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Ineffective Site Management Practices and Their Impacts on Project

Performance

Chapter · December 2021

DOI: 10.13140/RG.2.2.14697.21600

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 - 501 -
Ineffective Site Management Practices and
Their Impacts on Project Performance
Siti Nurlaili Md Zain1, Abdul Rahim Abdul Hamid1*,
Alpha Umaru Bah1, Zaid Mohammed Hatem1, Abdullah
Ahmed Mohammed Ali Ba-Hutair1, Badam Gul Zadran2,
Nuhu Abba3, Mohammad Saiful Islam1
1
School of Civil Engineering, Faculty of Engineering, Universiti
Teknologi Malaysia, 81310 Johor Bahru, Johor, Malaysia.
2
Faculty of Civil Engineering, Paktia University, Afghanistan 2201.
3
Department of Building Technology, School of Environmental Studies,
Federal Polytechnic Kaura Namoda, Zamfara State. Nigeria 882231.
*rahimhamid@utm.my

ABSTRACT. The construction industry in Malaysia has reached a milestone in

the country's economic development. Effectiveness and efficiency are two key
factors that are intertwined with each other in assessing the success of an
organization. Generally, effectiveness refers to the achievement of objectives,
while efficiency reflects the amount of input or resources such as time, cost and
energy used to perform a task. Site management is very important in a
construction project. Effective site management will have the positive effect that
projects can be completed within a set timeframe, quality will be guaranteed, and
costs will be reduced. Literature studies have revealed that some researchers have
highlighted poor project planning and management as a delay factor in
construction projects. Researchers have concluded that poor planning and
management of construction projects can have some adverse effects on project
timelines and completion. Construction delays and duration issues are often
responsible for turning productive efforts into project losses. This delay can be
mitigated or prevented by improving pre-project planning and successful project
management as this is one of the most critical success factors in the achievement
of the construction project. The objectives of this study are to identify essential
factors leading to poor site management, to assess impact of ineffective site
management practices and to propose the best site management practices leading
to better project performance achievement. The study was conducted through
questionnaire survey on various project sites and data search from available
document archives. The data obtained were analysed using frequency
distribution, average index method and content analysis, which then presented in
the form of charts, graphs and tables for easy understanding. The finding shows
that essential factors leading to poor site management are characteristic of the site
management itself, poor coordination, and poor communication. The main
impact of ineffective site management practices include the increase the
construction cost, unable to complete project within time frame and poor quality
of construction. The propose best site management practices leading to better
project performance achievement are the improved leadership skills, technical

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knowledge, explore and usage of new methodology as well as standards tools on
construction project.

Keywords: Site Management; Effectiveness; Project Performance; Impact; Best

Practices

INTRODUCTION

The construction sector comprises a variety of building-related activities

and all types of engineering, maintenance, and planning and management
construction. This sector is closely linked to other sectors of the economy, making
it an important indicator and enhancing the country's economic flow [1].
However, there are many risks that are come across construction projects and
interfere smoothness its operations. This risk is often due to poor management
plans and site management practices that affect project progress and result in
delays or rising costs, and poor construction quality [2].
Ineffectively site management has created many problems. Problems arise
such as project delays, contractual problems, and financial problems and else also
occur and affect the development of a project and may cause a lot of abandoned
projects. Many research efforts have been made to study delay causes in different
countries. For example, [3][4] showed that owner interference, inadequate
contractor experience, financing and payments, labour productivity, slow
decision making, improper planning, and sub-contractors are among ten top most
important factors causing delay in Jordan; [5] discovered that design errors, client
liability, project specification and direct change order by the client are the major
factors that cause the time and cost overrun in Portuguese; [6] conducted a study
on delay mitigation in the Malaysian construction industry; they proved that a
financial problem is confirmed by the survey as the main causes of delay.

Problem Statement
Construction is a process in which an organization takes on a project,
assigns a team to build it, and provides systems, which are tools, equipment,
processes, and procedures with which the team can complete the work. These
three basic elements are required for a project to succeed. Nowadays, there is
numerous construction projects were facing problems because of poor
management systems and non-effective management. To complete the project
successfully, the product has to meet the expected level of quality and contract
terms. The systems have to be integrated and aligned to allow the people to
perform their work efficiently, effectively, and safely. Addition that, effectively
site management should be carried out in accordance with a predefined planning
schedule where the purpose is to prevent delays. These delays can be reduced or
prevented by an increased pre- project planning and successful project
management, as they are one of the most critical success factors of the
construction project accomplishment [7]. Unfortunately, many construction
companies engage in repeated ineffective practices that lead to low standard
results and they repeat these practices time again with predictable outcomes.
Understanding the causes and effect of ineffective construction management

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practices may provide an avenue to reducing some of the problems faced by the
people involved in project delivery. Recognizing these ineffective practices will
assist in avoiding them and so improving the chances of success. Typically,
construction management experiences many problems that need to be better
understood and resolved. This study is important to evaluate the effectiveness of
the implementation of good management system practices to improve the quality
of construction site management in Malaysia. The factors of poor site
management practices can be controlled and then need to be emphasized in its
implementation to minimize the impact on the performance of a project. It is
hoped that this study can provide awareness to improve the efficiency of effective
site management practices in the future and further overcome the problem of
construction delays, time overruns, effort and cost overruns as well as reducing
the problem of building defects.

Objectives
The aim of this study is to explore the issues of ineffective or poor site
management practices on construction project. To achieve this aim, a few
objectives have been identified as follows: -

1) To identify essential factors leading to poor site management practices

2) To assess the impact of ineffective site management practices on project
performance
3) To propose best site management practices leading to better project
performance achievement

Scope of Study
Data collection focused on person who involved in construction site
around the Klang Valley. The target respondents for this study were those
involved in the site management such as developer, consultants, project
managers, project engineers, project supervisors and government agency such as
Jabatan Kerja Raya (JKR) which involved in the construction project.

LITERATURE REVIEW

The management definition is a single or group of individuals who

challenges and oversees a person or collective group of people in efforts to
accomplish desired goals and objectives. Furthermore, the definition of
management includes the ability to plan, organize, monitor and direct individuals.
The management definition is also a person or collective group who possess the
executive abilities to lead a group through hardships, aspiring to meet an
organization’s purpose and visions. Poor management may be a contributing
factor in any failure to achieve a desired state. There are many indications of poor
management, for example, the successful running of an administrative process,
the completion of a task, the creation of a cohesive group of people, or the
individual happiness and motivation of staff members. Classic characteristics of
sub-standard management include a lack of planning, vague communication, and
lack control, absence of support or inadequate evaluation of progress. [8]

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mentioned that poor management is one of the critical reasons, which can
negatively affect the construction business and thus result in failure.
Site management practice is defined as a fundamental integrating process
used to achieve organized and successful results where building or construction
work is being carried out, whether it is within, adjacent to, or separate from an
existing occupied building [9]. Site management practices are a combination of
activities, which turn basic resources into a finished product. This can range from
organization of the materials, labour and other resources on the site to which
control the flows of information, quality and finance. Griffith and Watson (2004)
define site management as a combination of four groups of inter-related
components: preliminary works, site organization, and site layout and welfare
provision.
Failure of site management on construction sites is mainly related to the
problems and failure of communication and performance between the
professional team and the contractor [10]. However, there are many reasons and
factors, which contribute to this problem. An increasing number of construction
organizations are applying project improvement initiatives to improve their
performance according to [11]. The fundamental objectives are to deliver
construction projects to the required quality more quickly and improve project
performance. Unfortunately, practice is not that simple as construction work has
become more complex technically and administratively, and there are several
challenging engineering and management problems that occur on the site
[12][13].

METHODOLOGY

Conducting survey using questionnaires send through google form and

distribute through social media WhatsApp and Facebook. The objective is to
identify essential factors leading to poor site management practices and to assess
the impact of ineffective site management practices on project performance. The
data collected is to answer the objectives that have been stated. The questionnaire
given were in Likert scale form and been analyzed by using frequency analysis
and average indices to rate and rank the result according to the level of agreement.
The data have been analyzed using Microsoft Excel. After calculations and
obtaining frequencies, the results will be compiled and arranged into Microsoft
Word and the data will be conveyed in a simpler and easy-to-understand manner.
After the compilation of data generated from primary and secondary
resources, data analysis was carried out using the frequency analysis and average
index (1) analysis to rate and rank the elements of data according to level of
implementation and level of agreement as shown below [14].

Average Index (AI) = Σ aixi / Σ xi (1)

Whereas, ai = constant which represent the weight for i

xi = variable that represent the frequency of respondents to the I (i = 1, 2, 3, 4, 5).

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Table 1 shows the classification for the rating scale [15].

Table 1. Average Index Classification [15]

Rating Scale Average Index, a Category
1 1.00 ≤ a < 1.50 Strongly Disagree
2 1.50 ≤ a < 2.50 Disagree
3 2.50 ≤ a < 3.50 Neutral
4 3.50 ≤ a < 4.50 Agree
5 4.50 ≤ a ≤ 5.00 Strongly Agree

RESULTS AND DISCUSSION

The results shown below were generated from the 150 responded
questionnaires from professionals representing developer, contractor, consultants
and government agency organization. The demographic of the respondent include
age, gender, race, working type of company, job position and duration
involvement in construction industry. The major respondent age was in the range
age of 31-40 years which is 70 respondents, followed by age 21-30 years which
is 35 respondent and 41-50 years which is 22 respondents. Meanwhile for gender,
male 78 respondents while female only 52. The respondent organization came
from contractor which contribute 58 respondent, government agency (local
authorities and JKR) is 26 respondent and developer 15 respondent. The job
position of the respondent is project engineer/coordinator/executive which
contribute 44 respondent, government personnel (engineer, assistant engineer,
technical assistant) contribute 26 person and site supervisor 20-person
respondent. The major respondent working duration with construction company
is between 5 to 10 years which is 51 person and more than 10 years which is 45
people.

Finding to Objective 1 – Essential Factors Leading to Poor Site Management

Practices.
Objective 1 is to identify essential factors leading to poor site management.
The average index has been represented in Table 2. The issues have been divided
into 7 sections, which is site management characteristic, poor communication,
poor coordination, poor documentation, work programme, weak of site
organizational structure and preparation to workplace, safety, and environment
issue. Based on the analysis, it shows that most of the issues can classified as
agree and this reflect there are a lot of improvement to be made to further improve
site management practices. A successful project can only achieve project goals
through effective project team members led by an effective leader, i.e., the project
manager. The project manager is the person who will be the driver towards the
direction of the project, where they have some responsibilities to be implemented
effectively to ensure that the assigned task runs smoothly. Based on this study,
most factors that lead to the ineffectiveness of on-site management practices are
the personal characteristics of the site management itself. Most respondents
agreed that management needs to be open to suggestions and learn how to
distribute tasks and show that he or she believes in the capabilities of his or her

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team. Effective communication is very important in the implementation of
projects on construction sites due to the involvement of various processes and
work sequences on the site itself. Poor communication can result in failure to
complete the project as scheduled. Site management systems in the construction
industry should understand the causes and effects of poor communication and
take action to improve good communication processes in their projects.
Based on Table 2, most respondents agreed that poor communication also
leads to ineffectiveness factors in construction site management practices. Most
respondents agreed that incorrect technical information instruction was the
highest factor for the element of good communication failure. Failure to provide
clear or contradictory information, often not communicating the correct
information to the right people and at the time requested is a major factor that can
hamper the process in project completion. Table 2 shows that the lack of
coordination between areas at the site such as structural, architectural, mechanical
and electrical is something that is considered serious and needs to be taken
immediately. In addition, discrepancies in the work drawings always occur in the
construction industry, if there is no good coordination, then problems on site
cannot be solved and this causes delays in project completion, increasing costs
and affecting the quality of the building. Comprehensive involvement between
the main contractor and subcontractors is also important for the coordination and
coordination of work on the construction site. Cluttered and incorrect file and
document arrangement systems can result in unsmooth messaging and
information throughout project implementation. Subsequent factors such as
missing work drawings and arrangement does not align to the main drawing list
(Master List Drawing) can cause problems when instructions from one party do
not reach the other and are difficult to track immediately. Failure to prepare
important documents such as ITP (Inspection and Test Procedure) and Statement
of Working Methods is also the cause of a work failing to run and function
properly because there are no important documents to interpret it at the
construction site. A weak site organizational structure can lead to huge problems
because the staff on site is the backbone in helping for the smooth running of a
project. The main factor agreed by the respondents was no cooperation among the
construction site staff. When such a situation occurs, the work on the construction
site does not run smoothly because the party involved only completes the work
for himself and may also not inform others of the sequence of work or important
technical information. The next factor is the lack of staff to coordinate technical
administration on site as well as the frequency in changing staff. This can make a
job difficult to perform due to the absence of staff to focus on the work. In
addition, the management is seen to have failed to provide the necessary
assistance and information to the staff.
A weak work programs such as short work program changes, short notice
to start work on site, impractical and incomplete work sequences contribute to
factors of deterioration and disruption to the smooth running of the project. All
activities on the construction site must be managed carefully and in detail to
ensure good quality of work, smooth completion of the project and no waste,
safety of workers and an environment that does not occur pollution. The type of
material provided is not suitable as in the specifications and design also
contributes to the occurrence of work delays, increased costs due to having to buy
new materials, and also used will affect the quality of the building. In addition,

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the failure to manage construction materials, equipment and arrangement of waste
materials and the insufficient number of materials provided is also an important
factor that causes the failure of construction site management to function
properly. Respondents also agreed that failure to provide support for safety
equipment & inability to comply with work safety rules and laws will result in
construction site activities not being able to function properly. Activities at the
site also according to the respondents experienced problems when temporary
work support was incomplete or insufficient such as scaffolding, water &
electricity supply and delays in providing support and accurate information to the
concrete plant. In addition, respondents agreed that the site environment is not
well prepared for example no sediment traps, no waste management center and
no cleaning frequency, fresh air supply, no good lighting system are factors that
cause ineffective management practices on construction sites now.

Table 2. Essential Factors Leading Poor Site Management Practices Average

Index

Frequency Analysis
Element AI Classification
1 2 3 4 5

Site Management Characteristic

Management needs to
be open to suggestions
and learn how to
1 2 18 68 41 4.12 Agree
delegate the tasks and
show that he trusts the
abilities of his teams
Failure to communicate
properly, keep pointing
11 5 12 49 53 3.98 Agree
finger and blaming
staff
Inexperience and lack
of knowledge in
1 8 29 53 39 3.93 Agree
managing the project
team
Not sharing
information / Provide 8 7 24 43 48 3.89 Agree
no clear commands
Unable to follow the
process and sequence 8 7 27 46 42 3.82 Agree
of work
Poor project initiation –
no kick off meeting (to
share project goals, 10 8 19 54 39 3.80 Agree
staff roles and
responsibility)

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Low engagement 10 7 25 47 41 3.78 Agree
Failure to manage
8 10 25 49 38 3.76 Agree
project scope
Lack of clear objective 9 12 20 51 38 3.75 Agree
Inadequate skills for
8 9 30 48 35 3.72 Agree
the project
Wrong estimation and
8 10 29 50 33 3.69 Agree
budget
Lack of accountability 8 9 29 53 31 3.69 Agree

Micromanaging project 7 10 34 50 29 3.65 Agree

Lack of trust 6 13 36 44 31 3.62 Agree

Poor Communication
Incorrect instruction of
5 7 26 59 33 3.83 Agree
technical information
Not being kept
5 3 35 57 30 3.80 Agree
informed
The right information is
not being sent to the 6 7 31 50 36 3.79 Agree
right people
Unclear or
contradictory 5 4 39 50 32 3.77 Agree
information
Unavailability of
information in the time 5 6 33 58 28 3.75 Agree
of need
Inaccurate delivery of
5 9 34 50 32 3.73 Agree
project information
Staff not receiving
consistent messages 6 8 30 58 28 3.72 Agree
from management
Inaccessibility of
5 8 43 49 25 3.62 Agree
information
Language barrier 8 10 44 47 21 3.48 Neutral
Poor Coordination
Lack coordination
among trade (Civil &
Structure / Architecture
4 5 21 54 46 4.02 Agree
/ M&E / Landscape)
regarding site work
sequence and process
Unable to coordinate
properly, discrepancy 5 5 25 47 48 3.98 Agree
among trade

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Lack of coordination
between main
contractors and
subcontractors (unable 5 7 21 59 38 3.91 Agree
to coordinate properly
on site works and
documentation)
Late response to site
4 10 30 45 41 3.84 Agree
problems
Solution recommended
not practical / without
4 8 31 50 37 3.83 Agree
referring to spec &
design
Main contractors give
short notice for 4 9 35 42 40 3.81 Agree
commencing site work
Unable to coordinate
properly with skills and 5 6 36 54 29 3.74 Agree
unskilled workers
Poor Documentation
No proper filing &
4 10 29 48 39 3.83 Agree
documentation
Missing drawing,
arrangement drawing
4 10 31 44 41 3.83 Agree
not as per Master List
Drawing
Unable to provide
important
documentation such as
ITP (Inspection and 4 10 28 56 32 3.78 Agree
Test Procedure) &
Work Method
Statement
Late to issue Request
for Information (RFI) 6 8 31 50 35 3.77 Agree
to consultant
Inadequate
documentation and 5 9 34 49 33 3.74 Agree
tracking
Lacking in document
6 13 23 59 29 3.71 Agree
control practices
Did not allow staff to
issue Request for
8 9 28 56 29 3.68 Agree
Information (RFI) to
consultant
Failure to comply ISO
6 10 35 49 30 3.67 Agree
standard systems

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Shows no action / less
efforts to obtain the 4 14 39 44 29 3.62 Agree
standard systems
Weak of Site Organizational Structure
Poor teamwork among
4 7 27 52 40 3.90 Agree
site staff
Insufficient staff to
coordinate the site 5 4 27 60 34 3.88 Agree
work
Insufficient staff to
coordinate the
4 11 27 53 35 3.80 Agree
technical
administration work
Frequent change of
4 4 41 45 36 3.81 Agree
personnel
Unable to provide
necessary assistance
5 8 32 52 33 3.77 Agree
and information to site
staff
Unable to attached
roles & responsibility
staff match with their 4 8 32 57 29 3.76 Agree
experience /
qualification
Unable to provide
necessary guide,
assistance, proper 5 6 36 53 30 3.75 Agree
commands to fresh
graduate
Working Programme
Late change of working
4 10 32 58 26 3.71 Agree
programme
Short notice for
5 14 31 49 31 3.67 Agree
commencing site work
Working sequence not
7 9 37 46 31 3.65 Agree
practical
Working programme
7 12 38 43 30 3.59 Agree
not detail enough
Preparation to Workplace, Safety & Environment Issue
Type of material
provided not 6 8 30 55 31 3.75 Agree
appropriate
Failure to manage
construction materials,
6 9 31 49 35 3.75 Agree
equipment and waste
material arrangement

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Insufficient amount
6 4 34 60 26 3.74 Agree
material provided
Failure to provide
safety supports /
equipment & unable to 7 9 38 39 37 3.69 Agree
obey safety works rules
and regulations
Scaffolding, water &
6 12 30 55 27 3.65 Agree
power supply
Late to provide plant
6 13 31 56 24 3.61 Agree
support
Work place
environment not yet
5 17 31 51 26 3.58 Agree
prepared such as
general site
Inadequate or
insufficient temporary 7 10 37 53 23 3.58 Agree
work support such as
Cleaning, fresh air
6 13 10 46 25 2.85 Neutral
supply, lighting

Findings to Objective 2 – Impact of Ineffective Site Management Practices

Objective 2 is to assess impact of ineffective site management practices.
The overall average index of each element has been presented in Table 3. As the
result, the respondents are agreed that ineffective site management practices can
caused poor project performance especially in delaying project completed, cost
overrun, and poor building quality also impacted on safety and environment. The
ability to manage time, cost and quality is a determinant of success and impact on
project performance. The purpose of the management of these three aspects is
important so that the project can be completed on or before the expected time,
construction costs do not exceed the project allocation as well as obtain the quality
of the building as expected by the developer. If a construction site is managed
with ineffective management practices, then these three aspects are difficult to
maintain and control. Based on the respondents' feedback, they agreed that the
ineffectiveness of site management practices caused delays in project completion
time, increased project costs as well as affecting the quality of the building. The
elements in Table 3 answer and confirm to the questions posed about the impact
on project performance. The majority of respondents agreed that improper site
management planning, insufficient experience, poor site management caused
delays in project completion. In addition, respondents also agreed that poor
coordination contributed to delays from project completion timeframe and poor
building condition as well as increased project costs. Poor project management
skills, poor coordination and inefficient communication can all be seen as the
causes of project delays, too many estimates, poor quality of the building.
Additional time is required to correct defects due to failure to give clear
instructions and incomplete working drawings. Further respondents agreed that
without coordination and coordination, project completion would be hampered
due to repairing damaged work and low employee productivity. Another factor is

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the lack of building materials causing delays in project completion. Damage to
structural parts makes the repair work greater and more expensive if the repair
has been done properly in the first place there is no periodic supervision in place.
Among other effects according to the order of the next average index is Building
materials that are not managed properly can cause waste and pollute the
environment. The absence of resources as planned throughout the project period
can also cause delays in project completion. Deferment of payment to the
contractor from the developer due to delay in completion of the project. Poor
quality work causes high levels of accidents and can involve unsafe practices.
When management accepts poor quality work, this practice becomes the norm.
Junior and new employees will assume this bad standard of work is acceptable
and will assume that it is standard practice in the company, and will repeat the
same bad standard elsewhere. The lowest average index is for contractors just as
soon as their last project. Poor quality work on a project can damage the
relationship with the developer.

Table 3. Impact of Ineffective Site Management Practices Average Index

Frequency
Analysis Averag
Element Classification
e Index
1 2 3 4 5
Reconstruction work
takes additional time,
2 4 4
therefore affecting upon 4 3
6 9 8
4.03 Agree
the completion time of
the project.
Without coordination,
the project will be
delayed due to 2 5 4
4 3
5 3 5
4.02 Agree
rectifying defective
works and low
productivity of laborer.
Assigning the wrong
person to manage
2 5 4
project caused the 5 5
5 3 2
3.94 Agree
possibility of failure the
project.
Delay because of
3 5 3
closures leading to 4 2
3 3 8
3.92 Agree
materials shortage
Increase wastage
3 4 4
around site, affected to 2 6
5 6 1
3.91 Agree
environment
Lead to other problems
and impact other parts
of the structure making 2 5 3
4 5
9 4 8
3.90 Agree
the repair job even
bigger and costlier than
if the repair had been

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attended to properly in
the first place.

Poor quality work

causes high-rate
3 6 3
accidents and could 4 4
0 0 2
3.86 Agree
involve unsafe
practices.
When management
accepts poor quality
work this practice
becomes the norm.
Junior and new
employees will assume
3 4 3
the poor standard of 5 8
5 5 7
3.78 Agree
work is acceptable and
will assume it is
standard practice in the
company, and will
repeat the same poor
standard elsewhere.
Contractors are only as
good as their last
project. Poor quality 3 4 3
4 8
8 4 6
3.77 Agree
work on one project can
quickly destroy client
relationships.
Delay in payment from 2 4 4
4 9
8 9 0
3.86 Agree
owner to contractor
Time needed to rectify 3 5 4
2 6
0 0 2
3.95 Agree
defects
Unavailability of
3 5 3
resources as planned 2 6
2 6 4
3.88 Agree
through project duration

Findings to Objective 3 – Best Site Management Practices Leading to Better

Project Performance Achievement
Objective 3 is to propose the best site management practices leading to
better project performance achievement. The overall average index of each
element has been presented in Table 4. The respondents are agreed that strong
communication and leadership skill, including the ability to liaise with all levels
of staff and decision-making is among best practices leading to better project
performance. Besides that, the site management team also need provide the
project team members the tools and techniques the need to produce consistently
successful projects. The main factor for the success of a project is through the

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effectiveness of communication. Most project managers are aware that the root
cause of problems is due to weaknesses and lack of good communication.
Instructions should be clear, accurate, complete, error -free, meaningful, and
relevant to the current situation at the time for others to receive them is extremely
important to practice. Effective coordination is important to coordinate, drive and
control the smooth running of a project. The advantage of effective coordination
is that throughout the implementation of the project information can be handled
and channeled well, activities can be well coordinated and run smoothly, reducing
the complexity in management in coordinating complex work. The quality of
construction documentation plays an important role in the achievement and
efficiency of the project. Poor documentation is a major cause of construction
inefficiencies and can lead to delays, job changes and repetition of work. Due to
the importance of documentation and file systems on a construction project, then
the management must learn and master all types of construction documentation
so that the process of documentation management on site runs smoothly.
The management of this organization must be done effectively to show the
arrangement, distribution of power and responsibilities of staff in a construction
site management. The organizational structure is a center for the operation,
coordination, supervision, and control of all activities on the construction site. In
other words, this structure is the backbone to the course of a project that is
expected to run smoothly, optimal administrative costs and no critical problems
encountered during construction. There are several elements that need to be
considered to realize the effectiveness of organizational structure management at
the construction site. Work Program is the planning of daily activities at the
construction site to ensure that the project can be completed within the stipulated
contract period. Work Programs used in monitoring and controlling the progress
of work can be carried out effectively. Construction work shall be based on an
approved Work Program. Monitoring and control of work progress should be
implemented through project tracking facilities and become a problem if the work
program cannot be prepared efficiently and in an orderly manner. Respondents
agreed that the management ensures that the work program provided is accurate,
contains all the information, the required sequence of work of 4.34 average index.
In addition, the respondents agreed that the management needs to update and
conduct regular meetings on the work program with all parties involved to ensure
the work on site runs smoothly. All activities on the construction site must be
managed carefully and in detail is an effective practice for construction site
management. Effective activity management often involves site preparation,
building materials management and health, safety and environmental
management. Effective site management must ensure that all site preparations,
management of building materials and management of health, safety and
environment are emphasized so that all activities on site run smoothly. Most
respondents agreed that ensuring safety control of construction sites, workers,
machinery and building materials in an orderly manner, comprehensive
coordination that covers the management of all aspects such as materials, labor,
plant, and site activities. In addition, an effective safety and environmental
management system and in accordance with the law as directed by authorities
such as DOSH.

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Table 4. Best Site Management Practices Leading to Better Project

Performance Achievement Average Index
Frequency
Analysis Averag Classificati
Element
e Index on
1 2 3 4 5
Strong communication
and leadership skill,
1 4 6
including the ability to 0 2 4.35 Agree
5 9 4
liaise with all levels of
staff
1 4 6
Decision making 0 3 4.35 Agree
3 9 5
Provide the project team
members the tools and
1 5 5
techniques the need to 0 4 4.28 Agree
3 6 7
produce consistently
successful projects
Manage and motivate
people so that project
efforts will experience a 1 5 5
0 3 4.28 Agree
zone of optimal 6 2 9
performance throughout
its life
Have excellent
1 5 5
interpersonal and 0 3 4.26 Agree
5 7 5
communication skills
Competent in preparation
of technical
2 5 5
documentation including 0 2 4.25 Agree
0 2 6
procedures and training
manuals
Able to work under
pressure and deliver 1 5 5
2 2 4.25 Agree
within committed 4 5 7
deadlines
High standards of
constructions work with
successful executive
2 4 5
experience in 1 2 4.22 Agree
2 8 7
implementing
CONQUAS or QLASSIC
System, SHASSIC, etc.
Have a consistent
methodology for 1 5 5
1 4 4.21 Agree
planning and executing 6 5 4
projects.

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Have a sustainability,
1 5 5
environmental skills and 0 4 4.18 Agree
9 7 0
trade skills
Recruit and maintain
adequate technical and 1 5 5
1 6 4.15 Agree
non-technical resource 5 8 0
skills
Competent in use of
3 4 5
Microsoft Office 0 3 4.12 Agree
0 5 2
software
Understanding of ISO 2 5 5
1 4 4.12 Agree
Standards 4 0 1
Manage the allocation of 2 5 4
0 5 4.12 Agree
scarce resources 1 7 7
Establish clear
2 5 4
accountability for 0 4 4.12 Agree
2 8 6
measured results.
Requiring skills in
phasing of the building
2 5 4
process: development, 1 2 4.11 Agree
6 4 7
production, utilization
and disposal
Define and collect
operational metrics to 2 5 4
0 5 4.09 Agree
support project and 4 5 6
stakeholders
Mastery of technological 2 5 4
1 3 4.06 Agree
changes such as BIM 8 3 5
High level skills in
marketing, technical 2 4 4
0 7 4.04 Agree
sales, influencing and 9 6 8
negotiating
Greater focus on a 2 5 4
2 4 4.04 Agree
knowledge economy 4 7 3
Knowledge of CAD and 3 5 4
0 2 4.04 Agree
automated tools 3 3 2
Strong understanding of 3 5 4
1 2 4.03 Agree
financial outcomes 1 4 2

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CONCLUSION

The first objective was to identify essential factors leading to poor site
management practices. Based on the analysis, it shows that all 7 section causes
leading to poor site management practises are agreed for correspondence. The
first section shown that the characteristic of site manager is important to make
sure the site work progress, process and sequence smoothly. It will prove site
manager need to show trust and ability to staff, provide clear commands,
communicate properly, and have full of knowledge and experience to manage site
and project team. Besides that, site manager needs to have strong communications
skills and have to provide correct technical information to staff to avoid repetition
work happen. In addition, coordination among related parties is important so that
site work sequence and process running smoothly. In order to achieve and
implement the physical works as design, the important documentation need to
control and distribute accordingly. Another factor like weak organizational
structure, unable to provide working programme earlier and failure to preparation
to workplace will contribute high-rate accident and environmental issue.
The second objective was to assess the impact of ineffective site
management practices towards projects performance. According to the study
conduct, the respondents agreed that ineffective site managements practises are
the factors leading poor project performance which are late completing project,
increase the construction cost and poor quality on the building. Besides that, it’s
can cause high rate of safety and environment issue also impacted to reputation
of company.
The final objective proposes the best site management practices. From
the finding, the respondents are strongly agreed that strong communication and
leadership skill, including the ability to liaise with all levels of staff, strong
decision making, provide the project team members the tools and techniques the
need to produce consistently successful projects, manage and motivate people so
that project efforts will experience a zone of optimal performance throughout its
life among best management practices factor to implement in future. Besides that,
the respondents also agreed that site management need to have a high standard on
new methodology construction standards and tools.

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