close out” phases to avoid over budget, project delay and sub standard performance which might caused the projects failure. (Harold Kerzner, 2009. Pg. 8) There are several factors that are important in ensuring a successful completion of a project. Those factors are : i. A good field construction representative must be present to represent the interest of the owner and designer ii. Availability of good and detailed construction schedule that is developed by the contractor of the project iii. A good project control system must be developed to monitor, measure and evaluate the cost, schedule, labor-hours and quality of works. iv. Good communication among all parties in a project (Oberlender, 1993)

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Planning tools such as Critical path method (CPM), Project Evaluation & Review Technique (PERT) method and etc are some of the method that can help a project manager to control time consuming and track thoroughly the execution and works progress. With the planning tools, the project cost shall also be translated in terms of project resources such as workers man-hours, materials, equipment, plants and machines. Therefore the cost and the quality of works can also be monitored planned versus actual. Upon the completion of a project, the performance is one of the ultimate issues despite of completion on time and within estimated cost. Managing a project, a project manager must manage it within certain guidelines, policies, procedures, rules and direction of his organization in order to produce outputs/objectives that have been set. Thus the constraint on time, cost and performance is to be achieved as the project objectives within a limited resources given by the company. Yes, the success or failure of the projects is measured whether it has been done within the specific time, cost and quality.

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Name: Mohd. Norizam Md. Salleh

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Question 2 A project life cycle is a collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. Discuss the characteristic of the project life cycle in this context and indicate the phases that need to be taken to ensure it is used in the realization of a client’s aspirations. [20 marks] Answer 2 Every program, project, or product has certain phases of development known as lifecycle phases. A clear understanding of these phases permits managers and excutives to better control resources to achieve goals. During the past few years, there has been at least partial agreement about the life cycle phases of a product. They include; • Research and development • Market introduction • Growth • Maturity • Deterioration • Death (Harold Kerzner, 2009) The theorical definations of the Life cycles phases of a system can also be applied to a project and the phases are as follows; • • • • • Conceptual Planning Testing Implementation Closure

Description of Project Life Cycle according to Harold Kerzner, 2009 can be described as follows; i) Conceptual phase is include the preliminary evaluation of an idea. It should include a preliminary analysis of risk and the resulting impact on the time, cost and performance requirements, togather with the potential impact on company resources.

ii) Planning phase is mainly a refinement of the element in the Initiate/start up phase and requires a firm identification of the resources required and the estalishment of realistic time, cost and performance parameters. The initial preparation of necessary documentations to support the system are also
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Student ID:CGS00534317

included. If the project was tandered in a competitive bidding the conceptual phase would include the decision of whether to bid, and the planning phase would include the development of the total bid package (i.e. time, schedule, cost and performance). iii) Testing phase is predominently a testing and final standardisation effort so that operation can be started. At this stage almost all documentations must be completed. iv) Implementation phase is where the project’s product or services were intergrates into the existing organisation. Idf the project was developed for establishment of a marketable product, then this phase could include the product life-cycle phases of market introduction, growth, maturity and a portion of deterioration. v) Closure phase is includes the reallocation of resources. For a company that sells product to the people, as one product begins detrioration and death of it life cycle a new products or projects must be initiated. Company within this environment shall keep intiating new projects to survive. The closure phase evaluates the total system, also serves as input to the conceptual phases for the new project and system and also has an impact on other on going projects which is to identifying priorities.

Figure 2: System/Product Life Cycle (Harold Kerzner, 2009)
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Name: Mohd. Norizam Md. Salleh

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In Figure 2, the complete phases of a project and those products are compared. Different authors might give 4, 5 or six phases of Project Life Cycle. Some try to elaborate more variables for examples conceptual is the same as Initiation and testing (depend in which industry you are in, electronics or manufacturing, they add in testing before implementation, and in the construction of buildings, normally people shall include testing & commissioning under execution phase). So it does not matter how many variables to be taken, but fundamentally in LIFE CYCLE always covers INITIATION (some call it as conceptual or feasibility), PLANNING (some call it DESIGN/ENGINEERING STAGE), EXECUTION & CONTROL (some include TESTING in this phase or separately) and CLOSE OUT (some call TESTING STAGE & HAND OVER). Below is one example of “Project Life Cycle” process in gas pipeline construction projects. The phases used smilar with other construction industries namely Initiate/Start up, Planning, Excecution and Close out.

Figure 3: “Project Life Cycle” Flow Chart in Gas Pipeline Installation/Construction Works. A sample of a complete “Project Life Cycle” in gas pipeline project in respective phases are tabulated in Table 1.

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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

Table 1: A sample of Project Life Cycle Phases in Gas Pipeline Project. No
1

Project Life Cycle Phases
Initiate

Activities Involves Under Each PLC Phases
• • • • • • • • • • • • • Tender stage. Time/Costing/Performance. % of Profit and risk analysis. Documentations for tender submission Submission of Tender. Tender clarifications meeting Received Letter of award and Acceptance of LOA. Signings of contract document. Identify method of construction to be used. Preparing of work schedule for all required works Carry out land survey works. Carry out utilities mapping using radio detection and GPR. Contacting utility companies via letter about the proposed new gas pipeline and conducting site visits with the all them, to identify where their utilities were laid before. Carry out the engineering/design works. Producing the construction plan. Submission for local authority works permit, site visit and to follow up. Submission files for “Approval to Install” for the proposed gas pipeline to Energy of Commission and to follow up. Procurements of all required raw materials. Nominates sub-contractors. Buy/rental equipment, machineries, manpower and other resources. Received the delivery of pipes and raw material on site or at project store/yard. Pipes stringing. Pipes welding. Installation of pipeline using HDD and the open cut method. Tie-ins/connection of all sections of the laid pipeline. NDT (X-Ray) and Third party review of NDT film. Pipeline hydro test. Dewatering/Swabbing/Drying. Valves installation Nitrogen packing Approval to Operate (ATO) from Energy Commission, Commissioning the entire pipeline. Punch list Handover documents and drawings Submit maintenance manual Apply Initial Acceptance from Client Defect liability period (12 months) Apply Final Acceptance Certificate from client.

2

Planning

• • • • • • • 3 Execution/Control • • • • • • • • • • • • • • • • • •

4

Close up

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By tabulating all the works involves in a project, the contractors shall be able to see what are the critical paths and the area of concerns that need to be tackled in order to realise the project to client’s expectations which are to complete the project within the scheduled time, extimated budged, at acceptable quality, safety and sustainability.

Figure 4: Representative Project Life Cycle, per Morris (PMBOK Guide) Figure 4, shows the four phases of project life cycle as explain by Morris. The graph also ilustrate each phases with respect to project completion percentage. The informations and lessons learn in completing a project life cycle shall later be applied to the new projects in a better understanding, improve controlling system, can be closed and hand over to the client smoothly and neat. Organisations that practice Project life cycle, the following additional andvantages can also be benifited and the are summerised as below; i) Clearer delineation of works to be accomplished in each phases are now possibe. ii) Pricing and estimating for the next projects may now be a lot easier. The lesson learn can become a “base marking” for the budgeting and costing for future smillar project. iii) Company can makes profit and incremental of funding is possible.
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Question 3 The word “Planning” is often used as a yardstick of the difference between the good project manager and the poor project manager. Discuss how project managers manage planning of the project. [20 marks]

Answer 3 Managing a project planning is a discipline for stating how a project will be accomplished timely, within budget at acceptable performance, safety and sustainability. Often projects fail because they are poorly planned, or even completely unplanned. Therefore the failure will come as a complete surprise rather than being preceded by periods of worry and depression. Without proper planning, a poor project manager, might drive the projects to start off “behind the eight ball”. The consequences of poor planning include; i. ii. iii. iv. v. vi. vii. viii. Project definition without defined requirements Wild enthusiasm Chaos Search for guilty Punishment of the innocent Promotion of nonparticipants Disillusionment Project failure

(Harold Kerzner, 2009)

In the other hand a good project manager with a sound knowledge in integrating all the management process and the elements of the process shall be able to lead the projects to a success. A good project manager should master himself on all the nine knowledge and drive it throughout the project life cycle. The nine knowledge areas are as follows; a. b. c. d. e. f. g. h. i. Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management

(PMBOK)

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Four basic reasons for project planning are as follows; To eliminate or reduce uncertainty. To improve efficiency of the operation. To obtain a better understanding of the objectives. To provide a basis for monitoring and controlling work. The starting point for a good project plan is a proper understanding of the requirement and knows what exactly is the project supposes to achieve? Planning is essential to the successful execution of a project it involves thinking hard about the project, what it is to achieve and how the team will go about it. The main purpose of project plans is to guide project execution. Plans must be realistic and useful. A fair amount of time and effort must go into the planning process and the people knowledgeable in doing the work need to plan the work. Planning assumes two items: (1)That there is sufficient information available for planning purposes and; (2)That the people planning have sufficient experience to use the information wisely. A good project manager must plans realistically with regard to timely performance and reasonable cost. Meeting these criteria ensures that the actual project will be performed successfully within the scheduled time and financial constraints. Planning must be done logically and thoroughly if we are to have any chance for the project to succeed. In planning philosophy, we must understand two key points: With the nine knowledge areas and the basics reason for project planning, a good project manager shall be able to plan properly the project planning processes consist of the following activities: • • • • • • • • Statement of Work (SOW). Work Breakdown Structure (WBS). Project Logic Evaluation (PLE). Separate time, cost and quality planning. Time planning schedule. Risk management planning. Resource planning Communication planning

Derive a statement of work (SOW): One of the most important of project objectives is when the needs of the stakeholders are met. This is a narrative description of the end results that to be accomplished
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under the contract. Stakeholder is anybody directly or indirectly impacted by the project. Therefore, it is important to identify who are the stakeholders at the very beginning of the project. Identifying the stakeholders of a project it is not always easy, particularly those who are impacted indirectly. Some examples of stakeholders are as follows; • • • • The project sponsor/owner e.g. the shopping mall owner. The customer who receives the deliverables e.g. those retailers who rent the outlet in the mall. The users of the project output e.g. the customers who shop at the mall. The project manager and project team.

When the stakeholders are identified, the next step is to find out their requirements and to fulfil them. Conducting a stakeholder interviews is one of the best way to identify their requirement/need. Often stakeholders will talk about the need that aren't relevant and don't really required. This information can be recorded and noted as a low priority. That is why the interviews to draw out the true needs that create real benefits normally took a long time. Once all the interviews were conducted and the comprehensive priority lists are produced, a project manager need to set the goals that can be easily measured. A technique for doing this is to review them against the SMART principle, i.e.; specific, measurable, agreed upon, realistic and time based. This shall ease the project manager in identify whether a goal has been achieved or not. Once a clear set of goals have been established, they should be included in the project plan together with the needs and expectations of the stakeholders. Misinterpretation of SOW can and will occur no matter how careful the team had tried. Common causes of misinterpretation are as follows; • • • • • Mixing tasks, specifications, approvals Using imprecise language such as nearly, approximately and etc. No pattern, structure and chronological order Wide variation is size and description Failing to get third party review (Harold Kerzner, 2009)

The statement of works for good project managers is their intention to meet the project’s objectives and provide all project deliverables within the constraints of “Time, Cost and Quality”. When the most difficult part of the planning process is completed, we should move on and plan for the project deliverables.
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Work Breakdown Structure (WBS): The successful accomplishment of both contract and corporate objectives that have been derives in SOW, requires a plan that defines all the efforts to be expended, assigns responsibility to a specially identified organisational element, and establishes schedules and budgets for accomplishment of the works. The detailed planning is also established in accordance with company budgeting policy before contractual efforts are initiated. Traditionally, activity planning for the schedule is independent and separate from the cost. The accuracy and usefulness of the breakdown and relationship is dependent upon intimate knowledge of the construction elements, judgment and skills of the planner. WBS provides a tool for planning the activities, including estimates of resources, activity durations and costs. The basic aim of a WBS is to split the project into tangible deliverable items. The more work packages we split the project into, the more interfacing with other people, departments, functions or even companies there may be. However the less work packages there are, the harder it will be to budget and estimate resource requirements. It is advisable that a work package should not be more than 8 hours of work (or a day’s work). Otherwise, it will be difficult to assign resources, monitor progress and carry out performance measurement. In most construction programme, the activities define are mostly too large to be classified as a work package and at such it is difficult to assign specific quantifiable resources, difficult to estimates duration, and most of all difficult to provide a logic – predecessor/ or successor in a network diagram. In planning a project a project manager must structure the work into small elements that are: • Manageable so that specific authority and specific responsibility can be assigned • Independent element which have very minimum interfacing with • Integra table so that total package can be seen • Measureable in terms of progress (Harold Kerzner, 2009)

The WBS is structured in accordance with the way the work will be performed and reflects the way in which project costs and data will be summarised and eventually reported. It also must address how we will plan, organize, and control the major work activities to meet our goals of finishing the work on time, within budget and as specified. One important point before planning is that we do not want to do more than

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necessary to satisfy customer needs, since that is wasting money. On the other hand, we should not do less than necessary, or we may lose the customer. WBS also should consider other areas that required structured data such as scheduling, configuration, management, contract funding and technical performance parameters. WBS is important because it’s provides a common framework that covers; The total program can be described as a summation of subdivided elements. Planning can be performed. Cost and budgets can be established. Time, cost and performance cab be tracked. Objectives can be linked to company resources in a logical manner. Schedules and status-reporting procedures can be established. Network construction and control planning can be initiated. The responsibility assignments for each element can be established. (Harold Kerzner, 2009) The WBS shows and determines the smaller elements and activities thus providing the greater probability that every major and minor activity will be accounted for. Most common WBS is the six-level indented structure shown below: Managerial levels -> Level 1 -> Level 2 -> Level 3 -> Total program -> Project -> Task

Technical levels

-> Level 4 -> Level 5 -> Level 6

-> Subtask -> Work package -> Level of effort

After the works have been split into smaller elements, commonly CPM (Critical Path Method) is used to allow the project manager to measure project progress in order to achieved project goals.

Project Logic Evaluation (PLE): This is the process to predict success of the project, thus allow the project manager to look into alternative if there is changes occurred.

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Figure 5: Sample of PLE, DR. DAVID GOH TEE TECK (2010) How to understand a project’s logic We propose three steps to elicit the ‘full’ (explicit and implicit) project logic: 1. Knowing the project logic stated in the logical framework and other project documents; 2. Identifying the specific activities carried out during the project cycle, who decided about changes to the original design, why and under which circumstances; and 3. Investigating the practices that evolved over time, as result of the interaction of individuals Mirtha R. Muñiz Castillo and Des Gasper (May 2009)

Practices and relations, not only milestone and planned activities, should be the focus of any project assessment because a change process is not caused merely by a design. Change is pursued, lived and felt by individuals who negotiate goals, experience conflicts or reach agreements while seeking to exercise their autonomy in their specific circumstances. A project’s full de facto logic is jointly constructed – by project participants, project staff, formulators and other stakeholders. As such, the project logic should be discovered and reviewed through several channels during the project cycle so that changes in interpersonal relations and entitlements are traced over time. Hence, opportunities as well as challenges for project operational effectiveness, such as punctual interferences or high administrative workload (cf., Hirschman, 1967), could be identified and opportunely addressed. Separate time, cost and quality planning
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WBS separate all activities inclusive time, cost and quality and there are as follows;
i) Scheduling and costing - After developing the activities, the next step is to

estimate the duration requires and the activities sequence. From thereon, the network diagram is finally developed, which form the construction master programmes. The contract’s department, which is home for the project quantity surveyors and estimators normally, carries out the cost estimate and budgets. Once the project estimate and budget is established by the QS, the project manager is given a copy for his review and comment. If agreeable, the budget will then be sent for the project sponsor’s approval.
ii) Quality planning – Normally projects do require the contractor to submit a

Quality Assurance Plan (QAP) for the client’s approval and agreement. The quality plan has to meet the minimum quality specified in the contract specification and drawings. Due to the government and CIDB’s intensive promotion of the ISO 9000 quality system, it has become mandatory for projects to have a competent quality officer to manage and be accountable for the quality control processes in a project. Planning and controlling standards for quality are fundamental in both the design and construction phases of a project. Quality assurance involves the economic studies to select the types of materials and methods to be included in design and controlling processes, making certain that the works are carried out in accordance with the contract specification and drawings. Methodology ranges from computerized documentation, technical design, to sampling and testing products and structural dimensioning in the field. A proper and well-documented quality assurance plan should be submitted to the client’s consultant for approval. A good quality assurance plan will assure the client of your ability and provide confidence to the level of control and inspection conducted by the client’s representative. Quality assurance is always considered as the in-plant representative of the customer. Quality assurance is also the agent for improvement of the processes and product. Maverick SM (May 02, 2004)

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Time planning schedule This is so called milestone schedules contain such information as summarised as below: • Project start date • Project end date • Other time planning schedule • Deliverables or reports Other major milestone such as review authority’s matter, survey, design, procurement, testing and so on should also be identified and schedule. The planning schedule shall allow the project manager to manage all the works, track the planned and actual progress, taking contingencies measures to meet the date line and etc. Scheduling tools namely CPM, PERT, Gant chart and others are usually used.

Risk Management Planning For risk to be managed it must first be identified and recognized and then the likelihood of its occurrence and its consequences can then be assessed and steps taken to minimize its impact by deflecting to another party (e.g. buy insurance, subcontracting), mitigating its impact by reducing the probability of occurrence, or accepting the consequences should the risk occur. Risk management plan identifies as many risk events as possible, minimizes their impact, manages responses, and provides contingency funds to cover risk events that actually materialized. Risk management is a preventive process designed to ensure that surprises are reduced and that negative consequences associated with undesirable events are minimized. The challenge of project risk management is in identifying the risk retained and recognizing the fact that a risk, which is transferred under some circumstances, may be retained under others. Basically, transferring risk does not reduce risk, but places the risk at the foot of another party. In some cases, transfer can significantly increase risk because the party to whom it is being transferred may not be financially capable of supporting the risk. The Contract Form is the first reference by which risk will be assessed, thereby apportioning risk in a way, which is considered acceptable in the industry. In the event of dispute, it will be the first source of reference for an analysis of the respective rights, duties and liabilities of the parties. A building contract is a trade-off between the contractor’s price for undertaking the work and his willingness to accept a degree of risk. If the contractor is to carry certain
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specific risk, he should expect to see them reflected in his contract by an increase in the contract price. It must be recognized that standard forms of contract do have provisions for excusing the contractor from many risks affecting the project. It is often the misconception among developers that irrespective of the form of contract chosen, once the lowest tender has been accepted, the contract signed between the contractor and developer, all the risk of failure will be transferred to the contractor. At such, many developers tends to indulge in pernicious editing of the standard forms of contract to “redress’ the balance of risk, ultimately, it will result in an interpretation by the courts by virtue of implied terms that neither party had intended. In principle, a standard form of contract is to serve the industry to which it relates and it must produce an apportionment of risk, which is broadly regarded as efficient within that industry, or at least, to the extent that it is not, the inequalities should be capable of being identified and financially evaluated. Exaggerated expectations of the standard forms of contract and the failure to appreciate the strength of a claim (due to difference of appreciations of the facts of law and the illusion of certainty) are all common sources of disputes. Maverick SM (May 02, 2004)

Resource planning During staff acquisition phase, existing staffs are assigned to the projects after the project site organizational chart is submitted to project sponsor for approval. In the event of shortage, the management would outsource by advertisement or the project manager may recommend others known to him for employment particularly previous colleagues in the same industry or his friends with relevant education qualification and experiences. In the other hand, acquisition for materials and equipments are normally handled by the purchasing department and the machinery department. The project manager shall have to make formal request for them. Sometimes, the available resource may be insufficient or untimely and the project manager has to bargain and negotiate with the key functional managers.

Communication planning Project communication management plan is a document, which provides a detailed method of collecting and filing documents, a distribution structure and the method of accessing and updating information for the particular project.

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Successful project execution is almost impossible unless there is an effective communication system. If communication breaks down, it offers a potential barrier to information flow. Typically a project communications fall into the following categories Project correspondence Audiovisual presentation Project reporting, meetings, Training Listening. Performance reporting is part of the project communication system. Performance reporting – that include status reporting, progress reporting and forecasting are mandatory for every project which is stipulated in the conditions of contract. Project managers would be required to submit templates of the progress report format to the client for acceptance. Upon agreement of the sample format, the project manager would be required to submit biweekly or monthly reports, which would also include progress photographs of work-in-progress. Producing a concise and well-presented biweekly/monthly progress report is the best way for project managers to set the standard for reports on the project. It is also a good instrument to check on how the project is going. The main purpose of the report is to inform the key stakeholders as to how the work is progressing and to keep a running history of vital project activities. Project forecasting predicts future project status and progress based on past information and trends. Earned Value analysis (EVA) can be used to estimate the budget at completion based on how the project is progressing. In the other hand project meetings are integral progress review elements of a project. Meetings help determine delays (that have occurred) and achievements according to the baseline plans. It is also important to get the entire project team members together at scheduled times to talk and listen about the project. Meetings can help team members to know where the individual parts fit into the collective aim of the group, and where individual success can contribute to team success.

Conclusion A good project manager should be able to plan and manage all planning activities as discussed above.

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Student ID:CGS00534317

ASSIGNMENT – EMPM5103 PART B

I/C No: 670703-01-6045

Part B: Page 1 of 9

Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

PART B Question 1 Quality management is increasingly been seen as a primary project management objective. There are six quality management concepts that should exist to support every project. Encik Ismail Ibrahim is a project manager for XYZ consultants. He has been asked by his management to submit a report of the Project Quality Management Plan (PQMP) for a proposed 40-storey Grade “A” Office building located at Jalan Sidek, Kuala Lumpur. Define and elaborate the “six quality management concepts” in the PQMP of the above chosen project. [40 marks]

Answer 1 Assumption: In normal cases a PQP is prepared by the contractor (most of the big contractor is ISO 9001:2008 certified) and approved by the consultant. The reason is because the test plan and the inspection are strictly follows the Malaysian/ International standards/codes or customer’s specification and requirements in which this can easily be copied and adopted but method statement of the works breakdown structure are prepared by the contractor. Therefore in this case I would assume this project is a turnkey job, where the contractor and the consultant are works as consortium. One of the Project manager ultimate responsibilities is to deliver the project under their supervision in a good quality. Cost and schedule management are very important to a project success and equally important is the project quality management. Project Quality Management shall help the project manager to complete the project at the acceptable performance, safety and sustainability. Six quality management concepts that should exist in a project quality management are as follows; • • • • • • Quality Policy Quality Objectives Quality Assurances Quality Control Quality Audit Quality Program Plan

Ideally, these six concepts should be embedded in the company culture, inside the company policy and lead by the top management because without the support from the top management a project manager has a limited capacity.

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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

Quality Policy It is top management's expression of its intentions, direction, and aims regarding quality of its products/construction works and their processes. This policy is a document created by quality experts that stated the quality objectives, the level of quality acceptable to the organisation, and the responsibility of organisation’s member for executing the policy to ensuring quality. The top management support on the policy is also stated here as it is important because the quality policy always became an instrument to measure the organisation’s reputation and their quality image. The quality policy must come from top management to bottom else the lower level employer might thought it is not important and more towards cosmetic rather one of the management objectives. A good quality policy should cover the followings; • • • • • Be a statement of principles stating what, not how. Promote consistency throughout the organisation and across projects. Provide an explanation to outsiders of how the organisation views quality Provide specific guidelines for important quality matters. Provide provisions for changing/updating the policy.

(Harold Kerzner, 2009)

That is why now days most company had adopted quality standard e.g. Integrated Management System (IMS), ISO 9001:2008, ISO 14001:2004 & OHSAS 18001:2007 Total Quality Management (TQM), Kaizen and others quality standard into their company quality policy. Brief of Quality policy can be found at ATTACHMENT A and the standards used are stipulated in Topic 9, pg 21 of the PQP (Sample).

Quality Objectives It is a part of organisation’s quality policy and consists of specific objectives and the time frame for completing them. The quality objectives must be selected carefully selecting the objectives that are not naturally possible can cause frustration and disillusionment.

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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

Good Quality Objectives should; • Be obtainable • Define specific goals • Be understandable • State specific deadlines (Harold Kerzner, 2009) A good quality objective should be obtainable, define specific goal, understandable and state specific deadlines. According to the ISO 9001:2008 Standard [Clause 5.4.1], "Top management shall ensure that quality objectives, including those needed to meet requirements for product or services, are established at relevant levels within the organization. The quality objectives shall be measurable and consistent with the quality policy." One of the requirements of the ISO 9001:2008 quality standard is that the organizations should establish and monitor quality objectives. There is no specific requirement about how many quality objectives that the organization must have, or what those objectives might be, this is left up to the organization to decide. Having only one or two quality objective is probably too less, in the other hand having twenty is probably too many. In normal practice it is good to have somewhere between 3 to 8 quality objectives. In the sample PQP (attached) one of the quality objectives is to meet customer expectation quality, sustainability and safety. Five quality objectives in topic 2, pg 7 as stated in the PQP (sample) are meet the objective requirement which is the objective are measurable and understandable. Some of the scopes of works stated in topic 7 are also belong to Quality Objectives

Quality Assurances It is a process of evaluating the formal activities, managerial process and overall project performance on a regular basis to ensure that the project will satisfy the required quality standards.

Quality assurance includes all the activities related to satisfying the relevant quality standards for a project. Another goal of quality assurance is continuous quality improvement. Benchmarking can be used to generate ideas for quality improvements. Quality audits in the other hand helps to identify lessons learned that can improve performance on current or future projects. It is the quality assurance function that tries to manage for the project scope, cost and time are fully integrated.
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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

Quality assurance can be effective, if these two things are assured; i) Project Quality plan must be sufficient to achieve the required quality standards expected by the organization. In this regard the plan must not only be specific and detailed listing all quality requirements and standards, but also need to include all the steps to be taken to ensure that those requirements and standards are met. ii) Quality assurance (i.e. final product testing) should be independent of the project itself (as well as the project manager). This comes down from the project management guidelines for effective quality assurance, and builds on a broad-based, organizational approach to standards-based product testing.

The Project Management Institute Guide to the Body of Knowledge (PMBOK) refers to quality assurance as the management section of quality management. This is the area where the project manager can have the greatest impact on the quality of his project. (Harold Kerzner, 2009) Therefore the project manager needs to establish the management process and procedures and necessary to observe this process closely to guide the project to achieve customer requirements.

The process and the result of Quality Assurance shall summarise as follows; The Input includes: Quality Management Plan, results of quality control measurements and operational definitions. Methods used: quality planning tools and techniques and quality audits. Output includes: quality improvement.

Topic 11 of the PQP (sample) is the example to Quality Assurance.

Quality Control The process of monitoring specific project results to determine if they are comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

Such activities include continually monitoring process, identifying and eliminating problem cause, use of statistically process control to reduce the variability and to increase the efficiency of the process. Buy conducting the Quality Control it is demonstrate that the organisation’s quality objectives are being met.

A good quality control system shall; i) Select what to control ii) Set standards that provide the basis for decisions regarding possible corrective action iii) Establish the measurement method used iv) Compare the actual results to the quality standards v) Act to bring nonconforming process and material back to the standard based on the information collected. vi) Monitor and calibrate measuring devices vii) Include detailed documentation for all process

Overall the Quality Control shall be summarised as follows; Input includes: work results, Quality Management Plan, operational definitions, and checklists. Methods used include: inspection, quality control charts, and compare to diagrams, statistical sampling, flowcharting, Six Sigma, Pareto analysis and trend analysis. Output includes: quality improvements, acceptance decisions, rework, completed checklists, and process adjustments.

Topics 8, 12, 13, 17, 18, ATTACHMENT C, D, E and F of the PQP (sample) is the example to Quality Control.

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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

Quality Audit

Periodic, independent, and documented examination and verification of activities, records, processes, and other elements of a quality system to determine their conformity with the requirements of a quality standard such as ISO 9001 : 2008, established quality procedures and policies.

Any failure in their proper implementation may be published publicly and may lead to a revocation of quality certification. Quality Audit is also called as conformity assessment or quality system audit. A good quality audit shall ensure that the followings are followed; i) The planned quality for the project will be met. ii) The products are safe and fir for use. iii) All pertinent laws and regulations are followed. iv) Data collection and distribution system are accurate and adequate. v) Proper corrective action is taken when required. vi) Improvement opportunities are identified.

Topic 14 in the PQP (sample) is example to Quality Control.

Quality Program Plan

Detailed document that sets forth practices and sequence of activities aimed at translating an organization's quality policy into operational results, or conformance to a standard such as ISO 9000 within a specified timeframe. The quality plan shall be created by the project manager and project team members by breaking down the project objectives into a work breakdown structure. The project manager than ensures that these actions are documented and implemented in the sequence that will meet the customer’s needs and expectations. This shall give the customer a comfort that the project manager at the end of the day can deliver the 40-storey Grade “A” Office building as stipulated in the contract. A good quality plan will identify all of the organization external and internal customers, cause the design of a process that produce the features desired by
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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

the customers, bring in suppliers early in the process, cause the organization to be responsive to changing customers need and prove that the process is working and that quality goals are being met. Project Quality Plan should be written with the objective to provide project management with easy access to quality requirements and should have ready availability of the procedures and standards thus mentioned. The following list provides you the various Quality Elements that should be included in a detailed Project Quality Plan:

Management Responsibility. Describes the quality responsibilities of all stakeholders. Documented Quality Management System. This refers to the existing Quality Procedures that have been standardized and used within the organization. Design Control. This specifies the procedures for Design Review, Sign-Off, Design Changes and Design Waivers of requirements. Document Control. This defines the process to control Project Documents at each Project Phase. Purchasing. This defines Quality Control and Quality Requirements for sub-contracting any part / whole part of the project. Method Statement. Defines step by step how to carry out each specified works. Test Plan. Procedures for Test Plan shall indicate the procedure and the codes/standards used. Inspection Testing. This details the plans for Acceptance Testing and Integration Testing. Nonconformance. This defines the procedures to handle any type of nonconformance work. The procedures include defining responsibilities, defining conditions and availability of required documentation in such cases. Corrective Actions. This describes the procedures for taking Corrective Actions for the problems encountered during project execution. Quality Records. This describes the procedures for maintaining the Quality Records (metrices, variance reports, executed checklists etc) during project execution as well as after the project completion. Quality Audits. An internal audit should be planned and implemented during each phase of the project.

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Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

Training. This should specify any training requirements for the project team. Handover project. All requirements to close up project e.g. final inspection/testing, documentation etc.

The development of a Project Quality Plan is a team process that depends as much on communicating information as it does on planning. The key objective is to create a cohesive dialog and subsequently develop awareness of potential quality issues assurance. Based on this awareness, project managers can prepare plans and actions to counter any weaknesses or deficiencies in the project execution, thus ensuring that all quality standards are met effectively.

I/C No: 670703-01-6045

Part B: Page 9 of 9

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Uvw Const. Sdn Bhd
PROJECT QUALITY PLAN
The construction of 40-storey Grade “A” Office Building located at Jalan Sidek,Kuala Lumpur

UVW/PQP

CONTROLLED DOCUMENT Issued By: Ir. Ismail Bin Ibrahim Management Representative (XYZ Consultant) ISSUED TO:

Azman Salim RHB Dev Berhad

Approved By:

DEPARTMENT: QUALITY

CHIEF EXECUTIVE OFFICER

COPY NO.: MASTER

Copyright © by Jurutera Perunding XYZ Sdn Bhd. All Rights Reserved.

Issuance Date: 1/11/2010

PQP:

1

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Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

REVISION RECORD SHEET
REV NO. DATE SECTION DETAILS OF REVISION AUTHORISATION

Issuance Date: 1/11/2010

PQP:

2

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TABLE OF CONTENT 1.0 3.0 5.0 INTRODUCTION

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

4 7 8 10 15 17 18 19 21 23 25 30 34 35 36 37 39 40 51 52 55 56 57 58 59 60

2.0 PROJECT QUALITY OBJECTIVES PROJECT ORGANIZATION CHART & SITE LAYOUT PLAN RESPONSIBILTIES & AUTHORITIES OF PRINCIPAL STAFF AT HEAD OFFICE 4.0 RESPONSIBILTIES & AUTHORITIES OF PRINCIPAL STAFF AT SITE

6.0 PROJECT PROGRAMMES AND MONITORING 7.0 SCOPE OF WORK 8.0 METHOD STATEMENT 9.0 INTEGRATED MANAGEMENT SYSTEM (IMS) PROCEDURES & OTHER FORMS

10.0 HEALTH, SAFETY, ENVIRONMENTAL & TECHNICAL STANDARDS 11.0 MAJOR CHANGES TO THE CONTRACT DIRECTLY AFFECTING THIS QUALITY PLAN 12.0 INSPECTION & TEST PLANS 13.0 QA/QC FORMS 14.0 PROJECT INTEGRATED MANAGEMENT SYSTEM (IMS) AUDITS 15.0 MANAGEMENT REVIEW OF SITE QUALITY PLAN 16.0 TYPE OF MEETINGS PLANNED & THEIR FRECUENCY 17.0 TYPES OF RECORDS TO BE MAINTAINED & THEIR FREQUENCY 18.0 PROJECT DOCUMENT CONTROL 19.0 CONTRACT DETAILS OF OTHER PARTICIPANTS IN THE PROJECT INCLUDING LOCAL AUTHORITIES, CONSULTANTS, ETC. 20.0 HANDOVER PROJECT Attachment A - Company Quality Policy Attachment B - Inspection & Test Plan Requirement (sample) Attachment C - QA/QC Inspection Register List (sample) Attachment D - QA/QC Inspection Forms (sample) Attachment E – Document Control Register List (sample) Attachment F - Document Control Inspection Form Request (Sample)

Issuance Date: 1/11/2010

PQP:

3

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

1.0 INTRODUCTION
This project is awarded to UVW Const. Sdn Bhd, as such, UVW Const. Fully subscribes to common Quality Policy, Quality Mannual and Quality Procedures adopted by the company. The common QUALITY POLICY presently subscribes by TUV Const. is attached in ATTACHMENT A.

1.1

PROJECT BRIEF

The construction of 40-storey Grade “A” Office Building, comprises of two (2) level basement car park, ground floor, mezzanine floor and 39 floors of 6000m square office in every floor complete with male and female toilet, pantry, AHU rooms, maintenance room, 3 lifts and additional BOMBA lift located at Jalan Sidek, Kuala Lumpur.

1.2

SCOPE OF WORKS

The works covered by this Contract comprises the following; a) Architectural b) Civil and Structural c) Mechanical and Electrical and d) All Related External Works

1.3

CONTRACT INFORMATION RM 82, 500, 000.00 14 October 2013 12 months RHB Dev. Berhad. TUV Const. Sdn Bhd. Jurutera Perunding XYZ Sdn Bhd.
PQP: 4

a) Contract Sum: b) Date of Completion: c) Defect and Liability Period: d) Client: e) Turnkey Contractor: f) Consulting Engineer:

Issuance Date: 1/11/2010

Uvw
Const
g) Contract No. :

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

40/OB/KL/2010 15th October 2010 15th October 2010 14th October 2013 007 5% of the Contract Sum 36 months.

h) Date of Site Possession: i) j) l) Commencement Date: Contract Completion Date:

k) Contractor’s All Risk Policy No: m) Sum of Performance Bond: n) Contract Period:

Contractor’s Workmen Compensation Policy No: 008

1.4

IMPLEMENTATION

The contract of the execution and completion of structural, architectural, mechanical and electrical, related external works for RHB Dev. Berhad. The site team member comprises of UVW Const. and sub-contractors site management teams.

1.5

PURPOSE

The project Quality Plan is intended to ensure that all the activities are both effectively and efficiently managed by the site team to meet project requirements. The areas of site management are as follows; i) ii) iii) Communication Management. Contract Management. Progress Management

iv) Quality Management.

Issuance Date: 1/11/2010

PQP:

5

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

This PQP should be read in conjunction with the following supporting quality documents; 1. Quality Manual

Based upon the requirement of ISO 9001:2008, the manual outlines UVW’s general policies on quality. 2. Quality Procedure and Guideline

Internal documents which described quality control methods, responsibility and records. 3. Method Statements

Documents which described the construction method sequence, material and equipment used in each activity. 4. Project Contract Document, Specification Requirements and Drawings.

Issuance Date: 1/11/2010

PQP:

6

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

2.0 PROJECT QUALITY OBJECTIVES
Implementation of this project will be supportive of the core objectives of the company as stated in the Quality Policy Statement. The following objectives have been specifically adopted for this project; 1) To conduct kick-off meeting with all new sub-contractors highlighting quality issues. 2) To ensure no repetitive NCR or complaints of similar type. 3) Timely completion of works before agreed handover dates. 4) To maintain good working relationship with Client and S.O 5) To meet customer expectation quality, sustainability and safety.

Issuance Date: 1/11/2010

PQP:

7

Uvw
Const
3.0 3.1

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

PROJECT ORGANIZATION CHART & SITE LAYOUT PLAN PROJECT ORGANIZATION CHART (refer to next page)

Issuance Date: 1/11/2010

PQP:

8

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

3.2

SITE LOCALITY PLAN

Issuance Date: 1/11/2010

PQP:

9

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4.0 4.1

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

RESPONSIBILTIES & AUTHORITIES OF PRINCIPAL STAFF AT SITE General

The project organization chart, Job Description, Competency requirements, Group Procedures & Authorities (GPA) and Business Process Map had been established to define the responsibility, authority and the interrelation of personnel who manage, perform and verify the work affecting the quality of the services. The site is where the project takes place and where a major part of the Quality System is implemented, The Site Office Operation covers procedures as follows: • • • • • • Construction supervision Site document control Inspection and testing Final inspection and handover Non-conformance and corrective action Handling and storage

4.2

The responsibilities of key personnel are as follows:
(a) Project Manager (PM) The Project Manager has overall authority in the determination of all matters affecting the implementation and operation of the project. He reports to the Head of Construction (Project Director). He is responsible for:To ensure the quality of workmanship on the project; Organizing audits in accordance with the quality assurance plan; Reviewing the status and adequacy of the project quality plan; and Reviewing the effectiveness of the quality assurance plan. Monitor the overall work programme.

Issuance Date: 1/11/2010

PQP:

10

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Liaison with other departments og the HQ support. Ensures resources are available to support the site project teams. (b) Assistant Project Manager (APM) Shall assist Project Manager in overall project matters implementation and operation of the project. He reports to the Project Manager (PM). He shall be responsible for the following in the absent of PM:To ensure the quality of workmanship on the project; Organizing audits in accordance with the quality assurance plan; Reviewing the status and adequacy of the project quality plan; and Reviewing the effectiveness of the quality assurance plan. Monitor the overall work programme. Liaison with other departments og the HQ support. Ensures resources are available to support the site project teams. (c) Construction Manager (CM) Report to PM Planning and scheduling of works, sub-contractors. Daily planning and the execution of works. Liaison with authorities, consultants and client on project matters. Monitoring and ensuring the timely completion of the project. Coordinating with sub-contractors. Liaise on work tasks and construction methods to be used with the sub contractors; Keep track on variation and claims of contract and cost impact, and feedback information to PM. Implementation coat control measures to meet project budget. Coordinate with QA/QC Department to ensure quality performance of project to meet customer requirements. Review technical/construction matters and corrective actions. To ensure the company safety and health policy is implemented at site.

Issuance Date: 1/11/2010

PQP:

11

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

(d) Project Engineer/Planner (PE) The Project Engineer reports to Construction Manager and he is responsible for:Plans daily and weekly work; Liaise with the sub contractors, consultants, suppliers, local authorities and land owner. Ensure quality of works meet specifications. Monitor progress of works for timely completion of project. Implementation of project method statement; and Inspection and test plans. Liaison with QQ/QC Dept. On quality matters related works. Construction works programme scheduling and monitoring Produce monthly and weekly report. To ensure work is carried out in safe manner and conforming to environmental requirements. (c) Site Agent/Liason Officer (SOM) The Site Agent reports to Project Engineer and he is responsible for:Maintain and track the actual progress against planning; and Monitors progress of work, quality of workmanship compliance with requirements. (d) HSE Officer The HSE Officer shall advise Project Manager on safety construction regulations, health, safety and environmental matters at work. He or she is responsible for:Establish the Emergency Response Plan (ERP); Practice relevant safety matters; Promote safe conduct of work; Ensure everyone wearing personnel protection equipment when entering site; ensure that fire precaution equipment and first aid kit are readily
Issuance Date: 1/11/2010 PQP: 12

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

available; Investigate the cause of any accident and recommends means of prevention; and Conduct monthly safety meeting and weekly tool box meeting. * For Emergency Response Plan (ERP), the document shall be submitted seperately . (e) Surveyor (S) The Surveyor reports directly to the Project Manager. He is responsible for:To carry out and confirm all of the necessary survey works (ROW, OGL, Cadastral & As-built survey); Verify all survey data; and To produce survey reports (daily, weekly, monthly and final). (f) Quantity Surveyor (QS) The Quantity Surveyor report directly to the Project Manager, He is responsible for:Handled the preparation of Preparation of variation orders; Preparation of material schedule, cash flow and verification of material requisition; Monitor and schedule the financial progress; and Advise Project Manager on contractual matters. (g) QAQC Engineer (QA/QC Eng) The QAQC Engineer is assisting QA and QC Manager on implementing, maintaining, monitoring QAQC scope for the works. Operationally he will liaise with Project Manager on QAQC matters. He is responsible for:Issuance Date: 1/11/2010 PQP: 13

progress payment claim to Client and

preparation of progress payment certificate to sub contractors;

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Ensure that the Project Quality Plan is established; Ensure the implementation of the quality management system is in accordance with ISO 9001:2008, ISO 14001:2004 & OHSAS 18001:2007 requirements; and Monitor and manage all site office QAQC documents (k) Site Supervisor (SS) (Structure Supervisor / Civil Supervisor / M&E Supervisor) The site supervisors are responsible for:Handled the quality control of architectural/engineering component of project; He shall notify Project Engineer promptly of any problems may arise on site; and He maintains and record daily site activities. (l) Administration Officer cum Document Controller (AO/DC) The Document Controller is responsible to record and distribute incoming and outgoing document and establish filing system. The Document Controller shall distribute revised document and issue drawings to respective parties.

Issuance Date: 1/11/2010

PQP:

14

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

5.0 RESPONSIBILTIES & AUTHORITIES OF PRINCIPAL STAFF AT HEAD OFFICE 5.1 General
The group organization chart, Group Procedures & Authorities (GPA) and Business Process Map had been establish to define the responsibility, authority and the interrelation of personnel who manage, perform and verify the work affecting the quality of the services. The Head Office is responsible for the value of chain of the company’s business which includes the securing of contracts and activities associated with construction. It serves as the Headquarters of the Company and also provides support activities to the Site Officers such as finance, administration, procurement, information management and training. 5.2 The responsibilities of key personnel are as follows: (a) Project Director The Project Director is responsible for the successful execution of performance and completion of the project. He monitors the program, progress and performance of the project. He shall review and approve commercial and contractual matters, resolve internal and external disputes. He approve of Master Construction Programme, Project Quality Plan and Environmental, Safety and Security Plan. He also control of project budget and expenditures and highlight variance to Senior Executive Director. (b) Deputy Project Director In the event of the absence of Project Director, Deputy Project Director will take over the responsibility of Project Director. He will monitor the program, progress
Issuance Date: 1/11/2010 PQP: 15

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Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

and performance of the project. He shall review and approve commercial and contractual matters, resolve internal and external disputes. He approve of Master Construction Programme, Project Quality Plan and Environmental, Safety and Security Plan.

Issuance Date: 1/11/2010

PQP:

16

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

6.0 PROJECT PROGRAMMES AND MONITORING
The Project Manager is responsible for the leading of the project team in the planning and programming of the construction activities for the project. The project scheduling showing key dates for commencement & completion, milestone, phases of project etc. shall be done by the use of Microsoft Project software/ Primavera software.

Issuance Date: 1/11/2010

PQP:

17

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

7.0 SCOPE OF WORK
The Works to be executed under this Contract for a period of 36 months include the followings :(1) Provision of bank guarantees, insurances, workmen compensation and SOCSO, survey and setting out, site facilities arrangement, mobilisation and demobilisation of plant, testing, safety & health care and all other necessary preliminaries and general; (2) Site clearing, demolition of existing obstruction and removal and disposal of the same; (3) Excavation, filling, trimming, compaction and all necessary earthwork; (4) Construction of earth drains, concrete drains culverts, stream diversion and all other drainage structures; (5) Construction of road pavement and road shoulders, (6) Construction of the 4o storeys building and all other associated structures; (7) Provision of pavement markings, traffic signs, guard rails and all other road furniture; (8) Turfing, retaining walls, gabion walls and all other slope protection structures; (9) Maintenance of existing road and provision of access for others where required; (10) Locating temporary diversion, relocation, replacement of existing utility services, liaison with appropriate authority or owner, obtaining approval, inter-phasing and all incidental works including addition of necessary new services and testing required by the appropriate authority; (11) Environmental Management and Mitigation Measures; and (12) Any works incidental to and necessary for the completion of the specified works.

Issuance Date: 1/11/2010

PQP:

18

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

8.0 METHOD STATEMENT
The following Method of Statement as enclosed are to be observed. The Method Statement for this project shall not be limited to the following attached method statement. Other works method statement will be submitted in stages as work at site progress. Listed below are the lists of Method Statements. Method Statements are to be submitted to the Resident Engineer (RE) prior to be commencement of works on site. A. Civil & Structural 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) 14) 15) 16) Earthwork Road work Drainage Sewerage Water supply Concreting Tilling/Finish Reinforcement Formwork Brickwall Glass Pannel Pilling work Maintained load test Pile dynamic test (PDA) Crib wall Water proofing work

B. Mechanical
1) 2) 3) 4) 5) 6) Air-conditioning and ventilating system Fire protection system Plumbing services Lift installation LPG system Kitchen eqipment

C. Electrical
1) Lightning protection system 2) Ducting and manhole for TNB (11 & 33KV) 3) Earthing system 4) Underground HT and LV cable system 5) Installation generator set system 6) Installation electrical trunking, conduit and wiring system 7) Installation of uninterrupted power supply ups 8) Installation of Ht system for transformers and swtichgears 9) Installation internal and outdoor lighting 10) Testing & Commussioning
Issuance Date: 1/11/2010 PQP: 19

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

D. Architectural
1) Water proofing work at concrete flat roof and terrace 2) Water proofing at wet area 3) Installation of rainwater down pipe 4) Plastering works. 5) Concrete block wall 6) Installation of lightweight concrete wall 7) Aluminium works eg. Louvers and windows. 8) Wall glass 9) Floor trap and grating 10) Vinyl floor 11) Composite panel 12) Protection system e.g. grab rail, guard rail and etc. 13) Installation of WC and valve system All method statement shall be registered with the revision status and maintain at site office. The current list of method statement will be kept and controlled at site office.

Issuance Date: 1/11/2010

PQP:

20

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

9.0 INTEGRATED MANAGEMENT SYSTEM (IMS) PROCEDURES & OTHER FORMS
The Integrated Management System (IMS) for the project will be implemented in accordance with the ISO 9001:2008, ISO 14001:2004 & OHSAS 18001:2007 requirements, Client and Statutory & Regulatory requirements. The management has established the quality policy as its commitment to quality management in the company. The management shall be responsible to ensure that this policy is communicated and understood at all levels of the company. Quality Policy may sometimes be summarised and included in PQMP as per ATTACHMENT A. The Integrated Management System (IMS) which consists of Quality Manual and Safety, Health & Environmental Manual shall be the guidelines for the Quality Assurance, Quality Control and Safety, Health & Environmental activities of this Project. The following are the list of Process/Procedure and relevant documentation / record which are applicable to the execution of this Project

Issuance Date: 1/11/2010

PQP:

21

Uvw
Const
Table 1:
Item 1

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Process / Procedure Project Progress Monitoring

Reference Documentation / Record Daily Site Diary Gantt Chart/Work Programme

• •

2

Civil & Structural Works

• •

Inspection & Test Plan Related QAQC-HSE Forms

3

Mechanical & Electrical Works

• •

Inspection & Test Plan Related QAQC-HSE Forms

4

Testing & Commissioning

• • • •

Tender Specifications Project Schedule Testing & Commissioning Certificate Operation Manual Certificate of Practical Completion (CPC)

5

Handover to Client

Issuance Date: 1/11/2010

PQP:

22

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

10.0 HEALTH, SAFETY, ENVIRONMENTAL & TECHNICAL STANDARDS
10.1 Health and Safety Measures The objectives of Safety and Health Measures are;

• To secure the safety, health and welfare of persons of work against risks to safety or health arising out of the activities on site. • To promote an healthy and safe occupational environment at work site Health Measure:a) Sewage System • b) The site shall have a sewage system with proper discharge outlet for the usage of the persons at work; Drainage System • The site existing drainage system is to be cleared periodically to prevent accumulation of water or flood which might cause spread of disease. Earth drain excavation for surface run off from site shall be provided in due time. c) Workers Quarters • d) The quarters shall have rubbish bin, perimeter earth drain and washing area Toilets • Reasonable numbers of toilets / wash area shall be provided for the usage of the personnel on site. Cleanliness is to be maintained at all time.

Issuance Date: 1/11/2010

PQP:

23

Uvw
Const
Safety Measure:a)

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Safety Wears • All personnel on site shall wear safety helmets and boots at all time on site.

b)

Signages • Warning signages shall be erected where necessary with clear visibility.

c)

Fencing • Hoardings / fencing shall be set up surrounding the site, if necessary.

d)

First Aid • The site office shall equip with a complete set of first aid kit.

e)

Safety Officer • An officer to ensure full implementation of the safety measures.

9.2 Environmental Control The following are the few measures to be practiced by XYZ CONSULTING SDN. BHD.. a) Drainage System • No oils or deleterious materials to be discharged into the drainage system. • Discharge water from wash out directly into the drainage system is not allowed. b) Dust • Site access roads and other areas to be sprinkled with water is necessary to prevent excessive dust. c) Waste Materials • Disposed to local council’s approved dumping ground.

* For details please refer to “Project Safety & Health Plan”.
Issuance Date: 1/11/2010 PQP: 24

Uvw
Const
11.0

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

MAJOR CHANGES TO THE CONTRACT DIRECTLY AFFECTING THIS QUALITY PLAN

Any addition of new processes or modification of existing processes in the QAQCHSE Plan shall follow the relevant procedures as outlines in NAIM’s Company Integrated Management System (IMS). The General Process Flow used in this project is as followed:-

Flowchart For Request For Inspection On Material;

Flowchart For Request For Inspection On Work Done;

Flowchart For Non Conformance Report; and

Flowchart For Corrective Action Report.

Issuance Date: 1/11/2010

PQP:

25

Uvw
Const
11.1

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Flowchart for Request for Inspection on Material;

Start

Identification of Material to be inspected

Submission of Request for Inspection (RFI) Form

Arrange for Inspection

Inspectio n Status

Not OK Reject the Material

OK Maintain Records & Update Daily Site Diary

End

Issuance Date: 1/11/2010

PQP:

26

Uvw
Const
11.2

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Flowchart for Request for Inspection on Work Done

Start

Identification of Work to be inspected

Submission of Request for Inspection (RFI) Form

Arrange for Inspection

Inspectio n Status

Not OK
Rectify the Work Done

OK Maintain Records & Update Daily Site Diary

End

Issuance Date: 1/11/2010

PQP:

27

Uvw
Const
11.3

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Flowchart For Non Conformance Report

Start
Identify Non-Conformance e.g Violation of specified requirements, deviations from drawing. Raised Non-Conformance Report and forward to concerned party.

Register NC in NCR Log

Record action taken in NCR form and investigate root cause. Review necessary corrective action to be taken No
Action Required ?

Yes Determine & implement Action taken

Effectiv e?

No

Yes

CAR Closed and Update CAR Log

End

Issuance Date: 1/11/2010

PQP:

28

Uvw
Const
11.4

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Flowchart For Corrective Action Report

Start
Initiation of CAR with PM
Non-conformities detected from internal quality audit and from daily operation

Conduct investigation, determine root cause of nonconformity.

Evaluate need of Action

Determine & Implement Corrective Active Needed

Return CAR form to QAQC Record CAR into CAR status Log No Follow-up implementation & monitor effectiveness
Upon due date of completion or notification of completion, an Auditor for follow-up

Effectiv e?

Yes Record result of Action Close the issue, revise affected documents, if any
The information of corrective action will be compiled, analyzed to identify trend & where applicable the need for prevention action. To be reported during Management Review.

End

Issuance Date: 1/11/2010

PQP:

29

Uvw
Const
12.0

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

INSPECTION & TEST PLANS

Procedures for Inspection and Test Plan shall be made available prior to the start of the relevant inspections as required by the Client. The procedure should include the followings:

• The scope and purpose of the procedure • The sequence of actions to show an operation is carried out • The person responsible in the execution • The person responsible for the checks, if any • Reference to supplementary literature, such as the statutory acts and regulations, product standards and codes of practice 12.1.1 Receipt, Inspection and Testing

Incoming supplies, on receipt shall be inspected or otherwise verified as conforming to the specified requirements. These supplies shall not be used or processed unless verified or inspected in accordance with the quality assurance plan or documented procedures/instructions. Where incoming supplies are released for production purposes pending full verification of accompanying documentation, they shall be positively identified and documented. This is to permit immediate recall and replacement in the event of nonconformance to specified requirements. Incoming inspection and test shall be carried out as detailed in inspection and testing or in the respective Inspection and Test Plan.

12.1.2

In-process Inspection and Testing

Works conformance will be determined by acceptance criteria laid down in the
Issuance Date: 1/11/2010 PQP: 30

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

contract specification and Inspection and Test Plans. The works shall not proceed further until all the Inspection and Tests has been completed or the necessary reports verified. Where works are allowed to proceed further pending completion of Inspection and Tests, They shall be positively identified and documented as detailed in the non-conformance report/corrective action. During in-process inspection and testing, any non-conformances detected shall be identified and documented in accordance with – Non Conformance report. * A standard Inspection and Test Plan for Architectural Works, Civil & Structural Works, and Mechanical & Electrical Works are as shown in ATTACHMENT B.

12.1.3

Final Inspection, Testing and Commissioning

All completed works items shall undergo final inspection and testing in accordance with specified contractual requirements prior to hand over to the client. All final inspection and testing shall be carried out by QAQC personnel in accordance with the project Inspection and Test Plan instruction. Completed works shall only be accepted when:a) b) c) All inspection, test and commission activities have been accepted and sign off. All relevant inspection, test and commission documents are completed. All non-conformances – action have been taken, documented and resolved.

No work shall be hand over until all the activities specified in PQP or documented procedures and instructions have been satisfactorily completed. 12.1.4 Inspection and Test Records

Inspection and Test Records shall be maintained to provide evidence that the works have passed the required inspection and/or test in accordance with the contract specifications.
Issuance Date: 1/11/2010 PQP: 31

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Inspection, Test and Commission Records shall be form part of the Quality records. 12.2 12.2.1 Control of Non-Conforming Products General

The Control of Non-Conforming Products is to ensure that all non-conforming products/works are identified, reported and reviewed. Any products/completed works that do not conform to specified requirements shall be prevented from installation. The procedure for identification, classification, documentation, notification, evaluation, review and disposition of the nonconforming work is detailed in Non-Conformance report. 12.2.2 Non-Conformity Review and Disposition

The non-conformance report shall be reviewed to determine whether to: a) b) c) d) Rework to meet the contract requirements; or Accept the product without rework/repair by seeking concession from client; or Re-grade the work for alternative application; or Reject the work.

Reporting and documenting of the non conformity that has been accepted, and of repairs, shall be carried out as detailed in Non-Conformance Report. Repaired and rectified works shall be re-inspected and verified in accordance with the specified inspection and acceptance requirements.

Issuance Date: 1/11/2010

PQP:

32

Uvw
Const
12.3 12.3.1

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Corrective and Prevention Action General

Corrective and prevention action is to ensure that corrective actions are initiated. Documented and verified to prevent recurrence. Corrective Action shall be initiated where:a) The cause of non-conformance requires the necessary corrective action to prevent recurrence. b) The analysis of all work progress, quality records, that there is a need to detect and eliminate potential non-conformance. c) The type and extend of non-conformance is documented in order to establish trends and identify possible areas for improvement. 12.3.2 Corrective Action Reporting

The report shall contain the following:a) Initiating preventative actions to deal with problems. b) Applying control (eg. Verification) to ensure that corrective action taken is effective. c) Implementing and documenting changes in procedures resulting from corrective action.

Issuance Date: 1/11/2010

PQP:

33

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

13.0 QA/QC FORMS
QAQC forms are used to implement the Quality Assurance Plan or as an audit tools (Quality Audit). The Inspection Register is as shown in ATTACHMENT C and the sample of Inspection form shown in ATTACHMENT D.

Issuance Date: 1/11/2010

PQP:

34

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

14.0 PROJECT INTEGRATED MANAGEMENT SYSTEM (IMS) AUDITS
Documented procedures are established to define the responsibilities and requirements for planning and conducting IMS audits. Integrated Management System audits shall be conducted at planned intervals in order to determine whether the integrated management system conforms the planned arrangement, to the requirements of quality, environmental and OHS standards and to the quality management system requirements established and is effectively implemented and maintained. Project IMS Audits will be carried out by competence and independent internal QAQC-HSE Department Team in accordance with the Client, Regulatory & Statutory, ISO 9001:2008, ISO14001:2004, OHSAS 18001:2007 and XYZ CONSULTING SDN. BHD.’s requirements. Third party audits by certification bodies will also be carry on an annual basis. In addition to the above Project IMS Audits, the QAQC Engineer and HSE Officer shall be responsible to conduct regular system compliance audit to verify the implementation of respective Inspection & Test Plan and Quality Procedures & Work Instructions adopted. All findings will be forwarded to the Responsible Person for any corrections and corrective actions. Verification of the action taken and reporting of verification results will be conducted by QAQC Engineer and HSE Officer.

Issuance Date: 1/11/2010

PQP:

35

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

15.0 MANAGEMENT REVIEW OF SITE QUALITY PLAN
The quality system shall be review at least once a year to ensure its continuing suitability, adequacy and effectiveness. QA Department shall advise Project Manager to convene the management review meeting. Corrective and preventive actions are assigned and tracked for closure. Actions will be reviewed in the following cycle to close the loop.

Issuance Date: 1/11/2010

PQP:

36

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

16.0 TYPE OF MEETINGS PLANNED & THEIR FRECUENCY
16.1 Meetings The following meetings are scheduled: Site Meetings Frequency Chairman Minutes Attendees Minutes Distributed to Coordination Meetings Frequency Chairman Minutes Attendees Minutes Distributed to : : : : : Fortnightly / Monthly Project Manager Project Manager Consultants, Project Manager, All the above : : : : : Monthly Client Client Client, Consultants, Project Manager All the above

Sub Contractors Site Meetings Frequency Chairman Minutes Attendees Minutes Distributed to Safety Meetings Frequency Chairman Minutes Attendees Minutes Distributed to Staff Meetings Frequency Chairman : : Monthly / When Necessary Project Manager : : : : : Monthly Project Manager Safety Officer Project Manager, Safety Officer, Sub Contractor’s Representative All the above and Project Manager : : : : : Fortnightly Project Manager Project Engineer Project Manager, Assistant Project Manager, Project Engineers, Sub Contractor All the above

Issuance Date: 1/11/2010

PQP:

37

Uvw
Const
Minutes Attendees

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

: : :

Planning Engineer All Staff All the above

Minutes Distributed to

Issuance Date: 1/11/2010

PQP:

38

Uvw
Const
17.0

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

TYPES OF RECORDS TO BE MAINTAINED & THEIR FREQUENCY

Table 2: Type of Record 1 Inspection Frequency Daily Person Responsible Project Engineer

2

Daily Site Record

Daily

Project Engineer

3

Project Status Report

Monthly

Project Manager

4

Progress Report Summary of Integrated Management System Audit Report Memo/Minutes of Meeting HSE Record / Tool box Meeting HSE Monthly Report

Monthly

Project Manager

5

Monthly/Quarterly

QAQC Engineer

6

Ad-Hoc

Project Manager

7

Weekly

HSE Officer

8

Monthly

HSE Officer

Issuance Date: 1/11/2010

PQP:

39

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

18.0 PROJECT DOCUMENT CONTROL
18.1 Purpose

• To ensure that all incoming documents and data are transmitted to appropriate personnel for follow up action and all outgoing documents and data are issued promptly.

• To ensure that Controlled Documents requiring changes with the required approvals are revised in a timely manner.

• To ensure that controlled documents are of current issue. • To define the method of establishing, approving, changing, maintaining, replacing and distributing Controlled Documents. 18.2 Responsibilities

18.2.1 Quality Procedures o The Document Controller shall oversee the control of all documents relating to the Quality Procedures and keeps a Master List of the location of such documents. o The Document Controller shall distribute the revised controlled documents according to the distribution list.

18.2.2 Project Specific Document and Data

• All staff shall maintain and upkeep documents and data. This includes fax messages, letters transmittals, drawings, diskettes and calculation reports.
Issuance Date: 1/11/2010 PQP: 40

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

• The Project Manager shall ensure that all drawings, diskettes produced or received are kept, maintained and readily identifiable.

• The Project Manager shall ensure that fax messages, letters, transmittals and reports are kept and maintained in the appropriate files or folders.

18.2.3 Procedure for Quality Procedures

• Identification of Controlled Copy Controlled copies are indicated by the stamping ‘Control Copy’ on the cover page in blue or red colour.

• Master List The Document Controller shall maintain a Master List of Approved Documents with their current revision numbers.

• Revisions All company staff can initiate a change to a document by completing a Document Change Request for the Document Controller to review the change request. The Document Controller shall then submit the request to the Project Manager for approval. If the change is approved, the Document Controller is responsible for updating affected documents.

• Change Record A record of changes is found in the Document Revision History. The Document Controller is responsible for maintaining the change record.
Issuance Date: 1/11/2010 PQP: 41

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

18.2.4 Procedure for Project Document and Data

• Distribution When an Administration Staff receives a document or data via post, fax machine, courier or e-mail, he shall where necessary, print or plot out the document and/or data and stamps on it with the word “Received” with date. Concerned Administrative Staff shall the deliver the document to the relevant interested parties

• Project Control A Project Master List is established and kept by the Document Controller who shall assign new serial numbers. The Document Controller shall ensure that all files, box folders are labelled.

• Working / Shop Drawing and Materials / Sample Control The Construction / Shop Drawings Master List and Materials / Sample Master List are kept in project files, These Master Lists are prepared and updated by the Document Controller and filed All construction drawings and materials / sample are delivered to consultants or sub contractors via Transmittal Form or cover letter. After acknowledgement by the recipient, the Document Controller then sends the Transmittal Form for filing. For submission to authorities, the drawings shall be transmitted via a covering letter together with the appropriate forms.

Issuance Date: 1/11/2010

PQP:

42

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Superseded Construction Drawing Master List and Materials / Sample Master List shall be stamped “Superseded” once the list is updated. This shall be kept in the file for future reference (Superseded File)

• Fax Message, Letters and Transmittals Control The Project Manager shall direct the respective project staff to follow up on all incoming fax messages, letters and transmittal to ensure that the information is responded and updated where necessary. If the follow up is by fax messages, letters or transmittals the Document Controller shall vet through them. The Administrative Staff shall file all related correspondences in the respective files. All in-coming fax messages, letters and transmittals received are initialed by concerned staff. The date of response is indicated on the first page of the document before passing it to the functional head for reference or comments. Comments can be written on any blank spaces on the fax messages, letters or other means for transmittal. The Transmittal Form number may also be used in conjunction with the issue of drawings, calculations and reports. 18.3 Updates on Standards / Codes of Practice

Authorities may inform the public on the updates of their requirement through circulars or seminars. If such is the case concerned staff may attend such seminars on behalf of XYZ CONSULTING Sdn Bhd. At the conclusion of such seminar, the attendee shall inform the company about such revisions or updates. Seminar notes or any circulars on the updates shall then be circulated to those affected and subsequently maintained as a reference documents.
Issuance Date: 1/11/2010 PQP: 43

Uvw
Const
18.4 Table 3:

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Documentation and Data Control

Document Consultant Drawings, Schedules, etc Shop Drawings

Approved By Project Manager (acceptance only)

Method of Registering Drawing Register

Distribution Record Transmittal

Distributed To • Site Office (2 sets) • Works Contractors Client Site Office (2 sets) Works Contractors Client Site Office Works Contractors Client Consultants As per distribution list in Plan As per distribution list in Plan Client Consultants Site Office Works Contractors As indicated As indicated As indicated

Consultant

Drawing Register

Transmittal

Construction Programme Sub-Elements Programme Project Quality Plan Project Safety Plan

Project Manager

Not required

Transmittal

Project Manager

Not required

Transmittal

Client

Not required

Transmittal

Project Manager

Not required

Transmittal

Method Statements Site Instructions Inwards Corresponden ce Project Procedures

Project Engineer / QC Manager Project Manager

Document Register

Transmittal

SI Register Not required Controlled Document Register

Memo/fax N/A

N/A

Project Manager

Transmittal

Issuance Date: 1/11/2010

PQP:

44

Uvw
Const
18.5 18.5.1

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Correspondence Correspondence to Client

All correspondence to Client shall be signed by the Project Director. Only persons designated by the Project Director to do so may sign in the event of his absence. Correspondence to Client shall be done by one of the following methods: - Letter - Request for Information - Fax Cover Sheet - Documents Transmittal - Confirmation of Instruction (to confirm verbal instruction) Correspondence to client must be issued by XYZ CONSULTING SDN. BHD.. All personnel sub-contractors and suppliers under the project shall not be permitted to address directly to the Client or the Client’s Representative. Address all correspondence to: XYZ CONSULTING SDN BHD Jln Aman, Kuala Lumpur Copies to be issued as follows : - Project Director - Project Manager - Consultants (If necessary) Correspondence to be on XYZ CONSULTING SDN. BHD. letterhead and reference be made to the project name.

Issuance Date: 1/11/2010

PQP:

45

Uvw
Const
18.5.2

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Correspondence from Client

Correspondence from Client shall be: Date stamped upon receipt Read by the Project Director who would decide on the action to be taken either distribution for action or information Coped and forwarded to Head Office for information Copied and filed chronologically under “Client Correspondence – “In-Out” by Document Controller. 18.5.3 Verbal Instruction from Client

Verbal instruction from Client must be confirmed in writing using the “Confirmation of Instruction Form” with copies of confirmation send to organizations shown on the form.

18.5.4 Correspondence to Work Contractors All correspondence to Work Contractors shall be jointly signed by the Project Manager and other executive. Only persons designated by the Project Manager to do so may sign in the event of his absence. All correspondence are to be deposited at XYZ CONSULTING SDN. BHD.’s Site Office pigeon holes for their collection. Memos/faxes can be raised by respective person in charge of the department. Correspondence to Work Contractors shall be done by one of the following methods: - Letter - Site Instruction - Documents Transmittal - Notice to Comply

Issuance Date: 1/11/2010

PQP:

46

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

The following XYZ CONSULTING SDN. BHD. staff may formally communicate with Work Contractors: - Project Director/Manager - Contractors/sub-contractor - Project Engineer All correspondence to work Contractor other than the Documents Transmittal must be sighted by the Project Manager and copy to be kept by document controller according to relevant work contractor/ works package. A Register of Site Instructions to be kept by the Document Controller. 18.5.5 Correspondence from Work Contractor A site mail box must be established in the Project Office and Works Contractors instructed to deliver correspondence via this mail box or by fax addressed to the Project Manager. All correspondence from work contractor must be date stamped upon receipt. Project Manager must review all correspondence/s and decide further distribution and original copy to be kept and filed by document controller according to relevant work contractor/ works package. Any notice of discrepancy, obscurity of meaning etc. shall be forwarded by the subcontractor to the Project Director or Project Manager and any reply from the Project Director or Project Manager shall be by means of a Tender Addendum or Revised Construction Drawing 18.5.6 Standard Forms

The following standard forms shall be used:
Issuance Date: 1/11/2010 PQP: 47

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

- Request for Information - Documents Transmittal - Confirmation of Instruction - Site Instruction - Notice to Comply - RFI Register - Site Instruction Register - Client Instruction Register

18.5.7

Filing System

Responsibility: - The Project Manager is responsible for the overall running of the Site Office administration. - Document Controller is responsible for the filing system ensuring they are legible, readily identifiable and retrievable. Procedure: The system shall be established by the preparation of a list of all the proposed files. A numbering system for the files shall then be created. The original document or record must always be filed in the central filing system. - Archiving at the completion of the project as follows: Update the file listings Place central filing system records into numbered and labelled boxes Enclose a list of all records on the box Send a copy of the box lists to head office

Issuance Date: 1/11/2010

PQP:

48

Uvw
Const
18.5.8

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Daily Site Records

Responsibility: The Project Manager is responsible for the Site Establishment including all Site Records. The Site Engineer and his supporting staffs are responsible for the keeping of Site Dairy and the preparation of the Site Daily Reports and the Dayworks Record etc. Procedure: The Site Dairy and Site Daily Report shall be completed every day without fail. The Day-Works Record shall be completed as and when the Day-Works are carried out. To submit the Site Diary daily – before 3.30pm on the following day. for inspection the next morning. - To submit Material Inspection Form for all construction material used in the construction works within 24 hours upon delivery. Filing: Ensure that the original record is filed in the filing system Site Personnel may maintain their own files in the file but original must always be filed in the central filing system. Archiving: At the completion of the project, update the file listings Place all central filing system records into numbered and labelled boxes Enclose a list of all records in the box Send a copy of the box lists to head office - To submit Approval Chit and QAQC Forms / Inspection List – before 3.30pm

Issuance Date: 1/11/2010

PQP:

49

Uvw
Const
Reports

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Progress Report shall include the following :

• Financial and Physical Status • Photos • Work Programme • Weather Report • Site Organisation • Site Machinery and Manpower • Site Activities / Work Done

18.7 Valid Calibration Record Record of calibration report shall be kept, maintained and updated continuously. Document Controller shall keep the updated record list in the file.

Issuance Date: 1/11/2010

PQP:

50

Uvw
Const
19.0

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

CONTRACT DETAILS OF OTHER PARTICIPANTS IN THE PROJECT INCLUDING LOCAL AUTHORITIES, CONSULTANTS, ETC.

19.1 Local Authorities Contract drawings and documents shall comply with the client’s requirements and approved by the relevant authorities. The relevant authorities are as follows: a) State Planning Authority b) Land and Survey Department c) Municipal Council(s) d) Bomba Department e) TNB f) Telekom g) Syabas h) Other relevant authorities, if any 19.2 Project Contact
No 1. Organization Client RHB Dev. Berhad, Wisma RHB, Jln TAR, Kuala Lumpur. Contractor UVW S/B Jalan Pinang, Kuala Lumpur Project Consultants XYZ CONSULTING S/B Jln Aman, Kuala Lumpur Contact Person(s) Azman Salim Designation Project Director Office Telephone 03-2055 4000 03-2055 4008 Fax Number 03-2055 4555 03-2055 4666

2.

Ir. Razman Adam

Project Manager

03-9570 6001

03-9570 6007

3.

Ir. Ismail Ibrahim

Project Manager

03-9300 7000

03-9300 7001

Issuance Date: 1/11/2010

PQP:

51

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

20.0 HANDOVER PROJECT
It is UVW’s responsibility to handover the project to Client after completed all the major works at site in accordance to the contract requirements. The handover dates shall be completion dates (Final completion or Sectional completional) as stated in the contract document. 20.1 Final Inspection and Testing Upon receiving the notification from the sub-contractor regarding the Final Inspection, the site supervisor shall notify the PM, who in turn would arrange with the Employer for a joint inspection (where relevant) comprising the following personnel; a) Employer or Employer’s Representative b) Consultants c) Sub-contractor (where relevant)

20.2 Defect List All non-conformances are clearly recorded on the defect list, confirmed and endorsed by all parties at the end of the inspection. The scope and targeted date are to be completed by all personnel involve in the inspection. The PM ensures the defect lists are forwarded to the sub-contractor for rectification. Where possible, the subcontractor is required to submit their proposed rectification schedule within 14 days upon receipt of the defects lists. The proposed rectification schedule shall include the proposed date for re- inspection by the same team (where relevant)
Issuance Date: 1/11/2010 PQP: 52

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

The respective Site Supervisor shall monitor and follow-up with the rectification of the defects and ensure they are being carried out timely.

Issuance Date: 1/11/2010

PQP:

53

Uvw
Const
21.0 APPENDICES

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Attachment A

Quality Policy

Attachment B

Inspection & Test Plan Requirement (sample)

Attachment C

QA/QC Inspection Register List (sample)

Attachment D

QA/QC Inspection Forms Request (sample)

Attachment E

Document Control Register List (sample)

Attachment F

Document Control Register Inspection Form (Sample)

Issuance Date: 1/11/2010

PQP:

54

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Attachment A - Company Quality Policy

UAV Const is totally committed to quality in the performance of our work to ensure that all our projects are constructed to standards specified by our Customer and regulatory requirements that govern such projects, within Malaysia. This Quality System manual together with the management and operational Quality Procedures that support it, are the foundation of UVW Const‘s Quality Management System. In its commitment to Quality, the Managing Director has appointed the Quality Management Representative, to ensure the effective implementation and continual improvement of the Quality Management System throughout UVW Const. To sustain the above quality policy we strive; 1) To achieve excellence in quality and productivity in all works. 2) To develop a positive attitude towards quality and motivate our personnel through appropriate recognition of efforts in improving works quality. 3) To improve and update technology, methods of operation and management skills of our staff to efficiently manage our project. 4) To maintain an atmosphere of mutual understanding and cooperation with open communications. 5) To exemplify professional and honesty in dealings amongst ourselves, customer and the public. 6) To provide the leadership in promoting quality in our works as well as our subcontractors and suppliers with reward and recognition for achievements. It is our goal that all the staff, in all functions, performs their duties according to the documented Quality Management System.

Haron Ismail
.......................................... Managing Directors
Issuance Date: 1/11/2010

Date: 20/11/2008

PQP:

55

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Attachment B - Inspection & Test Plan Requirement (sample)
METHOD OF TESTING/ PROCEDURE REF ACTION RESPONSIBILIT Y CHECKING RESPONSIBILI TY

ITEM NO

DESCRIPTION

TEST & INSPECTION

FREQUENCY

1 2

Boundary survey Setting out

Topography Survey Survey Report

Once Every package

Survey Survey

Surveyor Surveyor

CRE/ RE/ C.O.W/ QAM CRE/ RE/ C.O.W/ QAM

Inspection Test Plan – Concrete Work
ITEM NO 1 DESCRIPTION TEST & INSPECTION Material FREQUENCY METHOD OF TESTING/ PROCEDURE REF BS 5328 BS 1881 Workability As instructed by CE As instructed by CE Each cube Slump Test, BS 1881: Part 102 BS 1881: Part 101 MS 26 Compressive Strength Curing / Protection 2 Steel Reinforcement Material BS 1881 QAE/ Project Engineer / Site Supervisor QAE/ Project Engineer / Site Supervisor QAE/ Project Engineer / Site Supervisor QAE/ Project Engineer / Site Supervisor QAE/ Project Engineer CRE/ RE/ C.O.W/ QAM CRE/ RE/ C.O.W/ QAM CRE/ RE/ C.O.W/ QAM CRE/ RE/ C.O.W/ QAM CRE/ RE/ C.O.W/ QAM ACTION RESPONSIBILITY QAE/ Project Engineer CHECKING RESPONSIBI LITY CRE/ RE/ C.O.W/ QAM

Concrete

As instructed by CE

Sampling

As instructed by CE Each batch As instructed by CE

MS 26: Part 4

BS 4466

Fixing of reinforcement 3 Formwork Fixing of formwork Removal of formwork

Each structure

Visual

Project Engineer / Site Supervisor Project Engineer / Site Supervisor Project Engineer / Site Supervisor

CRE/ RE/ C.O.W/ QAM CRE/ RE/ C.O.W/ QAM CRE/ RE/ C.O.W/ QAM

Each structure Each structure

As approved by CE As approved by CE

Issuance Date: 1/11/2010

PQP:

56

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Attachment C - QA/QC Inspection Register List (sample)
Inspection Register – (sample) Reference No. XYZ/PQMP/40s Works/G-00 XYZ/PQMP/40s Works/G-01 XYZ/PQMP/40s Works/G-02 XYZ/PQMP/40s Works/G-03 XYZ/PQMP/40s Works/G-04 XYZ/PQMP/40s Works/G-05 XYZ/PQMP/40s Works/G-06 XYZ/PQMP/40s Works/G-07 XYZ/PQMP/40s Works/G-08 XYZ/PQMP/40s Works/G-09 XYZ/PQMP/40s Works/G-10 XYZ/PQMP/40s Works/G-11 XYZ/PQMP/40s Works/G-12 XYZ/PQMP/40s Works/G-13 XYZ/PQMP/40s Works/G014 Description
PRECONCRETING INSPECTION FORM POST CONCRETING INSPECTION FORM REQUEST TO STRIKE FORMWORK GENERAL JOINT MEASUREMENT SHEET PILE HEAVE MONITORING REPORT SUMMARY OF BORED PILE INSTALLATION RECORD BORING RECORD CONCRETING RECORDS FOR BORED PILE BORE PILE RECORD INSPECTION PRIOR TO LAYING OF REBARS AND DUCTS CHECKLIST REBARS INSPECTION PRE-CONCRETING CHECKLIST CONCRETE POURING CHECKLIST DEMOULDING CHECKLIST GIRDER STRESSING RECORD GROUTING WORKS CHECKLIST

Revision No. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Issuance Date: 1/11/2010

PQP:

57

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Attachment D - QA/QC Inspection Forms Request (sample)

Issuance Date: 1/11/2010

PQP:

58

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Attachment E – Document Control Register List (sample)
MASTER DOCUMENT REGISTER – (Sample) Reference No. XYZ/PQMP/40s Building/G-00 XYZ/PQMP/40s Building/G-01 XYZ/PQMP/40s Building/G-02 XYZ/PQMP/40s Building/G-03 XYZ/PQMP/40s Building/G-04 XYZ/PQMP/40s Building/G-05 XYZ/PQMP/40s Building/G-06 XYZ/PQMP/40s Building/G-07 XYZ/PQMP/40s Building/G-08 XYZ/PQMP/40s Building/G-09 XYZ/PQMP/40s Building/G-10 XYZ/PQMP/40s Building/G-11 XYZ/PQMP/40s Building/G-12 XYZ/PQMP/40s Building/G-13 XYZ/PQMP/40s Building/G-14 Description
MASTER DOCUMENT REGISTER - GENERAL REQUEST FOR INSPECTION REQUEST FOR INFORMATION CONFIRMATION OF VERBAL INSTRUCTION SITE INSTRUCTION NON-CONFORMANCE REPORT SITE DAILY REPORT INSPECTION OF MATERIAL DELIVERY CALIBRATION REPORT DRAWING TRANSMITTAL FORM DISTRIBUTION LIST DOCUMENT CHANGE REQUEST MEETING ATTENDANCE METHOD STATEMENT DESIGN CHANGE REQUEST

Revision No. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Issuance Date: 1/11/2010

PQP:

59

Uvw
Const

UVW Const Sdn Bhd. Project Quality Plan

RHB/KL/PQP/01 Rev. 0

The construction of 40-storey Grade “A” Office Building located at Jalan Sidek, Kuala Lumpur.

Attachment F - Document Control Inspection Form (Sample)
REQUEST FOR INSPECTION REF. NO. Date Location Dwg. Ref. : : : : _____________________________ _____________________________ _____________________________ _____________________________

We request for inspection and permission to proceed with the following work : Date : Time : am/pm *

Description of works :

Requested By,

Agreed By,

Received By,

Signature : Name : Date :

_____________ _____________ _____________

Signature : Name : Date :

____________ ____________ ____________

Signature : Name : Date :

______________ ______________ ______________

Sub-Contractor Representative

XYZ Supervisor / Engineer

(Consultant Representative)

Your request to proceed with the above-mentioned work is Remarks/ comment :

Checked & Agreed By, Signature : Name : Date : _____________ _____________ _____________

Approved By, Signature : Name : Date : ____________ ____________ ____________

Received By, Signature : Name : Date : ______________ ______________ ______________

Clerk of Work (Consultant)

Resident Engineer (Consultant)

QAQC Clerk (XYZ)

Issuance Date: 1/11/2010

PQP:

60

Name: Mohd. Norizam Md. Salleh

Student ID:CGS00534317

REFERENCES
1) Abdul Rahman Ayub, Ahmad Hilmy Abdul Hamid (11th. April, 2007), Quality Cost Consideration in Construction, Paper presented at the Civil Engineering Seminar, National Defense University Malaysia, Extrated on 1/11/2010 from website, http://cream.com.my/publications/whitepapers/Quality%20Cost%20Considerations% 20UDN2007.pdf 2) A Guide to the Project Management Body of Knowledge (PMBOK Guide), Extracted on 10/11/2010 from website, http://web.pdx.edu/~grueda/files/pmbok2000.pdf 3) DR. DAVID GOH TEE TECK, EMPM 5103 Notes 3, 2010 – OUM. 4) Duncan Haughey, The Project Management Body of Knowledge (PMBOK), Extracted on 20/11/2010 from website; http://www.projectsmart.co.uk/pmbok.html 5) Harold Kerzner (2009), PhD, Project Management (Tenth Edition), John Wiley & Son, New Jersy. 6) Hirschman, A.O. (1967). Development projects observed. Washington, D.C.: The Brookings Institution (reissued 1995). 7) Maverick SM (May 02, 2004), Project Planning Extracted on 21/11/2010 from website; http://projectmanagementysm.blogspot.com/2004/05/project-planning.html 8) Mirtha R. Muñiz Castillo and Des Gasper (May 2009), Looking for long-run development effectiveness: An autonomy-centred framework for project evaluation, Working Paper MGSoG/2009/WP005. Extracted on 21/11/2010 from website;maastrichtuniversity.nl/web/file?uuid=ba1602f0-7a84-46f8-be0f-ad6c3... 9) Oberlender, G.D (1993), Project Management For Engineering And Management. McGraw-Hill Inc, New York.

I/C No: 670703-01-6045

A