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2.0

ASIA PACIFIC FEDERATION OF PROJECT MANAGEMENT (APFPM)

2.1

INTRODUCTION

The Asia Pacific Federation of Project Management (APFPM) is a network of independent
national project management associations across Asia and the Pacific region. It acts as a
facilitator bringing together disparate associations to a single platform to help promote and
develop Project Management both locally and regionally. It recognizes the strength and benefit
that can result from effective collaboration.

2.1.1

History of APFPM

In 1997, the Asia Pacific Forum was established and a charter signed. The meetings of the
forum were held in India in 1998 and in Cairns, Australia in October 2000. A meeting was held
at the Gold Coast, Australia in October 2002 to change the structure and focus of the forum into
a federation of project management institutes based in the Asia-Pacific region. The APFPM was
formed in principle and a draft charter was initiated. It was agreed the APFPM was to be
formalised by the signing of a charter of five or more institutes / associations in the region.
However, the Federation became inactive due to changes in association representation in the
region and some individual lead organisations not being able to gain sufficient momentum over
the ensuing period, hence the Federation ceased to function.
The APFPM was re-established and launched by Bill Young, with the auspices and backing of
the Australian Institute of Project Management. A launch meeting was held in April 2010 with
foundation Member Associations (Project Management Associates - India, Project Management
Research Committee - China, Project Management Association of Nepal, Hong Kong Institute
of Project Management - HK, Project Management Association of Japan, Ikatan Ahli
Manajemen Proyek Indonesia, and the Australian Institute of Project Management); hosted by
the Hong Kong Institute of Project Management.
18

2.2

MEMBERSHIP OF APFPM

Member Associations including HKIPM (Hong Kong), PMAI (India), PMRC (China), PMAN
(Nepal), PMAJ (Japan), AMIP (Mexico), IAMPI (Indonesia), ASAPM (United States of
America), APDP (Peru), PMAC (Canada), SPM (Singapore), CCDP (Chile), AIPM (Australia),
CMAK (Korea) and PROMAP (Philippines). Membership of the Federation is open to
independent national Project Management associations from countries in the Asia Pacific
region. Each Member Association shall be entitled to a maximum of 4 representatives.

The Member Associations from this vast and complex region have diverse ethnicity, and
languages, and incorporate both western and eastern cultures. The Asia Pacific region
effectively represents nearly two thirds of the world's population and well over half of global
trade. In a similar vain to the formation of APEC, the APFPM was formed to harness the
synergies of Project Management related Professional Associations across the region.

2.3

OPERATION OF APFPM

The APFPM basically operates through a virtual network of Committees. Committees include,
but are not limited to:
• Governance
• Membership
• Asia Pacific Alliances
• Standards Development
• Achievement Awards
• Research
• Asia Pacific Disaster Response Management
• Website Development

19

3.0

PROJECT MANAGEMENT CONSULTANCY (PMC)

3.1.1

INTRODUCTION

The construction industries in Malaysia recently growing very fast with the construction of new
projects. The construction industry generally deals with the various types of construction
sectors like Real Estate & Infrastructure. Real Estate Sector is segmented in Residential,
Industrial, Corporate, and Commercial. Whereas Infrastructure sector in Roads, Railways,
Urban Infrastructures, Ports, Airports and Power. To manage such kind of unique projects
requires an expertise with organizations and a thorough body of knowledge. One of the
management solutions that have been widely use to improve efficiency of a projects is through
the use of Project Management Consultancy (PMC) services.. Project Management Consultant
plays multifaceted part in such projects and provides the services from inception to completion
of projects. At every stage of project life cycle, the principles of pro-activeness and creating the
win-win situation is necessary keeping in mind the customer / client’s requirements. Use of
Project Management Consultant (PMC) offers one of the effective management solution to
increase and improve the efficiency and outcome of a project in construction.

3.1.2

PROJECT MANAGEMENT CONSULTANCY

The Project Management Consultancy has a wide variety of roles to play during the
construction process. Construction project gives benefits to the Customer / Client in terms of
satisfaction and it consists of business development, profit, resources utilization, etc. Because of
this consultancy plays a multifaceted part in the construction project, and is usually involved in
the project from the project’s inception to its completion. It is important to fully understand
Project Management Consultancy and authority. Doing so ensures that the Consultancy can be
fully maximized on each construction project. Normally the job is managed by the Project
Manager and supervised by the Construction Manager, and allied team of design engineer,
20

construction engineer or project architect. Efficiency in Management is needed to gain a higher
level in competitiveness. Every construction project is different i.e. unique, every construction
project demands the full attention, professionalism and energy of its project team, every
construction project depends upon an experienced leader to make it happen. The Project
management consultant`s (PMC) role to control the work process are very important in the
construction business. There are four major components in managements of construction
projects which are:
i.

Human resources management: Since labor productivity and a harmonious working
environment are essential elements of a successful project, control over human
resources becomes important, more so than ever in these days of shortages of both
workers and managers.

ii.

Management of the construction process: Establishing the best way to implement the
construction process which would include proper scheduling and the coordination and
control of the flow of labor, materials, and equipment to the job site.

iii.

Construction Engineering: The proper technique of assembling materials, components,
equipment and systems, and the selection and utilization of the best construction
technology.

iv.

Financial management: Construction is a business and must be viewed as such control
over cost, cash flow and adequate project funding are essential part of any business
endeavor and construction is no exception.

3.1.3 PREPARING TO USE ORGANIZATIONAL PROJECT MANAGEMENT
CONSULTANCY

Every company (client) is not necessarily required to appoint a project management consultant
for their company. The appointment is up to the company whether to take the PMC or not. In
general, PMC task is to assist and guide the company (client) that there is a problem or want
ongoing project run smoothly. There are several steps to do before to take organizational project
management consultancy:
21

Step 1: Define what want to do and plan for it.
Before request proposals or qualifications, or actively seek consultancies, determine the specific
needs and goals. Need to identify the short- and long-term goals of the organization and how
project, program or portfolio management consultancies might assist in attaining those
corporate goals. Client must provide potential firms with as much detail as possible about
organization and its strategies and objectives so they can develop an accurate proposal. If
appropriate, client might want to consider conducting an internal assessment of their
organization’s capabilities and resources in relation to their current project, program and/or
portfolio management processes. An assessment will enable client to understand why they need
to take on the external support offered by a consultancy. Client can conduct an internal
assessment the consulting firm could conduct the assessment as part of their engagement.

Step 2: Select the firm.
Once the organization has defined its needs, client need to follow a good selection process.
Consider these procedures:


Identify a selection team or subcommittee



Identify who will make the final decision



Establish a decision-making process



Don’t forget to include a schedule for the selection process



Determine your desired outcome or deliverables



Identify and select the criteria for evaluating the proposals



Identify potential consulting firms: Compile a list of interested and potential firms (Use
the PMI Registered Consultant Program directory at www.PMI.org/rcp)



Prepare a Request for Information (RFI) to gain information before writing a Request
for Proposal (RFP): Develop a detailed scope of work and guidelines for submission
with the RFP
22



Distribute the RFI to selected consulting firms with a clear due date: Using the selection
criteria evaluate the RFI responses.



Distribute the RFP to the final 3-5 selected consulting firms with a clear due date: Once
again using the selection committee and selection criteria, evaluate the proposals.

Step 3: Negotiate terms and contract with the consultancy.
Client already select firm. The final step before the work of improving organization’s project,
program and portfolio management processes begins is to put everything into a written contract.
As with the selection step, the procedure is similar to negotiating and signing a contract with
other types of vendors. Legal representation from both parties should be involved, as if the legal
departments are not parties to the negotiations, their comments or recommendations after the
fact might lead to a reopening of the negotiations.

3.1.4

CRITERIA FOR SELECTION OF PROJECT MANAGEMENT CONSULTANTS

Predetermine selection criteria for consultancy, it allows to apply a fair and consistent method
for measuring proposals. Many organizations use selection criteria to help them screen
candidates. The selection criteria ensure that use the same, unbiased standards to each candidate
and lead to a more objective decision. It’s a good idea to use selection criteria and create a
scoring matrix—and then score all the responses against the matrix. That should include
multiple committee members to reach an objective tallying of the scores. It might wish to
separate the technical evaluation from the cost or price evaluation and determine how much the
technical will count and how much the cost/price will count toward the overall total.

Considerations for selection criteria include:
23



Number of responses—pre-determine an acceptable response level for the project so
that if you do not get an adequate number of responses, can evaluate whether to
continue or redefine need to get more proposals.



Type of consultancy—look for those with experience that closely matches your needs.
Size, geographic reach, typical engagement length



Professional qualifications—including:
o Breadth and depth of experience
o Familiarity with your industry or type of project
o Technical competence
o Ability to develop practical recommendations
o Ability to build trust and work effectively with management and staff
o Ability to manage an assignment and stay on schedule and within budget
o PMI credentials and qualifications for personnel leading the engagement



Past experience—did previous consulting engagements meet the clients’ goals? Were
they completed in an efficient manner?



Proposed work plan—their approach to meeting goals



Their ability to bring innovation to particular goals and needs



Cost—frame cost in terms of gains; the lowest bid may not always be the best.

Identifying potential firms:


Utilize the PMI Registered Consultant Program directory



Check with organizations similar for recommendations or referrals



Scan member directories and websites for professional project management
organizations



Place public notices in trade publications or on trade websites, message boards and
social media sites



Search for subject matter experts in trade publications who have served as article
sources or columnists

24



Network at industry conferences and conventions; consider the qualifications of
presenters and panelists

What to look for in bids and proposals:


An understanding of problem



An analysis of how the firm will address problem



An estimate of the specific work they will perform on project



Their approach for solving problem or meeting goals



Details on exactly what services they will provide



A timetable that covers the firm’s time as well as time required of staff



Clear details on all fees, expenses and financial agreements
The names, experiences and CVs of anyone who will work on their team for the
assignment.



3.1.5

References relevant to project.

ROLES AND RESPONSIBILITIES OF PROJECT MANAGEMENT
CONSULTANCY

Project Management Consultant (PMC) have different roles or scope of works and services
depending on whom they represent, but the principles and fundamentals of project management
as enshrined in the Project Manual Body of Knowledge manual area applicable to each of the
three category :
i.

PMC representing the Contractor (traditional, turnkey, design and build).

ii.

PMC representing the Clients (public/government) and private sectors (developers,
investors, landowners).

iii.

PMC representing the Designers (architects, engineer, etc.)

According to ((R.Dzulkarnaen Ismail 2006)), there is no specific definition of project
consultant. Most definitions describe management consultants by their roles and responsibility
25

and services that they provide using tools and skills they have in delivering a task assigned by
the client or the owner of the project. Table 3.1.5 below shows the roles and responsibility
matrix for the various stakeholders of the project at different stages of construction.
Table 3.1.5: 1 Roles and Responsibility Matrix
(R- Responsibility, I- Participatory responsibility)
Code

Description of Project Management Consultancy’s Roles and Client PMC Architect
Responsibility Matrix @ Industrial Projects
A. Pre-construction Stage:

A.1

Analyze Client’s project related requirements

I

A.2

Prepare the Design Brief in terms of function ability, cost, time, quality R

R

R

R

R

and safety
A.3

Develop project control systems

I

R

I

A.4

Finalization of project organization chart.

R

R

I

A.5

Establishment of project communication and reporting system

I

R

I

A.6

Preparation of works breakdown structure

I

R

I

A.7

Preparation of Project Master Schedule with base line

I

R

I

A.8

Preparation of Design / Drawings deliverables schedule

I

R

I

A.9

Feedback on the Master Budget of the project

I

R

I

A.10

Co-ordination and follow-up with Architect and other design consultants I

R

I

for their inputs
A.11

To identify and suggest consultants/designers for specialized requirements

I

R

I

A.12

Lead project meetings as necessary for review of progress

I

R

I

A.13

To set up ,track, monitor a design deliverable schedule

I

R

I

A.14

Checking & verification of designer’s submissions (design basis reports, I

R

I

value engineering, cost benefit analysis, drawings etc)
A.15

Cost control during all stages of design and design development

R

R

I

A.16

Preparation of procurement plan

R

R

I
26

A.17

Review of technical specifications and Bill of Quantities (BOQ)

I

A.18

Monitoring the statutory approvals process by follow-ups with liaison R

R

R

R

R

R

I

consultants and reporting the progress
A.19

Conducting Pre-bid meetings and feedback for completeness of tender R
specifications and technical parameters.

A.20

comparative statements & techno-commercial evaluation reports

R

R

I

A.21

Submitting Weekly and Monthly progress reports

I

R

I

B. Construction Stage
B.1

Full time supervision of All construction works / activities for the project

I

R

I

B.2

On-site design co-ordination and issue of drawings / clarifications

I

R

R

B.3

Organize approval to contractors shop drawings, product data sheets, R

R

R

samples,
B.4

Refinement of works breakdown structure

I

R

I

B.5

Monitoring the progress of work with the Master construction schedule

I

R

I

B.6

Prior flagging of anticipated bottlenecks and analysis of its reasons

I

R

I

B.7

Day to day correspondences including contractual issues

I

R

I

B.8

Change order management for design changes and extra items

I

R

I

B.9

Prepare QA/QC plan and Method Statement

I

R

I

B.10

Quality assurance and control to ensure conformance to drawings and I

R

I

specifications
B.11

Establish EHS plan (Environment, Health and Safety)

I

R

I

B.12

Issue GFC drawings to respective contractors and keep updated record I

R

I

issued
B.13

Scrutinize and check working drawings received from Architects /designer

I

R

I

B.14

Organize Progress review meetings on weekly basis

I

R

I

B.15

Collect, review and maintain all the records of contractors’ daily progress I

R

I

reports.
C. Post-Construction Stage:
27

C.1

Advice about probable date of Substantial Completion

I

R

I

C.2

Preparing & addressing the schedule of defects / punch list

I

R

I

C.3

Provide assistance in Testing and commissioning of the facility

I

R

I

C.4

Collection and integration of various O and M manuals, commissioning & I

R

I

R

I

test certificates
C.5

Reconciliation and Certification of Final bills of contractors, suppliers, I
vendors and consultants

C.6

Preparation of project close-out report including learning

I

R

I

C.7

Collate and verify all As-built drawings

I

R

I

C.8

Addressing any queries during defects liability period

I

R

I

C.9

Co-ordination with the Contractors to rectify the defects during the defects I

R

I

liability period,

From the perspectives of the Malaysian construction industry to re-integrate the very much
disintegrated construction industry in order to avoid as far as possible conflict, lack of
communication and waste of efforts through better co-ordination, closer cooperation and more
effective control. In order to fulfill the role of The Project Management Consultant, PMC
should therefore provide personnel with various related disciplines inside the consultant team in
order to understand their problems as well as to achieve project goals.
Organization Pattern
The organizational pattern which refers to the relationship between the Project Management
Consultant and all parties involved in the project can be viewed in Figure 3.1.5 below.

28

Figure 3.1.5(a)

: Consultant and all parties involved in the project

29

Figure 3.1.5(b)

: Management consulting success

3.1.6

KEYS TO SUCCESSFUL CONSULTING MANAGEMENT

1.

Solution is aligned with organization’s business objectives


Go back and study the Request For Proposal and the proposal’s solution.



Get as much information from client representatives as possible. Use teleconferences
when in-person meetings cannot be arranged. Word of mouth will generally surface
more issues than the written word.



If there have a sales team, learn as much as possible during transition meetings when the
project is handed off from sales to tehnical consultants.



Ask client if there are any ‘hot buttons’ and encourage open communicaiton about these
issues.

2.

Executives are supportive stakeholders in the process


It is imperative that the client’s senior management is involved at some level, both
initially and throughout the project. Then when a problem arises, or a critical decision
needs to be made, the executive can be contacted.



Identify the hierarchy of authority within the organization and how much authority the
client project manager has and does not have. It is important to identify the real
decision-makers.



Every organization has at least one individual who is a catalyst for getting things done.
Identify this person and develop a rapport with the individual.



If the project sponsor is not the action person mentioned above, speak with the sponsor
30

about how decisions can be made quickly. Don’t hesitate to ensure your sponsor knows
you may, on occasion, need his or her advice or decision-making authority.


Keep project sponsors and stakeholders informed. Meet with them on a regular basis
and copy them on status reports.

3.

Expectations of the project are realistic and do not change


Ensure there are no surprises. Be realistic and honest. Nothing is ever gained by keeping
things from the client.



Expectations can be managed by identifying the deliverables and by specifying what is
not included.



Periodically review expectations with the client.



Documenting agreements and obtaining signoffs is always a good idea.



Maintain a positive attitude.

4.

Project scope is well defined, approved by stakeholders, and effectively
managed


See that project deliverables are quantifiable when possible. Discourage ambiguity, be
specific and try to have deliverables defined in a measurable way.



If changes in scope do occur, ensure they are reflected in the Project Plan. Changes in
scope have a real impact that should be identified against the baseline.



Get a signoff on the baseline Project Plan.



The first and last task that typically gets eroded during an implementation is the testing.



Technical projects need time in the plan for complete and thorough system and
31

integration testing.

5.

Processes for implementation are well established and scalable


Use the structure of consistent implementation methods to ensure success.



Obtain buy-in on the implementation methods that will use and always discuss these
with the client.



Help the project team by defining the terminology used in the implementation and in the
description of deliverables. For example, the person can define the document, system
testing. Common terminology builds a strong foundation for the project.



Keep Things Simple. Don’t get caught in the trap of overdoing things. For example,
don’t make extensive documentation or too many meetings a requirement if they are not
required. Client will appreciate any money-saving methods that can use.

6.

Project team skills are sufficient and resources are available


Wherever possible, get involved in the selection of the team. Review resumes and
experience, as well as interviewing the candidates. Be sure to match the project scope
and tasks to each person’s skill set and vice-versa.



It is not only critical that each team member has fits in well with the team, it is
important that team members fit well with each other.



Through experience, its should be able to anticipate problems. Counsel others as needed
and help team members develop new skills.

32



If there can obtain a solid commitment from team members, the project should run more
smoothly.

3.1.7

FRAMEWORK OF SERVICES THAT SHOULD BE PROVIDED BY THE
PROJECT MANAGEMENT CONSULTANT

1. Client’s Requirements and Scope of Works
To analyze the project definition in functional terms to meet the performance objectives and
to advise the clients with respect to the definition, consistency, practicability and
controllability of all aspects of the project.
2. Feasibility Study
To carry out feasibility studies, appraisal and to ensure that it is feasible functionally,
technically and financially.
3. Preliminary Requirements
To make site visits and to plan site layout and arrange of early site arrangement and
arrangements for geological investigations, site survey and to analyze the soil investigation
reports and to prepare in brief project summary which include ‘Schedule of
Accommodation’ for every building.
4. Contract and Legal Considerations
To advise the clients on the terms and conditions of contracts, to prepare the contract
document, To prepare Letter of Offer (LO) and Letter of Acceptance (LA) and assist the
client on terms and condition inside both contracts.
5. Scheduling

33

To prepare various levels of project schedules for planning and implementation and to
monitor all the activities, to provide input to the project schedule regarding construction
activities and to examine and analyze the project planning.
6. Meetings
To convene meetings on a fortnightly basis or more frequently as the need arises, meet with
consultant, client, and contractor at least once a month, and act as Chairman of such Project
Management Meeting.
7. Reporting
To prepare Meeting report and Monthly progress report.
8. Management of Design and Other Consultants
To coordinate the services of the Design Consultants and other professional Consultant,
examine and consider all plans produced by the Design Consultant, examine and control
designs and plans, and liaise with the relevant authorities for approval.
9. Procurement

To prepare appropriate documents for calling for tenders or proposal, assist client in calling
for pre-qualification of tenders, submit a report on tenders received and make
recommendations, prepare and submit ATDA (As Tendered Detail Abstract), and analyze
and examine all proposed tender rate.
10. Budgeting and Estimating
To prepare budget and business plan, and assist the client on the price negotiating.
11. Cost Control
To control Variation of works, minimize wastage of materials and financial control over all
payments, analyze and control costing and analyze any application made for changes of
work, monitor changes in scope and the preparation of required budget variation.
12. Management of Construction
34

To ensure timely completion of the Project and instruct the Contractors on any incomplete
works and defects, monitor project progress, take reasonable measures to control progress,
arrange for site inspection, monitor any defect, and arrange for repair works.
13. Expediting
To coordinate the Contractor's work in accordance with his programme and site planning
and progress chasing in the event, to take immediate action on the construction issues, solve
problem on site, deal with local authority on application for approval for ‘Certificate of
Fitness’ and preparation of Certificate of Practical Completion.
14. Payment Certification
To arrange for Financial Statements showing expected final costs and prepare and
recommend the certification of all final accounts, and assist the client on payment to the
contractor.
15. Quality Control
To ensure that the building plant installations and all services operate in conformity with the
requirements and design specifications, supervise and controlling of all test on site, As a
witnesses of all test carried out by the contractor, to arrange for inspection, to ensure the
quality of works when necessary and to prepare the report before handling over to the client.

16. Commissioning
To assist client to obtain the issuance of the relevant Certificate of Fitness, to provide client
a maintenance, operating and service manual, to assist and ensure that client receives a full
set of as-built drawings and preparing a programme for maintenance.

3.1.8

LEVEL OF SATISFACTION ON SERVICES PROVIDED BY PMC

35

Based on the data provided in Table 3.1.8, it is taken from the results of a study carried out by
(R.Dzulkarnaen Ismail 2006). The respondent were asked to rate the degree of satisfaction on
the list of services provided by the PMC which is included in the table provided in the
questionnaires. The results of the survey for the level of satisfaction on the services provided by
Project management Consultant (PMC) shows that the respondent had categorized the services
provided by the Project Management Consultant under two main factor which are “satisfy” and
“fair”.

Table 3.1.8:
3.1.9

Level of satisfaction on services provided BY PMC

LISTS OF PROJECT WHICH PROJECT MANAGEMENT CONSULTANT

INVOLVED
Project list below

in Table 3.1.9 is only part of the project in Malaysia to use project

management consultancy services. Among them are:

No

Project

Description

Services Provided

KLIA2-LCCT

Client: Bina Puri Sdn. Bhd.

Project

.
1

Management
36

AIRPORT, SEPANG, Uemc-bina puri is the turnkey design-and- &
SELANGOR

build contractor for the airport project

Contract

Consultancy Services.

Project value: RM 1 billion
2

TESCO

Client: Tesco Stores (M) Sdn Bhd

HYPERMARKET,
MUTIARA

RINI,

JOHOR

Project

Main contractor for this project in THB BINA
MAJU SDN. BHD.

&

Management
Contract

Consultancy Services.

Project Value: RM 34 Million
3

PUTERI HARBOUR CLIENT: THB STARGATE SDN. BHD.

Project

ICONIC

&

BRIDGE,

NUSAJAYA, JOHOR
4

PUSAT
NEGERI

SABAH,

KOTA KINABALU,

Contract

Consultancy Services.

Client: Bina Puri Sdn. Bhd.

PENTADBIRAN

Project

Bina Puri Is The Main Contractor For The 33Storey Office Tower.

&

Management
Contract

Consultancy Services.

Project Value: RM 400 Million

SABAH
5

PROJECT VALUE: RM 16 Million

Management

2nd Client: Pembinaan Aktif Gemilang SDN. Project

PENANG

BRIDGE, PENANG

BHD. (PAG)

Management

Consultancy Services.

PAG is the sub-contractor for China Harbour
& Engineering Corporation Ltd. (CHEC) who
is

the

main

Design-and-Build

Turnkey

Contractor for the project.
6

SEREMBAN
GEMAS

– Client: Klia Consultancy Services SDN. Project

DOUBLE BHD.

TRACK PROJECT

The

&
Government

of

Malaysia

is

Management
Contract

Consultancy Services.

implementing the Electrified Double Track
Rail Project so as to upgrade the railway
infrastructure

including

signaling

and

Communications between Seremban and
Gemas, with the intention of increasing the
37

speed, frequency, capacity and efficiency of
the train services. IRCON International
Limited is the main contractor and KLIACS
is the Project Management Consultant.
Project Value: RM 3.45 billion
7

REDEVELOPMENT
OF

KUCHING

INTERNATIONAL
AIRPORT,
KUCHING,
SARAWAK

Client: Sena Letrik (M) SDN. BHD.
Upgrading

of

Labuan Airport,

Project
Labuan,

Malaysia. Upgrading of Kota Kinabalu

&

Management
Contract

Consultancy Services.

International Airport, Sabah, Malaysia. Sena
Letrik (M) Sdn. Bhd. is the specialist
contractor for the Aeronautical Ground.
Lighting (AGL) System for Kuching airport,
Labuan airport and Kota Kinabalu airport
projects.

8

MAB

CORPORATE Client: Target Resources SDN. BHD.

OFFICE, SEPANG

Proposed

Design,

Construction

Project
&

Development of Corporate Office & Ancillary

&

Management
Contract

Consultancy Services.

Works for Malaysia Airport Holdings Bhd at
Lot 79, KLIA, Mukim Labu, Daerah Sepang,
Selangor Darul Ehsan. Target Resources Sdn.
Bhd. is the main contractor for the MAB
Corporate Office.
Project Value: RM 45 million
9

ITT-BTS
TRANSPORT
TERMINAL
INTEGRATED
TRANSPORT

Client: Maju Holdings SDN. BHD.
Maju Holdings Sdn. Bhd. is the main
contractor for the Design-and-Build project.

Project
&

Management
Contract

Consultancy Services.

Project Value: RM 570 million

TERMINAL,
38

BANDAR

TASIK

SELATAN,

KUALA

LUMPUR
10

KK TIMES SQUARE Client: Bina Puri Construction SDN. BHD.

Project

PHASE

&

2,

KOTA

KINABALU, SABAH

Bina Puri Construction Sdn Bhd is the Main
Contractor for Shopping Complex Cum

Management
Contract

Consultancy Services.

Office Building project.
Project Value: RM 450 Million
Table 3.1.9

: Lists of project which Project Management Consultant involved

39

4.0

CONCLUSION

5.0

APPENDIX

5.1

APPLICATION FORM FOR PMI’s MEMBERSHIP

6.0

Reference
40

Declaration, S. S. (2009). Student’s declaration. UMP Institutional Repository. Retrieved from
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