CC603-PROJECT MANAGEMENT

CONTENT

TITLE

PAGE

COMPANY BACKGROUND

2-4

INTRODUCTION

PROJECT LIFE CYCLES

5-9

WORK BREAKDOWN STRUCTURE

10-17
18

DISCUSSION

19

CONCLUSION

20

REFERENCE

21

APPENDIX

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COMPANY BACKGROUND

Malek ENGINEERING & CONSTRUCTION SDN. BHD. (786 253-M) is a company

incorporated in Malaysia since 28th August 2007. 100% Bumiputera-owned and registered
with the Contractor Service Centre (PKK) Class C and Construction Industry Development
Board (CIDB) Grade G4.
The establishment of the company is intended to serve the construction engineering work and
also provided to the agencies and government departments, local authorities, governmentlinked companies and the private sector.
Malek Engineering Construction Co., Ltd. has specialized management consisting of
directors and members of management experience in the sector, building construction and
work - civil works.
The company's goal is to provide customer satisfaction in the quality of work in the
construction industry and civil engineering at the appropriate price while ensuring that the
project is implemented and completed in the highest degree.

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COMPANY INFORMATION

COMPANY ORGANIZATION

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INTRODUCTION

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The project lifecycle describe the tasks that must be completed to produce a product or
service. Different project lifecycles exist for specific product and services. One of a Project
Managers challenges is to understand how to align the specific project lifecycles with the
project management lifecycle. The Project Manager needs to be aware of how the inputs and
outputs of one Life cycle affect and shape the other.

PROJECT LIFE CYCLES

The project manager and project team have one shared goal to carry out the work of the
project for the purpose of meeting the projects objectives. Every project has beginnings, a
middle period during which activities move the project toward completion, and an ending
either successful or unsuccessful. A standard project typically has the following four major
phases each with its own agenda of tasks and issues initiation, planning, implementation, and
closure. Taken together, these phases represent the path a project takes from the beginning to
its end and are generally referred to as the project life cycle .

1. Initiation Phase
During the first of these phases, the initiation phase, the project objective or need is
identified; this can be a business problem or opportunity. An appropriate response to the need
is documented in a business case with recommended solution options. A feasibility study is
conducted to investigate whether each option addresses the project objective and a final
recommended solution is determined.
Once the recommended solution is approved, a project is initiated to deliver the approved
solution and a project manager is appointed. The major deliverables and the participating
work groups are identified and the project team begins to take shape. Approval is then sought
by the project manager to move on the detailed planning phase.

2.

Planning Phase

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The next phase, the planning phase, is where the project solution is further developed in as
much detail as possible and you plan the steps necessary to meet the projects objective. In
this step, the team identifies all of the work to be done. The projects tasks and resource
requirements are identified, along with the strategy for producing them. This is also referred
to as scope management. A project plan is created outlining the activities, tasks, dependencies
and timeframes. The project manager coordinates the preparation of a project budget; by
providing cost estimates for the labor, equipment and materials costs. The budget is used to
monitor and control cost expenditures during project implementation.

Once the project team has identified the work, prepared the schedule and estimated the costs,
the three fundamental components of the planning process are complete. This is an excellent
time to identify and try to deal with anything that might pose a threat to the successful
completion of the project. This is called risk management. In risk management, high-threat
potential problems are identified along with the action that is to be taken on each high threat
potential problem, either to reduce the probability that the problem will occur or to reduce the
impact on the project if it does occur. This is also a good time to identify all project
stakeholders, and to establish a communication plan describing the information needed and
the delivery method to be used to keep the stakeholders informed.
Finally, a quality plan; providing quality targets, assurance, and control measures along with
an acceptance plan listing the criteria to be met to gain customer acceptance. At this point, the
project would have been planned in detail and is ready to be executed.

3. Implementation (execution) Phase

During the third phase, the implementation phase, the project plan is put into motion and
performs the work of the project. It is important to maintain control and communicate as
needed during implementation. Progress is continuously monitored and appropriate
adjustments are made and recorded as variances from the original plan. In any project a
project manager will spend most of their time in this step. During project implementation,
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people are carrying out the tasks and progress information is being reported through regular
team meetings. The project manager uses this information to maintain control over the
direction of the project by measuring the performance of the project activities comparing the
results with the project plan and takes corrective action as needed. The first course of action
should always be to bring the project back on course, i.e., to return it to the original plan. If
that cannot happen, the team should record variations from the original plan and record and
publish modifications to the plan. Throughout this step, project sponsors and other key
stakeholders should be kept informed of project status according to the agreed upon
frequency and format. The plan should be updated and published on a regular basis.
Status reports should always emphasize the anticipated end point in terms of cost, schedule
and quality of deliverables. Each project deliverable produced should be reviewed for quality
and measured against the acceptance criteria. Once all of the deliverables have been produced
and the customer has accepted the final solution, the project is ready for closure.

4. Closing phase
During the final closure, or completion phase, the emphasis is on releasing the final
deliverables to the customer, handing over project documentation to the business, terminating
supplier contracts, releasing project resources and communicating the closure of the project
to all stakeholders. The last remaining step is to conduct lessons learned studies; to examine
what went well and what didnt. Through this type of analysis the wisdom of experience is
transferred back to the project organization, which will help future project teams.

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Important of

life cycle

project.
The importance of the project cycle is to ensure that development projects are planned and
implemented in accordance with a specific sequence starts with sector strategy (ministry) to
achieve a set of objectives that will be developed, implemented, monitored and evaluated,
and strategies aimed at improving your next project. Project cycle provides a structure to
ensure that stakeholders and opinion-related information available to make informed
decisions at every stage in the life span of a project.
Projects are temporary undertakings by organizations set to achieve specific goals within a
specified time, cost and requirements. Projects are initiated to implement needed changes.
Thus, project management is an important methodology to carry out such desired changes as
reducing risk factors and implementing changes in an effective and efficient manner. If
mismanaged, a project may result in low morale, poor productivity, ineffectiveness or even a
high turnover rate. It is important to understand that a project is a process comprised of
different phases, commonly known as the Project Life Cycle. Projects are unlike ongoing
business activities such as routine maintenance and operation because projects typically
involve risk and uncertainty due to the uniqueness of the undertaking, complexity, use of
limited resources, time and cost constraints.

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Project life cycle make a project succesful
Project cycle is important to start or make a building and make a project for a planner who
secured a well-organized and bring savings and profit in a company. Successful project starts
from careful planning as well as strategic and what might happen, to avoid defects and delay
a project.
During the planning phase, the project team developed an integrated project schedule that
coordinated the activities of the design, procurement, and construction teams. The project
controls team also developed a detailed budget that enabled the project team to track project
expenditures against the expected expenses. The project design team built on the conceptual
design and developed detailed drawings for use by the procurement team. The procurement
team used the drawings to begin ordering equipment and materials for the construction team;
to develop labor projections; to refine the construction schedule; and to set up the
construction site. Although planning is a never-ending process on a project, the planning
phase focused on developing sufficient details to allow various parts of the project team to
coordinate their work and to allow the project management team to make priority decisions.
The closeout phase included turning over the newly constructed plant to the operations team
of the client. A punch list of a few remaining construction items was developed and those
items completed. The office in Catamarca was closed, the office in Buenos Aries archived all
the project documents, and the Chilean office was already working on the next project. The
accounting books were reconciled and closed, final reports written and distributed, and the
project manager started on a new project.
The execution phase represents the work done to meet the requirements of the scope of work
and fulfill the charter. During the execution phase, the project team accomplished the work
defined in the plan and made adjustments when the project factors changed. Equipment and
materials were delivered to the work site, labor was hired and trained, a construction site was
built, and all the construction activities, from the arrival of the first dozer to the installation of
the final light switch, were accomplished.

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WORK BREAKDOWN STRUCTURE
A Work Breakdown Structure is the foundation of project planning. It is a tool for breaking
down a project into its component parts and then detailing the specific tasks and activities
required to create each of these parts. The structure of the WBS can vary, sometimes using
project life cycle phases or other times project deliverables.

A WBS is:

An end item deliverable oriented. It does not show the dependencies or durations
of activities

An organized, outline representation of all work to be performed

Detailed enough to support planning, costing, estimate of time durations, assignment

of roles and responsibilities and ongoing monitoring and control

Provides a complete picture of all activities needed to complete the project. Note that
each component includes 100% of the work required to achieve that end product

Reusable once it is created for a project, it can be reused as a template on other,

similar projects.

The benefits of WBS are to:

Provide a detailed illustration of project scope. All work is identified and

communicated to stakeholders

Provide a tool to allow the team to see and understand the whole project

Create accurate cost and schedule estimates

Assist with buy-in by offering the project teams a way to see where their work fits
into the overall project.

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Creating a WBS
The WBS starts with the highest levels of work in the project. Each lower level breaks the
groupings into smaller chunks. The breakdown continues to as many levels of detail as you
need. There is no fixed number of levels for a proper decomposition.
Process for creating a WBS;
1.Review the Project Initiation Worksheet
2. Create summary tasks by identifying specific project deliverables: products, services,
results
3. Identify other work areas that may fall outside of these defined areas.
4.Subdivide each summary area into levels detailed enough for managing & controlling.
5. Develop specific tasks and activities required to create the products, services and results.
6.Tasks required to achieve the summary task are indented beneath it.
7.Tasks both summary and sub should be outlined numbered.
Remember that the WBS is a logical grouping of all tasks required to achieve the summary
tasks. The tasks are not necessarily performed in the sequence in which they are numbered.

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Examples of WBS

WBS #:
Est. Level of Effort:
Resources Needed:

1.1.1
40 hrs
Subject Matter Experts

Description of Task:

Products:
Development of a detailed project plan that lists all key resources,

Input:

tasks, milestones, dependencies, and durations.

Approved Project Charter

Dependencies:
Risk:

SMEs
Approval of Budget
Changes to IT Apps plans and deliverables

IT

Apps

Task:
Owner:
Work

implementation

Create Plan
Project Manager
MS Project Plan

releases,

which

conflict

with

WBS #:
Est. Level of Effort:
Resources Needed:

implementation
1.1.2
Work Item:
16 hrs
Owner:
CFO, CIO, Executive Work

Description of Task:

Sponsor
Products:
Development and documentation of the project budget based on plan

Input:

and resources.
Approved Project Charter

Dependencies:
Risk:

SMEs
Approval of Project Charter
Changes to IT Apps plans and deliverables

IT

Apps

implementation

releases

Make Budget
Project Manager
ITPR

which

conflict

with

implementation

WBS FIELDS
WBS Task
#
1

Description of Task

Work Products Owners

Est. Level
of Effort

PLANNIN

All task management and

management activities

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1.1

Plan

and

1.1.1

Supervise
Create Plan

Roll-up Task

Project

N/A

Development of WBS, work WBS,

Manager
Project
40 hrs

package identification, schedule WBS

Manager

formulation, staffing projection, Dictionary,

resource estimation. Followed MS Project Plan
by development of a detail
project plan that list all the key
resources,
1.1.2

task,

milestones,

Create

dependencies, and duration.

Development
and ITPR

Project

Budget

documentation of the project

Manager

40 hrs

budget based on plan and

1.1.3

Prepare

resources
Development of disbursement Purchase

Disburseme

process for the project including Orders,

CFO

40 hrs

Coordinate

Form
Ongoing planning activities for Meeting

Project

Activities

the project including weekly Minutes

Manager hrs/week

nt

1.1.4

/ acceptance/approval forms.

Deliverable

Reconciliati

Product

on

Acceptance

meetings

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WBS Numbering

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In a WBS, every level item has a unique assigned number so that work can be identified and
tracked over time. A WBS may have varying numbers of decomposition levels, but there is a
general scheme for how to number each level so that tasks are uniquely numbered and
correctly summarized. Below is the general convention for how tasks are decomposed:

Level 1 Designated by 1.0. This level is the top level of the WBS and is usually the
project name. All other levels are subordinate to this level.

Level 2 Designated by 1.X (e.g., 1.1, 1.2). This level is the summary level.

Level 3 Designated by 1.X.X (e.g., 1.1.1, 1.1.2). This third level comprises the
subcomponents to each level 2 summary element.
continues down
for all work required for the

This effort

until progressively subordinate levels are assigned

entire project.

If tasks are properly subordinated, most project scheduling tools will automatically number
tasks using the above convention.

WBS Construction Methods

Although there are different methods of decomposing project work and creating a WBS, the
most straightforward and effective way is to use some form of visual display of the
deliverables, phases, or activities. Ideally, all Project Team members will convene and
brainstorm all work required to complete project deliverables successfully. Involvement of
all team members in this process increases the likelihood that the resulting WBS will be
comprehensive. Typically, team members start by identifying all project deliverables or
milestones and then decompose them one at a time into a detailed and sequential list of the
detailed activities required to complete the deliverable or milestone. One way of visually
conducting this process is by using post-it notes to represent each deliverable and subactivity.
WBS Types

Deliverable-oriented WBS

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Process-centered WBS

Deliverable-Oriented WBS
A deliverable-oriented WBS is built around the projects desired outcomes or deliverables.
This type of WBS would likely include the following characteristics:

Level 2 items are the names of all vendor project deliverables that are expected to be
required as part of a contract. Level 2 should also include any agency deliverables
tasks.

Level 3 items are key activities required to produce the Level 2 deliverables.

Additional levels are used depending upon the magnitude of the deliverables and the
level of detail required to reliably estimated cost and schedule.

In the deliverable-oriented WBS, all deliverables are identified, and all work is
included.

Statewide projects procured as Firm-Fixed-Price contracts are well suited to the deliverableoriented approach.

Organized this way, project managers and agency management can

review interim progress against deliverables and easily determine the percentage of the work
that is complete. Sometimes, a deliverable-oriented WBS and its associated schedule can be
confusing to read because their items are not organized sequentially at the highest level.
They are, however, very useful in demonstrating progress against contracted deliverables.

DISCUSSION

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From the interviews we've done, we can deliver some discussion about the project life
cycle. A Feasibility Study should then be carried out to ensure that the chosen solution is
feasible and has an acceptable level of risk. The next step is to define the Terms of Reference,
followed by the appointment of the project team. The final step is to carry out Phase Review
before seeking approval to proceed. The first step of the Planning phase is the creation of a
detailed Project Plan which the project manager will refer throughout the project to monitor
and control time, cost and quality. Finally, a Phase Review is carried out to assess the
deliverables produced to date and approve the start of the Project Execution phase. During
the Project Execution phase the project team produces the deliverables while the project
manager monitors and controls the project delivery by undertaking. It is very important for
facilitating management jobs on construction sites and office work.
Once the customer has accepted the deliverables and a Phase Review has been carried
out to determine whether the project objectives have been achieved, the project is ready for
Closure. A Project Closure Report should list all of the actions required. When this has been
approved, the listed actions are completed to release project resources, hand over
deliverables, and inform all stakeholders that the project is now closed. Shortly after the
project has been closed, an Evaluation (also known as a Post-Implementation Review) should
be carried out to determine the project's overall success and find out whether the benefits
stated in the original Business Case were actually realised.
In this study, it can be concluded between the important things that cannot be excluded
is that the WBS. The key to a good WBS and WBS Dictionary is the engagement of project
team members to comprehensively identify and discuss activities for the project. A Project
Manager must ensure that all the work that needs to be accomplished for the project is
contained within the WBS Dictionary and is understood by team members. All work should
have clearly defined duration, resources, dependencies, and level of effort.

A Project

Manager should elicit feedback from all team members to ensure that the WBS and WBS
Dictionary are valid and comprehensive prior to developing the detailed schedule.
Finally, that is important to all contractor to find the easy way to improve the quality
for the work and site.

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CONCLUSION

From the interviews we've done, we can deliver some conclusions about the project life
cycle. Project Life Cycle has four basic sequential periods, namely, start", "plan", "do", and
"finish". Indeed, the works of many authors recognize that a project, passes through these
four major and distinct generic project phases.
Even at this high level, we continue to marvel at how many organizations skip over a
satisfactory start period as a cost avoidance measure, or the project manager short-changes
the finish period because either the time, or the money, or both have run out.
Unfortunately, there has been no general agreement on what these four phases should be
called. Consequently, they are invariably called by different names. In the engineering and
construction industry one hears terms like "initiation, planning, implementation and
commissioning". In software engineering quite different terms are used, such as: "Inception,
elaboration, construction and transition". However, the general intent is the same.

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REFERENCE

MALEK ENGINEERING & CONSTRUCTION SDN. BHD.

Co No : 786253-M
Lot 4744, Jalan Haji Abdullah,
Bakri Batu 2,
84000 Muar,
Johor Darul Takzim
Kontraktor Kerja Pembinaan Awam PKK Kelas C & CIDB G4

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APPENDIX

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