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CHALLENGES IN COORDINATION PROCESS FOR TALL BUILDING

CONSTRUCTION

MOHD NASIR BIN MOHD NOOR

UNIVERSITI TEKNOLOGI MALAYSIA


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CHALLENGES IN COORDINATION PROCESS FOR TALL BUILDING

CONSTRUCTION

MOHD NASIR BIN MOHD NOOR

A project report submitted in partial fulfilment of the requirements for the award of the

degree of Master of Science (Construction Management)

Faculty of Civil Engineering

Universiti Teknologi Malaysia

DECEMBER 2010


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I declare that this project report entitled Challenges in Coordination Process for Tall

Building Construction is the result of my own research except as cited in the references.The project report has not been accepted for any degree and is not concurrently

submitted in candidature of any other degree.

Signature : ..

Name : MOHD NASIR BIN MOHD NOOR

Date : DECEMBER 2010


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Dedicated specially

To my beloved wife Tuan Norisah Tuan A. Talib

and my children

Nik Mohammad Nazrin Irfan and Nik Nuradlin Izzah


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ACKNOWLEDGEMENT

I would like to acknowledge my supervisor Associate Professor Dr. Mohamad

Ibrahim Mohamad who has given me support and guidance throughout the period of the

study. His patience and perseverance toward the outcome of the study subject is on the

highest standard. Without him this project report will not become reality.

I would like to acknowledge to all my post graduate colleagues who has

contributed toward their ideas of how to go about this study when their opinion been

consulted.

Finally, I would like to acknowledge all the expert panels and respondents to the

questionnaire for participating in this study exercise and without them this study will be

meaningless.


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ABSTRACT

The coordination process for tall building construction is a very complex process.

It involves many parties and special construction method and technology. However in

todays current practice of tall building construction, many problems have occurred and

contributed to the failure of the project. The common problems faced are delays in

completion, cost over run and poor standard quality. One of the reasons is due to

inefficient or poor coordination process especially during construction. Therefore, this

study is carried out to investigate the challenges in coordination process in tall building

construction. The methodologies adopted for this study include interview with expert

panel and questionnaire survey distributed among those who are experience in tall

building construction. The finding from this study revealed that the construction industry

particularly in Malaysia need to be improve with regards to the coordination process.Currently, there are there are a lot of problems associated with coordination process of

tall building construction especially during construction stage. These problems have

been identified in this report. Then this study also makes some proposal for improving

current coordination process. Among the proposal identified in this report are close

tracking and monitoring for work program, implementation of quality management

system such as ISO certificate and also implementation of new industrial building

system (IBS).


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ABSTRAK

Proses koordinasi dalam pembinaan bangunan tinggi adalah proses yang

kompleks. Ini adalah disebabkan banyak pihak yang terlibat serta penggunaan kaedah

pembinaan dan teknologi yang berlainan. Walau bagaimanapun, dalam pembinaan

bangunan tinggi pada masa kini, banyak masalah-masalah selalu timbul yang

menyebabkan kegagalan dalam sesuatu projek. Antara masalah-masalah yang sering

dihadapi adalah seperti kelewatan dalam menyiapkan projek, kos yang berlebihan dan

kualiti yang tidak memenuhi piawaian. Salah satu sebab adalah kelemahan atau

ketidakcekapan dalam proses koordinasi terutama semasa peringkat pembinaan. Oleh

yang demikian, kajian ini dijalankan untuk menyelidik cabaran-cabaran dalam proses

koordinasi dalam pembinaan bangunan tinggi. Kaedah-kaedah yang digunapakai dalam

kajian ini adalah termasuk temubual dengan pakar-pakar dan juga borang soal selidik

yang diedarkan dikalangan mereka yang berpengalaman dalam pembinaan bangunan

tinggi. Hasil daripada kajian ini didapati industri pembinaan khususnya di Malaysia

memerlukan penambahbaikan terutama bagi proses koordinasi. Pada masa kini terdapat

banyak masalah-masalah berhubung dengan proses koordinasi bagi pembinaan

bangunan tinggi. Masalah-masalah ini telah dikenalpasti di dalam laporan ini. Kajian ini

juga menyenaraikan cadangan-cadangan bagi menambahbaikan proses koordinasi.

Antara cadangan-cadangan yang dikenalpasti adalah seperti pengawasan dan kawalan

yang rapi terhadap program kerja, perlaksanaan pengurusan kualiti seperti ISO dan juga

pengunaan sistem perindustrian dalam pembinaan (IBS).


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TABLE OF CONTENTS

CHAPTER TITLE PAGE

DECLARATION ii

DEDICATION iii

ACKNOWLEGDEMENT iv

ABSTRACT v

ABSTRAK vi

TABLE OF CONTENTS vii

LIST OF TABLES xii

LIST OF FIGURES xiv

LIST OF APPENDICES xv

1 INTRODUCTION

1.1 Introduction 1

1.2 Problem Statement 2

1.3 Aim and Objective of Study 3

1.4 Scope and Limitation of the Study 3

1.5 Brief Methodology 4

1.6 Summary of Chapter 5


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2 COORDINATION IN CONSTRUCTION

2.1 Introduction

2.2

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Term and Definitions of Coordination

2.3

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Coordination

2.4

in Construction 7

2.5

Function of Coordinator 9

Coordination Skills

2.6

11

2.7

Coordination Methods 13

2.8

Conflict of Coordination 14

Informational Dimension of Coordination 16

2.9

2.10 The Tall Building Construction Industry 18

Introduction of Tall Building Construction 17

3 METHODOLOGY OF STUDY

3.1 Introduction 20

3.2

3.3

Preparation of Questionnaire 20

3.4 Data Collection 21

Selection of Respondent 21

3.4.1 Questionnaire Survey 21

3.4.2 Interview with Expert Panels 22

3.5 Data Analysis 23

3.5.1 Content Analysis 233.5.2 Frequency Analysis 24

3.5.3 Relative Index Analysis 24

3.6 Problems Faced 25


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4 DATA COLLECTION AND ANALYSIS

4.1 Introduction 26

4.2 Content Analysis of the Interview 26

4.3 Questionnaire Survey 36

4.3.1 Demographic of Respondent 37

4.3.2 Nature of Business 37

4.3.3 Respondents Working Experience 37

4.3.4 Respondent Projects Involvement 38

4.4 Problem Related to Construction Coordination 39

4.4.1 Work Schedule/Program 39

4.4.2 Authorities Permit/Approval 40

4.4.3 Quality Aspect 41

4.4.4 Document Recording System 42

4.4.5 Communication Between Project Team 42

4.4.6 Safety Aspect 43

4.4.7 Changes/ Variation 44

4.5 Strategies for Improvement of ConstructionCoordination 44

4.5.1 Work Schedule/Program 454.5.2 Authorities Permit/Approval 464.5.3 Quality Aspect 464.5.4 Document Recording System 474.5.5 Communication Between Project Team 484.5.6

Safety Aspect 48

4.5.7 Changes/ Variation 494.5.8 Others Strategies 49


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5 DISCUSSION OF THE RESULT

5.1 Introduction 51

5.2 Major Process in Construction Coordination 51

5.2.1 Work Schedule/ Program 52

5.2.2 Authorities Permit/ Approval 53

5.2.3 Quality Aspect 53

5.2.4 Document Controlling System 54

5.2.5 Communication between Project Team 54

5.2.6 Safety Aspect 54

5.2.7 Changes/ Variation 55

5.3 Problem in Current Construction Coordination 55

5.3.1 Summary of Current Coordination Problem 56

5.4 Strategies to Improve Construction Coordination 57

5.4.1 Summary of Strategies to Improve

Coordination 58

6 CONCLUSION AND RECOMMENDATION

6.1 Introduction 61

6.2 Achievement of the Study 61

6.2.1 Objective 1 62



6.3 Conclusion 65

6.4 Recommendation for further research study 66


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LIST OF REFERENCE 67

APPENDIX A 69

APPENDIX B 77


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LIST OF TABLES

TABLE NO. TITLE PAGE

4.1 Content Analysis of the Interview with ExpertPanel on Work Schedule/ Program Coordination 29

4.2 Content Analysis of the Interview with ExpertPanel on Authorities Permit/ Approval Coordination 30

4.3 Content Analysis of the Interview with ExpertPanel on Quality Aspect Coordination 31

4.4 Content Analysis of the Interview with Expert Panelon Document Recording System Coordination 32

4.5 Content Analysis of the Interview withExpert Panel on Communication between the Team

Coordination 33

4.6 Content Analysis of the Interview with ExpertPanel on Safety Aspect Coordination 34

4.7 Content Analysis of the Interview with Expert Panelon Changes/ Variation Coordination 35

4.8 Content Analysis of the Interview with ExpertPanel on Others Coordination 36


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4.9 Work Schedule/Program 414.10 Authorities Permit/Approval 414.11 Quality Aspect 424.12 Document Recording System 434.13 Communication Between Project Team 444.14 Safety Aspect 444.15 Changes/ Variation 454.16 Work Schedule/Program 464.17 Authorities Permit/Approval 474.18 Quality Aspect 484.19 Document Recording System 484.20 Communication between Project Team 494.21 Safety Aspect 494.22 Changes/ Variation 504.23 Others Strategies 51


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LIST OF FIGURES

FIGURE NO. TITLE PAGE

1.1 Flow chart for Research Methodology 4

4.1 Questionnaires delivered 37

4.2 Nature of Business 38

4.3 Respondent Working Experience 39

4.4 Respondent Projects Involvement 40

5.1 Construction Coordination Diagram 53


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LIST OF APPENDICES

APPENDIX TITLE PAGE

A Interview `Question 70

B Survey Questionnaire 78


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CHAPTER 1

INTRODUCTION

1.1 Introduction

Demands in tall buildings are really significant nowdays especially in urban

development. There are many reasons contributed to the increase in demand for tall

buildings which due to the scarcity of land in urban areas, increasing demand for

business and residential space spur by economic growth created a short supply

situation. Other motivations for the demand of tall building are the desire for

aesthetics in urban settings, the concept of city skyline, the cultural significance and

prestige and simply the aspiration of human to build higher structures (Buyukozturk,

2004). Tall building construction is a complex activity which evolved with different

kind of construction methods and technologies. Due to the complexity of the

construction, an efficient coordination needs in order for the project to be successful.

In tall building construction project, the clients objective has to be the main criteria

to be focused on. Many goals are been set and beside the building concept, building

efficiency and etc. The main aspect to be considered in building construction are

controlling delays, controlling the costs and ensuring the quality standard of the

building. In construction of the project, cooperation between stakeholders involved is

an essential factor for project success, more particularly in coordination. (Sylvain


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Kubicki, 2005). However in todays current practice of building construction, many

problems has occurred and contributed to the failure of the project whether delays in

meeting the time frame, building cost overrun, poor standard of quality. One of the

reasons is due to the poor coordination from client representatives during

construction stage. Since it is a common problem under a building construction

project, it is significant to study the current practice of coordination and develop a

suggestion to overcome and identified problem in order to achieve the goal and

objective of the building construction.

1.2 Problem Statement

The construction industry performs badly with respect to low productivity,

low degrees of innovations and learning, high degrees of delays, and poor in standard

of quality. It is in general, believed that the present interaction between the agents in

the building process is not optimal and hence market based interaction should be

replaced with team collaboration and cooperation. The relationship between

contractor and client must be improved in order to reduce the discrepancy and

disputes in the construction works. The above mentioned associated problem can be

solved with effective coordination between stakeholders.

Project completion on time, standard of quality and cost within the budget allocated

are the common goal of construction project. However, in common practice the

contractor and consultant often do not coordinate as they been awarded the job.

Many problems may be encounter on a larges construction project, making it

necessary to coordinate the efforts of many involves parties, including the owner,

contractors, designer, supplier as well as authorities. Due to the above problem, a

study needs to be carried out to investigate on coordination of tall building

construction.


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1.3 Aim and Objective of Study

The aim of the study is to analyze the importance of coordination and its

current state in tall building construction project. The aim is supported by the

following objective:

(i) To identify the major process in tall building construction coordination.

(ii) To evaluate major problems related to coordination issues in tall building

construction.

(iii) To suggest the strategies for improving the coordination process in tall

building construction.

1.4 Scope and Limitation of the Study

The scopes of study are as follows:-

i) The coordination issue in tall building construction which focused on clients

perspective.

ii) Despite the issue in coordination are involved for the whole project life cycle,

however only the construction stages are considered in this study.

iii) The data collected are only limited to developers, consultants and government

agency located within Klang Valley and Selangor.


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1.5 Brief methodology of Study

In this study, the methodology adopted are involves literature review,

interview with expert panels and questionnaire survey. An appropriate choice of

methodology largely depends on the objective to be achieved. Figure 1.1 shown the

flow chart of the adopted methodology that have been used.

Figure 1.1: Flow Chart for Research Methodology

Identified Problem Statement

To identify the current image and weakness of construction industry

Objectives

Identify and introduce effective coordination in building construction

Literature Review

A study on materials from library, web site, interview on the need for coordination

Data Collection

Design, distribute and collection of questionnaire survey

Data Analysis

Identify facts, compare the result with objective and checks the Reliability Index

Conclusion and Recommendation

To recommend the strategies for improving the coordination process


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1.6 Summary of the Chapter

This study will be divided into six (6) main chapters which describe as

follows:-

Chapter one described the introduction of the study, objective, scope and

limitation of the study and methodology adopted in the study.

Chapter two describes on literature review on the current coordination

process and also describes brief of tall building construction.

Chapter three describes in detail the methodologies of study to achieve the

objectives. It is includes methodology for data collection and data analysis for

interview with expert panel and questionnaire survey.

Chapter four discussed on the analysis of the data collected from chapter 3

with specific method of analysis.

Chapter five discussed in detail on the analysis in the chapter four and the

presentation of result and finding from the collected data.

Chapter six discussed on the conclusion of the overall study and suggestion

on the strategies for improvement the coordination process.


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CHAPTER 2

COORDINATION IN CONSTRUCTION

2.1 Introduction

This chapter discussed on the definition, functions, methods, methodologies

and factors lead to success of coordination process in construction process in

construction industry.

2.2 Term and Definitions of Coordination

When the word coordination was first recorded in 1605, it meant orderly

combination (Barnhart Dictionary of Etymology, 1988). Though the basic meaning

or coordination has not change over the centuries, the contemporary meaning of

coordination has become increasingly associated with harmonious and skillfulmovement. Definitions of coordination also can be defined as follow:


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a. Websters New World Dictionary (1988) coordination is defined as the

harmonious adjustment of action, as of muscles in producing complex

movement.

b. In the fourth edition (1984), of Rogets International Thesaurus

Coordination and timing are listed as synonyms of skill; and coordination

and well-coordinated are listed as synonyms of skillful.

c. Carnereo/ Gelernter (1990), Coordination is the process of building

programs by gluing together active pieces

d. Singh (1992), Coordination is the integration and harmonious adjustment of

individual work effort towards the accomplishment of the larger goal

e. Malone (1994), Coordination is the act of managing dependencies between

activities

f. Mahnke (1999) chooses a rather extensive description of coordination asa

process through which two or 3 that these modes of coordination can be

found as well in as between firms.

2.3 Coordination in Construction

The process of construction involves the organization, administration, and

coordination of resources. The resources are labors, temporary and permanent

materials, equipment and monetary. These must be integrated in the most efficient

manner possible to complete construction projects on schedule, within the budget

and according to the standards of quality and performance specified by the project

owner or designer. An effective coordination system is needed to organize, leading

and controlling the whole construction process to make sure it works smoothly.


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Coordination meant that to clearly and accurately sending and acknowledging

information, instruction and commands with difference methods of communication

such as site memo, letters of instruction, verbal instruction, body language and

telecommunications within various parties involve in the construction and providing

useful feedback.

Coordination is responsible for program direction through cooperation and

participatory decision-making process. Program direction includes statistical

reporting, program budgeting, personnel placement/ utilization, management,

training and the coordination of the activities of the others units to fulfill the goals of

the Technical Services Program. Cooperation includes fostering an atmosphere

where participation and communication can occur between Technical Services

Program in order to provide service to the information seeker.

The coordination of construction work is a difficult matter that can impose a

severe workload on the cooperating actors. In fact, the degree of coordination works

can become a general obstruction to works effectiveness, flexibility, or even safety.

In such cases systematic coordination systems are often engaged as a mean of

reducing the degree of complexity involved in coordinating the complex cooperative

work. There are many studies illustrating the rich and seamless nature of

coordination performed by co-located actors (e.g., Harper et al., 1991; Heath et al.,

1993). Special attention needed to development of shared beliefs and common goals

and their consequences for coordination, because their role is not understood well,

especially in comparison with that of communication.

According to Oscar (1983), Ninety percent of all problems on site are due to

late or inadequate information. Late of information transaction on site can cause a

thousand of dollar losses. Malone and Crowston (1994), among others, define

coordination some goal. Over and above what they would need to do accomplish

the goal individually. When coordination is high, a unit of individual work will

translate into more team output. In contrast, when coordination is low, the sane

quality and quantity of individual work will result in less group output because of

what Steiner (1972) calls process losses.


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2.4 Function of Coordinator

The meaning or coordinator can be anyone involved in construction industry.

For example, resident engineer or clerk of work represented Consultant, project

manager from client or contractor. The function of coordinator is to ensure that the

information conduction during construction progress and to ensure the project can be

completed within the time. Each coordinator has different responsibilities and

authorities dependent upon the organizational setup under which they are working

and their own capabilities. They must be alert to existing conditions and be able to

forecast the future problems. When coordinator notice through their daily inspections

that certain phases of the work are not being done in accordance with the planning

and schedules, cost and specifications, they should take necessary action to prevent

and resolve these errors immediately.

The coordinator plays the key role for communication on the project. They

represent their organization for the project both within and outside their organization

in addition to being the chief negotiator on all matters related to the project. In the

final analysis, the role of the coordinator is necessary to co-ordinate all activities in

order to assure that the project work flow smoothly within proper time and cost

constraints. His role will be empowered if the exercise total responsibility and total

delegated authority in area such as time scale planning and control, budget

management, cost planning and control, value engineering and architectural

principles corresponding to time and cost planning.

Coordinator should maintaining a complete and accurate daily record of work

in progress, conferences or phone conversation with contractors personnel, any

argument or criticism of constructors operations, test result, notification of

acceptance or rejection, quality and quantity of materials inspected and many

corrective actions taken by the contractor.

Progress results are dependent on good coordination amongst the team

member. A well experience coordinator must have excellent communication skillsand knowledge of the refined art of human relationships and interaction. Such


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articulated knowledge will help to prevent dispute arising from miscommunication

and misinterpretation of each others meanings, intention and aspirations.

The team coordinator must direct and guide the activities of the other team

members to accomplish a wide variety of tasks. There are some personal attributes an

effective coordinator must have. These characteristics are primarily instinctive as

opposed to being learned. An effective of the team coordinator, usually the coxswain,

depends on the methods of coordination system to successfully demonstrate the

following behaviors:

a. Translation of objectives into tasks The coordinator must clearly understand

the mission goals and objectives and translate them into team tasks. In

assigning tasks, the coordinator seeks the best march between the team

resources and tasks.

b. Coordination of Information gathering Ensure that information processing is

not reduced throughout the mission. Safe vessel operations depend upon timely

information flow within the team. The leader should be alert to problems that

affect information collection or the communication of information.

c. Share common goals If group member are able to share common goal, than

they are able to works together in the same direction for achieving the project

objective.

d. Coordination in team success Groups are inherently different from

individuals performing the same tasks because of the need to coordinate.

Whenever the work of individuals is interdependent, they must coordinate to

achieve success (Van de Ven at el, 1976).


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e. Knowledge Have sufficient knowledge and ability to read and interpret

plans and specifications, modern construction practice, methods, materials

and equipments in his/ her field of specialization.

f. Good Judgment and Good Common Sense Applying logical and sound

judgment based on the information available. Ability to use good judgment in

applying the required judgment of the building laws. The inspector should

make his decisions based on sound judgment, which requires not only

experience, but also a lot of good common sense. There are situations that the

inspector must make decisions without guidance from the specifications and

rely to a large degree on common sense.

g. Communication Good communication skills, both written and oral. Clearly

and accurately sending and acknowledging information, instruction and

providing useful feedback.

h. Self Confidence and Assertiveness Coordinator should be prepared to

justify their decisions with respect to the contractors method of operation,

materials and equipment being used. Therefore, they must be confident in

their knowledge of the specifications and implemented proper construction

procedures. Coordinator must be firm and assertive but yet fair and friendly

to achieve compliance and should avoid being confrontational, argument or

arrogant.

i. People Relation Skill and Negotiation Skills Coordinator should have the

ability to work well with people and to be a negotiator. Dealing with many

different personalities and negotiating points of contention is a day today

activity for a coordinator. They must avoid adversarial relationship and act

friendly to gain the respect of the contractors representatives.

j. Unity of Command No other parties shall interrupt the command given.


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2.6 Coordination Methods

The use of new technology to help communication should be considered.

While the benefits of items such as mobile phones and two way radios (Walkie-

Talkie) are well known, digital cameras and on site internet and e-mail access may

also be beneficial communication tools. For example, drawings can be e-mailed

between the site office and the architect, as can digital photographs of defects and

progress. Internet can be used to access information such as Building Standard and

good practice guidance documentation.

On large scales construction projects the use of projects Internet systems

have been shown to be valuable. These systems are based on project wide access via

a network of personal computers to electronics (Virtual) project documents such as

drawings, specifications and correspondence.

Non-paper based communication methods can be described as follow:

a. Telephone help-desk: Manufacturers provide free advice on the selection,

properties and use of their products. Much used by site managers. Often

followed up by a fax.

b. Internet based advice: Product selection, technical and best advice accessible

from a personal computer. Mainly the same information as technical

literature.

c. CD ROMs: Manufacturers provide product selection, technical and best

practice advice. Personal computer required to access.

d. Videos: Not a common method. Perhaps best used to actively demonstrate a

new product being built.

e. Hand held guides: Readily able to provide best practice guidance at the pointof construction. Most effective when laminated. Not a common method.


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f. Posters: A traditional way to communicate best practice messages. Tend to

concentrate on Do and Do Not points of site practice. Commonly

displayed in site canteens.

g. Instructions printed on packaging: Manufacturers provide information on

their products. The information is generally limited (e.g. telephone number,

main points of good practice).

2.7 Conflict of Coordination

Coordination is an issue that rears it ugly head often during construction.

Closure attention tool coordinating during the design process can prevent many

headaches that arise during the construction phase, decrease change orders and result

in a must happier client. These are a few of the potential coordination conflict that

should be analyzed prior to release of construction document for bidding of

construction.

a. The domino effect

Some times construction documents might change during the design process.

It is critical when a change is made to one trade, that all trades are informed so that

any other related changes to the documents are made. A final coordination review of

the construction documents can eliminate most of the problems inherit in these

changes.

b. Multiple trades vying for limited space

Space in buildings for MEP systems is usually limited by space of costsmoney. History has shown that the first contractor on the job makes sure that his


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trade makes most of the space available to install his system. It is important in the

design process to ensure that the construction documents illustrate where the systems

to be installed are to be installed and that there is adequate room for the concurrent

installation of multiple trades.

c. Background changes made without informing consultants

Computer aided drafting has made a tremendous difference in the

architectural and engineering fields. But while it has speeded up the process and

made making revisions and changes enormously easier, if changes are made to

backgrounds and all parties are not informed, it is very likely that changes will not be

noticed and inaccurate documents will result. Communication by all parties is critical

during the preparation of the construction documents.

d. Code review

When doing work in multiple states and municipalities. It is very important to

contact the local jurisdictions to ensure that the proper codes are being designed.

Changes to the design documents need to be made after local Building Department

review because for biddings. Changes made by an inspector during construction due

to lack of design to the proper codes can be costly and cause construction delays.

e. Properly documenting existing conditions in renovations work

There will always be hidden conditions that arise during construction.

However, a lot of construction headaches can be avoided if the existing locations,

sizes, operating parameters and conditions of equipment, utilities and distribution

systems are properly documented and coordinated with the new installations.


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f. Operation of existing facilities in renovation work

Does the client need to maintain operation of all or a portion of their facilities

during the construction of a renovation? If the answer to the question is yes, careful

study of how the construction will proceed must be planned. Phasing of the

construction may be required, which needs to be shown on the construction

documents so that the contractors can be properly prepare his bid.

One means of ensuring coordination is properly performed is using what is

termed the commissioning process, wherein an outside consulting firm is hired to

review the construction documents to ensure their accuracy and the coordination of

the trades.

2.8 Informational Dimension of Coordination

Information is required in order to make it possible for the actors to perform

the right activity at the right time with the right people. Modes of coordination to

tackle three different kinds of information uncertainties are:

a. How-Uncertainty

What is the outcome of an activity supposed to be and how can this be

obtained? Some activities will be easy to carry out, either because they are simple or

because the specifications are inherent in the input. Other activities again require

more specification (i.e. more additional information needed prior to production) and

multiple skills and consequently have a higher how-uncertainty.


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b. When -Uncertainty

At what time should an activity bee carried out? Some activities need to be

carried out fast whereas other products have a low when-uncertainty for instance due

to a system of buffer inventories that (obviously induce storage costs) eliminates the

need for urgent behavior.

c. Who-uncertainty

With who should the activity to be coordinated (i.e.: Who are the potential

actors providing the input or purchasing the output of an activity?)

Products with a high specificity will opposed to standard products, have a low

who-uncertainty because the number of potential purchasers is low. Giving people

the right information is not enough to ensure coordination; incentives also have to be

aligned:

Grandori (2000). The classification [of the coordination mechanisms] is

conducive to compare the capacity (and costs) of different mechanisms in governing

the diversity of interests and knowledge among economic actors, under varying

conditions of uncertainty.

2.9 Tall Building Construction

A tall building is a building 35 meters or greater in height, which is divided at

multiple levels of at least 2 meters in height (EDC, 2006). To be considered as a tall,

a building must be based on solid ground and fabricated along its full height through

deliberate processes. Tall buildings can be for residential uses such as condominiums

and residential apartments, or for commercial purposes such as hotels and office


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buildings, occasionally including retail and educational facilities. There are also for

both residential and commercial used of tall buildings today which accommodates

residential, office and commercial spaces. Therefore, tall buildings require flexibility

in its design and stability on its construction.

Tall building has been a dominant landmark from the early years from the

towers of antiquity and the middle ages in ancient years to the famous Eiffel Tower

in Paris, the World Trade Center in the United States and the many buildings of

hotels and organizations today. The first tall building was an office building and said

to be the Home Insurance Building in Chicago. Famous high-rise buildings include

Empire State Building which is 381 meters, the United Nations Building and the

Manhattan Building. Construction of tall buildings continuously changes as

technology change. Evolution of tall buildings is brought about by the changes and

development of the materials, equipments, technical conditions and methods used in

the construction of tall buildings.

Construction of high-rise buildings differs from ordinary construction such as

residential houses and low-rise buildings with elements which include the

foundation, structural systems, enclosure systems, life-safety systems, vertical

transportation, plumbing and electrical systems different from the construction of

low-rise buildings. All these considerations require methods and techniques in order

to meet the requirements of a tall building.

2.10 The Tall Building Construction Industry

The industry consists of private companies and public authorities, with many

individuals and organizations involved, from the manufacture of necessary

components to the assembly and construction process. Tall building project requires

a registered architect and civil engineer under the direction of a project manager to

execute the design and to make sure that it complies with the regulations governing


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building construction, at the same time conforming to the requirements of the owner

(Encarta, 2006). The architects or engineers convert the requirements into a set of

drawings and written specifications that are usually sent to contractors for bidding

(Encarta, 2006). The successful bidding contractor will be the one responsible for the

required manpower such as the plumber, painter, electrician, carpenter and other

manpower required for the construction. Contractors carry out the work under the

supervision of an architect and engineer who act as agents of the owner (Encarta,

2006).

Scarcity in land urban areas, increasing demand for business and residential

space and economic growth are the major reasons behind the increase in demand for

tall building s as well as the increasing price of land aside from the above mentioned

technological advancements and innovations in structural systems. The rapid growth

of population also promoted the construction of tall buildings.

One example is the modern Hong Kong which has a land area of 1,037 square

kilometers. Hong Kong, due to its small land area has the most number of tall

buildings in the world with about 7, 254 commercial and residential buildings. This

followed by New York City with 5,317 and Singapore with 3, 489 (Emporis, 2004).

By region, Asia has the most number of tall buildings with about 33.16% of the total

tall buildings in the world while North America has 31.20% and Europe shares

17.89% (Emporis, 2004) of the total tall buildings. Economic growth and resulting

demand for office space is a good indication of demand for tall buildings

(Buyukozturk, 2004).

Other motivations for the demand of tall are the desire for aesthetics in urban

settings, the concept of city skyline, the cultural significance and prestige and simply

the aspiration of human to build higher structures (Buyukozturk, 2004). Most people

perceived and associated tall buildings to the economic status of a country.


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CHAPTER 3

METHODOLOGY OF STUDY

3.1 Introduction

The research methodology in this chapter serves as a guide to the author in

achieving the objectives and scopes of the study. This chapter discussed in detail the

research procedures, from how the data is collected until how it is processes and

analyzed to achieve the objectives and scopes of the study.

3.2 Preparation of Questionnaire

The interview and questionnaire survey has been prepared as a method in

collection of data in this study. It was designed to gather the information in order to

achieve the objective of this study. In addition, information on respondents'

background and experience in the construction are taken into account.


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Based on literature review and discussions with the supervisor, a draft of

questionnaire was prepared before distributed to respondent. It has been further

discussion with supervisor for in order to meet the criteria required for achieving the

objectives of the study. The samples of interview and questionnaire surveys are

attached in Appendix A and B.

3.3 Selection of Respondent

In this study, the author has identified selected respondents which from

consultant firms, developers and government agencies located in Kuala Lumpur and

Selangor. The rational of choosing the above parties because Kuala Lumpur and

Selangor are among the developing states in Malaysia.

3.4 Data Collection

In this study, the author has prepared two (2) methods in gathering the

information which in the form of questionnaire survey and interview with expert

panels. In current practice, this both methods are commonly been used.

3.4.1 Questionnaire Survey

In developing the questionnaire survey, the author has divided the

questionnaire into three (3) section which Section A, B and C. Section A is mainly to

obtain the information on personal background such as name, position, age, nature of

business, experience in construction industry and number of construction project


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been involved. The aim of section B is to gather information on the major problem

related to coordination in tall building construction. Section C is to gather

information on strategies to improve the coordination process in tall building

construction.

The data were collected through questionnaire survey which distributed to

various parties involves in construction industry. 40 questionnaire surveys have been

distributed to developers, consultants and government agencies, however only 23

respondents replied. The respond is relatively moderate. The aim of this section is to

fulfill the objective no. 2 and 3 which to evaluate major problem related to

coordination issue in tall building construction and to suggest the strategies for

improving the coordination process in tall building construction.

In this method there are few steps been followed which started from initial

planning, collection of secondary data, preparation of questionnaire survey based on

secondary data, selection of respondent, collection of premier data, transferring of

data, analysis and lastly conclusion and recommendation.

3.4.2 Interview with Expert Panels

Interview is another technique to collect factual information as well as

opinion. It is face-to-face interpersonal role situation in which interviewer ask

respondents questions designed to elicit answer pertinent to research hypothesis

Nachmias and Nachmias (1996).

The purpose of data collection is to gather information for objective number

one (1) which to identified major process in tall building construction coordination.

The author has carried out the interview with twelve (12) respondents with various

experiences in the construction. The panels identified are from developers,

consultants as well as Government agencies with most of the project handled locatedin Klang Valley and Selangor.


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Interview question has been structured into two (2) sections. Section A of the

interview question contained the interviewee background such as name, position,

age, nature of business, experience in construction industry, company address and

number of construction project been involved.

In Section B, the questions were structured to gather the information on major

process in coordination for tall building construction. The author has structured the

question based on seven (7) scopes of coordination which are work schedule/

program, authorities permit/ approval, quality aspect, document recording system,

communication between project team, safety aspect and changes/variation.

3.5 Data Analysis

After the compilation of response, every type of data received under different

question will be separated and gathered to answer different study objectives. In this

study, there are three (3) methods of analysis were used for analysis the data which

content analysis, frequency analysis and relative index analysis. The data were

summarized and presented in the form of table, graph and schedule form. The graph

been used in this analysis is Pie Chart.

3.5.1 Content Analysis

The content analysis is done by comparing the respond from the different

respondents to the structured open ended questions for interview with expert panels.

The frequencies of agreement, disagreement, neutral and abstained opinion are

computed in terms of percentage. Based on the outcome from content analysis,

deducted is made to the relevant issue being investigated.


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3.5.2 Frequency Analysis

Frequency analysis used a tabular form to represent the result of data analysis

of frequency of response that respondents gave to the different variable in the

questionnaire. The result was tabulated in the form of frequency number and

percentages according to total respondents. For graphics result presentation, table

and pie chart are used as summary. Frequency Analysis depends on the percentage of

respondents giving the same answers. It is also used to measure the degree of

agreement for certain statements. The formula of Frequency Analysis is as below:

Percentage (%) = (n/N) x 100 %

Where :

n = Number of respondents

N = Total number of respondents received

3.5.3 Relative Index Analysis

The result of the data collected been summarized by using relative index (RI)

analysis. The respondents were requested to evaluate the problem in construction

coordination and strategies to improve the construction coordination based on five-

points scales rating starting with 1 for strongly disagree, 2 for disagree, 3 for neutral,

4 for agree and 5 strongly agree. The relative index analysis for each variable is

calculating by using the following formula:

Relative Index = 1(n1) +2

n(5)

(n2)+31(n3) +4(n4) +5(n5)

Whereby the application of Relative Index in questionnaire would be:

n1 = 1, frequency of Strongly Disagree response


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n2

n

= 2, frequency of Disagree response

3

n

= 3, frequency of Neutral response

4

n

= 4, frequency of Agree response

5= 5, frequency of Strongly Agree response

3.6 Problems Faced

Although the planning was done before the data collection process carried

out, many problems still existed and had to be addressed. Effective and efficient

handling should be done so as not to disrupt the process of data collection activities.

One problem that was encountered is late feedback from respondent for the

questionnaire survey. For those questionnaire survey delivered by postal, the

respondents may answer generally when researcher is seeking a response on a

specific level of analysis. Respondents may also answer according to what they think

the researcher want to hear.

Another problem foreseen is the industry fatigues which due to work load and

modern business, the students questionnaire are of less priority. This will result in

respondents not answering the questionnaire at all or answer only certain part.

The last problem encounter is lack of commitment from respondent and it might be

lack of interest and matters of confidentiality or sensitivity for their non-

participation.


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CHAPTER 4

DATA COLLECTION AND ANALYSIS

4.1 Introduction

This chapter represents data collection for the study and their analysis. Detail

data collected from the interview and questionnaire surveys are presented and

analyzed in this chapter.

4.2 Content Analysis of the Interview

Based on the respond from interview with 12 respondents with various

experience in the industry, it can be summarized that there are seven (7) major

processes in tall building coordination which are as follows:-


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i) Works Program/ Schedule

ii) Authorities Permit/ Approval

iii) Quality Aspect

iv) Document Recording System

v) Communication Between Project Team

vi) Safety Aspect

vii) Changes/ Variation

The details results of content analysis are described in table 4.1 to 4.8.


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Table 4.1: Content Analysis of the Interview with Expert Panel on Work Schedule/ Program Coordination

RESPONDENTR1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12

QUESTION

1. Work schedule/program is the maindocument prepared bycontractor before

commencement ofconstruction. In your

experience, how longdoes it takes for client

to approve it?

Depending on

advice byconsultant

1 month 2 to 3 months

2 weeks to- 1 month

dependingon scale of

project

3 weeks 2 to 3 weeks 1 to 2 weeks 1 week 2 days 2 weeks2 weeks withamendment

Quite long, normally it is

only reviewed during themeeting

2. In your experience,can contractor

commence the worksbefore works programapproved by client?

Please state youropinion.

No.construction

program shallbe confirmedbefore

execution ofworks.

yes

yes. It is called

earlycommencement

but contractor

have to take therisk if there arechanges indesign.

Not yet butpreliminary

work canbe done.

yes

can onpreliminary

activities, themain task shallrefer approvedworks

programmed

Onlypreliminaries

works

yes, for

preliminaryand

mobilizationwork

Nilyes butnot too

long.

No. Workprogram ismandatory to be

approved byclient so as toensure all

important keymilestone are in

place

yes, because in early stage,

the works involved is notcomplicated, majorityinvolving preliminary

work

3. In your opinion, isthere any consequenceif client delay in

approving Workschedule/ program?

Yes. Oncecontractor is

appointed, timeis running.Delay inapproving the

work programwill contributeinto delay in

commencementof works

yes no yes yes

main delay toapproved due tomain contractor

programmed no

comply tosequence ofworks

If it take toolong mayaffect

contractor'swork

No yes

progress

of workcannot beidentified

Yes, if clientdelay in

approving workprogram- thework will be

delays, this is acascadingeffects from this

points on.

Yes, it will delay and

holding all parties withoutproper documenteddirection

4. In your experience,did client assign anyparticular person in-charge to monitor

progress of works? Ifyes, what is the role ofthe person?

Yes. To ensure

progress in linewith workschedule

Yes,Monitorandhighlighting

anyproblemarise

yes, ProjectManagementConsultant to

monitor thedesign byconsultants and

work progressby contractor.

Noyes, ProjectManagement

Consultant

Yes, to overviewworks versesworks program,

projecting (HQand Site)material and costmonitoring,

additional worksand progressclaim

Yes, projectmanager or

coordinator

yes. Sitesupervisor -monitoroverall

progressand qualityof works

yes,monitoring the

project make

sure all theconsultant andcontractor are

follow theschedule

Project

Manager- Identifythe cause

of delaysand makereport

Client projectmanager, If

there is anapparent delay.PM has to call

for moremeeting to catch

up with thedelay

depends, Roles normally

evolves towards checkingactual progress against

approved program


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Table 4.2: Content Analysis of the Interview with Expert Panel on Authorities Permit/ Approval Coordination


QUESTION

. Tall building

onstruction project arenvolved a lot ofuthorities approval/

ermit. In yourxperience, whicharties normally apply

nd follow-up on the

pproval? Consultant,lient or contractor?

All of abovedepending on

the subject

Architectand client

Consultant ConsultantConsultant &Client

Submission by

Consultant,however follow -up by client

Consultant butclient and

contractorshould assist oncertainoccasions

All parties

Consultant

but criticalissue follow-

up by client

Client tofollow-up

Consultant

such asarchitect and

engineer

All

. In your opinion, whicharties should beffective coordinator in

etting approval?

All parties

Architect ,

consultantsand client

On technicalmatters should bedone by

consultants butpolitical mattersshould be done by

client.

Consultant andcontractor

Client

Client with assist

by the architect/consultant.

Consultant Consultant Consultant

Consultantand client

should worktogetherclosely

Architectand engineerwith the

client projectmanageroversee the

process

Consultants

. Obtain approval is onef the time line inonstruction. Did the

eams consider givingny buffer in term of

me to obtain thepproval?

Yes Yes

No. Approvalnormally forinfrastructure

works. Duringconstruction,

others works willstart after structureworks complete.

There is bufferwithin this time.

Yes Yes

Yes, subject theapplication tomeet authoritiesrequirement.

Should allow

certain timeframe but need

to follow-upregularly withauthorities

Yes Yes Yes

Yes, bufferis necessary

to preventdelay

Sometimes

. In your opinion, how

s the effective approachn coordinating theubmission and follow-

p on the authoritiespproval/ permit?

Providesufficient

information &documents ontime. Ensure

payment forfees (related) to

be paid on time.

Meet anddiscuss

All plans,drawings and

documents mustbe preparedaccording to

guidelines andfollow up

progressively.

prepare earlyand follow-up

closely. Createa relationshipwith them

Createrelationship

set organizationchart person in

charge and flowchart. All person

must understandscope of worksand work ahead

time line.Immediate reportto superior for find

solution (if foundproblem)

Pre-discussion

beforesubmission toknowrequirement andfollow up

regularly

N/A

Require for

following upregularly

N/A

Create good

reputationwith local

authoritiesand regularlyfollow-up on

the status

Improverelationship


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Table 4.3 : Content Analysis of the Interview with Expert Panel on Quality Aspect Coordination


QUESTION

1. Tall buildingproject normallyhigh-end project and

the standard ofquality cannot be

compromised. Inyour experience how

to control the qualityof the buildingmaterial?

Great supervisionimposed at site. Ensure

only suitable materialsto be used.

Follow Billof

Quantitiesandspecification

Appoint external

party to control theQA/QC matters andthis party must be

recognize widely. Ifthe quality meet therequirements, the

building value

highly increase.

Makes amock uporsampling

for

material.Get the

experienceworker/

labour

Follow

specification

Materialdeliver must

followapprovedmaterial as

agreed byS.O/ client.

Providechecklist

and testingif necessary.Refer to

SOP/checklist

Thoroughchecking

duringsubmissionof sample

Implement

QA and QCsystem

recommend

SOP

Certificationand get

materialtested

Themonitoring

system needto beimplemented

Good

monitoring

2. Some developers/clients introduce thelonger defect

liability period(DLP) to attract the

buyer and it isrelated to quality of

end product. In yourexperience how tocontrol the quality of

workmanship?

Great supervisionimposed at site i.e.divide specialty(architectural works,

MSE works). Toappoint reliable &

proven contractors(s).

To implementCONQUAS/QLASSICto maintain/ retain

quality.

Follow

specification

Appoint externalparty to control theQA/QC matters and

this party must berecognize widely. Ifthe quality meet the

requirements, thebuilding value

highly increase.

Procurequality ofmaterial

and get theexpertise

worker

Teamworkandunderstanding

of sequenceand

specification

Refer toSOP,checklist.

Standard tomethodstatement.Monitoring

theactivities,requirement

for skillworker andexperience

to the task

Use skillworkersand

monitoredbysupervisor

Controlspecification

and as in thedrawing

ProjectTeam

regularlymonitor

Sufficientno ofsupervisor,

tool andprovidetraining

Extending theDLP will

improve thequality ofworkmanship.

The longerthe period ofconstruction,

the better isthe quality

Assigngoodcoordinator


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Table 4.4 : Content Analysis of the Interview with Expert Panel on Document Recording System Coordination


QUESTION

1. Tall building project iscomplicated project and involved

a lot of correspondencedocuments. In your experience,did you apply any system in

documentation managementsystem? (manual or IT system)

No. But in my opinion,

having a proper IT systemwith a proper documentscontroller system shall help

in facilitating the process.

nono

experience

Yes,shoulduse

Microsoftaccessand excel

Manual

On site ismanual, on

HQ shall be ITsystem

Apply bothmanual and ITsystems

Both Manual ManualIT

systemManual


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Table 4.5 : Content Analysis of the Interview with Expert Panel on Communication Between the Team Coordination


QUESTION

1. Communication is

the importantprocess incoordination. In

your experience howto communicate

between teams?

(Thru meeting,telephone, email orany IT program)

Clients-consultants/

technicals meeting.Telephone, faxes, memos,letters. Emails.

CCM

Meeting andsite meeting,telephone,email,

conference,

sms etc

All of the aboveThroughtelephoneand email

All

Meeting -CCM,Technical

meeting,programmeeting, site

meeting, specialmeeting.Coordination

and distributethroughtelephone-emailletter.

All of abovemethod or tools

can be used

All aboveMeetingand

telephone

All, no

specificIT

program

Client

consultantmeeting andsite meeting

All

2. In your opinion,what is the effective

approach whichproduce the mosteffective to

communicationbetween projectteams?

Meetings, emails,telephone, memos, letters

Meeting anddiscuss

Conductingcoordinationmeeting, design

meeting andconsultants -subcontractors

meeting.

N/A

Meeting

anddiscussion

When receivedinstruction infoimmediate

distribute,delegate tosubordinateteam.

By email andtelephone,

formalise withletter and onsidedecisions.

Email and

telephonecall

Coordinat

ionmeeting

Meeting

Clientconsultantmeeting, sitemeeting

All

3. Do you think theClient ConsultantMeeting (CCM) andSite Meeting are

sufficient forum tocommunicate

between project

team? If not stateyour reason

Yes & to be minuttedefficiently, so that all

important point & detailscould be disseminated toall respective parties.

Yes

Not sufficient.This is more on

progress

meeting onlyand not thetechnical

aspects.

Yes Yes

Not. Shall addspecial meeting, technical

meeting.

Yes, but stillcommunicate in

between themeetings if any

problem arises

No

Yes, allparties

know thestatus

update

Yes

No. but it is

mostimportant toset pace forthe project to

progress.Othermethod

shouldcomplementthe above

Normally,person

attendingmeetings arefor the sake ofmeeting only,

not comingwith full spiritof resolving

issue

4. Do you think ITplayed significantroles to supportcoordination process

at site and howcould it be?

Yes. Nowadays,communication via emailsis being the fastest way ofconveying messages. A

proper system connectingclients office, consultants'& site office will help to

ensure efficientcommunication.

Yes,

festering theprocess

Yes. Drawing

and instructionscan be send viaemail and the

info receivedeffectively.

Makes works

move easyand fastespecially

for documentmanagement

Yes

Yes. Short timethe process to

delegateinformation to

project team.

Yes, by conveyingmessage,instructions.

Drawing via IT

Yes, leteverybody

involve tohave a accesssystem to

know thecause of

delay

Yes,helping

the workto be done

faster

Appropria

teprogram

mightexpeditethe

searchingofdocument

For the speedof

coordinationbut cannotreplace CCM

and SiteMeeting

New ITsoftware are

designed toease the work

process but itmust be

regularly usedand applied tocreate a

culture'


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Table 4.6: Content Analysis of the Interview with Expert Panel on Safety Aspect Coordination


QUESTION

1. If contractorfailed to fulfill the

safety precautionmeasure in the job

site. How to imposeit?

To impose or bind

safety measures whichrelates to Malaysiagovernment (part of

the SOP). To makecompulsory for the

measure to be taken upas the authorities haveright to give stop work

order.

Straight in

enforcement

and penalty

Worksmust besuspenduntilcompetent

safetyofficerappointed.

Thru warning

and penalty

system

Penaltysystem

Shall comply to CIDB,

Niosh, DOSH beforeimposed to contractor. Site

complain practice on safety

induction, safety briefing thesafety committee to make

decision for SO approval.

Imposepenalties -suspension or

financially

PenaltyFine thecontractor

Penalty, retain

their

progress claim

Penalty andeducateworker on

site

Penaltysystem

2. Based on yourexperience, what is

the most effectiveapproach to ensure

the safety ofconstruction site?

Create safety division.To have regular checkwith respective bodyin imposing safetyregulations at site.

Penalty N/A

Set a penaltysystem and

those ignore itcan't entrancethe site

Penalty

Person or machine not

complies with safetyrequirement do not allowenter project site. Those

cross the rules, remove fromthe site.

Full time safetyofficer andconducted

trainings andawareness and

imposingpenalties foroffenders

Penaltyandstop

workorder

Contractor haveto more aware

of safety issueotherwise

imposedpenalty

Allworker

shall bewelltrained

Safety

awarenessand

educatingworker onsite follow

by penalty

Assigncompetent

officer andemploy skillworker


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Table 4.7: Content Analysis of the Interview with Expert Panel on Changes/ Variation Coordination


QUESTION

1. In your experience, doyou foresee any changes

of design especiallyduring construction of

tall building? If yes how

frequent?

Yes, depending onthe un-expected

rising on cost orchanges in designi.e. design faulty.

Veryfrequent

Very frequentYes,always

Yes, alwaysYes. Veryfrequent

May need

changes butnot veryfrequent as it

will affect theprogress of

work

Yes Yes N/AYes, veryfrequent

Depending oncompleteness ofdesign, loosedesign result inmany variations

2. Which partiesnormally contribute tothe changes/ variation of

design duringconstruction? Pleasestate your opinion

Client, they mighthave others directionwhile dealing either

on-goingdevelopments i.e.materials or fittings

might changes along1-2 years during

construction period.

Client and

consultants

M & E

consultants. Dueto localauthorities

requirement andthey failed toadvice duringdesign stage.

ClientClient and site

condition

Client andconsultant

drawingdiscrepancy.

Client's needand design

changes

Client and

consultant

Consultantand

contractors

Client and

Architect

All partiescontribute to thechanges. Some

design detailscannot beimplemented,

whilst othersdue to poor

detailing

Depends,sometimes clientand sometimes

consultant.Generally it is dueto lack of

coordinationduring early

process

3. Errors in design byconsultants are also

contributed to changes/variation. Based on yourexperience, how to

handle this issue?

To ensure proper

documentations &instructions by arch,engineers. To ensure

proper approvalsobtained fromclients

Re-checkand re-look

Conduct designmeeting and findthe simplest and

best way toovercome.

Confirm

theshapes

early ormakes ameeting

every 2weeks

re-check

For any

discrepancy,contractor toissue RFI to

requestconsultantfor approval.

Thorough

checking byindependentchecker

Alternativeproposal orVO shall be

borne byconsultant

N/A

Project team shall

check and studythe drawing priorfinalize for

approval. It willrequired

sufficient time

All drawing and

detail are to becheck beforeconversion to

BQ andcommencement

on site.

Appoint goodconsultants who

posed competentofficer/

professional

4. When changes/variation in construction,

it will involve the costand create a dispute. Inyour experience how this

matter been solved?

To ensure properdocumentations i.e.

AI, EI, VO forms,etc. To ensurecapping of amount

in every VO.

Recheck

and relook/monitorclosely

The variation

cost is clarifiedwhere it camefrom which

discipline anddeducted ionfees

N/ADiscussionand

understanding

N/A

May penalizethe party at

fault butminimize

changes/variation all

parties should

collaboratefrom start of

project.

Coordinatio

n andproper

recordkeeping

Checking

Study thevariance and

request consultantto write reportand

recommendation.

VO of cost usethe set control

form.

By professional

attitude andpartneringapproach


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Table 4.8 : Content Analysis of the Interview with Expert Panel on Others Coordination


QUESTION

1. In your experience,what are the most

challenges in tallbuilding project

coordination? How tohandle the challenge?

Safety measures, siteconstraints. Tall building

normally tends to be in alimited & packed site. It'simportant to impose proper

site managementprocedure, materials

management, etc. to ensuresafety (100% measures) to

be applied i.e. proper seatfolding, safety equipments,etc.

Drawing andsequences of

coordination

N/A N/ATeamworkand

coordination

Must havecompetent

staff/sequence of

works/ sitemonitoring.

Construction

technique -propercoordinatorof method

statement ofconstruction

Lot of sub-

contractor

Complicated- handle bymonitoring

N/A

by looking

seriously on 3constraintswhich time,

cost and quality

Handlingpartiesinvolved inthe project.

Goodcoordinatorand

selection ofpartiesinvolved

will help

2. Please state the

strategies to improve thecoordination process?

To have propercommunications among

parties. To ensure proper& efficient planning forthe entire development.

Meet and

discussregularly

N/A N/A Workshop

Set systemand complyto thesystem.

All parties towork as ateam and the

team shouldhave acompetentleader

Meeting withallsubcontractors

involves in theproject.

Arrangemeeting

regularly

Educate allparties

involved toplay theirroll wisely

and alwaysmeet timeframe given

Simulation ofbuilding and

constructionbeforeimplementation

Applypartnering

concept,appointcompetent

parties andmonitorclosely


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Based on the detail result from content analysis, it can be summarized that

there are a lot of process involves in tall building construction. Among the major

process is coordination of work program/ schedule. In general it is shown that the

current tall building coordination requires for improvement in order to achieve the

project objective. The details of the result will be described in Chapter 5 which

thorough discussion on the data analysis.

4.3 Questionnaire Survey

The author has distributed forty (40) questionnaire surveys to various

respondents involved directly in the tall building construction project. There are from

client, consultant as well as government agency (JKR). Out of 40 questionnaire

survey, 23 questionnaires survey were returned or equivalent to 57% which can be

classified as moderate respond. The reason for the rest of the respondents failed to

return the questionnaire survey because of busy with routine works. This is normal

situation for construction industry. Sample of Questionnaire Survey is shown in

Appendix B. The details of the respond delivered are tabulated in Figure 4.1

Figure 4.1 : Questionnaires delivered

Respond of Questionnaire Survey

43%

57%

Responded

Unreply


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4.3.1 Demographic of respondents

The demographic of the respondents are as follow:-

4.3.2 Nature of Business

Figure 4.2 shown the respondent segregation based on nature of business.

Majority of respondent are from developer which 65% of total respondent. 23% and

13% respondent are from consultant and government agency respectively.

Figure 4.2 : Nature of Business

4.3.3 Respondents Working Experience

Based on Figure 4.3, it is shown that majority of respondent are having a

working experience between 5 to 10 years which 35%, followed by 30% of

respondent having 10 to 15 years working experience. The others are between more

than 20 years and less than 5 years working experience.

Nature of Business

65%

22%

13% Developer

Consultant

Government Agency(JKR)


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Figure 4.3 : Respondent Working Experience

Respondent Working Experience

26%

35%

30%

9%

Less than 5 years

5 to 10 years

11 to 15 years

More than 20 years

4.3.4 Respondent Projects Involvement

Based on the feedback from questionnaire, it is shown that the majority of

respondent have involved with the numbers of project between 4 to 6 which

contribute 44% of the respondent. The Figure 4.3 has shown the result of the

respondent projects involvement.


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Figure 4.4 Respondent Projects Involvement

No. of Project Invo lve

26%

44%

26%

4%

1 to 3 projects

4 to 6 projects

7 to 10 projects

More than 10 projects

4.4 Problem Related to Construction Coordination

In Section B, the questionnaire surveys are divided into seven (7) categories.The questions designs are to seek the opinion from respondents on the major problem

related to coordination issue in tall building project from client perspective.

4.4.1 Work Schedule/Program

Based on the respond from respondents which shown in Table 4.9, it is shown

majority of respondent agreed that failure of contractor to follow approved work

program are the most common problem related to the work program coordination.

83% of the respondent agreed on the problem and 9% of respondent disagreed and

neutral. It is contribute to the relative index of 0.8. Beside that late approval from

client to approve the work program and unreliable work program submitted by


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contractor also a problem related to coordination of work program most agreed by

respondents.

Table 4.9: Work Schedule/Program

4.4.2 Authorities Permit/Approval

Table 4.10 shown that majority of respondent agreed that poor reputation

with authorities is the most common problem related to the work program

coordination. 78% of the respondent agreed and 9% disagreed on the problem. It is

contribute the relative index of 0.8. Beside that bureaucracy procedure with

authorities are among the problem given high relative index which 0.8. Among the

question asked, a late respond from consultant is the lowest average index responded

by respondent which 0.6 (relative index).

No Problem

Score

RIDisagree Neutral Agree Total

1 2 % 3 % 4 5 % f %

1Contractor failed to follow work

schedule/ program as agreed 0 2 9% 2 9% 15 4 83% 23 100% 0.8

2 Late approval obtain from client 1 2 13% 5 22% 10 5 65% 23 100% 0.7

3Unreliable of work schedule/ program

submitted by contractor 1 4 22% 3 13% 10 5 65% 23 100% 0.7

4 Uncompleted work program submitted 2 6 35% 5 22% 8 2 43% 23 100% 0.6


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Table 4.10 : Authorities Permit/Approval

No Problem

Score


1 2 % 3 % 4 5 % f %

1 Poor reputation with authorities 1 1 9% 3 13% 8 10 78% 23 100% 0.8

2 Bureaucracy procedure 1 2 13% 3 13% 7 10 74% 23 100% 0.8

3 Delay in obtain approval by authorities 0 1 4% 6 26% 11 5 70% 23 100% 0.8

4 Inefficient in Follow-up the approval 0 2 9% 6 26% 10 5 65% 23 100% 0.8

5 Compliance of Authorities requirement 0 2 9% 5 22% 13 3 70% 23 100% 0.7

6 Late submission by consultants 3 6 39% 3 13% 8 3 48% 23 100% 0.6

7 Late respond from consultant 3 5 35% 7 30% 6 2 35% 23 100% 0.6

4.4.3 Quality Aspect

Table 4.11 shown that majority of respondent agreed that poor workmanship/

standard of quality is the most common problem related to the work programcoordination. 70% of the respondent agreed on the problem and 9% of the

respondent disagree. There are respondent given neutral respond which 22% and

contribute the relative index of 0.8. Failure to identify the defect on material is also

among the main problem agreed by respondent which given high relative index of

0.8.

Table 4.11: Quality Aspect

No Problem

Score


1 2 % 3 % 4 5 % f %

1 Poor workmanship/ standard of quality 2 0 9% 5 22% 9 7 70% 23 100% 0.8

2 Fail to identify material defect 0 2 9% 6 26% 10 5 65% 23 100% 0.8

3 Poor quality control 0 2 9% 5 22% 13 3 70% 23 100% 0.7

4 Incompetent worker from contractor 1 2 13% 9 39% 9 2 48% 23 100% 0.7

5 Too much defect 4 9 57% 2 9% 6 2 35% 23 100% 0.5

6 Incompetent quality control officer 6 7 57% 4 17% 5 1 26% 23 100% 0.5


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4.4.4 Document Recording System

Poor record keeping is the most problem agreed by respondent which

contribute to highest relative index which is 0.9. Table 4.12 is shown result of the

question from the questionnaire survey.

Table 4.12: Document Recording System

No Problem

Score


1 2 % 3 % 4 5 % f %

1 Poor Record keeping 0 1 4% 2 9% 8 12 87% 23 100% 0.9

2 Taking time to trace document 0 2 9% 6 26% 11 4 65% 23 100% 0.7

3No proper room (unsafe) for filingsystem

1 3 17% 4 17% 9 6 65% 23 100% 0.7

4 No document recording system 2 7 39% 5 22% 7 2 39% 23 100% 0.6

4.4.5 Communication Between Project Team

Table 4.13 shown the result of the problem related to communication

between the projects teams which late in delivery information is the main problem

agreed by respondent. It is shown that 83% agreed on the problem and 9% disagree

and neutral of that problem.


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Table 4.13: Communication Between Project Team

No Problem

Score


1 2 % 3 % 4 5 % f %

1 Late in deliver information between team 0 2 9% 2 9% 16 3 83% 23 100% 0.8

2Lack of monitoring and controlling

during construction1 2 13% 2 9% 13 5 78% 23 100% 0.8

3 Low motivation among teams 1 1 9% 3 13% 15 3 78% 23 100% 0.8

4 Misunderstanding between teams 1 3 17% 2 9% 12 5 74% 23 100% 0.7

5Unclear instruction between project

teams2 1 13% 3 13% 14 3 74% 23 100% 0.7

6 Potential works individually betweenteams

2 2 17% 2 9% 14 3 74% 23 100% 0.7

7Late approval/ endorsement from client

site2 2 17% 4 17% 11 4 65% 23 100% 0.7

4.4.6 Safety Aspect

Table 4.14 shown the result of the problem related to safety aspect.

Table 4.14: Safety Aspect

No Problem

Score

RIDisagree Neutral Agree Total1 2 % 3 % 4 5 % f %

1 No safety committee 1 2 13% 0 0% 14 6 87% 23 100% 0.8

2 Uneducated worker on safety procedure 1 0 4% 2 9% 18 2 87% 23 100% 0.8

3Contractor failed to follow safety

procedure1 2 13% 0 0% 17 3 87% 23 100% 0.8

4 Unsafe site 0 2 9% 5 22% 14 2 70% 23 100% 0.7


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4.4.7 Changes/ Variation

Changes in design required by authorities is most problem related to

coordination of tall building. Table 4.15 shown that majority of respondent agreed onthe above problem which indicated relative index of 0.8.

Table 4.15: Changes/ Variation

No Problem

Score


1 2 % 3 % 4 5 % f %

1 Change in design required by Authorities 2 0 9% 5 22% 9 7 70% 23 100% 0.8

2 Error in design by consultant 0 2 9% 2 9% 17 2 83% 23 100% 0.8

3 Change in design by Client 0 2 9% 6 26% 10 5 65% 23 100% 0.8

4Change in design because of site

constrain0 2 9% 3 13% 13 5 78% 23 100% 0.8

5 Inconsistent design among consultant 1 2 13% 4 17% 13 3 70% 23 100% 0.7

6 Additional cost contribute from changes 1 2 13% 5 22% 12 3 65% 23 100% 0.7

7 Insufficient information in drawing 1 2 13% 4 17% 14 2 70% 23 100% 0.7

4.5 Strategies for improvement of Construction Coordination

In Section C, the questionnaire surveys are also divided into seven (7)

categories and the questions designs are to seek the opinion from respondents on the

strategies for improving the coordination issue in tall building project from client

perspective. Table 4.16 to 4.23 are the shown the result from respondent perspective.


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4.5.1 Work Schedule/Program

Based on the respond from respondents which shown in Table 4.16, it is

shown majority of respondent agreed that ability of developer to do the tracking are

the popular strategies of the work program coordination. 83% of the respondent

agreed and 13% of the respondent disagreed. It is contribute to the relative index of

0.8. Besides that, reliable works schedule also among the strategies agreed by

respondents.

Table 4.16: Work Schedule/Program

No Strategies

Score


1 2 % 3 % 4 5 % f %

1 Client able to do tracking and monitoring 1 2 13% 0 0% 14 6 87% 23 100% 0.8

2 Reliable works schedule/ program 2 0 9% 5 22% 9 7 70% 23 100% 0.8

3 Expedite approval by Client 0 2 9% 2 9% 17 2 83% 23 100% 0.8

4Consultants able to advised on alternativeoption if delay occurred

1 2 13% 0 0% 17 3 87% 23 100% 0.8

5 Back-up plan/ alternative approach 0 1 4% 5 22% 14 3 74% 23 100% 0.8

6 Appoint Competent project team 0 2 9% 3 13% 15 3 78% 23 100% 0.8

7 Introduce dateline strategy 0 2 9% 5 22% 13 3 70% 23 100% 0.7

8Sufficient information prepared in work

program1 2 13% 4 17% 13 3 70% 23 100% 0.7

9Appoint capable contractors/

subcontractors1 2 13% 4 17% 14 2 70% 23 100% 0.7

10Imposed penalty system to ensure the

plan implemented i.e LAD1 3 17% 6 26% 10 3 57% 23 100% 0.7


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4.5.2 Authorities Permit/Approval

Table 4.17 shown that majority of respondent agreed that implementation of

penalty system to consultant is among the highest relative index on the work program

coordination which 0.8. 87% of the respondent agreed and 9% of the respondent

disagreed. Beside that implementation of penalty s system to contractor also among

the highest relative index which 0.8.

Table 4.17: Authorities Permit/Approval

No Strategies

Score


1 2 % 3 % 4 5 % f %

1 Imposed penalty system to consultant 0 2 9% 1 4% 16 4 87% 23 100% 0.8

2 Imposed penalty system to contractor 0 2 9% 2 9% 16 3 83% 23 100% 0.8

3

Assign coordinator to follow-up the

confirmation/ approval of approval/ permit

matters

2 0 9% 5 22% 9 7 70% 23 100% 0.8

4Ensure all requirement full fill before

submission1 3 17% 2 9% 12 5 74% 23 100% 0.7

5 Establish reputation with authorities 0 2 9% 6 26% 11 4 65% 23 100% 0.7

6 Regularly follow-up of the status 1 3 17% 4 17% 9 6 65% 23 100% 0.7

7Prompt respond if additional information

required by authority2 1 13% 3 13% 14 3 74% 23 100% 0.7

4.5.3 Quality Aspect

Table 4.18 shown that majority of respondent agreed that sufficient training

for contractors workers is the most agreed by respondent on the strategies of the

work program coordination. 87% of the respondent agreed and 9% of the respondent

strongly agreed and contribute the relative index of 0.8. Regular testing for building

material is also among the strategies agreed by respondent which given relative indexof 0.8.


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Table 4.18: Quality Aspect

No Strategies

Score


1 2 % 3 % 4 5 % f %

1 Sufficient training for contractors worker 0 2 9% 1 4% 16 4 87% 23 100% 0.8

2 Regular testing for building material 0 1 4% 3 13% 16 3 83% 23 100% 0.8

3 Appoint knowledgeable quality control staff 0 2 9% 2 9% 16 3 83% 23 100% 0.8

4 Hired reputable/ establish contractor 1 2 13% 2 9% 13 5 78% 23 100% 0.8

5 Set a quality procedure 1 1 9% 3 13% 15 3 78% 23 100% 0.8

6 Implement ISO certificate 1 3 17% 2 9% 12 5 74% 23 100% 0.7

7Hired reputable/ establish supplier for

building material2 2 17% 2 9% 14 3 74% 23 100% 0.7

8 Regularly checking during construction 2 2 17% 4 17% 11 4 65% 23 100% 0.7

4.5.4 Document Recording System

Implementation of ISO certificate and all project team must aware of related

matters are the most strategies agreed by respondent which contribute to highest

relative index which 0.8. Table 4.19 is shown result of the question from the

questionnaire survey.

Table 4.19 : Document Recording System

No Strategies

Score


1 2 % 3 % 4 5 % f %

1 Implement ISO certificate 1 0 4% 2 9% 18 2 87% 23 100% 0.8

2All project team must aware of related

matters1 1 9% 2 9% 17 2 83% 23 100% 0.8

3Implement Information Technology (IT) in

record system 0 2 9% 5 22% 14 2 70% 23 100% 0.7


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4.5.5 Communication Between Project Team

Table 4.20 are shown the result of the strategies on the communication

between the project teams which the project team must be in contact all the time isthe most strategies agreed by respondent. 91% of the respondent agreed on the

strategies and 9% of respondent respond neutral score.

Table 4.20: Communication between Project Team

No Strategies

Score


1 2 %

high building

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