human capital characteristic of the superintending officer

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Human Capital Characteristic of the Superintending Officer

By Ir. Dr. Hasnul Mohamad Salleh

1, Kohilavaani Skumaran

2

Keywords: Integrity, Contract Document, Domain, Professional Engineer, Contract, Extension of Time, Human Capital, Interaction Plan, Superintending Officer, Project Management, Variation of Works, Risk Profile, Risk, Conditions of Contract, Superintending Officer’s Representative

Abstract

The Superintending Officer (S.O.) is an officer appointed by the Financial Controller to supervise and

issue works instruction in accordance with Standard P.W.D. Form 203 of the Agreement. The S.O.

must be capable and knowledgable in different fields. A knowlegable, confident, possess high moral

values, ethical, discipline, dynamic, innovative, fair and efficient S.O. will dictate the direction of the

Project to be implemented. These elements which form the backbone of the human capital

characteristic shall be nurtured and possessed by the S.O. to guide the S.O. in any decision making or

action taken during project implementation to avoid delay in project completion or project cost overrun.

There are cases where the decisions and actions taken by the S.O. has been criticised by the Auditor-

General. In ensuring the smooth implementation and to avoid wasteful and misuse of the power during

construction supervision of the Government project, the S.O. shall play an important role and

demonstrates the important of human capital characteristic of a S.O. when discharging the duties

entrusted by the Government. The major characteristic/criteria to be possessed by the S.O. includes

work within the stipulated domain or framework, emphasize on human capital development, Project

risks identification and prevention, understood and guided by interaction plan which serves as

reference/guidance, and skillful in decision making. This paper is intended to discuss on decisions and

actions taken by the S.O. to solve issues arising during projects implementation, such as Pulau

Perhentian Project, Phase 2 Beaufort WTP Project, Construction of Off-river Storage Project, Jalan

Universiti Project and Expansion of Mengkuang Dam Project. The outcomes of the S.O. decisions and

actions taken on the above projects are project cost saving, on time project completion, sick project

status be avoided, inconsistency of decision making and dispute with the Contractor and consultant be

avoided.

1.0 Introduction

The S.O. is an officer appointed by the Financial Controller of the

Implementation Agency to administer and issue works instruction in accordance with

the agreement based on the Standard P.W.D Form 203. The S.O. is also

empowered to appoint a suitable officer as the S.O.’s Representative in a formal

manner.

1 Director General, Water Supply Department, KeTTHA

2 Civil Engineer, Water Supply Department, KeTTHA

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2.0 Background

In the Auditor-General’s Report released recently, many weaknesses related

to the S.O. decision during project implementation have been identified and reported.

These weaknesses have caused the delay in of Project completion and contributed

to Project cost overrun. The following are some of the weaknesses observed:

i) Improper financial management;

ii) Extension of time been approved repeatedly or improperly;

iii) Lack of control and monitoring on disbursement to the Contractor;

iv) Recoupment of advance payment from Contractor;

v) Lacking in monitoring the quality of material used and workmanship

against the Contract;

vi) Ignorance on safety at the project site;

vii) No proper monitoring on work progress;

viii) Notice did not issued within stipulated time;

ix) Did not impose liquidated ascertained damages on the Contractor who

has breached the Contract; and

x) Not well verse with the Conditions of Contract.

In ensuring the project be implemented prudently without wastage and misuse

of power, the S.O. shall pay an important role and possess good characteristic when

discharging his duties entrusted to.

3.0 Duties and Responsibilities of the S.O.

The following are the duties and responsibilities of the S.O.:

i) As Government’s representative to supervise and issue work

instructions in accordance with the provision of the Contract;

ii) The power of the S.O. to issue instruction is subject to Treasury’s

Instruction which requires prior approval from the parties concerned in

accordance with the provision;

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iii) Responsible to ensure the Contractor carries out the work in

accordance with the provision in the Contract and obligation of the

Government is honoured. The S.O. shall:

a) Ensure the quality of the material used and quality of works comply

with the Contract;

b) Ensure local authority and other authorities requirements are

complied during project implementation;

c) Ensure the Contractor looks after the welfare of the workers,

especially on matters related to safety, insurance coverage and

salaries due.

d) Ensure the duration of the insurance as required in the Contract is

always valid during project construction stage, and if necessary, the

S.O. shall take necessary action to extend it;

e) Monitor the work progress and if necessary, to take early action to

approve extension of time or impose liquidated ascertained

damages or recommend to the Officer concerned to terminate the

Contractor’s work in accordance with the provision of the Contract;

f) To discharge the responsibilities as the S.O. so that the

Government could honour his responsibilities in the Contract:

• The Contractor is not prevented or restricted or prohibited

from carrying out the works in accordance with the Contract;

• Application by the Contractor on the approval and decision

shall be replied accordingly within the reasonable time

frame;

• Interim payment certificates to the Contractor shall be

prepared and issued in accordance with the provisions of

the Contract; and

• Each progress payment to the foreign Contractor shall take

into consideration withholding tax in accordance with the

prevailing rate.

iv) In addition, the S.O. shall also ensure that extension of time is only

issued based on the reasons stated in the Conditions of Contract.

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4.0 Characteristic of the S.O.

The S.O. shall possess the following characteristic/criteria:

4.1 Work within Domain

The Implementation Agency shall ensure the S.O. is competent and priority

shall be given to candidate who is Technical Officer that could apply his

expertise/knowledge and experience when discharging his duties and dictate the

direction of the project.

The S.O. shall know and understand the legal framework related to the

Contract so that he could discharge his duties in orderly manner. In addition, the S.O.

shall understand each element as shown in Figure 1 which is inter related, i.e. legal,

Contract, technical and financial. As such, the S.O. ensures that his duties and

responsibilities are within the domain, he shall seek the advice of others such as the

Finance Ministry if situation warranted.

Figure 1: Work within domain.

4.2 Focus on Development of Human Capital

Human capital is defined as inbuilt competency stock, knowledge and

personalities in the ability to create economical value when implementing the work

entrusted to. These characteristic could be developed via training and experience.

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Human capital is one of the important elements in the organisation and the

S.O. shall emphasis on development of human capital in the workforce. The

appointed S.O. must possess strong human capital, competent and well verse in

Contractual matters so that he could give guidance to the project team under his

supervision to supervise/ monitor the project in accordance with established circular,

guidelines and regulations.

In line with the Government’s effort to give better services to the Client and to

elevate the competency of the staff, high priority shall be given to training of staff in

area related to their daily task and also career development. The S.O. shall carry out

the planning and implementation of the above in two (2) phases, i.e. short and long

term planning to be carried out concurrently.

In short term planning, focus to be given on the following:

i) Staff with good writing skills;

ii) Improvement of understanding and knowledge;

iii) Establishment on good operating procedures;

iv) Staff with good communication skills;

v) Latest, accurate and up to date data;

vi) Upgrade the technical skills and knowledge; and

vii) Identify and give guidance to engineer to qualify as Professional

Engineer.

To ensure continuity, emphasize shall be given to the following:

i) Good working culture;

ii) Availability of vast experience, skillful and competence work force;

iii) Good career prospect and development;

iv) Upgrading of professionalism;

v) Very high sense of belonging and pride;

vi) Adopt good mindset, attitude and commitment; and

vii) All engineers are Professional Engineer.

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It is expected that in tandem with the increase of the professionals and sub-

professionals in the organisation, the responsibilities and liabilities shall also be

increased accordingly. Adequate well trained workforce is necessary to ensure the

projects are monitored, implemented and handover with high quality within the

stipulated time frame. Opportunity shall be given to existing staff for promotion as a

mean to retain the experienced staff. Training and development and career path for

the professional and supporting staff shall be implemented as shown in Figure 2. For

example, all the professional staff in JBA is borrowed from Jabatan Kerja Raya

(JKR) and it is a common practice that the staff will have to be transferred out when

there is a promotion exercise. The vacancy left by the promoted staff will be filled up

by new engineer/ assistant engineer who warrant the training process which is very

time consuming to start all over again.

Figure 2: Training/Career.

4.3 Identification and Prevention of Risks

Risk shall have implication/ effect on each project which could be divided into:

i) External Risks

• Which is beyond the control/ influence of the project team, such as

change in Government policies and market shift.

ii) Internal Risks

• Which could be controlled or could change the situation, such as

expertise of staff and estimated cost.

In short, risks are associated with loss. Methods to identify risks are:

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i) Checklist

• To identify the possible sources of risks.

ii) Flowchart

• To understand cause and effect of the risks.

iii) Interview

• To discuss with the related party who is capable of identifying the

risks.

Sources of risks could normally be identified as follows:

i) Change of requirements;

ii) Error or left out in the design and misunderstanding;

iii) Weakness in interpreting and understanding the roles and

responsibilities;

iv) Estimation error; and

v) Inefficient workforce.

Figure 3 shows the life cycle of each project and Figure 4 explains the risks

and prevention measures during award of tender.

Figure 3: Life cycle of project.

PROJECT IMPLEMENTATION

PLANNING

DOCUMENTATION ( TENDER

DOCUMENT)

ADVERTISEMENT

DOCUMENTATION (CONTRACT DOCUMENT)

TENDER EVALUATION

CONSTRUCTION AND SITE

SUPERVISION

AWARD OF TENDER

HANDING OVER AND MAINTENANCE

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ACTIVITY RISKS PREVENTIONS

Figure 4: Risks and prevention measures during award of tender.

As an example for Expansion of Mengkuang Dam Project, the Risks Management

Committee will be formed and chaired by the S.O. and will be represented by two (2)

experts to ensure matters related to legal, financial, technical and Contract are in

order. Risks profile for this project during construction and operation stages are

shown in Table 1 and 2.

In this case, the S.O. shall prepare the risks profile and the project

implemented shall be monitored closely based on the risks profile as prevention

action.

Letter of Award is not complete

• Member of tender board shall be on rotation basis.

• Control movement of tender confidential file.

• Department’s estimated cost to be sealed and put into tender box one (1) day before tender opening date.

• Ensure Letter of Award consists complete details.

Award of tender is not transparent and

information leak out

Letter of Award is not received/received late by

Contractor

Award of Tender

• Correspondences must be via A.R. Register.

• Ensure acknowledge slip is returned by Contractor.

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CATEGORY POTENTIAL RISK RISK LEVEL MITIGATING

MEASURES

Low Med High

River Diversion -Overtopping of flood due to inclement weather condition.

♦ *Allow safety factor in cofferdam design.

Foundation Excavation and Treatment

-Damage to Plant and machinery by flood. -Impact to stability of existing dam. -Unforeseen foundation conditions extensive treatment required.

♦

♦

♦

*Emergency Respond Plan. *Monitoring & control of excavation adjacent existing dam. *Contingency plan to mobilise additional resources.

Construction of New Dam

-Shortage of suitable construction materials.

♦ *Allow import from outside project area.

Tunneling -Unforeseen geological conditions causes delay in tunneling works.

♦ *Contingency plan to mobilise more tunneling equipment & manpower.

Draw off Tower -Extensive settlement of culvert underneath dam leads to cracks in culvert.

♦ *Design to allow culvert to articulate.

Table 1: Risks profile – construction stage.

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CATEGORY POTENTIAL RISK RISK LEVEL MITIGATING

MEASURES

Low Med High

Hydrological Risk -Inadequate data for flood analysis. -Spillway under capacity results in overtopping of dam.

♦

♦

*Allow adequate freeboard.

Geological -Weakness in geological structures. -Fractures in rock or underground channels leads to reservoir leakage.

♦

♦ *Geological mapping after areas area cleared to identify problem areas.

Geotechnical -Foundation settlement. -Excessive leakage through dam & foundation. -Piping failure of dam -Reservoir slope failure

♦

♦

♦

♦

*Conservative design of concrete cutoff & curtain. *Careful design of filter for control of piping.

Environmental -Reservoir eutrophication. -Water quality problem due to iron and manganese - Impact on downstream ecology

♦

♦ ♦ *Water quality study.

Provide aeration system. *Provide facility for maintenance flow.

Water Abstraction from Sg. Muda

-Competition For Water Rights between Kedah and Penang State

♦ *Integrated Water Resources Management Policy & Interstate Agreement

Changes to Catchment Conditions at -Sg. Muda Catchment -Mengkuang Dam Catchment

-Logging activities and land use change impact on Sg. Muda river regime. -Contamination of water source due to uncontrolled activities.

♦

♦ *Implement catchment management plan. *Monitoring & Enforcement of Laws.

Table 2: Risks profile – operation stage.

4.4 Interaction Plan as Reference Point/ Guidance

Interaction plan is aimed to identify major project stakeholders. The

interaction plan for Expansion of Mengkuang Dam project is shown as Figure 5.

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Figure 5: Interaction plan for Expansion of Mengkuang Dam Project.

4.5 Skill and Vision in Decision Making

The S.O. shall be capable to choose the best alternative to solve a problem

and to make decision based on Conditions of Contract and prevailing procedures.

Any decision shall be made carefully and be aware of the uncertainty and associated

risks of each project so that the effective result could be obtained, for example

projects at Pulau Perhentian, Phase 2 Beaufort WTP, Construction of Off-River

Storage, Jalan Universiti Project and Expansion of Mengkuang Dam. Major

decisions made by the S.O. on the issue arising during project implementation are to

ensure that the works could be completed within the approved duration.

4.5.1 Pulau Perhentian Project

i) Variation Order has increased the water reticulation coverage from 60%

to 100% with extra cost of RM8million only.

ii) Combination of two (2) reservoirs into one (1) reservoir at Pulau

Perhentian which has been declared as Marine Park. In the original

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scope of works, the Contractor was required to build two (2) reservoirs at

Pulau Perhentian, i.e. 1.14 ML at Pulau Perhentian Besar and 0.6 ML at

Pulau Perhentian Kecil. The S.O. has decided to combine these two (2)

reservoirs into one (1) reservoir with equivalent capacity based on the

following:

a) To preserve the environment by reducing green area required to

make way for the construction of reservoirs and associated

pipeline. By doing so, it will reduce the erosion and suspended

solid carry over to the sea directly, and indirectly it will reduce the

possible damage to the coral reef which is sensitive to suspended

solid;

b) Speed up the construction process;

c) Reduce the construction waste; and

d) Reduce the movement of the construction material barge within

Marine Park.

Figure 6: 1.82ML reservoir at Pulau Perhentian Kecil.

iii) Pulau Perhentian project which is under design and built concept has

kept the Grade 25 concrete foundation for elevated reservoir against the

original design of Grade 35 when there was mistake made by the

Contractor. The foundation of Bukit Bubus elevated reservoir was

designed to Grade 35 concrete, however, sample taken during

concreting and core samples taken at the foundation for compressive

tests were found to be Grade 25. In this case, the S.O. could ask the

Contractor to demolish the concrete foundation; however, the S.O. has

requested the Consultant to carry out reverse analysis on the foundation

structural capability to withstand the load by using Grade 25 concrete.

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Upon confirmation by the Consultant that the Grade 25 foundation is

able to withstand the load with some remedial measures, the S.O. has

agreed to keep the Grade 25 foundation (with additional cost for

remedial measures to be borne by the Contractor) based on the

following:

a) Natural resources is not unnecessary wasted;

b) The schedule of supplying water to Pulau Perhentian by the

Government is not disrupted; and

c) Did not cause unnecessary financial burden to the Contractor. It

will cause a huge financial losses for the Contractor if the

foundation were to be demolished, and as the consequences, the

project completion date will be delayed.

Figure 7: 0.75ML Bukit Bubus elevated tank.

4.5.2 Phase 2 Beaufort WTP Project

i) Decision on omission of part of works from original works and be

implemented under new Contract. The Contractor informed that they are

not capable to lay the submarine pipeline after encountered few failures

and compounded by subsequent instruction from the S.O. to use bigger

capacity lay barge to lay the submarine pipe. Steps taken are as follows:

a) Decision to omit the works from original scope of works.

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Available options are:

• Option 1:

Only laying of submarine pipeline is taken out, the original

Contractor to continue with the pipe laying works at shore,

swamp and muddy plane (mud flat); or

• Option 2:

To terminate the whole original Contract and re-tender the

remaining work.

b) Decision to Opt for Option 1

Option 1 was adopted based on:

• Lower cost compared to Option 2 (about RM20million

cheaper);

• Shorter completion period because the original Contractor is

allowed to continue to complete the remaining works while

new tender exercise for submarine pipe laying works been

carried out;

• The urgency to complete the submarine pipeline before the

impending monsoon season (Oct 2010 – Feb 2011). Should

this window is missed, the next suitable period for laying the

submarine pipeline would be March to September 2011,

which will cause about 12 months delay;

• Water crisis at Labuan has reached the critical point; and

• Contractor has the capability to complete the remaining

works.

c) Omission of part of the works and re-tender of the submarine

pipeline has obtained approval from the Ministry of Finance.

d) Re-tender exercise for submarine pipeline was carried out via open

tender.

As the result, the submarine pipeline was completed one (1) month

ahead of new Contract schedule and six (6) months before the

completion of original Contract.

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Figure 8: Pipe buckling.

ii) Due to omission of the works from the Contractor, decision shall be

made whether to apply clause 5b of the Conditions of Contract on the

Contractor (Non compliance with the S.O.’s instruction). The Contractor

has failed to comply with the S.O.’s instruction to continue the submarine

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pipe laying works with suitable lay barge size to fulfill the requirement of

pipe laying.

Steps taken are:

a) Decision whether to apply Clause 5b of the Conditions of Contract

on the original Contractor.

Options available are:

• Option 1:

Apply Clause 5b on the premise that the Government

required other Contractor services to carry out the works and

all cost related with the works shall be claimed by the

Government from the original Contractor; or

• Option 2:

By Supplemental Agreement, where the Government agrees

not to make any claim in whatever form, against the

Contractor on the decision by the Government to omit the

submarine pipeline works, and vice-versa.

b) Decision to Opt for Option 2

Option 2 has been chosen based on:

• Complication may arise if Clause 5b (Option 1) is applied due

to the date the instruction was issued to the Contractor and

the Contractor may initiate the claim on the losses upon

decision to omit the submarine pipeline from the original

Contract. As a consequences, it would involve the arbitration

which is a time consuming process;

• The original Contractor was cooperative in solving other

issues related to other components of the works under main

Contract which include:

� Assistance render in solving the local issues such as

land acquisition for pipe laying in Sabah (onshore)

which took very long time; and

� Rescue the submarine pipeline which had been laid

with their own cost to be reused at muddy plane, by

doing so, it ensures the remaining submarine pipes are

reserved for new Contract (to be carried out by others)

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and the needs for supplying new submarine pipes to be

kept at minimum (cost saving in the new Contract).

• The original Contractor has incurred huge financial losses as

the result of failure to continue the laying of submarine

pipelines. Any intention to fine the Contractor will cause a

very severe financial impact on the capacity of the Contractor

to continue the remaining work in the Contract. As the

consequences, it will cause further delay to the completion of

the project.

iii) Decision to allow the Contractor to proceed with onshore pipeline laying

works using push and pull method instead of conventional trench and lay

method in Sabah Land area. Due to delay in solving land matter in

Sabah Land compound, the Contractor is forced to lay the pipeline

during monsoon season.

Steps taken are:

a) Carried out assessment on the site condition and confirmed that

conventional pipe laying method is not suitable during monsoon

season due to continuous high ground water table;

b) Assessment on time and cost impacts;

c) To wait for drought season, however, it is expected that it will

cause further delay by six (6) months minimum. This scenario is

not acceptable in view of Labuan was facing acute water crisis; and

d) Additional cost of RM0.9million or 5% more than project cost

(RM18 million) for pipe laying works at Sabah Land.

The outcome of the decision is on time project completion.

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Figure 9: Shore pulls arrangement at Labuan shore.

Figure 10: Pipe been pulled from Labuan shoreline by using wire rope.

Figure 11: Laybarge “STEALTH” for laying submarine pipes.

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Figure 12: Pipe lowered down to seabed assisted by air bags.

Figure 13: Tie-in of pipes laid by laybarge and laybarge shore pull method near Labuan shore.

Figure 14: Float - push & pull – sink method.

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Figure 15: Pipe laying with high water table and soft ground.

Figure 16: Difficulties encountered during laying.

iv) Decision to appeal for open cut instead of pipe jacking [three (3)

locations] for crossing JKR road. Due to high ground water table,

construction of pipe jacking and receiving pits is very difficult.

Steps taken are:

a) Contractor had tried to install 10 vertical pumps to lower down the

ground water table at jacking pit but was not successful (pumping

had caused minor settlement at adjacent lot);

b) Keep appealing to JKR with facts and proof that it is very difficult

and impossible to lay the pipe by pipe jacking method

notwithstanding the objection by JKR;

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c) Finally JKR approved to give exemption for laying pipe by pipe

jacking method at two (2) locations ; and

d) There was a saving of RM200,000 by changing the pipe laying

method.

The outcome is on time completion of the project as scheduled and open

cut crossing JKR road been resurfaced to JKR satisfaction.

v) The S.O. had made decision to stop the operation of the pump to

facilitate investigation and to avoid further damage to the other pumps

despite the scheduled arrival of the Prime Minister on the next day.

Figure 17: Failure at flange adapter.

Figure 18: Failure at tie rod.

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4.5.3 Construction of Off-River Storage (ORS) Project

This is an innovation project using storm water as source of raw water. The

study of this project have been completed in the period of less than two (2) months,

and the outcome is a project capable of producing raw water of 9million cubic metre

equivalent to 90 days of raw water from a new water source. Ammonia content of 4-

5mg/ℓ at the extraction point has been reduced to less than 1mg/ℓ via biological and

physical processes.

Figure 19: View of ORS.

Figure 20: View of main dam and spillway of ORS.

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Steps taken by the S.O.:

i) Close monitoring on the S.O’s instructions and variation of quantities in

the Bills of Quantities managed to reduce the Project cost.

ii) Decision to lay diversion channel at intake reduced the ammonia effect

during dry weather flow.

Figure 21: Inlet for JPS drain diversion.

Figure 22: Gate at JPS drain diversion.

Drain Diversion at JPS inlet.

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Figure 23: Outlet for JPS drain diversion

4.5.4 Jalan Universiti Project

Measures taken by the S.O.:

i) Cost saving of RM8 million by open cut method in the middle of the road

for pipe laying.

ii) Application of hot tapping and line stopping methods reduced the water

interruption to 500,000 consumers.

Figure 24: Installed line stopping machine at Jalan 17/1.

Drain Diversion at JPS outlet.

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Figure 25: Arrangement of stopper in line stopping machine.

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Figure 26: Line stopping machine installed at the existing pipe.

Figure 27: Hot tapping machine 1000mm and 1500mm dia. installed on the

1000mm dia. gate valve of the existing pipe.

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4.5.5 Expansion of Mengkuang Dam Project

Measures taken by the S.O.:

i) Cost saving by changing the design from linear spillway to labyrinth type,

it also increase the safety level of the dam. Labyrinth type of spillway

does not require very wide surface area for the same flow;

Figure 28: Labyrinth spillway and outlet structures.

ii) Higher embankment is not required by adopting labyrinth spillway to get

the same storage volume and flow;

iii) Project cost saving with crushed stone instead of sand;

iv) Water interruption been prevented by transferring water from existing

dam;

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Stage 1: 1.1 Construct Draw-off Work No.2

1.2 Construct Upstream Cofferdam 1

1.3 Divert streamflow through Draw-off Works No.2

1.4 Construct Upstream Cofferdam 2, Downstream

Cofferdam and Detention Pond

Stage 2:

2.1 Construct new dam at left valley

2.2 Construct Draw-off Tower No.2 2.3 Construct Valve House 2

2.4 Construct perimeter road in left reservoir

2.5 Complete slope protection works and rehabilitation

of borrow areas

Stage 3: 3.1 Functionality test of Draw-off Work No.2

3.2 Remove Upstream Cofferdam 1 & 2 and Downstream

Cofferdam

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Figure 29: Stages of dam construction.

Stage 4: 4.1 Siphon and pump water from existing reservoir to fill

new reservoir at left valley

4.2 Commission supply of water (to Sg Dua WTP) using

Draw-off Tower No.2

Stage 5:

5.1 Construct river diversion works at existing reservoir 5.2 Heighten existing dam

5.3 Demolish existing draw-off tower

5.4 Construct Draw-off TowerNo.1 5.5 Strengthen and extend existing Draw-off Culvert

5.6 Construct Valve House 1, spillway & saddle dams

Stage 6:

6.1 Siphon water from new reservoir at left valley to existing reservoir to EL 34m.

6.2 Construct balancing channel at existing saddle dam

6.3 Commence impounding

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v) Proposal not to close existing dam resulted in less public complaints and

it could continue be used for recreation purpose; and

Figure 30: Partial handing over of site.

vi) The S.O. understood fully on the quantities built-up and well verse with

the approaches taken by the Contractor, i.e. Contractor from China, thus

is well prepared for the price negotiation.

5.0 Major Clauses Related to the S.O. in the Conditions of Contract

The relevant clauses related to the S.O. in the Conditions of Contract are as

follows:

i) Clause 24 – Variations;

ii) Clause 25 – Valuation of Variations;

iii) Clause 28 – Payment to Contractor and Interim Payment;

iv) Clause 31 – Final Account and Payment Certificate;

v) Clause 39 – Completion of Works;

vi) Clause 40 – Damages for Non-Completion;

vii) Clause 43 – Delay and Extension of Times;

viii) Etc.

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6.0 Conclusion

The S.O. shall understand his roles and responsibilities in supervising the

project so that he could discharge his duties effectively and ensure the project is

implemented smoothly.

Any decision and action by the S.O. will have the effect of project cost saving,

completion within the stipulated time, prevention of projects with sick status,

irregularities in decision making and disputes with the Contractors and Consultants

could be avoided and the project could be implemented in accordance with the

schedule.

Human capital development is not limited to develop a S.O. or official with

knowledge, experience and high expertise who is capable to discharge his duties

well and diligently but also possess the high moral values or norms which include

integrity.

Projects Completed Not by Chance or Accident BUT by Design

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Reference:

1. Hasnul Mohamad Salleh, Ir. Dr., Ang Eng Kiat, Ir. and Wong Mun Tin, Ir..

Labuan Phase 2 Water Supply Project, http://www.jba.gov.my, 2011.

2. Hasnul Mohamad Salleh, Ir. Dr., Teo Koon Haw, Ir. and Zulkiflee Abdul Hamid

Ir.. Alternative Water Supply Scheme for KLIA, http://www.jba.gov.my, 2011.

3. Hasnul Mohamad Salleh, Ir. Dr., Angkasa Consulting Sevices Sdn Bhd (ACS)

and JBA Project Team. Expansion of Mengkuang Dam,

http://www.jba.gov.my, 2011.

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human capital characteristic of the superintending officer

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