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Keynote Address. Seminar On Best Practices In The Construction Industry BPCI 2008. The KL International Airport Project PROJECT MANAGEMENT EXPERIENCE “Doing The Wrong Things Right!”. TAN SRI DATO’ Ir. JAMILUS HUSSEIN CHAIRMAN CIDB MALAYSIA PRESIDENT/CEO KLIA PREMIER HOLDINGS SDN BHD. - PowerPoint PPT Presentation
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TAN SRI DATO’ Ir. JAMILUS HUSSEINCHAIRMAN CIDB MALAYSIA
PRESIDENT/CEO KLIA PREMIER HOLDINGS SDN BHD
TAN SRI DATO’ Ir. JAMILUS HUSSEINCHAIRMAN CIDB MALAYSIA
PRESIDENT/CEO KLIA PREMIER HOLDINGS SDN BHD
Keynote AddressKeynote Address
The KL International Airport ProjectPROJECT MANAGEMENT EXPERIENCE“Doing The Wrong Things Right!”
The KL International Airport ProjectPROJECT MANAGEMENT EXPERIENCE“Doing The Wrong Things Right!”
Seminar On Seminar On Best Practices In The Construction IndustryBest Practices In The Construction Industry
BPCI 2008BPCI 2008
2
The essence of Project Management is The essence of Project Management is really about delivering value.really about delivering value.
The value (business) of the project The value (business) of the project
to the Clientto the Client to the Contractors & sub-contractorsto the Contractors & sub-contractors to the Consultantsto the Consultants to the Public at large to the Public at large
Project Management & Value Project Management & Value ManagementManagement
Project Management Value Project Management Value PropositionProposition Completing project more quickly and cost effective. Completing project more quickly and cost effective.
Saving effort and cost with proactive scope management.Saving effort and cost with proactive scope management. Better solution “fit” the first time through better Better solution “fit” the first time through better planning.planning. Resolving problems more quickly.Resolving problems more quickly. Resolving future risk before the problems occur.Resolving future risk before the problems occur. Communicating and managing expectations with clients, Communicating and managing expectations with clients,
team members and stakeholders more effectively.team members and stakeholders more effectively. Building a higher quality product the first time.Building a higher quality product the first time. Improved financial management.Improved financial management. More focus on metrics and fact-based decision-making.More focus on metrics and fact-based decision-making. Improved work environment.Improved work environment.
How These Values AchievedHow These Values Achieved
Project Management is a discipline – it has its Project Management is a discipline – it has its own “way” (using methods/available own “way” (using methods/available tools/practice) to do the “wrong things right!” tools/practice) to do the “wrong things right!” in managing a project. in managing a project. One of the tool is Value Management method & One of the tool is Value Management method &
techniques.techniques.
Project Management leads, and take Project Management leads, and take responsibility & ownership to ensure healthy responsibility & ownership to ensure healthy progress and successful completion of project.progress and successful completion of project. it is not the Client’s “postman”.it is not the Client’s “postman”. it is not monthly progress meeting.it is not monthly progress meeting.
How These Values AchievedHow These Values Achieved
You need the knowledge, experience, the right You need the knowledge, experience, the right attitudes, and competencies.attitudes, and competencies.
You need the right multi-disciplinary You need the right multi-disciplinary structured organization.structured organization.
You need the right system and procedures.You need the right system and procedures.
You need disciplinary and project management You need disciplinary and project management competent personnel.competent personnel.
You need to have (established) the right You need to have (established) the right project management working culture to drive project management working culture to drive the Client and project team. the Client and project team.
No real study has been done to ascertain at what state and levels of practice.No real study has been done to ascertain at what state and levels of practice.
Almost everyone in the industry claim to know what project management is Almost everyone in the industry claim to know what project management is and that they practice it.. but still many projects are abound with problems.and that they practice it.. but still many projects are abound with problems.
Having a person called Project Manager or Construction Manager and a bunch Having a person called Project Manager or Construction Manager and a bunch of personnel constitute to project management being practice.of personnel constitute to project management being practice.
Projects can be manage through “remote control” – monthly progress Projects can be manage through “remote control” – monthly progress meetings, progress reports, cctv etcmeetings, progress reports, cctv etc
Administering & monitoring project = managing project = Project Administering & monitoring project = managing project = Project ManagementManagement
Project performance & success is the sole responsibility of contractors – that’s Project performance & success is the sole responsibility of contractors – that’s what they are paid for anyway!what they are paid for anyway!
State of Project Mgt Practice in MalaysiaState of Project Mgt Practice in MalaysiaState of Project Mgt Practice in MalaysiaState of Project Mgt Practice in Malaysia
Derive equitable commitment from stakeholders & action Derive equitable commitment from stakeholders & action holders as a “will” enabler & driver to achieve project holders as a “will” enabler & driver to achieve project performance & success.performance & success.
Definitive outlay of measures for effective monitoring, Definitive outlay of measures for effective monitoring, control, and decision-making throughout project life-cycle.control, and decision-making throughout project life-cycle.
Making sure project goal in time, cost, quality, and total cost Making sure project goal in time, cost, quality, and total cost are mutually consistent and attainable throughout the are mutually consistent and attainable throughout the delivery processes.delivery processes.
Clear & definitive strategy and planning to achieve project Clear & definitive strategy and planning to achieve project deliverables throughout life-cycle phases.deliverables throughout life-cycle phases.
Proper and Formal Proper and Formal Project Management Practice will translate into..Project Management Practice will translate into..
Proper and Formal Proper and Formal Project Management Practice will translate into..Project Management Practice will translate into..
Putting in-place clear policies, organization/team, Putting in-place clear policies, organization/team, managerial system and procedures for effective & managerial system and procedures for effective & efficient monitoring an control processes.efficient monitoring an control processes.
Creation of an informed & supportive working culture Creation of an informed & supportive working culture environment that foster dynamism & teamwork environment that foster dynamism & teamwork within the project delivery organizational setup.within the project delivery organizational setup.
Provide strong leadership, disciplined & innovative Provide strong leadership, disciplined & innovative performance orientated organization & personnel to performance orientated organization & personnel to the project & the Clientthe project & the Client..
Formal PM Practice..Formal PM Practice..
Project Management: Project Management:
Pondering on the Basic Pondering on the Basic
PM is a science…PM is a science…it relies on proven and repeatable processes it relies on proven and repeatable processes and techniques to achieve project success.and techniques to achieve project success.
PM is an art…PM is an art…
it involves managing and relating to peopleit involves managing and relating to peopleand require the project manager (leader & and require the project manager (leader & leadership) to apply intuitive skills in situation leadership) to apply intuitive skills in situation that are totally unique for each project.that are totally unique for each project.
The Art & Science of PMThe Art & Science of PM
A good project management methodology will A good project management methodology will provide the frameworks, processes, guidelines provide the frameworks, processes, guidelines and techniques to manage the people and the and techniques to manage the people and the workload thus increasing the odds of being workload thus increasing the odds of being successful.successful.
ButBut,,
Without a good leader and an effective leadership Without a good leader and an effective leadership the “right thing may be done wrongly”!the “right thing may be done wrongly”!(It may takes only one or two things done wrongly (It may takes only one or two things done wrongly to waylaid the whole project performance)to waylaid the whole project performance)
Project Management & Project Management & LeadershipLeadership
Con
str
ucti
on
Con
str
ucti
on
Ind
ustr
yIn
du
str
y
WHAT
Project Management
HOW
Clien
tC
lien
t
Sub-Contractors
DisciplinaryConsultants
Main Contractor &
LeadDesign
Consultant
Client Vision, Goals& Objectives
StakeholdersStakeholders
Project Development EnvironmentsProject Development Environments
SkillStaff
Systems
Structure
MGT Style
Strategy
Mission
Wh
at
Wh
at
How
How
Critical Success FactorsCritical Success Factors
Shared ValuesShared Values
Cultural behavior & strong traditionsCultural behavior & strong traditions
Roles, Responsibilities, Powers & StructureRoles, Responsibilities, Powers & Structure
Putting in-place Mgt & Admin ProceduresPutting in-place Mgt & Admin Procedures
Allocating Skilled Staff as a result of above Allocating Skilled Staff as a result of above
Determination of Project’s Managerial ApproachDetermination of Project’s Managerial Approach
PM Role & Management
Approach
PM Role & Management
Approach
PM and Contractor Construction PM and Contractor Construction Management OrganizationManagement Organization
Clien
tC
lien
t
Con
str
ucti
on
Con
str
ucti
on
Ind
ustr
yIn
du
str
y
WHAT
Project Management
HOW
Sub-Contractors
DisciplinaryConsultants
Main Contractor &
LeadConsultant
PD/PMPM OrgPD/PMPM Org
Planning &IntegrationPlanning &Integration
QualityQA/QCQualityQA/QC
CostContract
Risk
CostContract
Risk
Design DevEngineeringDesign DevEngineering
ClientClient
HSSEHSSE
Client Client Project ManagementProject Management
OrganizationOrganization
PD/PMContractor Org
PD/PMContractor Org
Planning &IntegrationPlanning &Integration
QualityQA/QCQualityQA/QC
CostContract
Risk
CostContract
Risk
Design DevEngineering
(Consultants)
Design DevEngineering
(Consultants)
ClientClient
HSSEHSSE
PD/PMPM OrgPD/PMPM Org
Construction Management&
Supervision
Construction Management&
Supervision
Contractor Contractor Construction ManagementConstruction Management
OrganizationOrganization
Both organization compliment Both organization compliment to work towards to work towards
achieving project objectivesachieving project objectives
Competing Demands:Competing Demands:“Influencing the End Result”“Influencing the End Result”
Economic Studies
Functional Design
Detailed Design
Tender Award
Construction
Commission
-75% -35% -7% 0% +75% +100%
Approximate Percentages of Construction Time
Abi
lity
to I
nflu
ence
Cos
t, T
ime
& Q
ualit
y
High
Low
It is at the InitialIt is at the InitialStages of the ProjectStages of the Project
MECP MECP MECP MECP
MECP = Major ExecutiveControl Point
Ord
er
of
Ma
gn
itu
de
Fe
as
ibil
ity
Ca
pit
al
Ap
pro
pri
ati
on
60
% D
es
ign
Re
vie
w
10
0%
De
sig
n(P
re t
en
de
r)
Competing Demands: “The Information Explosion”
Economic Studies
Functional Design
Detailed Design
Tender Award
Construction
Commission
-75% -35% -7% 0% +75% +100%
Approximate Percentages of Construction Time
0%
15%
85%
100%
Info
rma
tion
OperateOperate
The Information Explosion isThe Information Explosion isduring this stageduring this stage
Project Management Project Management Performance & SuccessPerformance & Success
Is about marginalizing potential Is about marginalizing potential Conflicts, Issues, & ProblemsConflicts, Issues, & Problems
ControlControlControlControl
Strategic & Project PlanningStrategic & Project Planningandand
Project Management Project Management Organization & SystemOrganization & System
throughthrough
throughthroughEffectiveEffective
Problem-solvingProblem-solvingEffectiveEffective
Problem-solvingProblem-solvingTimelyTimely
Decision-makingDecision-makingTimelyTimely
Decision-makingDecision-making
T
C
Q
IO
ControllingControlling AspectsAspects
Project ResultProject Result
Detailed Plan & ApproachDetailed Plan & Approachfor next Phasefor next Phase
Broad Plan forBroad Plan forsubsequent Phasessubsequent Phases
Each Development Each Development Phase must be Phase must be
Controlled to ensure Controlled to ensure the Project the Project
Development is in Development is in accordance with the accordance with the
set set Project END RESULT Project END RESULT
or GOALor GOAL
Each Phase will be subjected to Controlling Processes Each Phase will be subjected to Controlling Processes in in
TTime, ime, CCost, ost, QQuality, uality, OOrganization & rganization & IInformationnformation
Project Controlling PrincipleProject Controlling Principle
Decision-makingDecision-making
CCOONNTTRROOLL
PP hh aa ss ii nn gg
This represents the BASIS This represents the BASIS for the Project Management Working Methodfor the Project Management Working Method
The 3 Cornerstones of PMThe 3 Cornerstones of PM
Phased Project DevelopmentPhased Project Development
How How toMake
DesignPhase
ProcurementPhase
Project PhasingProject Phasing
Dividing the Overall Project Development intoDividing the Overall Project Development intoDistinct Project Phases.Distinct Project Phases.
Each with their unique Development Content.Each with their unique Development Content.
Formulating UPFRONT Formulating UPFRONT how the Execution Processes takes place,how the Execution Processes takes place,
Making the Total Development Scope MANAGEABLE!Making the Total Development Scope MANAGEABLE!
IdeaIdea
InceptionInceptionPhasePhase
P1P1
PreservePreserve
O&MO&MPhasePhase
P6P6
Do
ConstructionPhase
P5P5P4P4P3P3
What
DefinitionPhase
P2P2
Project Management ‘Wedge’ PrincipleProject Management ‘Wedge’ Principle
Study &Study & DefinitionDefinition
PhasePhase
DesignDesignPhasePhase
ProcurementProcurementPhasePhase
ConstructionConstructionPhasePhase
CommissioningCommissioningPhasePhase
Master Budget
Master Programme
Economical &Functional Quality
ii -D-D
Design Estimates& Budgets
Tender/ConstructionBudgets
Design &Technilogical QualityValue Engineering
Contract Admin. & Change OrderDetailed Design
SchedulesDetailed Tender
SchedulesOverall Interfacing Programme
2-D2-D
3-D3-D
ConstructionConstruction onon PaperPaper
Construction in PracticeConstruction in Practice
TimeTime
InformationInformation
QualityQuality
CostCost
OrganizationOrganization
Pro
ject
Con
trols
Pro
ject
Con
trols
FeasibilityFeasibilityStudyStudy
FinalFinalDesignDesign
ContractContractAwardingAwarding
DeliveryDelivery
AcceptanceAcceptance
Start OperationsStart Operations& Maintenance& Maintenance
Decision-making throughout all Project
Decision-making throughout all Project PhasesPhases
Pre-Q & TenderPre-Q & Tender
Technical Quality Review
The Managerial IntegrationThe Managerial Integration
IdeaIdea What How How toMake
Do PreservePreserve
InitiativeInitiativePhasePhase
DefinitionPhase
DesignPhase
ProcurementPhase
ConstructionPhase
O&MO&MPhasePhase
Project PhasingProject Phasing
Achieved ResultAchieved Result
Decision-Decision-mmakingaking
OperationOperation &&
MaintenanceMaintenanceProgramProgram
T C Q IO
ImplementationImplementationProgramProgram
T C Q IO
ProjectProjectDesignDesign
T C Q IO
ProjectProjectProgramProgram
T C Q IO
ProjectProjectInceptionInception
Remaining ScopeRemaining Scope
T C Q IO ControlControl
Leads to a Decisive, Controlled and Leads to a Decisive, Controlled and therefore Manageable Overall Process!therefore Manageable Overall Process!
Project Management: Project Management:
The KL International Airport The KL International Airport Project Experience Project Experience
KLIA Project - What not KLIA Project - What not knownknown
A green field 25 mppa airport on a 10 x 10 km peat soil, palm oil A green field 25 mppa airport on a 10 x 10 km peat soil, palm oil plantation and secondary forest site.plantation and secondary forest site.
7 yrs completion (a record! of sort) – from decision to initiation, 7 yrs completion (a record! of sort) – from decision to initiation, site study & selection to physical construction, testing & site study & selection to physical construction, testing & commissioning, and crucial airport operation operational commissioning, and crucial airport operation operational readiness & transfer.readiness & transfer.
2 yrs into project, sudden fundamental shift from a Contractor-2 yrs into project, sudden fundamental shift from a Contractor-driven turnkey design & build to a Client-driven total project driven turnkey design & build to a Client-driven total project management approach.management approach.
Value of Good Project Mgt PracticeValue of Good Project Mgt Practice
52 months (a record!) physical construction completion including 52 months (a record!) physical construction completion including test & commissioning and operational readiness & transfer.test & commissioning and operational readiness & transfer.
from a RM20b turnkey to a Client-led RM6.9b final construction from a RM20b turnkey to a Client-led RM6.9b final construction cost.cost.
first ever airport to have successfully develop, design, and first ever airport to have successfully develop, design, and implement a fully integrated airport management system TAMS.implement a fully integrated airport management system TAMS.
all these with all these with NONO operational breakdown on opening day except a operational breakdown on opening day except a minor glitch on the Communication System.minor glitch on the Communication System.
KLIA International AwardsKLIA International Awards
Dedalo-Minosse International Prize for Dedalo-Minosse International Prize for Commissioning a Building ~ ItalyCommissioning a Building ~ Italy
International Illumination Design Award ~ International Illumination Design Award ~ USAUSA
FLIGHT Aerospace Industry Award ~ FranceFLIGHT Aerospace Industry Award ~ France
ASEAN Energy Efficient AwardASEAN Energy Efficient Award
ASEAN Engineering Achievement AwardASEAN Engineering Achievement Award
KLIA is sited on a green field site, 25,000 acres of KLIA is sited on a green field site, 25,000 acres of peat soil agricultural plantation peat soil agricultural plantation
and secondary forest.and secondary forest.
KL INTERNATIONAL AIRPORT
0 1000m
SHORT TERM CAR PARK BUILDING
2000m
MAIN TERMINAL BUILDING
ADMINISTRATION BUILDING
CONTROL TOWERCAR RENTAL BASES
STAFF LONG TERM CAR PARK
PUBLIC LONG TERM CAR PARK
TAXI WAITING
VVIP
N
RUNWAY 1
MAIN FIRE STATION, TELECOMEXCHANGE & TNB SUB-STATION
FIRE BURNING GROUND
AIRPORT LAYOUT(25 MPPA)
FREE ZONE
AIRCRAFT MAINTENANCE
AIRLINE GROUND HANDLINGBASE
GROUND HANDLING AGENTS
RUNWAY 2
43
2
5
15
6
7
9
10
COMPASS BASE
11
AIRPORT BOUNDARYFLIGHT CATERING
1
ANIMAL, FISH &PLANT QUARANTINE
PERIMETER ROAD (EAST)
WESTERN ACCESS ROAD
PETROL STATION
BALANCING POND
AIRPORT BOUNDARY
HADJ COMPLEX
POLICE STATION
MOSQUE
TAXIWAYS
BALANCING POND
TAXIWAYS
EX
IST
ING
RO
AD
- B20
J4
J1
J2
J3
AIRSIDE HOTEL
8
20 JUNE 95
TNB INTAKE
PETROL STATION
PETROLSTATION
RETAIL PARK
NOTE :
1. THIS LAYOUT IS BASED ON "AIRPORT LAYOUT 25 MPPA"2. THIS DRAWING IS TO BE USED FOR INFORMATION ONLY
RESERVOIR
TAXI & BUS HOLDING AREA
HOTEL PLOTS
FOLLOWING ARE POSSIBLE LIST OF FACILITIES TO BE PROVIDED WITHINTHE AIRPORT AREA IN THE FUTURE. LOCATION OF EACH FACILITY WILLBE DETERMINED LATER. - GOLF COURSE - SPORT COMPLEX - THEME PARK - REMOTE SEWAGE TREATMENT PLANTS - CUSTOM COMPLEX
FUTURE RUNWAY RESERVE
J6
J5
AIRLINEOPERATIONSRESERVE
FUTURE RUNWAY
RESERVE
25MPPA-3
BALANCING POND METEOROLOGICAL STATION
SEWAGE TREATMENT PLANT
14
SATELLITE 'B' RESERVE
13
SATELLITE 'A'
18
1617
12
PERIMETER ROAD (WEST)
19
AIR CARGO (EAST)AIR CARGO (WEST)COMMON SERVICES *AIRPORT ENGINEERING *SUB FIRE STATIONMOTOR TRANSPORT *TERM CONTRACTORS PLOT *INCINERATION *COGENERATION WASTE MANAGEMENT *FUEL FARMTRACK TRANSIT SYSTEMULD YARDEGRMAS LINE MAINTENANCE *AIRFIELD SAFETY UNITFORWARD TECHNICAL AREAPETROL STATIONFORWARD FUELCONTROL POSTAIRCRAFT DISCHARGE FACILITIESSEWAGE PUMP STATIONTNB SUB-STATIONERL RESERVEMAS CAMPUS
123456789
10111213141516171819
* ACTUAL LOCATION TO BE FINALISED
WelcomeGate
Airport Layout – 1Airport Layout – 1stst Phase -7850 acres Phase -7850 acres
RUNWAY 2
RUNWAY 1
EW 4
EW 11
EW 3 EW 2
EW 1
EW 8EW 7
EW 9
EW 9
EW 6EW 5
EW 7
EW 9EW 8
Hill 33
Earthworks Packages
Perimeter Road
Perimeter Road
Earthwork commenced in January 1994. At the height of Earthwork commenced in January 1994. At the height of earthwork construction (mid-1994), more than 300 earthwork construction (mid-1994), more than 300
excavators and 1,500 dump trucks worked around the clock excavators and 1,500 dump trucks worked around the clock to remove a record of 2.5 million mto remove a record of 2.5 million m³³ of earth in a week. An of earth in a week. An
incredible 130 million mincredible 130 million m³³ of earth was removed. of earth was removed.
Site Support Facilities and Site Support Facilities and Workers’ Accommodation Workers’ Accommodation
Complex.Complex.
Site Support Facilities and Site Support Facilities and Workers’ Accommodation Workers’ Accommodation
Complex.Complex.
Access Road B20Access Road B20Access Road B20Access Road B20
Birds-Eye-View (June 1997)Birds-Eye-View (June 1997)
View Towards Northeast of KLIAView Towards Northeast of KLIA
View Towards Southwest of KLIAView Towards Southwest of KLIA
Overview SatelliteOverview Satellite
VVIP BuildingVVIP Building
Control TowerControl Tower
Runway-1 and Taxiway (June Runway-1 and Taxiway (June 1997)1997)
Administration BuildingAdministration Building
Satellite Central Core Satellite Central Core – Tropical Jungle – Tropical Jungle
GardenGarden
Fuel Farm FacilityFuel Farm Facility
Quarantine FacilityQuarantine Facility
Total Airport Management System Total Airport Management System (TAMS)(TAMS)
TAMS is a computer - based distributed management overlays that integrates formerly de-coupled or standalone airport systems to support the business and operational goals of KLIA.
Some Examples of Some Examples of Project ManagementProject Management
Implementation StrategiesImplementation Strategies(KLIA Experience)(KLIA Experience)
Master Plan, Business Plan,Strategies, Roadmaps
Project Organization &Operational Scheme, ControlSystems,Communication Plan
Project Activities Approaches& Strategies, 4D Planning,Master Implementation Progm
Integrated logic Network Progm, Interface Mgt System
Detailed Project ActivitiesSchedules & Sub-schedules
Pla
nn
ers
Level of
Con
cep
tual
& M
an
ag
eri
al S
kills
Pla
nn
ers
Level of
Con
cep
tual
& M
an
ag
eri
al S
kills
Level of Conceptual & Managerial Complexity of ProjectsLevel of Conceptual & Managerial Complexity of Projects
Strategic Strategic PlanningPlanning
Tactical Tactical Planning Planning
Master Master ProgrammingProgramming
Multi-Multi-DisciplinaryDisciplinary
Singular Singular DisciplinaryDisciplinaryLevel 1Level 1
Level 2Level 2
Level 3Level 3
Level 4Level 4
Level 5Level 5
Deliverable/sDeliverable/s
Planning Levels and ProcessPlanning Levels and Process
The Four Managerial Levels of The Four Managerial Levels of KLIABKLIAB
Overall Project Level Overall Project Level
new devpmt
users
Overall Construction Level
Arealevel
Arealevel
Arealevel
Arealevel
Arealevel
Arealevel
Arealevel
DailyArea Coordination meetings
for monitoring & control.
1
2
3
Package LevelPackage LevelDaily Package Level meetings
With Contractors, Consultants, etc.
4
Conc.Ext.
Parties
KLIA Bhd Management- BoD, M&C Committees- MD, CD, SCGM- GM
Policy Decision & Monitoring StrategyPolicy Decision & Monitoring Strategy
CABINET COMMITTEE CABINET COMMITTEE
PROGRESS MONITORING COMMITTEE PROGRESS MONITORING COMMITTEE
PROJECT COMMITTEE PROJECT COMMITTEE
DEPUTY PRIME MINISTERDEPUTY PRIME MINISTER
( EVERY 2 MONTHS)( EVERY 2 MONTHS)
ChairpersonChairperson&&
Frequency of MeetingFrequency of Meeting
KLIA BERHAD CHAIRMANKLIA BERHAD CHAIRMAN
( EVERY 2 WEEKS )( EVERY 2 WEEKS )
KLIA BERHAD MANAGING DIRKLIA BERHAD MANAGING DIR
( EVERY WEEK )( EVERY WEEK )
::
::
::
::
CONSTRUCTION COMMITTEE CONSTRUCTION COMMITTEE KLIA BERHAD CONSTRUCTION DIRKLIA BERHAD CONSTRUCTION DIR
( EVERYDAY )( EVERYDAY )
KLIA Timing Strategy:KLIA Timing Strategy:“Master Implementation “Master Implementation Programme”Programme”
KLIA Interfacing StrategyKLIA Interfacing Strategy
With numerous Contract Packages present in the KLIA Project there was a high demand for controlled interfacing between the works.
Being fully aware of the stringent timeframe for the total development, it was of paramount importance that work integration and coordination was properly organized.
Therefore the Interfacing Strategy applied to the implementation of the KLIA project was planned and formalized well-ahead of the actual execution of each of the Contract Packages.
This created a controlled environment where little was left to chance and technical (timely) interfacing became a contractual requirement.
The next slides will provide a visualization of how each of the Contract Packages was related to one another:
KLIA Interfacing made KLIA Interfacing made ContractualContractual
PackageContract
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
2003 2004 2005
SUB STRUCTURE
SUPERSTRUCTURE
WET TRADES
MECH. & ELECTR.
FINISHINGS
ROOF
FACADE
FURNITURE & ID
PackageContract
Many separate contract package programmesEach with its specific interfacing requirements
High importance that each wascarefully integrated through
Pre-defined Interfacing schemes
Pre-defined Interfacing schemesthat became part of the Package Contract
Contractual Interfacing becamethe basis of the KLIA Interface
Management System
KLIAKLIAINTERFACEINTERFACE
MANAGEMENTMANAGEMENTSYSTEMSYSTEM
PackageContract
PackageContract
KLIA Interfacing VisualizedKLIA Interfacing Visualized
ContractPackages
ContractualInterfacing
Inte
rfac
ing
Inte
rfac
ing
Inte
rfac
ing
Inte
rfac
ing
Inte
rfac
ing
Inte
rfac
ing
Inte
rfac
ing
Inte
rfac
ing
Inte
rfac
ing
Inte
rfac
ing
Inte
rfac
ing
KLIA Contract Packaging KLIA Contract Packaging StrategyStrategy
23 December 2004
NSC PACKAGES
NSC PACKAGES
NSCPACKAGES
NSCPACKAGES
VARIOUS DIRECT SMALLPACKAGES
Package
Group A
FAST TRACKMAIN
PACKAGE
VARIOUS DIRECT SMALLPACKAGES
VARIOUS DIRECT SMALLPACKAGES
Package
Group CPackage
Group B
SPECIALIZEDWORKS
PACKAGES
DIRECT INDEPENDENT
PACKAGES
SPECIALIZEDWORKS
PACKAGES
SPECIALIZEDWORKS
PACKAGES
NSCPACKAGES
FAST TRACKMAIN
PACKAGE
D&BMAIN
PACKAGE
D&BMAIN
PACKAGE
FAST TRACKMAIN
PACKAGE
Package
Group DPackage
Group EPackage
Group FPackage
Group G
IndependentWorks
Package
Group H
PROJECT LEVELPROJECT LEVEL
PR
OJE
CT
LE
VE
LP
AC
KA
GE
LE
VE
LN
SC
PA
CK
AG
EL
EV
EL
SP
EC
IAL
GR
OU
PS
PACKAGING CONCEPTPACKAGING CONCEPTM
AIN
PA
CK
AF
ES
SM
ALL
ER
PA
CK
AF
ES
NS
CP
AC
KA
FE
S
Procurement (Contract) StrategyProcurement (Contract) Strategy
Due to Time constraint to complete and Due to Time constraint to complete and operate within 6 years from point of operate within 6 years from point of
decision to build (normal 10-12 years) decision to build (normal 10-12 years) a Fast-track strategy was crucial.a Fast-track strategy was crucial.
Fast-track Design and Fast-track Design and Build Build
Fast-track ConventionalFast-track Conventional
Conventional Conventional
A combination of all (running parallel), A combination of all (running parallel), depending on the size, scope, and complexity:depending on the size, scope, and complexity:
KLIA Fast Track ImplementationKLIA Fast Track Implementation
Overlap betweenDesign & Construction
Due to the stringent Project timeframe available, most of the major Project Scopes will be implemented on a Fast Track Basis
Tender Design
Detailed Design
Procurement
Construction
Construction Drawings
TIME
Detailed DesignCompleted
Construction DrawingsCompleted
ConstructionCompleted
KLIA Formal Communication KLIA Formal Communication StrategyStrategy
FORMAL MEETING STRUCTURE KLIAB CONSTRUCTION MANAGEMENT
T YP ES O F M EET ING w e e k 1 w e e k 2 w e e k 3 w e e k 4 Ch a irm a n M T W T F S M T W T F S M T W T F S M T W T F S
12 KL IA B M an ag e m e n t m e e t in g Tan S r i Da to ' Ir . Jamilus Hus s e in3 KL IA B Pr o je cts C o m m it te e m e e t in g Tan S r i Da to ' Ir . Jamilus Hus s e in4 KL IA B Pr o g r e s s C o m m it te e M e e t in g5678 O ve r a ll C M M e e t in g Dato ' Ir . Hamz ah Has an9 KL IA B M ate r ia l C o m m itte e Dato ' Ir . Hamz ah Has an
1011 C o n s u ltan ts C o n tr acto r s C o n s u ltan ts C o n tr acto r s12 A r e a C o o r d in at io n m e e t in g s13 Centra l A rea Ir . Y eong Chee Meng14 Pas s enge r Termina l Complex Ir . L iang Hian Ch ing15 Runw ay s & A pron A rea Dato ' Ir . Ng Chong Y uen16 Southern Suppor t A rea Ir . Edw ard Tan17 Unde rg round Serv ic es Ir . W ang Chung Ta181920 Pas s e n g e r T e r m in a l C o m p le x21 PTC 1 MTB + CP + BHS Ir .Lee Soon Jin22 PTC2 Sa te llite A Ir .Ras h id B in O mar23 PTC3 TTS Ir .Z a ina l A b id in Is hak24 PTC4 TA MS Ir .Naz arudd in25 PTC5a PLB & A p rons Serv ic es Ir .Nas ir Hamed26 PTC5b PLB & A p rons Serv ic es Ir .Nas ie Hamed27 PTC6 Lands c ap ing a t MTB Ir .Hamdan Mohd Kas s im28 PTC7 A irpo r t s ea ting & loos e f u rn itu re Ir .Mohd . Ja is Bas iran29 PTC8 Lands c ap ing a t SB Ir .Hamdan Mohd Kas s im30 PTC9 A r tw orks Ir .Hamdan Mohd Kas s im313233 Runw ay & A pron A rea34 RA 01 Runw ay 1 + T-w ay Ir .Chow W eng Khoon35 RA 02 Runw ay 2 + T-w ay Ir .Chow W eng Khoon36 RA 03 A p rons W es t Ir .Chow W eng Khoon37 RA 04 A p ron Eas t Ir .Chow W eng Khoon38 RA 05 A p rons Sou th Ir .Chow W eng Khoon39 RA 06 Quar ry Opera tion Hill 33 Ir .Chow W eng Khoon40 RA 07 Opera tion Bu ild ings Ir .Lee Soon Jin41 RA 08 A pproac h Gu id . & A G L Ir .Kok Soo Chon42 RA 09 A pron Flood ligh ting Ir .Kok Soo Chon
Quality Management Quality Management StrategyStrategy
KLIA Bhd QUALITY MANAGEMENT MANUALKLIA Bhd QUALITY MANAGEMENT MANUAL
KLIA Bhd
- Develop- Review- Strategize- Monitor- Audit
- internal- external
CONSULTANT- review- monitor- audit
Consultant’sConsultant’sQuality PlanQuality Plan
ContractorsContractorsQuality PlanQuality Plan
Submit
Audit
Internal AuditPrepare Internal AuditPrepare
CONTRACTORS- review- monitor- audit
Submit
Audit
ConclusionConclusion
The KLIA Project is a good example of how Project The KLIA Project is a good example of how Project Management has benefited the stakeholders, project Management has benefited the stakeholders, project team, the public, and the country.team, the public, and the country.
To benefit, Project Management has to be formally To benefit, Project Management has to be formally implemented through its proper methods and best implemented through its proper methods and best practices within a structured Project Management practices within a structured Project Management organization.organization.
Knowledge, experience, and personnel competencies in Knowledge, experience, and personnel competencies in Project Management determine greatly the practices Project Management determine greatly the practices within the project environment.within the project environment.
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