UNIVERSITI TEKNOLOGI MALAYSIA √

Transcription

PSZ 19:16 (Pind. 1/07)
UNIVERSITI TEKNOLOGI MALAYSIA
DECLARATION OF PROJECT REPORT AND COPYRIGHT
Author’s full name
Date of Birth
Title
:
:
:
Academic Session
:
Fazilah bt Musa
6 Mac 1960
Factors Associated with Communication
Performance in JKR
2010/2011
I declare that this project report is classified as :
CONFIDENTIAL (Contains confidential information under the
Official Secret Act 1972)*
RESTRICTED

(Contains restricted information as specified by
the organization where research was done)*
OPEN ACCESS I agree that my project to be published as
online open access (full text)
I acknowledged that Universiti Teknologi Malaysia reserves the right as
follows:
1. The project report is the property of Universiti Teknologi Malaysia.
2. The Library of Universiti Teknologi Malaysia has the right to make copies
for the purpose of research only.
3. The Library has the right to make copies of the project report for
academic exchange.
Certified by:
SIGNATURE
600306-02-5278
(NEW IC NO./ PASSPORT NO.)
DATE:
December 2010
SIGNATURE OF SUPERVISOR
Dr. Hashim Fauzy Yaacob
NAME OF SUPERVISOR
DATE:
December 2010
Notes: * If the project report is CONFIDENTIAL or RESTRICTED, please attach with the letter from the organization
with period and reasons for confidentiality or restriction.
―I/We* hereby declare that I/we* have read this capstone project report and in
my/our* opinion this capstone project report is sufficient in terms of scope and
quality for the award of the degree of Master Project Management.‖
Signature
: ....................................................
Name of Supervisor : Dr. Hashim Fauzy Yaacob
Date
: ....................................................
FACTORS ASSOCIATED WITH COMMUNICATION PERFORMANCE IN JKR
FAZILAH BINTI MUSA
A capstone project report submitted in partial fulfillment of the
requirements for the award of the degree of
Master Project Management
Faculty of Civil Engineering
Universiti Teknologi Malaysia
DECEMBER, 2010
ii
I declare that this capstone project report entitled ―FACTORS ASSOCIATED WITH
COMMUNICATION PERFORMANCE IN JKR” is the result of my own research
except as cited in the references. The capstone project report has not been accepted
for any degree and is not concurrently submitted in candidature of any other degree.
Signature
: .............................................
Name
: Fazilah Binti Musa
Date
: .............................................
iii
To my beloved mother, father, husband and all my children
iv
ACKNOWLEDGEMENT
First of all, I would like to express my sincere appreciation to my capstone
project supervisor, Dr. Hashim Fauzy Yaacob of the Faculty of Management and
Human Resource Development, Universiti Teknologi Malaysia, for his generous
advice, patience, guidance and encouragement during the preparation of the capstone
project report.
I would like to express my sincere thanks to all staff of JKR who generously
spent their precious time to participate in the questionnaire of my project data
collection and comment to my work. Their opinions and comments are useful indeed.
Finally, I am most thankful to my parents and family for their support and
encouragement given to me unconditionally in taking this capstone project report.
Without the contribution of all those mentioned above, this work would not
have been possible.
v
ABSTRACT
The purpose of this study is to identify methods of communication that is
being practiced currently in JKR at design stage. This paper will also outline the
current problems faced by JKR regarding project communication during it course of
project implementation at design stage. Location of the study is in Specialist Sector
in JKR Headquarters. The methodology use for this study is survey by giving
questionnaires to 75 respondents at the design office by email and by hand. The
respondents are selected among the professional and management group. Data
gathered from questionnaires was analysed using descriptive statistic method and
results are calculated on mean, ranking, percentage, and standard deviation. The
findings from the study showed that not all methods listed in the questionnaire were
used in the Specialist Sectors. Mainly, the feedback showed that the problems were
due to people compared to process and technology. The quality level of project
information is moderate. In conclusion, to have a high communication performance,
the organization must used a proper methods, break the barriers in order to have
effective communication, and continuous improvement on the quality of project
information. These are the factors that associated with effective project
communication. As a proposal, a 4P‘s conceptual model is introduced for effective
project communication in Specialist Sector, JKR.
vi
ABSTRAK
Tujuan kajian ini adalah bagi menentukan kaedah komunikasi yang di
gunakan pada masa ini di JKR pada peringkat rekabentuk. Kertas ini juga akan
menggariskan masalah yang dihadapi oleh JKR berkaitan komunikasi projek semasa
perlaksanaan projek diperingkat rekabentuk. Kajian ini dijalankan di Sektor Pakar di
JKR Ibupejabat. Kaedah yang diguna pakai adalah kajian lapangan dengan
mengedarkan soalan kajian kepada 75 responden di pejabat rekabentuk melalui email
dan tangan. Responden adalah dari kalangan pegawai dari kumpulan professional
dan pengurusan. Data yang dikumpul dari soalan kajian dianalisa menggunakan
kaedah statistik diskriptif dan keputusan di kira berdasarkan purata, peratus, ranking
dan sisihan piawai. Keputusan telah menunjukkan bahawa tidak semua kaedah yang
disenaraikan didalam soalan kajian digunakan di pejabat rekabentuk di Sektor Pakar.
Kebanyakkan maklumbalas menunjukkan masaalah berkaitan komunikasi adalah
lebih kepada manusia berbanding dengan proses dan teknologi. Aras bagi kualiti
komunikasi projek adalah sederhana. Kesimpulannya, bagi mendapatkan prestasi
komunikasi projek yang tinggi, pihak organisasi mestilah menggunakan kaedah yang
betul, memecahkan halangan kepada komunikasi berkesan dan pembaikan secara
berterusan kepada kualiti maklumat.Ini adaalah faktor yang berkaitan dengan prestasi
organisasi. Sebagai cadangan, Model konsep 4Ps disyorkan diguna pakai untuk
projek kommunikasi yang berkesan di Sektor Pakar, JKR
vii
TABLE OF CONTENTS
CHAPTER
1
2
TITLE
PAGE
DECLARATION
ii
DEDICATION
iii
ACKNOWLEDGEMENTS
iv
ABSTRACT
v
ABSTRAK
vi
TABLE OF CONTENTS
vii
LIST OF TABLES
xi
LIST OF FIGURES
xiii
LIST OF ABBREVIATIONS
xv
INTRODUCTION
1
1.1
Background
1
1.2
Problems Statement
4
1.3
Research Questions
4
1.4
Purpose and Aims
5
1.5
Scope of the Study
5
1.6
Significant of Study
6
1.7
Definition of Terms
6
LITERATURE REVIEW
8
2.1
Introduction
8
2.2
Project Implementation
8
2.2.1 Planning Stage
10
2.2.2 Design Stage
13
2.2.3 Procurement Stage
15
2.2.4 Construction Stage
17
viii
2.2.5 Handing Over Stage
19
Effective Communication
20
2.3.1 Methods of Communication
23
2.3.2 Project Communication
Strategy
25
2.3.3 Communication Channel
27
2.3.4 Effective Project Communication
28
2.3.5 Barriers to Successful Communication
30
2.3.6 Barriers to Effective Listening
31
2.4
Project Communication
32
2.5
Project Communication Management
32
2.5.1 Initiation Process Group
33
2.5.2 Planning Process Group
34
2.5.3 Executing Process Group
35
2.5.4 Monitoring and Controlling
Process Group
35
2.5.5 Closing Process Group
37
2.6
Performance and Quality
37
2.7
4P‘s Conceptual Model
38
2.8
Previous Research
40
2.3
3
RESEARCH METHODOLOGY
46
3.1
Introduction
46
3.2
Research Design
46
3.3
Location of Study
50
3.3.1 Mechanical Engineering
Branch
50
3.3.2 Electrical Engineering
Branch
51
3.3.3 Civil, Structure and Bridge
52
Engineering Branch
3.4
3.3.4 Road and Geotechnical
Engineering Branch
53
3.3.5 Architectural Branch
54
Population, Sample and Research
Subject
55
ix
4
5
3.5
Research Model
56
3.6
Research Instruments
56
3.7
Reliability and Validity of Research
Instruments
61
3.8
Method of Data Collection
62
3.9
Data Analysis
62
ANALYSIS OF DATA
65
4.1
Introduction
65
4.2
Data Analysis of Part A
67
4.2.1 Distribution of Respondents
by Gender
67
by Race
68
by Years of Working
Experience in Design Office
68
by Designation
70
4.2.5 Knowledge in Project Communication
Management
71
4.3
Data Analysis of Part B
73
4.4
Data Analysis of Part C
75
4.5
Data Analysis of Part D
78
4.6
Data Analysis of Part E
79
4.7
Correlation Analysis
80
4.8
Conceptual Model of Effective
Communication
85
CONCLUSION AND RECOMMENDATION
87
5.1
Introduction
87
5.2
Findings and Discussion
87
5.2.1
Identify the Current Methods
of Communication
87
5.2.1.1 Methods Used in Communication
Planning
88
5.2.1.2 Methods Used in Information
88
x
Distribution
5.2.1.3 Methods Used in Performance Reporting
89
5.2.1.4 Methods Used in Manage Stakeholder
89
5.2.2
To Identify the Factors That Contributes to
Problems and Weaknesses in Project
Communication
90
5.2.3
To Investigate the Existing Level of
Project Communication Performance
94
5.2.4
Opinion on the Benefit and Impact
to the Organization
95
5.3
Conclusion
95
5.4
Recommendation
97
5.4.1
Recommendation to the Organization
97
5.4.2
Recommendation for Further Study
98
REFERENCES
Appendix A
99
104
xi
LIST OF TABLES
TABLE NO.
TITLE
PAGE
2.1
Communication Aids
25
2.2
Identify Stakeholders and Plan
Communications Process
34
2.3
Distribute Information
35
2.4
Report Performance Process
36
2.5
Manage Stakeholder Expectations Process
36
2.6
The comparison of attribute of PDCA/PDSA
39
2.7
Contribution to 4 P‘s
40
2.8
The academic point of information quality
42
3.1
Numbers of population and sample for a project in each
branch.
55
3.2
Summary of the questionnaire
59
4.1
Total Questionnaires Received
66
4.2
Distribution of Respondents by Gender
67
4.3
Distribution of Respondent by Race
68
4.4
Distribution of Respondents by Years of Working
Experience
69
4.5
Distribution of Respondents by Designation
70
4.6
Distribution of Respondents by Knowledge in
Project Communication management
72
4.7
Standard deviation, mean and frequency
of methods used in project communication
management
73
4.8
Standard deviation, mean and ranking for factors that
contribute to problems and weaknesses in project
communication management
76
4.9
Standard Deviation, mean score and quality
level of project communication information
78
4.10
The impact of quality information to
79
xii
the organization
4.11
Relationship between variables
82
xiii
LIST OF FIGURES
FIGURE NO.
TITLE
PAGE
1.1
JKR Organizational Structure
2
2.1
JKR‘s Project Life Cycle
9
2.2
JKR‘s Quality Management System – Level 1
10
2.3
JKR‘s Quality Management System – Planning
Stage (Level 2)
11
2.4
JKR‘s Quality Management System – Design
Stage (Level 2)
13
2.5
JKR‘s Quality Management System – Detail
Design Drawing (Level 2)
14
2.6
JKR‘s Quality Management System – Procurement
Stage (Level 2)
15
2.7
JKR‘s Quality Management System – Construction
Stage (Level 2)
17
2.8
JKR‘s Quality Management System – Handing over
Stage (Level 2)
19
2.9
Basic Model of Communication
21
2.10
Interpersonal communication within project
Communication
22
2.11
Communication Channel
28
2.12
Basic Project Management Process Model
33
2.13
Level of Performance
38
2.14
PDSA Diagram
39
3.1
Schematic of Research Methodology
48
3.2
Mechanical Engineering Branch Organizational
Structure
50
3.3
Electrical Engineering Branch Organizational Structure
51
3.4
Civil, Structure and Bridge Engineering Branch
Organizational Structure
52
xiv
3.5
Road and Geotechnical Engineering Branch
Organizational Structure
53
3.6
Architectural Branch Organizational Structure
54
3.7
Research Model
56
3.8
The Layout Structure of Questionnaire Survey Form
58
4.1
4P‘s Conceptual Model of Effective Communication
85
xv
LIST OF ABBREVIATIONS
BQ
-
Bills of quantity
CPC
-
Certificate of practical completion
C-Plan
-
Construction plan
DLP
-
Defect liabilities period
D-Plan
-
Design Plan
HODT
-
Head of design team
HOPT
-
Head of project team
ICT
-
Information and communication technology
IT
-
Information technology
JKR
-
Jabatan Kerja Raya
LA
-
Letter of acceptance
MOF
-
Ministry of Finance
NCR
-
Non conformance report
O&M
-
Operation and maintenance
PDA
-
Preliminary Detail Abstract
PMO
-
Project management office
PWD
-
Public Work Department
QAS
-
Quality assurance system
QMS
-
Quality management system
Q-Plan
-
Quality Plan
QS
-
Quantity surveyor
SKALA
-
Sistem kawal dan lapor
S.O
-
Superintendent Office
SPK
-
Sistem pengurusan kualiti
TNB
-
Tenaga National Berhad
CHAPTER 1
INTRODUCTION
1.1
Background
Jabatan Kerja Raya (JKR) Malaysia (originally known as Public Works
Department) was formed in 1872. For all these years, JKR is the technical advisor to
the government, responsible for the implementation of development projects and
maintenance of infrastructure assets. JKR clients include twenty-eight ministries and
numerous departments, authorities and states. Under the Ninth Malaysia Plan, JKR
has over 7000 projects to be implemented by 2010. JKR aspires to contribute to the
strengthening of the country‘s institutional and implementation capacity as outlined
in the national mission.
Currently, JKR is establishing their Asset Management Sector in line with the
Prime Minister‘s directive for JKR to manage all government assets. JKR is also
moving from being just an implementer to strategic partners with their clients to help
them deliver policy outcomes.
Public Works Department (PWD) was formed in 1872 with Major J.F.A
McNair as the first head of the organization. The events that lead to the formation of
PWD began earlier than 1872 when the British East India Company - trades between
England, India, and China - needed a safe port for refitting their ships. They found it
in Penang which was well positioned for these purpose. In 1786, they persuaded the
Sultan of Kedah to give up the rights of Penang Island to the company. They
2
managed to get Penang in 1791 through a treaty. In 1825, through the Anglo-Dutch
Treaty, Malacca was reverted to the British in exchange for Bengkulu. Thomas
Stamford Raffles, then in 1819, entered into a treaty with Sultan Hussein and
Temenggong Abdul Rahman giving the British the rights to establish settlements in
Singapore. These three territories (Penang, Malacca, and Singapore) formed the
Straits Settlement in 1826.
Many buildings were built by PWD in Federated Malay States capitals Kuala
Lumpur between 1896 to 1941 including Sultan Abdul Samad Building, Selangor
Museum, Residency, King‘s Palace, Masjid Jamek Kuala Lumpur, and many more.
JKR ORGANIZATIONAL STRUCTURE
DIRECTOR GENERAL OF
PWD
DEPUTY DIRECTOR GENERAL
BUSINESS SECTOR
MANAGEMENT SECTOR
SPECIALIST SECTOR
ROAD BRANCH
MAINTENANCE
ENGINEERING BRANCH
CIVIL, STRUCTURE AND BRIDGE
ENGINEERING BRANCH
GENERAL BUILDING
BRANCH
CORPORATE BRANCH
MECHANICAL
ENGINEERING BRANCH
HEALTH WORK
BRANCH
JKR FEDERAL
TERRITORY
ELECTRICAL
ENGINEERING BRANCH
SECURITY WORK
BRANCH
PROKOM BRANCH
ARCHITECTURE BRANCH
HIGHER EDUCATION
WORK BRANCH
JKR KESEDAR
MARITIME AIR BASE
BRANCH
JKR STATES
ROAD AND GEOTECHNICAL
ENGINEERING BRANCH
CONTRACT AND QUANTITY
SURVEYING BRANCH
ENVIRONMENTAND ENERGY
EFFICIENCY BRANCH
Figure 1.1: JKR Organizational Structure
3
Currently, PWD Malaysia is headed by a Director General of Public Works
and is assisted by three Deputy General Director of Public Works. Administration of
Public Works Department includes the whole of Malaysia except Sabah and
Sarawak. JKR organizational structure is shown in Figure 1.1. For administrative
purposes, PWD Malaysia is divided into two tiers, Head Office level and the State
level.
a.
PWD Malaysia Headquarters
At the PWD Headquarters, the departments are subdivided by three sectors
with 14 branches under them. The Business Sector consist of Road Branch, General
Building Work Branch, Higher Education Work Branch, Contract and Quantity
Surveying Branch, Health Work Branch and Security Work Branch. In the
Management Sector, there are Corporate Management Branch, Maintenance
Engineering Branch, PWD Wilayah Persekutuan, PWD Kesedar and PWD States. As
for Specialist Sector, the branches include Architecture Branch, Civil, Structural &
Bridge Engineering Branch, Mechanical Engineering Branch, Electrical Engineering
Branch, Branch of Maritime & Air Base and Branch of the Environment & Energy
Efficiency
JKR Malaysia Headquarters is responsible for planning and designing of
development projects, monitoring it/s implementation, and preparation of policies,
guidelines and technical advice to the JKR States, PWD WP, JBA Affairs and the
Special Unit of JKR. The core business of JKR is implementation of government
projects throughout the country. To produce quality end products, JKR is using its
own developed system known as Quality Management System (QMS) as the
management tools. JKR has been using the system for almost 12 years with a
continuous yearly improvement. QMS covers the whole project life cycle starting
from planning, design, procurement, constructions and handing over. Every year
external auditors from SIRIM will carry out the auditing of QMS to ensure that JKR
complies with MS ISO9001:2000. Since the first day of its implementation in year
2002, every JKR employees has to comply to the standard.
4
JKR plays an important role in the development and implementation of
projects through various Malaysia Plans. Being the biggest technical department in
the country, JKR‘s core business in delivering the projects are providing excellent
Consultancy Services, Asset Management and Project Management.
1.2
Problems statement
As JKR is the oldest and largest technical department in Malaysia. JKR has
undergone many changes and challenges in the realization of its responsibilities to
the people. However, JKR is still facing a few problems related to project
implementation. Some of the issues highlighted in the medias are the delay of project
completion, poor quality projects and increase in the development cost of the project.
JKR PROKOM, a section under the Corporate Management Branch has identified
that one of the problem is the weakness in project communication between the
various sectors in JKR.
Even though QMS is used for all project implementation in JKR, almost none
is associated to communication during the design phase. From the previous
communication research, it has identified that communication is very important at all
phases of project life-cycle, from planning to handover stage for the success of the
projects.
1.3
Research Questions
This study will specifically address the following questions:
i.
What are the current methods of communications used during the design
phase?
ii.
What are the factors that contribute to problems and weaknesses in
communications during design phase due JKR current practices?
5
iii.
What is the existing level of project communication performance during the
design phase in Specialist Sector?
1.4
Purpose and Aims
The study will be conducted to identify the methods and strategies of
communication that has been practiced by Specialist Sector in JKR in project
implementation. The aim is to get a better understanding of the issues and problems
concerning project communication in order to improve JKR‘s internal project
communication specifically during design stage.
The objectives of this study are as follow:
Objective1:
To identify the current methods of communication used during the
design phase.
Ojective2:
To identify the factor that contributes to problems and weaknesses in
communication during the design phase due to JKR current practices.
Objective 3:
To investigate the existing level of project communication
performance during the design phase in Specialist Sector
1.5
Scope of Study
The study will specifically focus on methods used for project communication
under the perspective of Head of Design Team and to identify its effectiveness in
producing quality end product. Since the spectrum of project life cycle is very wide,
this study will focus on the design phase in Specialist Sector only. The Contract and
Quantity Surveyor Branch, which is also under the jurisdiction of Specialist Sector,
will also be excluded from the study. This is due to the fact that Quantity Surveyor
6
Branch is not doing design job. Other sectors in JKR will not be included too in this
study.
1.6
Significant of Study
Project communication is of utmost important in any project management.
The study on this subject is still very rare and not so many studies that focus in
project communication were done in Malaysia. As such, the result of this study will
be an additional reference material in this area. Other than that, it will help to
improve project communication, give clear picture of roles and responsibility and
strengthen the Specialist Sector organization of JKR.
1.7
Definition of Terms
a.
Effective project communication is to ensure that the right information is
communicated to the right person at the right time and in a cost-effective manner.
Whereas strategic communications means using corporate or institutional
communications to create, strengthen or preserve, among key audiences, opinion
favorable to the attainment of institutional/corporate goals. Generally, the goals are
to:
i.
Promote "bottom line" favorable public policy outcome
ii.
Reduce cost of doing business
iii.
Support marketing/operational effectiveness
7
b.
Communication Barriers
The presence of these communication problems can have a profound impact
on the effectiveness of team communication and hinder morale and decrease
productivity; in fact, communications is usually high on the list of organizational
problems cited by most organizations with whom I have worked.
c.
Project implementation refers to a logical sequence of activities to
accomplish the project‘s goals or objectives. Regardless of it/s scope or complexity,
any project goes through a series of stages during its life. Firstly is the planning or
birth phase, in which the outputs and critical success factors are defined, followed by
the design phase, characterized by breaking down the project into smaller parts/tasks,
and procurement stage; or execution phase, in which the project plan is executed, and
lastly the handover or exit phase, that marks the completion of the project.
d.
JKR – Specialist Sector
Specialist Sector consists of Architecture Branch, Civil, Structural & Bridge
Engineering Branch, Mechanical Engineering Branch, Electrical Engineering
Branch, Branch of Maritime &Air Base and Branch of the Environment & Energy
Efficiency. The core business of specialist sector is to carry out design work and
produce tender and construction drawings of every project development.
e.
Project
Project is a value creation undertaking to be achieved toward the future under
a specific mission given. Project is to be implemented during a specific period
having the start and end, under specific conditions of resources, situation, etc.
CHAPTER 2
LITERATURE REVIEW
2.1
Introduction
This chapter covers the introductory of project implementation in JKR, and
followed by the review of effective project communication definition in order to
determine various factors that contribute to the barriers in project communication and
the quality of information in project implementation. The last part of this chapter will
focus on the previous research about effective project communication in project life
cycle.
2.2
JKR emphasize on successful project implementation by incorporating
Project Management Lifecycle into its system and work process that focus on good
planning, design, execution, monitoring and control processes. During these
processes, tradeoffs must be made among the scope of the project, quality in term of
acceptability of the result, cost of the project and schedule. These processes adhere to
Quality Management System ISO 9001 (QMS) or its own Sistem Pengurusan Kualiti
(SPK) and are updated by project monitoring system (Sistem Kawal dan Lapor –
SKALA). Every year external auditors from SIRIM will audit the QMS to ensure
that JKR complies with MS ISO9001:2000. JKR‘s employees are to comply to the
QMS.
9
JKR has developed a Strategic Plan to support the implementation of the
National Plan Mission and the achievement of the Vision. This is in line with the five
National Mission and also to serve as a guide in implementing the various strategies.
This strategy will assist us to:
i.
Explain the ability of JKR to create value that will be accepted by all
stakeholders which will be the focus of the strategy.
ii.
Display JKR‘s priority and the relationship between goals and how we
achieve the goal.
iii.
Describe the role of the sector, branch, unit, groups and individuals in
implementing the strategy of JKR, Internal Perspective, Process and Learning
and Growth perspective as the enabler for stakeholders and Customer.
iv.
Score card that connects all levels of the organization with direction of JKR
and Strategic Plan.
Figure 2.1: JKR’s Project Life Cycle
10
Figure 2.2: JKR’s Quality Management System – Level 1
2.2.1 Planning Stage
The Project Planning is the most important phase in the project life cycle
once the project is initiated. It involves creating of a set of plans to guide the project
team throughout the execution and completion phase of the project. Planning helps
to manage time, cost, quality, make changes, identify risk and issues and the most
important is to ensure the project is delivered on time, within stipulated budget and
acceptable quality.
11
Figure 2.3: JKR’s Quality Management System – Planning Stage (Level 2)
QMS adopted by JKR in managing projects includes the following work processes.
a.
Identifying the Needs
Projects are initiated upon the acceptance of the letter of intention from the
client acknowledging their intention to allow the JKR Director General to implement
the project. In practice, the availability of allocation and land area for the
development are the main criteria in considering the acceptance of the project .The
Client will prepare their project brief so as to establish the project parameters in
accordance with their needs such as the purpose of the building, number of
occupants, the approved budget, the expected target date of implementation and
completion of the project.
b.
Establishing the Feasibilities.
Once the needs are in place, the Director General will appoint the Program
Director by issuing letter of appointment to the relevant Head of the Branch.
Through discussion or meeting among the units head, Head of Project Team (HOPT)
12
will be identified The responsibility of HOPT is to manage the project
implementation starting from the planning, design, procurement, construction until
handing over of completed project to the Client.
b(i)
Establishing the Project Team.
The HOPT will identify the major project task and thus the Unit Head of the
identified branch are appointed as the Head of Design Team (HODT) by the letter of
appointment. The project scope, scheduling and also mode of design will be
discussed upon elaborately in the coordination meeting chaired by the HOPT in the
presence of HODTs‘ from various disciplines and also the Client. Minutes of
meeting will be prepared to record all the understandings met during the meeting.
On the other hand, HOPT‘s representative shall register the name of project
into the SKALA System which is an electronic project monitoring system that was
established by JKR since 1990. All phases of project development are captured and
updated into the system electronically by the person in charge from time to time, as
and when necessary. Using SKALA, HODT manage to construct the Design Plan
(D-Plan) and the Superintendent Officer (S.O) is able to produce Construction Plan
(C-Plan). Information from this two plans is gathered to assist the HOPT to construct
the Quality Plan (Q-Plan) for the project.
b(ii)
Determine Implementation and Procurement Method
In the coordination meeting, the method of implementation and procurement
are determined. The HODT of Quantity Surveyor will determine the procurement
method. In this meeting, the design implementation are also discussed whether to
construct as in house design or to sublet to the conventional consultant.
13
b(iii) Reviewing Conceptual Design Proposal and PDA from Consultant
The project brief from the client is used as a guide for the HODT‘s Architect to
produce a proposal of the Conceptual Design which is translated into drawings.
Presentation is given to the Client, nowadays in three dimensional views through
slide presentation. To ensure the design are technically sound, technical meetings
and discussions are called as and when necessary by the HOPT and also HODTs.
2.2.2 Design Stage
Figure 2.4 : JKR’s Quality Management System – Design Stage (Level 2)
During the Design Phase, there are two outputs to be produced for
conventional consultant work process:
a.
Preliminary Design Drawings
Conceptual design proposal is developed into preliminary design drawings
base on standards/specification, regulation and technical requirements. Pre-design
meeting is conducted by the HOPT and attended by all HODT and client to finalize
14
and confirm the client‘s requirement, technical requirement and JKR Technical
Instruction.
The drawings are prepared by various disciplines of HOPTs;
architectural, civil, structural, mechanical and electrical.
During drawing preparation, each discipline will identify method of
construction and functional requirement of the facilities being design.
Due to
different technical requirements needed by each disciplines, the drawings must be
coordinated among all HOPTs to ensure various requirements are documented in all
drawings.
A coordination meeting is conducted by HOPT with the above
stakeholders to cross-check the drawings and also to revise the Q-Plan if needed.
After the coordination meeting, the preliminary drawing will be amended where
necessary and can be used for the purpose of submission and approval of the
municipal council and service providers.
b.
Detailed Design Drawings
Figure 2.5: JKR’s Quality Management System - Detail Design Drawing
(Level 2)
Detailed design drawings are developed from preliminary design drawing
which needs to comply with all regulatory bodies and technical requirements for the
purpose of construction. During drawing preparation, each of the HOPTs will
communicate with all of the suppliers. All HODTs will review, verify and validate
all drawings to ensure the quality of materials supplied. These meetings will be
15
documented in the ‗Rekod Kajian Semula/ Verifikasi/ Validasi Reka Bentuk‖. If
there were any discrepancies, the drawings need to be amended. If there were any
delay in preparation of the drawings, the Q-Plan needs to be revised and sent to
HOPT. The detailed design drawings are then submitted to quantity surveyor
consultant (Q.S) as part of tender document.
2.2.3 Procurement Stage
Figure 2.6: JKR’s Quality Management System – Procurement Stage (Level 2)
Procurement phase can be sub-divided into five stages:
a.
Determine the Basis of Tender
In the planning stage, meetings chaired by the HOPT and attended by the
HODTs, clients and regulators (i.e. all the stakeholders) will determine the basis of
tender. HODT (QS) will propose the procurement strategy whether to use bills of
quantity (BQ) or lump sum.
16
b.
Preparation and Review of Tender Documents
After the acceptance and signing of the tender documents, it becomes ‗a contract‘ – a
legal document. The tender documents are prepared by the HODT of quantity
surveyor after the basis of tender is determined. Among the items in the tender
documents are schedule of quantities, specifications, drawings, and general
conditions of contract. HODT (QS) will review the tender document to check the
conformity of the schedule of items, drawings, specifications, and contract conditions
etc.
c.
Invitation for Tenderers
The award of Public Contract through open tender is to ensure transparency
in public procurement, maximize economy and efficiency in promoting healthy
competition among tenderers, provide fair and equal treatment to all the tenderers
and eliminate irregularities, interference and corrupt practices by authorities
concerned.
In an open tender system, wide publicity is very essential. The invitation is
publicly made available for all interested contractors to respond through wellcirculated national and local newspapers. In addition, the Notice of Tender and
tender documents is also made available on the web site. It provides information on
the location, date and time when tenders will close and date for site visit. The parties
involve during this stage are HOPTs, HODTs, SO and the contractors.
d.
Tender Process (Tender evaluation)
The SO‘s office that calls the tender will study and evaluate the tenderers
based on submitted document tender. Then the tender committee will submit a report
and recommendation of tender to Board of Tender. At this stage, the stakeholders are
HOPTs, HODT (QS), board of tenders and Ministry of Finance (MOF).
17
e.
Award of Tender
Letter of acceptance (LA) will be sent to the successful contractor once it has
been approved by the Board of Tender (and Ministry of Finance) depends on the cost
of the project. At this stage, the stakeholders are HOPT, HODT (QS), Contractor and
MOF.
2.2.4 Construction Stage
a.
Set up Supervision Team
Once the SO received a copy of letter of acceptance and letter of appointment
as SO himself,, he shall identify needs and provides sufficient resources for the
project construction team, which includes adequacy and skills staff,
financial
management and budget, and machinery and equipment
Figure 2.7: JKR’s Quality Management System – Construction Stage (Level 2)
SO shall determine the project team that consists of members who are
competent to ensure consistency and quality of work. Human resource requirements
18
must be planned, implemented and evaluated in accordance with the scope and
objectives of the project as prescribed in the Working Procedure. SO shall prepare CPlan and understand the administration of contract procedure.
b.
Preliminary Construction Meeting
SO is responsible to arrange a preliminary construction meeting or kick-off
meeting. The members of meeting should be from all HOPTs, HODT and client. In
the meeting, HOPT will brief the progress of the project.
c.
Coordinate drawings and monitor progress, quality, cost, and safety
Internal auditors are responsible for auditing activities by the contractor to
ensure compliance with the approved Quality Assurance System (QAS). Site
Meeting is the platform for communication between the main stakeholders and
contractor to discuss issues related to the project. Among the matters arise are
changes to the scope of work, presentation of physical and financial progress report
by Project Manager, work activities that were delayed or critical, outstanding issues
that will affect the quality of the projects, identifying issues that may hinder project
progress and public / other parties complaint due to the construction works, etc.
d.
Final product ( Testing & Commissioning and Closing of NCR)
Contractor shall take into consideration Testing & Commissioning in the
work program for overall project. Reasonable and practical period shall be allocated
for this purpose. Contractor shall complete the work and perform associated test on
the equipment / system. Consultants are to be invited to witness and record the
mandatory testing & commissioning process. Overall result must be verified by
qualified engineers. Joint inspection, report, Certificate of Practical Completion and
forms are method used in the communication.
19
2.2.5 Handing Over Stage
Figure 2.8: JKR’s Quality Management System – Handing over Stage (Level 2)
Prior to the handing over of final product, the contractor has to submit
deliverables in documented form to JKR Team. The document is a compilation of as
built drawings certified by the related Professional Engineers, results certified by the
related competent person, registration of equipment and approved installation with
related regulatory bodies such as lift and generator sets, factory acceptance test
result, guarantee and warranty documents issued by the manufacturer and supplier,
all electrical relays are calibrated by registered service competent engineer,
Operation and Maintenance (O & M) Manual, list of spare parts, catalogues provided
by the supplier, inventory list, submission form to TNB, approval letter from local
authority, DOE, TMB, BOMBA and etc. The complete compilation of the CPC
deliverables documents shall be checked by the contractor and the consultant.
During handing over ceremony, the CPC documents will be handed over to
the Client together with a set of key, spare parts and equipments as per contract. The
document will be complete with information including the contact persons from JKR
as representatives for the Defect Liabilities Period (DLP) and agreed by both parties,
i.e. S.O or delegated S.O and the Client. The signing off the form of the acceptance
of the product is witnessed by the contractor. The HOPT will present the chronology
20
of the project with some information about the related contract, cost of the contract,
duration of the contract, name of appointed contractor, CPC issuance date, (DLP)
including starting date and finishing date. Meanwhile the contractor will present
briefly about the facilities installed in the project.
During the DLP, the contractor must submit monthly report regarding the list
of defects report logged by end-user or through self finding including the status of
the defects. A monthly meeting will also be held to monitor and control the defect
status including problem solving. The meeting will be attended by S.O/ Delegated
S.O/ HOPT, Project Engineer, HODT, Client, Consultant Representatives,
Contractor and its subcontractors. During the meeting the contractor will present the
status of defects. A joint inspection will be done after the meeting.
Before the DLP ended, the contractors have to rectify all the defects captured
during DLP. The consultant must certify that all defects have been closed and
rectified facilities are functioning in accordance to the design and specification of the
contract. All documents will be compiled and submit to the S.O/ Project Engineer.
The project team will audit and checked the documents to ensure that all status of the
defects are closed and certified by the related Professional Engineer from the
consultant team. After the JKR project team is satisfied, a joint inspection with
contractor, consultant and client will be held prior to the issuance of Certificate of
Making Good Defects.
2.3
Communication is commonly defined as ―the exchange of thoughts, ideas,
feelings, information, opinions, and knowledge‖. It also involves mutuality of
understanding
21
Figure 2.9: Basic model of Communication
There are several arguments regarding communication in projects whether it
is essential for projects to succeed. Lester (2007) said that information together with
communication is the very life blood of project management. Baker (2007) stated
that 95 per cent of all project problems are caused by poor communication.
According to Herkt (2007), clear and focused interpersonal communication exceeds
any IT system and it pays off to invest in good project communication.
Communication in project management is best defined by Thoben (1996), as
the vehicles for transporting, storing and presenting information. He introduced a
methodology for analysis and design of effective communication structures for
concurrent engineering. Vendra (2006) in his thesis advanced e-presentation system
of a work plan for improved project communication suggested that the source of
most problems with the current plan presentation is poor communication and
ambiguity. The work program causes difficulty in understanding and conveying
information, resulting in misunderstanding among the project team.
Kerzner (2006) provides theoretical definitions of the life-cycle phases of a
project and states that the implementation stage is a substantial increase in manpower
resources. The phases include conceptual, planning, testing, implementation and
closure. As listed by Kerzner (2006) a typical literary definition of effective
communications include an exchange of information, an act or instance of
transmitting information, a verbal or written message, a technique for expressing
ideas effectively and a process by which meanings are exchanged between
individuals through a common system of symbols.
22
The concept of project communication can further be understood from the Figure
2.10 below:
Project communication
External project
communication
Internal project
communication
Written
Interpersonal
communication
communication
Scheduled
Non-scheduled
communication
communication
2.10Interpersonal communication within project communication
2.3.1 Figure
Methods
of communication
Ramsing,L.(2009
)
Project team members use a variety of tools to organize and present project
information. The methods used to disseminate important information is largely
dependent on the size and scale of the specific project. The usual method used may
include verbal, non-verbal, written, one-way flow or interactive and collaborative.
Various methods of communication used by the project team member in providing
information on projects such as meetings, phone calls, email, voicemail and websites.
Meetings are the most effective method to disseminate information to stakeholders.
23
2.3.1
Methods of Communication
There are many methods of communication that may need to consider include:
i.
Oral communication (verbal)
a.
Face to face (informal communication)
Face-to-face communication is the most popularly used and it includes team
leader, supervisor, manager and general manager briefings and discussions as
appropriate. Most of the time, informal or grapevine communication can flows in any
direction; it will always doesn‘t follow the organization structure.
b.
Face to face (formal communication)
Meetings are usually led or called by the project manager. The primary
purposes are to inform, to identify problems, to identify action items, to take
corrective action etc. On the other hand, formal briefings are useful to reach a mass
audience.
ii.
Written communication
Now days, email is very effective among the team members and if supported
by the organizational culture, and if sent by the right person to the right person.
Another popular method of communication is the usage of VLE/Intranet web pages.
This method is effective for the provision of detailed information for those who want
to know and who know where to look. To anyone who might find the information
useful but doesn't immediately need it may find some time to go looking for it.
Spanos, et. al. (2002) in their finding stated that in particular ICT adoption is shown
to affect strategy by supporting long-term strategic objectives and the quest for
profitability.
24
Newsletters are common to some organization. It can be good for general
awareness. The newsletter is usually interesting and colorful and therefore it can be
well read throughout the organization. By the way, not all detailed information may
be relevant for all readers. Notices and posters have become outdated. Today the use
of notice boards is still in demand even though it is not always the best place to put a
notice that you want to read but it can be effective for any change of messages or
promotion for single issues.
Manuals
and
formal
project
documents
are
common
in
project
implementation. The use of manual and formal project documents are good for
detailed information e.g. code lists, user guides etc. They are often essential to the
success and continuous organization of a project. The significant impacts of these
methods are where they are also made available electronically. Therefore a dedicated
area on the organizational intranet for any project is highly recommended. Even
though they are available electronically, the project manager cannot rely on this
alone for all communications because the best web pages too will never be visited by
everyone who should visit or who could benefit from them.
Blogs are becoming more popular lately. There are many blogs on the internet
and another good way of keeping people up-to-date with current situation. But the
project manager and the team members must bear in mind that people will visit the
blog again, if only there is a good reason for it. Assumption that people with only a
passing interest, or those who actively resist the project, will take the time to look for
positive information.
iii.
Non-verbal Communication
Non-verbal communication may include body languange such as gestural,
posture, touch, eye movement or facial expression. Body language can tell you a lot
about what a person really thinks regardless of whether they are agreeing with you
verbally or not. Table 2.1 illustrated some of the communication aids in project
communication.
25
Table 2.1- Communication Aids
Communication Aids
Type/Technique
Description
E-mail
Allows project teams to communicate text, audio, and
video files between the team members
Interoffice memos
Provides a formal forum to communicate key dates,
policies, and procedures
Instant Messaging (IM)
Allows team members to communicate real-time
Project status meetings
Provides regular status updates and reviews of the project
Telephone/video
Provides a medium to involve team members located in
conferences
other geographic regions
Intranet,
Internet Formally communicates status, progress, highlights, and
boards
objectives to all
Project road show
Provides feedback to stakeholders or users
Walk-about
Involves a hands-on face-to-face approach with your team
and clients
2.3.2
Project Communication Strategy
Communication strategies is important because it helps to plan site-related
communication with the public, otherstakeholders, and among team members. Good
communication strategies can improve the interactive nature of communication and
help Project Managers receive information from their target audiences. A
communication strategy provides a structure for identifying events related to issues,
problems, and actions that require attention. It also considers potential message,
audiences and develops tools to deliver information. The bottom line of
communication strategies is to maximize shared information and minimize
misinterpretations.
26
A communications strategy defines a high-level plan for members of the
project to communicate during the course of the project. A general communication
strategy is all that is needed. The detailed communication plan will be describe and
generate in the Plan Stage including the details of who, what, when, where, why and
how of the communications. A good communications strategy always addresses the
objectives of the project communications, the key message of the communications
and the key audiences of the communications.
The best way to approach communication is to develop a clearly planned
approach or strategy. The aim of a Project Communication Strategy is to ensure
ongoing commitment and support by all Key Stakeholders for all aspects of the
project. It usually includes:
i.
Purpose of the Document/Plan. It is a brief statement about the plan and its
intended use .
ii.
Background. It is a brief description of the background to the project and the
outcomes to be achieved. This allows the Communication Strategy to exist as
a stand-alone document.
iii.
Objective(s). What‘s the objective(s) of the Communication Strategy are.
iv.
Target Audience(s). Who the target audience is for the Communication
Strategy.
v.
Key Messages. What the key messages are that you want stakeholders to
understand and act upon .
vi.
Communication Tools. What Communication Tools have been identified as
suitable for delivery throughout the project.
vii.
Communication Strategy Action Plan. It is an attachment to the
Communication Strategy that identifies the Target Audience, Aims, Methods,
Who, When and the Costs associated for each action
27
The strategies adopted may be formal, informal, detailed or broad, depending
on the needs of the project. The document is usually maintained during the life of the
project and may contain a marketing component aimed at those who will utilise the
outputs from the project. For a large project, it may also be supported by an
operational document known as the Communication Plan.
The purposes of a Communication Strategy are:
i.
to raise awareness and understanding of the project throughout its
development, in particular, how you intend to manage and communicate the
key messages and content of the project to identified stakeholders and the
target audiences.
ii.
to provide the Project Sponsor, Steering Committee and senior management
with
a
documented
framework
detailing
which
communication
mechanisms/tools would be most appropriate for the identified stakeholders
and target audiences.
iii.
to ensure the communication of issues, implementation issues and project
updates to key stakeholders.
iv.
to provide a mechanism for seeking and acting on feedback to encourage the
involvement of, and assist in ‗selling‘ the project to, the Key Stakeholders.
v.
to identify the actions required for implementation of the strategy and
associated costings.
2.3.3
Communication Channel
There are three clear communication channels that managers need to establish
once the project has started (See Figure 2.11). The chances of success can be
28
dramatically increase by managing and improving these channels. Communication is
not only vital for successful of a project but it also affects the performance of a
project team. Therefore effective communications can entrench team performance
working on a project. Without well-established channels, the project will likely to
fail.
Figure 2.11 – Communication Channel
The key to successful communications is to keep information flowing in the right
direction.
2.3.4
Effective Project Communication
Effective communication is always a top priority. When a project involves
many stakeholders, one need to make sure that the right information is
communicated to the right people and that their feedback is taken into consideration.
29
A project team communications plan helps to ensure that the projects will run
smoothly and that all project stakeholders will have the information that they need,
when they need it.
Paula R.P.(2006) stated that we live during a period of intense change. The
tip for project managers is on how to communicate effectively with the team
members during a time of transition. Not taking the time to communicate effectively
is a common way that organizations fail to achieve their goals. She also listed seven
principles which will help and avoid project manager from doing mistakes and to run
the project smoothly.
1.
Keep it Simple: Unfocused, run-on sentences filled with jargon and
buzzwords create confusion. Language is often an imprecise tool. The more often we
repeat jargon, the less clear the meaning becomes.
2.
Use Metaphors and Analogy: Metaphors, analogies, examples, or just plain
language helps communicate complex ideas simply and effectively.
3.
Use Multiple Communication Mechanisms: Spread the word in meetings,
informal one-on-one or group talks, formal presentations, or water cooler
conversations. When the same message comes of people from six different
directions, it is going to be heard.
4.
Repeat Key Messages: For the message to be repeated as often as possible,
plan ongoing communication opportunities with your employees like weekly
meetings with your team, one-on-one sessions with individuals, etc.
5.
Lead by Example: If you do the opposite of what you say, no one will listen
to you. You have to "walk the talk."
30
6.
Explicitly Address Inconsistencies: If there is a legitimate reason for
inconsistent behavior, explain yourself. If there is not a legitimate reason for
inconsistent behavior, change the behavior—quickly. Some may believe that
management should not have to explain itself to its employees. Those managers
should not be surprised if their employees lose faith and interest.
7.
Listen and be Listened to: Communication should be two-way, period.
However, be prepared to take criticisms. Focus on validating what is being said, not
your feelings.
2.3.5
Barriers to Successful Communication
Most of the Project Manager wish to communicate effectively to ensure the
smooth running of the project. Any how the ignorance on the communication barriers
to be faced by him has become the main obstacle. These barriers are the reason for
something to go wrong in any project communication. Usually all competent
managers develop an awareness of the barriers and learn to cope with them.
Some of the barriers faced by the project manager are:
i.
Perceptions
Sender's view of the receiver: how sender perceives the receiver's level of
knowledge and ability to understand the message. Receiver's view of the sender:
How the receiver personally feels about the sender may influence how carefully the
receiver listens.
31
ii.
Message competition: '
Communicate only when you have the total attention of the recipient. Try to
minimize noise or other factors contributing to message interference.
iii.
Project jargon and terminology:
Define project terminology used in messages. Be aware of the use of project
terminology and the intended audience.
2.3.6
Barriers to Effective Listening
Lewis J.P discussed that the most important skill for project manager to have
and practice is effective listening. By acquiring the skill, it will help project manager
to develop mutual respect, rapport and trust among project participants.
He further identified the barriers to effective communication as below:
i.
The mismatch between our speed of talking (100-400 words per minute) and
our speed of thinking (approx. 600 words per minute) makes effective
listening tough.
ii.
Some of the personal and environmental barriers that influence the overall
effectiveness of communication include:
a.
Poor listeners: People do not talk freely when they know the audience
isn't listening.
32
b.
Resistance to the message: People don't like to listen to something that
is contrary to their preconceived ideas.
c.
Physical distractions: telephone calls, people coming in and out of
office / meetings, etc.
2.4
PMI (2000) mentioned in PMBOK that project communication is the
exchange of project-specific information with the emphasis on creating
understanding between the sender and the receiver. Effective communication is one
of the most important factors contributing to the success of a project. It also stated
that the project team must provide timely and accurate information to all
stakeholders. Members of the project team prepare information in a variety of ways
to meet the needs of project stakeholders. Team members also receive feedback
from these stakeholders.
Project communication includes general communication between team
members and it utilizes the Work Breakdown Structure (WBS) for a framework, it is
customer focused, it‘s limited in time, it is product focused with the end in mind, and
it involves all levels of the organization. Each of WBS element, there are suppliers
who provide inputs needed for the WBS element, task managers who are responsible
for delivering the WBS element and customers who receive the products of the WBS
element.
2.5
Project Communication Management
Project communication includes general communication between team
members but is more encompassing. It utilizes the Work Breakdown Structure
(WBS) for a framework, it is customer focused, it‘s limited in time, it is product
focused with the end in mind, and it involves all levels of the organization. As we
33
know, project communication management employs the process to ensure the
preparation, storage, generate, retrieval and disposal of project information in timely
manner.
Figure 2.12: Basic Project Management Process Model
At high level, the management of most projects can be described using the
firgue 2.12 above. There are four main activities in the basic project management
process which are Initiation Process Group, Planning Process Group, Executing
Process Group, Monitoring and controlling Process Group. and Closing Process
Group.
2.5.1
Initiation Process Group
i.
Assemble Team
The project planning team will be assigned and assembled, including all the
stakeholders such as representation from customers/clients, and sometimes
subcontractors and vendors. The Initial roles and responsibilities of all project team
34
memmber will be defined. Deliverables at this phase is initial project setup
documentation.
ii.
Define Project Objectives
Once the project team is in place, the team can starts to develop detailed
project objectives and verify the overall project purpose. A phase-exit review will be
conducted to ensure that the project is ready to move into the next phase, which is
planning. Hallahan (2004), noted that a growing number of organizations have
recognised that various communication diciplines share common purposes and that
their objectives and strategies for achieving those objectives are similar.
2.5.2
Planning Process Group
The first process in project communication management is Communication
Planning. Communication planning is the activities to determine the information and
communications needs of the project stakeholders. The activities include identifying
stakeholders and plan communication process.
Table 2.2: Identify Stakeholders and Plan Communications Process
1. Identify Stakeholders
Inputs
Project Charter
Procurement documents
Tools and
Techniques
Stakeholder analysis
Expert judgment
Enterprise environmental
factors
Organizational process
assets
2. Plan Communications Process
Stakeholder register
Communication
requirements
analysis
Outputs
Stakeholder management
strategy
Communications management
plan
35
Communication
strategy
technology
Enterprise environmental
Communication
factors
models
Communication
assets
methods
Project document updates
2.5.3 Executing Process Group
There is one process in control activities which is information distribution.
Information distribution process is to make needed information available to project
stakeholders in a timely manner.
Table 2.3: Distribute Information
1. Distribute Information
Inputs
Tool and Techniques
Outputs
Project management plan
Communication methods
assets updates
Performance reports
Information distribution
tools
assets
2.5.4 Monitoring and Controlling Process Group
In project communication management, the processes under this process
group are performance reporting process and manage stakeholders. Performance
reporting process is activities related to collecting and distributing performance
information, including status reports, progress measures, and forecasts.
36
Tables 2.4: Report Performance Process
1.
Report Performance Process
Inputs
Tools and Techniques
Outputs
Project Management Plan
Variance analysis
Performance reports
Work performance
information
Work performance
measurements
Budget forecasts
Forecasting methods
assets updates
Change requests
Reporting systems
assets
The last process is managing stakeholder whereby the project team must
manage communications to satisfy the requirements of and resolve issues with
project stakeholders.
Tables 2.5: Manage Stakeholder Expectations Process
1. Manage Stakeholder Expectations Process
Inputs
Tools & Techniques
strategy
Interpersonal skills
Management skills
Issue log
Change log
assets
Outputs
assets updates
Change requests
updates
Project document updates
37
2.5.5
Closing Process Group
The project manager will close down the project when the objectives of the
project have been achieved. This will involve financial closure tasks and archiving
of the project materials. Other than that, a lessons-learned document will be
developed to benefit future projects. If possible a project team celebration will be
held after the project been handing over to the client. Deliverables are final project
report including lessons learned.
2.6
Performance and Quality
Performance advancing through levels is shown in Figure 2.13 where the
labels ―Level 1,‖ ―Level 2,‖ etc. are used to characterize effectiveness of
performance. That is, a person or organization at Level 3 is performing better than a
person or organization at Level 2. Performing at a higher level produces results that
can be classified into categories:
i.
Quality increases—results or products are more effective in meeting or
exceeding the expectations of stakeholders.
ii.
Capability increases—ability to tackle more challenging performances or
projects increases
iii.
Capacity increases—ability to generate more throughput increases
iv.
Knowledge increases—depth and breadth of knowledge increases
v.
Skills increase—abilities to set goals persist, maintain positive outlook,
and increase in breadth of application.
38
vi.
Identity and motivation increases—individuals develop more sense of who
they are as professionals; organizations develop their essence.
Figure 2.13: Level of Performance
2.7
4P’s Conceptual Model
Today, PDCA has become a fundamental tenet of quality management. All
the emphasis on process thinking is based on the PDCA cycle. The PDCA cycle
provides a feedback mechanism for continual quality improvement, which is similar
to an engineering feedback model. The four elements of PDCA equate to the four
states of process which are Plan, Do, Check and Act. In the 1920s, ―plan‖ implied
defining a process, ―do‖ referred to doing task as planned, ―check‖ meant verifying
acceptance and ―act‖ entailed containment.
Because product and process complexity and performance expectation have
been increasing, verifying the output for acceptance is not sufficient. The inspection
and sampling plans of the past are no longer as effective as they used to be.
Companies must now look at the output against the target performance. Focus from
39
inspection shifted to reduction of variability in the early 1980s. Therefore, the
effectiveness of PDCA must have been question since at least then.
The Shewhart Cycle - The Deming Wheel - Plan-Do-Study-Act
Figure 2.14: PDSA Diagram
Table 2.6 below shows the comparison of attribute of PDCA/PDSA
Table 2.6: The comparison of attribute of PDCA/PDSA
Attribute
PDCA
PDSA
4 P‘s
Date of
1920s
1980s
Resent
development
Intended
Acceptable output Continuous
Accelerate
objective
and improvement
process
process
improvement
improvement
Specification
Excessive
Target
limits
variability
Constraints
Expected
Acceptable output Reduced
Robust output and
outcome
through
variability using
improved process
inspection
statistical
capability
techniques
40
Perceived source Operator
Process
Design
Development of
Application of
Improvement
inspection plans
statistical
through
methods
innovation
Quality assurance
Quality
of problem
Perceived actions
Typical
Quality control
performance
Engineering
The 4-P cycle is more suited in today‘s environment of process management
when compare with PDCA cycle. It consists of four major principles highlighted by
quality gurus as shown in table below:
Table 2.7: Contribution to 4 P’s
Contributions to 4 P‘s
4 P‘s element
Quality Guru of Origin
Prepare (Manage inputs, the 4 M‘s)
Ishikawa
Perform (Ensure superior execution)
Juran
Perfect (On – target)
Taguchi
Progress (Reduce variability)
Deming
2.8
Previous Research
―Communication is the single largest factor determining the quality,
efficiency, satisfaction, and productivity of a project team.‖ Yet, poor
communication continues to be a major contributing factor to failed (Oltmann, 2008).
According to Olthman, for project managers to successfully fulfil their roles at
enabling effective communication, they must first understand the fundamentals of
communications in the project environment by examining communications process,
methods of communication, communications planning, barriers to effective
communication, project communications lifecycle and project manager‘s role. He
41
also stated in his research that a successful project communications process requires
the following framework:
i.
Team knowledge of the organizational structure, roles, and responsibilities.
ii.
Team knowledge of how the project relates to the organization‘s mission and
strategy.
iii.
An environment of trust, loyalty, and commitment and
iv.
Continuous communication feedback
Martin, et al (2004) provides the results of a questionnaire opinion survey
focuses on the particular factors within the categories of culture, human resource
management, leadership and communication skills. They have suggested several
issues related to communication in construction project management. Some of the
issues concerned were as below:
i.
Communication is vital
ii.
Project managers must have excellent communication skills
iii.
Culturally sensitive and appropriate communication is necessary
iv.
A two way communication must be encouraged
v.
High levels of interpersonal and intrapersonal skills are needed.
vi.
Communication helps achieve organisational and national objectives
vii.
Clear communication is needed to help clarify the roles of project
stakeholders
42
Berry et al in their research found that standardisation of documents play in
respect of communication efficiency in the construction industry. They also
mentioned about the important of the project-related information to be fully
documented to ensure that all the people involved understand what has and is
happening. Each project has a great deal of communication and documentation. With
many projects using the same communication instruments, over and over again, the
running of the project will be much easier and more understandable if
communication instruments, plans, structure and flows are a standard process.
Standardisation will provide a system for effective management that is not too
complex, and may contribute towards the effective execution and completion of a
project (Berry et. al. 2007).The researchers have always considered the quality of
information to be important. The growth of data warehouses and the direct access of
information from various sources by managers and information users have increased
the need for, and awareness of, high quality information in organizations (Wang et
al, 2002). Table 2.7 below shows the academic point of information quality.
Table 2.8: The academic point of information quality
Intrinsic IQ
Contextual IQ
Representational Accessibility
IQ
Wong
Strong
and Accuracy,
Value
added, Understand
IQ
Accessibility,
believability,
relevance,
ability,
ease of
Reputation,
Completeness,
Interpretability,
operation,
Objectivity
timeliness,
concise
security
appropriate
representation,
amount
consistence
representation
Zmud
Accurate,
Quantity,
Arrangement,
factual
reliable/timely
readable,
reasonable
Jarkie
vassiliou
and believability,
Accuracy,
Relevance,
Interpretability,
Accessibility,
usage,
syntax, version system
43
credibility,
timeliness,
control,
availability,
consistency,
source
semantics,
transaction
completeness
currency, data aliases, origin
availability,
warehouse
privileges
currency, nonvolatility
Ballou
and Accuracy,
Pazer
consistency
Wand
and Correctness,
Wang
Completeness,
timeliness
Completeness
Meaningfulness
unambiguous
Flick S. has posted in bizmanual.com blog on 09/10/2009; stated that there were
other barriers to project success. As we know, effective project communication will
reduce a lot of problems. A project leader or part of a project team undoubtedly will
run into one or more of the following problems:
1. Lack of Clarity. Some or all employees don‘t know or don‘t understand the
project goals, objectives, roles and responsibilities, etc. What are their
individual goals and how do they relate to the goals of other team members,
and to the project? Stakeholders do not see what they have to gain if the
project plans are not clear and everyone must have something to gain or they
don‘t cooperate.
2. Inadequately Researched or Defined Requirements. This is a major cause,
if not the root cause, of lack of project clarity. Make sure project manager
and the user/customer agree on what is required.
3. Inadequate Resources. Most of the time, project manager considered and
planned for project development and rollout costs, but what happens after
rollout? What does it take to adequately inform, or educate, the customer?
44
Did the project manager adequately address marketing, customer support, and
maintenance needs?
4. Lack of Ongoing Customer Support. For some companies, contact with the
customer ends with the sale. Did the plans account for the customer‘s
satisfaction and loyalty? Too many companies fall short in this regard.
5. Biases (Yours and Theirs). We‘ve heard the phrase ―overpromised and
under delivered‖. How many times does this happen in our business? Why?
How likely are potential customers to believe us if they‘ve already been
burned. What were their previous experiences? Be sure to address these.
Also be sure to address our company‘s attitudes toward existing customers
(see ―Ongoing Support‖).
6. Technology Gap. Where is the customer on the technology continuum? If
the solution is technology-based, consider the amount of training that will be
required within the implementation process. Also, be sure we know what
their most pressing needs are and solve them. Don‘t give them more than
they need and don‘t shoot wide of the mark.
7. Resistance to Change. An individual‘s degree of resistance to change is a
major factor: While it may seem counterintuitive to us, many people prefer
the devil they know to the one they don‘t. Be aware of that and have a plan
for dealing with it. Make sure the customer knows the benefits of our project
early on and how they will far outweigh any temporary pain they might feel.
8. Lack of Time. See ―inadequate resources‖.
9. Not Invented Here. We still see a lot of this from customers: ―How can we
expect to come in here and solve our problems when we don‘t have any
experience in our business?‖ That may be a purely defensive posture. One of
the messages often underlying that question is, ―Once the project is complete,
45
jobs will be lost, etc.‖ We have to be able to answer that in our project plan.
Also see ―biases‖ and ―resistance to change‖.
10. Political Barriers. Lack support from critical areas/functions. Maybe people
are unwilling to step forward for various reasons. What‘s the company
culture like? Are they historically proactive or reactive? What are their real
motives for seeking out? Is the project supported all the way from the bottom
to the top of the chain of command? (Flick S.(2009)).
CHAPTER 3
RESEARCH METHODOLOGY
3.1
Introduction
The purposes of this Chapter 3 are to describe the research design, research
location, research subjects and methods of data collection. Then it will be followed
by description on research equipment, explanation of data analysis, the expected
results of the study and tentative schedule. This is an applied research because it is
designed with a practical outcome in mind and with the assumption that JKR will
gain specific benefits from the research.
3.2
Research Design
PWD is one of the largest technical organizations in Malaysia. Its staffs
comprised of various technical positions that provide expertise in technical fields
respectively. Each officer has its own knowledge and experience in conducting the
project. For these reasons, the study is therefore appropriate to JKR as the design of
the study was conducted using descriptive research methodology which is to describe
systematically a situation in JKR now.
47
For these reasons too, the researcher chose a questionnaire survey instrument
to assess the perceptions of selected officers in identifying the methods, strategies
and problems in project communications in JKR.The survey will be based on
structured questionnaires related to project communication in the design process
during design phase. According to Leary (1995), there are distinct advantages in
using a questionnaire vs. an interview methodology: questionnaires are less
expensive and easier to administer than personal interviews; they lend themselves to
group administration; and, they allow confidentiality to be assured.
For this study as well, five branches in Specialist Sector were identified. The
methodology for this study is a random sampling of five same conventional inhouse
projects that have been implemented by the branches. The respondents are the person
that are involved in the design process for each of the project. Random sampling is
the best single way to obtain a representative sample. Gay (1987) reported that no
technique, not even random sampling, guarantees a representative sample, but the
probability is higher for this procedure than for any other.
48
FLOWCHART OF METHODOLOGY RESEARCH
START
PHASE 1- PRE
CAPSTONE
PROJECT
PREPARATION 1
REPORT WRITING
PHASE 2CAPSTONE
PROJECT
1. Confirm on research topic
2. Gathering data
3. Searching articles -literature
review
1. Discussion with supervisor
2. writing report chapter 1, 2 & 3
3. Technical paper
PRESENTATION
TO PANEL
1. Modify report based
on comments from
panels
DESIGN OF
QUESTIONNAIRE
1. Gathering data
2. Information on
questionnaires
4. Prepare draft questionnaires
5. Pre pilot testing
6. Final questionnaires
COLLECTION
OF DATA
1. Distribute questionnare –
email, personal contact
NO
Send friendly
reminder
NO
YES
Telephone or
personal contact –
self fill in form
PHASE 3CAPSTONE
PROJECT
REPORT
YES
DATA ANALYSIS
1. Examining the surveys
for correctness and
completeness
2. Frequency tables and
descriptive statistics were
constructed
3. Performing an analysis
of descriptive responses
FINAL REPORT
2. writing report chapter 4 & 5
PRESENTATION
TO PANEL
FINISH
Figure 3.1 – Schematic of research
methodology
49
The survey was conducted in three phases. The first phase was the
preparation of pre capstone project consisting of Chapter 1, Chapter 2 and Chapter 3.
The activities carried out in phase one has already finished. Phase one began with the
preparation of writing Chapter 1, Chapter 2 and Chapter 3. In addition, meetings
were held with supervisors to get information and reviews of the report. Once all
information and data was available, researchers began to write the draft report. The
supervisor reviewed the draft report before a final report was prepared. Finally a
technical paper which was the summary of the final report was submitted to members
of panel before a presentation.
The second phase began on July 1, 2010. The researcher started this phase by
identifying the respondents from the five branches in the Specialist Sector. Then, the
researcher began to prepare the draft questionnaires by referring to relevant materials
and information. Draft questionnaires was pre-tested by ten officers in the Branch of
Civil, Structural and Bridge Engineering. As a result from the test, improvement and
correction was made to the draft for the final questionnaires. This questionnaire was
forwarded to the respondents which have been identified earlier via e-mail or
delivered in person.
A week after the survey questions is distributed; the researcher will send
friendly reminders to any respondent who has yet to return the survey questions via
email. If after another week there is still respondent who has not return the
questionnaire, the researcher will make an appointment with the respondent
concerned. On the day of the appointment, the researcher will assist the respondent to
fill up the questionnaires. It is the researcher expectation to get 100% response from
the respondents.
The third phase is the final phase in the course of the study. This phase will
begin after all the survey questions have been collected. The data will be analyzed to
obtain results. The result of will be presented in the report in Chapter 4 and Chapter
5. Presentation of the results of this study will be conducted before a panel at a date
to be determined later.
50
3.3
Location of Study
The study will be carried out in all design offices in a Specialist Sector
excluding Quantity Survey Branch. Even though Quantity Survey Branch is under a
Specialist Sector, but their main role is related to procurement such as preparing bill
of quantity, tender document and contract document.
The design offices which are involved in the study are Mechanical Engineering
Branch, Electrical Engineering Branch, Civil, Structure and Bridge Engineering
Branch, Road and Geotechnical Engineering Branch and Architectural Branch. The
respondents are all from design division from each branch.
3.3.1 Mechanical Engineering Branch
CARTA ORGANISASI CAWANGAN KEJURUTERAAN
MEKANIKAL
PENGARAH KANAN
(Dato’ Ir. CHE MAT WANIK)
PENGARAH
(KEPAKARAN)
(Hamdan Abd, Malik)
PENGARAH
(REKABENTUK)
(Dato’ Ir. Ang Choo Hong)
UNIT PAKAR
KECEKAPAN TENAGA
UNIT PAKAR KAWALAN
BUNYI & GETARAN
UNIT
REKABENTUK
BANGUNAN AM1
UNIT
REKABENTUK
BANGUNAN AM2
UNIT PAKAR
PENYAMAN UDARA
UNIT KAWALAN KOS &
SELIAAN PROJEK
BHG. PERKHIDMATAN HARTA
UNIT SITE
INVESTIGATION
BHG. PEYELARASAN &
KHIDMAT SOKONGAN
UNIT JALAN
UNIT
STANDARD &
SPESIFIKASI
UNIT
REKABENTUK
BANGUNAN AM3
UNIT PROGRAM
UNIT PAKAR PERALATAN
PERUBATAN & MAKMAL
J54
UNIT PAKAR
KEJURUTERAAN BENDALIR
UNIT PAKAR PERALATAN
PENGANGKUTAN & KENDALIAN BAHAN
CAWANGAN
KEJURUTERAAN
MEKANIKAL
NEGERI
UNIT
BANGUNAN
UNIT FORENSIK
UNIT
REKABENTUK
KESELAMATAN
UNIT
REKABENTUK
KESIHATAN
UNIT KONTRAK
& UKUR BAHAN
UNIT
REKABENTUK
PENDIDIKAN &
PENGAJIAN
TINGGI
Figure 3.2: Mechanical Engineering Branch Organizational
Structure
51
Mechanical Engineering Branch is the Head of Design Team for mechanical design
such as air conditioning system, fire fighting equipments and cold water plumbing.
3.3.2 Electrical Engineering Branch
ELEKTRIK
PENGARAH KANAN
(Ir. HJ MOHD FAZLI
OSMAN
BHG.
PENYELARASAN
DAN KHIDMAT
SOKONGAN
PENGARAH
PERUNDING
REKABENTUK
UNIT
REKABENTUK
KESIHATAN
UNIT
REKABENTUK
BANGUNAN AM
UNIT
REKABENTUK
KESELAMATAN
UNIT
REKABENTUK
PENDIDIKAN &
PENGAJIAN
TINGGI
BAHAGIAN
REKABENTUK
CEPUM &
MARITIM
PENGARAH
PERKHIDMATAN
PAKAR
UNIT KONTRAK &
UKUR BAHAN
UNIT
PERUNDING
SENGGARA
ELEKTRIK
CAWANGAN
KEJURUTERAAN
ELEKTRIK NEGERI
UNIT
PERUNDING ICT
UNIT
PERANCANG
AKUSTIK
UNIT
INSPEKTORAT &
PENGURUSAN
TENAGA
UNIT
STANDARD,
PENGUJIAN &
MAKMAL
Figure 3.3: Electrical Engineering Branch Organizational Structure
Electrical Engineering Branch is the Head of Design Team for electrical design
such as electrical wiring, telephone cabling, electrical substation, street and
compound lighting etc.
52
3.3.3 Civil, Structure and Bridge Engineering Branch
Civil, Structure and Bridge Engineering Branch is the Head of Design Team
for civil and structural works such as design of civil and structural components such
as beams, columns, slab, external water reticulation, drainage system etc.
AWAM, STRUKTUR DAN JAMBATAN
PENGARAH KANAN
(Ir. Dr. ABDUL AZIZ)
PENGARAH 1
Datin Norlainah
Abd. Ghani
UNIT
REKABENTUK
KESIHATAN
UNIT
REKABENTUK
BANGUNAN AM
UNIT
REKABENTUK
KESELAMATAN
UNIT
REKABENTUK
PENDIDIKAN &
PENGAJIAN
TINGGI
BAHAGIAN
REKABENTUK
CEPUM &
MARITIM
UNIT
KEJURUTERAAN
AWAM
PENGARAH 2
Ir. AHMAD AZLAN
BHG. KHIDMAT
PAKAR
BHG. FORENSIK
JAMBATAN &
STRUKTUR
BHG.
PELARASAN
DAN KHIDMAT
SOKONGAN
Figure 3.4: Civil, Structure and Bridge Engineering Branch Organizational
Structure
53
3.3.4 Road and Geotechnical Engineering Branch
Road and Geotechnical Engineering Branch is the Head of Design Team for
geotechnical design such as recommendation of pile type and size, technical advice
on slope design and work related to soil improvement.
CARTA ORGANISASI CAWANGAN JALAN DAN
GEOTEKNIK
PENGARAH
(Hjh. Ir. AISHAH OTHMAN)
BHG.
PENGURUSAN
KORPORAT
BHG.
KEJURUTERAAN
JALAN
UNIT
REKABENTUK
UTARA
UNIT
REKABENTUK
SELATAN
UNIT
REKABENTUK
TIMUR
UNIT
REKABENTUK
TENGAH,
SABAH &
SARAWAK
BHG. KESELAMATAN
JALAN
UNIT FORENSIK
KESELAMATAN
JALAN
UNIT PROGRAM
UNIT AUDIT
KESELAMATAN
JALAN
UNIT
STANDARD &
SPESIFIKASI
BHG. KEJURUTERAAN
GEOTEKNIK
UNIT SITE
INVESTIGATION
UNIT JALAN
UNIT
BANGUNAN
UNIT FORENSIK
Figure 3.5: Road and Geotechnical Engineering Branch Organizational
Structure
54
3.3.5 Architectural Branch
Architectural Branch is the Head of Design Team for the design and layout of
building. The architectural drawing is very important in the design process because
without architectural drawings the rest of HODTs cannot proceed with their work.
CARTA ORGANISASI CAWANGAN ARKITEK
PENGARAH KANAN
PENGARAH 1
(Ar. Noraini Md. Zin)
PENGARAH 2
En. Baharuddin Abdul Jalil)
UNIT
REKABENTUK
KESIHATAN1
UNIT
REKABENTUK
PENDIDIKAN
URBF
BANGUNAN
AM1
URBF
BANGUNAN
AM2
UNIT
REKABENTUK
KESIHATAN2
UNIT
REKABENTUK
PENGAJIAN
TINGGI
URBF
BANGUNAN
AM3
URBF
KESELAMATAN
PERTAHANAN
BHG.
TEKNOLOGI &
INNOVASI
BANGUNAN
BHG.
PENGURUSAN
ICT &
DOKUMENTASI
BHG.
PENYELARASAN
KHIDMAT
SOKONGAN
Figure 19: Architectural Branch Organizational Structure
55
3.4
Population, Sample and Research Subject
The population of this study is the total numbers of designers in the five
selected branches. The number and percentage of population and sample is shown in
Table 1 .The research subject for the survey will be selected from the professional
and management category ranging from grade J54 to J41 only. This will include
Civil Engineers, Electrical Engineers, Mechanical Engineers and the Architects from
the five branches in Specialist Sector. They are purposely selected as respondents to
the study as their main job is a designer in the design office. In other word, they are
the main player in the design process. In the design process J41/J44 is the designer,
J48/J52 will do the design review and J54 will be the officer who verify the design.
Table 3.1: Numbers of population and sample for a project in each branch.
Name of branch
1.
Population
Sample
%
72
15
21
94
15
16
20
15
75
56
15
27
47
15
32
289
75
26
Civil, Structure and
bridge Engineering
Branch
2.
Architectural Branch
3.
Road and geotechnical
Engineering Branch
4.
Mechanical Engineering
Branch
5.
Electrical Engineering
Branch
Total
The number of respondents is limited because of the time constraint in the study.
56
3.5
Research Model
PROJECT
COMMUNICATION
MANAGEMENT
Communication
Planning
Information
Distribution
Project
Communication
Performance
Impact to
the
organization
OUTPUT
BENEFITS
Performance
Reporting
Manage
Stakeholder
INPUT
-Tool
- Process
-Methods
Figure 3.7: Research Model
3.6
Research Instruments
Due to those reasons mentioned in the above topic, the researcher chose a
questionnaire survey instrument to assess the perceptions of selected officers in
identifying the methods, strategies and problems in project communications in JKR
.The survey will be based on structured questionnaires related to project
communication in the design process during design phase.
57
Questionnaires were also pre-tested so that errors can be spotted and they can
be modified immediately to suit the study better. A pre-test of the questionnaires was
conducted to 10 respondents. The feedback provided information to the researcher on
the intended data collection. Pre-analysis result showed that some modification
should be done to the questionnaires after receiving feedback and input from the
various groups. A final instrument was developed and administered to gather data for
this evaluative study. The pre-test samples has not be included in the actual set of
respondents.
58
RESPONDENTS’ BACKGROUND - Research Question
Part A
Research Question
Part E
IMPACT TO THE
ORGANIZATION
Research Question
Part B
QUALITY OF
INFORMATION
EFFECTIVE
COMMUNICATION IN
PROJECT
COMMUNICATION
METHODS OF PROJECT
COMMUNICATION
Research Question
Part D
Research Question
Part C
BARRIERS TO
COMMUNICATION
Figure 3.8: The layout structure of questionnaire survey form
This survey-form was divided into five parts. The summary of the questionnaire is as
in table 3.2
59
Table 3.2: Summary of the questionnaire
No. Part
Topic
Scale
1.
Part A
Demography of
the respondent
Nominal
2.
Part B
Methods currently
used in project
communication
management
process
3.
Part C
Factors that
contribute to
problems in
implementing
project
communication
management
4.
Part D
The quality level
of project
communication
information
5-point Likert
Scale (Frequency
of use):
1 – Never
2 – Almost never
3 – Sometimes
4 – Almost every
time
5 – Every time
5-point Likert
Scale (Level of
agreement):
1 – Strongly
disagree
2 – Disagree
3 – Neither agree
or disagree
4 – Agree
5 – Strongly agree
5-point Likert
Scale (Level of
Quality):
1 – Poor
2 – Fair
3 – Good
4 – Very good
Descripstion of the
questionnaire
gender, race, branch,
working experience,
designation and
knowledges of project
communication
managemen
Methods related to
gathering, retrieving,
distributing,
reporting, and records
on project
communication in
specialist sector
Factors related to
people, process and
technologies that
hinder the practising
of project
communication
management in
specialist sector
Related to
information
dimensions in
Information Quality
that is accuracy,
completeness,
relevancy, reliability,
timeliness and
availibility
5 – Excellent
5.
Part E
Impact to the
organization
5-point Likert
Scale (Level of
agreement):
1 – Strongly
disagree
2 – Disagree
3 – Neither agree
or disagree
4 – Agree
5 – Strongly agree
To have general
opinion from
respodents the
benefit/impact to the
organization from
project
communication
maanagement
60
The equivalent mean scores for the answers for each question/Part will be as below:
Range
Interpretation
 3.67
HIGH
2.33 – 3.66
MODERATE
< 2.32
LOW
3 classification
The calculation for the above range is as below:
For 5-point Likert Scale,
Scale
1
2
3
4
5
Lowest score
Highest score
Lowest Range mean score = ( Highest score - Lowest score) = (5 – 1)
Number of classification
Low
2.33
1.33
1
3
Moderate High
New scale
Likert Scale
= 1.33
3.66
1.33
2
3
1.33
4
5
The range of mean scores will change depend on the number of questions
considered. As an example the range mean score must times by 2 for quality level for
accuracy in Part D. This is due to the number of questions related to accuracy is 2. It
goes the same to the other questions.
61
3.7
Reliability and Validity of Research Instrument
Reliability and validity are important aspects of questionnaire design.
According to Suskie (1996), a perfectly reliable questionnaire elicits consistent
responses. Although it is difficult to develop, it is reasonable to design a
questionnaire that approaches a consistent level of response.
Leary (1995) offers seven guidelines for designing a useful questionnaire:
i.
Use precise terminology in phrasing the questions.
ii.
Write the questions as simply as possible, avoiding difficult words,
unnecessary jargon, and cumbersome phrases.
iii.
Avoid making unwarranted assumptions about the respondents.
iv.
Conditional information should precede the key idea of the question.
v.
Do not use double-barreled questions. (questions that ask more than one
question but provide the respondent with the opportunity for only one
response)
vi.
Choose an appropriate response format.
vii.
Pretest the questionnaire.
Robson (1993) indicates that a high reliability of response is obtainable by
providing all respondents with the exact same set of questions. Validity is inherently
more difficult to establish within a single statistical measure. If a questionnaire is
perfectly valid, it must measure in such a way that inferences drawn from the
questionnaire are entirely accurate. Suskie (1996) reports that reliability and validity
are enhanced when the researcher takes certain precautionary step such as have
62
people with diverse backgrounds and viewpoints review the survey before it is
administered.
Considering these principles, reliability test using SPSS was done to the result
of the pilot test, made some modification to the questionnaire, then the researcher
has asked 4 experts to respond to the proposed questionnaire. Once again minor
modification was made and a final instrument was developed and administered to
gather data for this evaluative study.
3.8
Method of Data Collection
The primary source of the data will come from a researcher-made
questionnaire which will be given to the respondents. A survey will be done by
giving structured questionnaires to three officers from each branch from the five
Specialist Sector. The researcher and the respondents do come in contact with each
other when this method of survey is adopted. Questionnaires are e-mailed and
personally handed to the respondents with a request to return after completing the
same. It is the most extensively used method in various economic and business
surveys.
The questionnaire has been prepared very carefully so that it was proven to be
effective in collecting the relevant information. The secondary sources of data will
come from reports and information either from JKR online system such as SKALA
and SEPAKAT or hardcopy.
3.9
Data Analysis
Data gathered from questionnaires has been analyzed using descriptive
statistic method and result are calculated on mean, percentage, standard deviation
63
and relevant result are presented using bar or pie chart. The general population for
this study will be the professional and management officers in the five branches in
Specialist Sector in JKR Headquarters. After receiving the feedback from the
respondents, the profile of the respondents will be taken, according to gender, race,
working experience, name of branch and designation. To be able to get a description
of the profile of the respondents, the data from each item mentioned above will be
placed in tabular form with the indicated percentage as well as the frequency. This
will show the predominant characteristics of the respondent in Specialist Sector.
The formulae that will be used in this study are:
i.
Percentage – to determine the magnitude of the responses to the
questionnaire.
n
ii.
n – number of responses
% = -------- x 100
;
N
N – total number of respondents
Mean Score
f1x1 + f2x2 + f3x3 + f4x4 + f5x5
x = --------------------------------------------- ;
xt
where:
f – weight given to each response
x – number of responses
xt – total number of responses
64
The weighted mean scores for each item in the questionnaire will be determined by
using SPSS
iii.
Standard of deviation
Standard deviation is a widely used measurement of variability or diversity
used in statistics and probability theory. It shows how much variation or 'dispersion'
there is from the 'average' (mean or expected/budgeted value). A low standard
deviation indicates that the data points tend to be very close to the mean, whereas
high standard deviation indicates that the data is spread out over a large range of
values.
iv.
Ranking
A ranking is a relationship between a set of items such that, for any two
items, the first is either 'ranked higher than', 'ranked lower than' or 'ranked equal to'
the second. In mathematics, this is known as a weak order or total preorder of
objects. It is not necessarily a total order of objects because two different objects can
have the same ranking. The rankings themselves are totally ordered. For example,
materials are totally preordered by hardness, while degrees of hardness are totally
ordered.
CHAPTER 4
ANALYSIS OF DATA
4.1
Introduction
This chapter presents the result of data analysis on the factors associated with
communication
performance
to
develop
conceptual
model
of
effective
communication in Specialist Sector of JKR. It focuses on analyzing the results
gathered from the respondents through questionnaire. Questionnaires survey forms
were distributed by email and by hand to 75 respondents. The response rate was 81
% which mean only 61 respondents returned back the survey forms. Therefore the
analysis is done based on 61 respondents from 5 Branches in Specialist Sector (Civil,
Structure and Bridge Engineering Branch, Electrical Engineering Branch,
Mechanical Engineering Branch, Architectural Branch and Road and Geotechnical
Engineering Branch). All questionnaires are valid and are completely filled up.
Analysis of data is divided into several parts which are Part A: Respondent‘s
Background, Part B: methods used in project communication management in
Specialist Sector, JKR. Part C: Factors that contribute to problems and weaknesses
in project communication management, Part D: Quality Level of project
communication information and Part E: The impact to organization in implementing
Project Communication Management. A detail analysis of data using SPSS version
17 are shown and elaborated by Descriptive Analysis which include mean, standard
deviation, and percentage. A part from that, a regression analysis was done to
understand which among the independent variables (factors that contribute to
problems and weaknesses) are associated to each of the dependent variable (quality
dimensions of project information) and to explore the forms of these relationships.
66
From the data shown in Table 4.1, each branch had equally contributed to the
study, which approximately ranging from 12% to 20%. Civil, Structure and Bridge
Engineering Branch, in this research, had made the major contribution of 20%,
followed by 18.7% from Electrical Engineering Branch, 16% from Mechanical
Engineering Branch, 14.7% from Architectural Branch and finally Road and
Geotechnical Engineering Branch contributing 12% from the total numbers of
respondents.
Table 4.1: Total Questionnaires Received
No.
1.
2.
3.
Name of branch
Total
Distributed
(No)
Total
Received
(No)
Percentage of
Valid Receipt
(%)
Mechanical
Engineering Branch
15
12
16.0
Electrical
Engineering Branch
15
14
18.7
Bridge Engineering
Branch
15
15
20.0
Architectural Branch
15
11
14.7
15
9
12.0
75
61
81.4
4.
5.
Road and
Geotechnical
Engineering Branch
Total
67
4.2
Data analysis of Part A: Respondents’ Background includes gender,
race, name of branch, working experience, designation and knowledge
on Project Communication Management.
4.2.1
Distribution of respondents by Gender
As been shown in Table 4.2, out of 61 respondents, 28 (45.9 %) respondents
are male and 33 (54.1%) respondents are female. Therefore the ratio of the gender
(male: female) is 1.0:1.2 and can be considered as equally divided.
Table 4.2: Distribution of Respondents by Gender
Name of Branch
Gender
Bridge Eng. Branch
Count
Mechanical Eng.
Branch
Count
% of Total
% of Total
Electrical Eng. Branch Count
% of Total
Architecture Branch
Count
% of Total
Road & Geotechnical
Eng. Branch
Total
Count
% of Total
Count
% of Total
Male
Female
Total
8
7
15
13.1%
11.5%
24.6%
8
4
12
13.1%
6.6%
19.7%
6
8
14
9.8%
13.1%
23.0%
4
7
11
6.6%
11.5%
18.0%
2
7
9
3.3%
11.5%
14.8%
28
33
61
45.9%
54.1%
100.0%
68
4.2.2
Distribution of respondents by Race
It is clearly shown in Table 4.3 that the majority of the respondents are
Malays (96.8 %) followed by Indian and Chinese (1.6%) and none (0%) from the
others. This is a common phenomenon in public sectors where the employees are
mainly dominant by the Malays. Therefore, similar phenomenon occurs in Specialist
Sector, JKR.
Table 4.3: Distribution of Respondents by Race
Race
Name of Branch
Malay
Bridge Eng. Branch
Count
Mechanical Eng.
Branch
Count
% of Total
% of Total
Electrical Eng. Branch Count
% of Total
Architecture Branch
Count
% of Total
Road & Geotechnical
Eng. Branch
Total
Count
% of Total
Count
% of Total
4.2.3
Chinese Indian
Others
Total
15
0
0
0
15
24.6%
0%
0%
0%
24.6%
11
0
1
0
12
18.0%
0%
1.6%
0%
19.7%
14
0
0
0
14
23.0%
0%
0%
0%
23.0%
11
0
0
0
11
18.0%
0%
0%
0%
18.0%
8
1
0
0
9
13.1%
1.6%
.0%
.0%
14.8%
59
1
1
0
61
96.8%
1.6%
1.6%
0%
100.0%
Distribution of Respondents by Years of Working Experience in Design
Office
Referring to the Figure 4.4, there are 15 (24.6%) respondents respectively
that have working experience in the design office from 10 to 20 years and 2 to 5
years, consequently followed by 11 (18 %) respondents with 5 to 10 years and 20
69
above years working experience. Next are 8 (13.1%) respondents that have previous
working experience from less than 2 years and lastly is only 1 (1.6%) respondent that
has no experience in the design office. Since most of the respondents (60.6 %) have
more than 5 years working experience and this represents that the data acquired is
quite reliable and accurate.
Table 4.4: Distribution of Respondents by Working Experience
Working Experience in Design Office
Name of Branch
Civil, Structure Count
and Bridge
% of Total
Eng. Branch
Mechanical
Eng. Branch
Count
% of Total
Electrical Eng. Count
Branch
% of Total
Architecture
Branch
Count
Road &
Geotechnical
Eng. Branch
Count
Total
% of Total
% of Total
Count
% of Total
10 to
< 2 2 to 5 5 to 10 20
20+
None years years years years years
Total
0
2
4
3
3
3
15
0%
3.3%
6.6%
4.9%
4.9%
4.9%
24.6%
0
1
3
0
7
1
12
0%
1.6%
4.9%
0%
0
3
4
2
2
3
14
0%
4.9%
6.6%
3.3%
3.3%
4.9%
23.0%
0
1
1
3
2
4
11
0%
1.6%
1.6%
4.9%
3.3%
6.6%
18.0%
1
1
3
3
1
0
9
1.6%
1.6%
4.9%
4.9%
1.6%
0%
14.8%
1
8
15
11
15
11
61
11.5% 1.6%
19.7%
1.6% 13.1% 24.6% 18.0% 24.6% 18.0% 100.0%
70
4.2.4
Distribution of Respondents by Designation
Referring to Table 4.5, it shows the distribution of different types of job
position that responded to the questionnaires. There are 18 (29.5%) respondents
which are Assistant Directors (J41). They are the design engineers in the design
section for the respective branches and followed by the second highest which are the
Senior Assistant Director (J48) stands at 13 (23 %) respondents.
The third group consist of the Senior Chief Assistant Directors (J54) with 13
(21.3%) respondents‘ altogether. On the other hand, the minority positions are made
up of the Assistant Director (J44) and Chief Assistant Directors (J52) with 8 (13.1 %)
respondents in each group respectively. The distribution of the respondents showed
that 26 (57.4 %) respondents are from the upper rank offices and 26 (42.6%) are
from the lower rank officers.
The feedback can be considered as reliable and accurate because the upper
rank officers have more experience in term or design process, monitoring and control
of the project whereas the lower rank officers are just the desk officers who do the
design work.
Table 4.5: Distribution of Respondents by Designation
Name of Branch
Designation
Lower Rank
Civil, Structure
Count
Total
Upper Rank
J41
J44
J48
J52
J54
3
1
6
3
2
15
1.6%
9.8%
4.9%
3.3%
24.6%
1
3
2
3
12
1.6%
4.9%
3.3%
4.9%
19.7%
and Bridge Eng.
Branch
% of Total 4.9%
Mechanical Eng. Count
Branch
3
% of Total 4.9%
71
Electrical Eng.
Count
6
Branch
% of Total 9.8%
Architecture
Count
Branch
% of Total 3.3%
Road &
Count
2
4
1
1
3
3
14
1.6%
1.6%
4.9%
4.9%
23.0%
2
2
0
5
11
3.3%
3.3%
0%
8.2%
18.0%
3
2
0
0
9
4.9%
3.3%
0%
0%
14.8%
8
14
8
13
61
Geotechnical Eng.
Branch
% of Total 6.6%
Count
18
Total
% of Total 29.5% 13.1% 23.0% 13.1% 21.3% 100.0%
4.2.5
Knowledge in Project Communication Management
The survey on the knowledge of respondents in Project Communication
Management was purposely done to justify that the result acquired is reliable and
accurate. Table 4.6 shows that 47 (77%) of the respondents are knowledgeable in
project communication management and only 14 (23%) of the respondents are not
knowledgeable, whereas 9 (15%) of the not knowledgeable respondents are the
assistant directors (J41) which are new engineers in that particular branch.
Since most of the respondents (77%) are knowledgeable in project
communication management and this represents that the data acquired is reliable and
accurate.
72
Table 4.6: Distribution of Respondents by Knowledge in project
Communication management
No.
Name of Branch
1.
2.
3.
4.
5.
Designation
Do you know what
Project
Communication
Management is?
YES
NO
1
2
Total
Civil, Structure and Bridge
J41
Eng. Branch
J44
1
0
1
J48
6
0
6
J52
3
0
3
J54
1
1
2
J41
1
2
3
J44
1
0
1
J48
2
1
3
J52
2
0
2
J54
3
0
3
J41
3
3
6
J44
1
0
1
J48
1
0
1
J52
3
0
3
J54
2
1
3
J41
2
0
2
J44
1
1
2
J48
2
0
2
J54
5
0
5
Road & Geotechnical Eng.
J41
2
2
4
Branch
J44
2
1
3
J48
2
0
2
47
14
61(100%
(77%)
(23%)
)
Mechanical Eng. Branch
Electrical Eng. Branch
Architecture Branch
Total
3
73
4.3
Data analysis of Part B: Standard deviation, mean and frequency of
methods used in project communication management in Specialist
Sector, JKR
Referring to Table 4.7, it is clearly shown, the methods currently used in
project communication management during design stage by the 5 branches in
Specialist Sector. Methods with frequency used of every time are considered as being
used at the moment by all the 5 branches. Whereby, frequency used of sometimes are
not considered as commonly used by the 5 branches. The frequency of used is
divided into 3 categories which are ―Every times‖, ―Sometimes‖ and ―Never‖.
Therefore the mean score for each category will be:
< 2.33 = Never
2.34 < Sometimes < 3.66
> 3.67 = Every times
Table 4.7: Standard deviation, mean score and frequency of methods used in
project communication management
METHODS USED IN
No.
PROJECT
COMMUNICATION
STD
Frequency
DEVIATION
of used
N
MEAN
61
3.2131
1.06638 Sometimes
3.1475
1.10809 Sometimes
3.3279
1.06021 Sometimes
3.3770
1.03544 Sometimes
MANAGEMENT
1.
COMMUNICATION PLANNING
Design team
WBS
gathers
Project Charter
stakeholders
61
communication
input using
Design team
Organization
identify
Chart
stakeholders by
Stakeholders‘
61
61
74
Responsibility
Relationship
Stakeholders communication
requirement are documented in a
3.1311
0.93942 Sometimes
61
Communication Matrix
2.
INFORMATION DISTRIBUTION
Methods of
Written
61
4.1475
0.70323 Every time
communication
Listening
61
4.0000
0.70711 Every time
between the
Speaking
61
4.0984
0.67589 Every time
design teams
Formal
61
3.8689
0.74107 Every time
Informal
61
3.8525
0.72655 Every time
Vertical up
61
3.8197
0.76394 Every time
Horizontal
61
3.8689
0.78476 Every time
4.3115
0.71974 Every time
3.4754
0.99342 Sometimes
4.0656
0.77177 Every time
4.3607
0.65911 Every time
4.1803
0.61936 Every time
3.2623
1.18183 Sometimes
4.3279
0.59781 Every time
System used to
Manual Filing
gather and
Systems
retrieved
Electronic
information by
Databases
the design team
Engineering
Drawings
Methods use to
Project
distribute
Meetings
information to
Hard-copy
stakeholders by
document
the design team:
Shared-access
electronic
61
61
61
61
61
61
databases
Electronic
Communication
3.
61
Update lessons learned
61
3.2623
0.87372 Sometimes
Input to Knowledge Mgt System
61
3.0820
0.95385 Sometimes
3.5082
0.80876 Sometimes
PERFORMANCE REPORTING
Design team
Table
collecting and
Reporting
61
75
distributing
Presentation
performance
Manual Filing
information
Sys
using:
Electronic
Databases
Status Review
Meeting
Monitor Time reporting system
record
Monitor Cost reporting system
record
4.
4.4
61
61
61
61
61
61
3.3279
0.88922 Sometimes
3.8689
0.84608 Every time
3.2459
1.10538 Sometimes
3.8033
0.77071 Every time
3.4426
0.74217 Sometimes
3.0000
0.94868 Sometimes
MANAGE STAKEHOLDER
Face-to-face meetings
61
4.0164
0.71861 Every time
Telephone calls
61
3.9016
0.78962 Every time
Electronic Mail
61
3.9016
0.83076 Every time
Action-item log
61
3.1148
0.85826 Sometimes
Data analysis of Part C: Factors that contribute to problems and
weaknesses in project communication management during design stage
in Specialist Sector
The purpose of questionnaire in Part C is to determine the factors that
contribute to problems and weaknesses in the implementation of project
communication management in Specialist Sector. The factors are group into 3
categories of people, process and technology. From these three variables (people,
process, technology) respondents feels that factor with regard to people has
contributed to the highest score for the problem and weakness to project
communication management. The value of mean score for all factors related to
people except lack of cooperation is more than 3.7 which exceed the high level.
range. The other two factors, which are process and technology, are at moderate
level. Table 4.8 has shown that the top three most important factors that contribute to
76
problems and weaknesses in project communication management during design stage
are lack of good communication skill which contribute the highest mean score of
4.49, followed by communication breakdown (4.15) and lack of knowledge in
Project Communication Management (4.03) as the third highest factor.
Under the process category, the organization‘s culture contribute the highest
mean score of 3.89, followed by inter-personnel conflict among the design team
members as second highest mean score of 3.26 and the third factor, that is the
inappropriate medium of communication as the main factors that contribute to
problems and weakness in implementing project communication management in
specialist sector.
For the last category, that is the technology, there is no choice to be
considered. Therefore from the survey it shows that inadequate facilities is the main
choice followed by outdated equipment that contribute to problems in implementing
project communication management in specialist sector.
On the other hand, for all categories, lack of good communication skill is still
the highest rank, followed by communication breakdown and lastly lack of
knowledge in Project Communication Management at the third rank. The ranking of
the other factors are as indicated in the table 4.12.
Table 4.8: Standard deviation, mean and ranking for factors that contribute to
problems and weaknesses in project communication management
No. Factors that
contribute to
Std.
problems and
Deviation
Group
Mean
N
2.75254
4.0136
61
1
HIGH
.63159
4.0328
61
3
HIGH
Ranking
Level
weaknesses
1.0
a.
PEOPLE
Lack of Knowledge
in Project
Communication
77
Management
b.
Staff Shortage
c.
Lack of cooperation
among the HODT
d.
1.01438
3.9344
61
4
HIGH
.95871
3.5410
61
5
MODERATE
.83404
3.9344
61
4
HIGH
.53613
4.4918
61
1
HIGH
.74913
4.1475
61
2
HIGH
2.58601
3.3729
61
2
MODERATE
1.00164
3.8852
61
1
HIGH
.87902
3.1639
61
4
MODERATE
.76394
3.1803
61
3
MODERATE
.85443
3.2623
61
2
MODERATE
2.02052
3.4345
61
3
MODERATE
1.16764
3.2623
61
2
MODERATE
1.02109
3.6066
61
1
MODERATE
Wrong interpretation
of the information
received
e.
Lack of Good
Communication Skill
f.
Communication
Breakdown
2.0
a.
PROCESS
Organization's
culture
b.
Stringent rules and
regulations as main
barrier in
implementing Project
Communication
Management
c.
The medium selected
is not appropriate
d.
Inter-personal
Conflict among the
design team members
3.0
a.
TECHNOLOGY
Outdated equipments
in the design office
b.
Inadequate facilities
in the design office
78
4.5
Data analysis of Part D: To determine the Quality level of project
communication information during design phase in Specialist Sector.
Part D of the questionnaire was done to determine the current quality level of
project communication information in the Specialist Sector during the design stage.
There are 7 criteria in order to measure the performance level of project
communication information.
All received and distributed information from the design office must comply
with those criteria which are related to accuracy, reliability, completeness, relevancy,
format, timeliness and availability of the information in order to have high quality
level of project communication information. The levels of those criteria are divided
into 3 classifications which are ―High‖, ―Moderate‖ and ―Low‖.
Referring to table 4.10, feedback from the respondents showed that the
quality level for all criteria is moderate. Therefore the current quality level of project
communication information in the Specialist Sector is MODERATE.
Table 4.9:
Standard Deviation, mean score and quality level of project
communication information
No.
Criteria for quality
information
Std.
Mean
N
Level
10.98663
3.0465
61
MODERATE
1.34510
3.3033
61
MODERATE
2.80748
3.1066
61
MODERATE
1.51838
2.6885
61
MODERATE
Deviation
PERFORMANCE
LEVEL OF PROJECT
COMMUNICATION
INFORMATION
1.
2.
3.
Accuracy of the
information
Reliability of the
information
Completeness of the
79
4.
information
Relevancy of the
information
1.39496
3.2049
61
MODERATE
5.
Format of the information
2.03749
3.2295
61
MODERATE
6.
Timeliness
3.52687
2.8443
61
MODERATE
7.
Availability -
0.88367
2.9508
61
MODERATE
4.6
Data analysis for Part E:
To have general opinion on importance/impact to the organization by
practising project communication management in specialist sector, JKR
The purpose of questionnaire in Part E was to have respondents‘ feedback on
the benefit and impact to the organization by practising Project Communication
Management. This information will assist management of JKR in making decision
with regard to project management system in JKR.
Table 4.10 has showed that the top three most important statements are
statement of communication affect organization performance; and effective
communication is necessary at every stage of project life cycle. Then, it is followed
by the statement of project communication has a large influence over the success of a
project. Other than that, respondents also agree that clear, accurate and timely
communication is critical to the success of any project.
Table 4.10: The impact of quality information to the organization
No. General Statement
1.
2.
Project communication has
a large influence over the
success of a project
Project communication has
a large influence over the
N
Std.
Deviation
Mean
Level
61
.71096
4.3770
HIGH
61
1.10191
3.9508
HIGH
80
3.
4.
5.
6.
7.
8.
9.
10.
4.7
failure of a project
Communication affects
performance of an
organization
Design work and
engineering drawings
always completed within
the allocated time
Qualities of deliverables
do not rely on the level of
communication
The higher the level the
better the relationship
Proper project
Communication planning
is important for the project
to finish in time
Clear, accurate and timely
communication is critical
to the success of any
project
Exchange and feedback
are key words in
describing communication
techniques.
Effective communication
is important during every
phase of the project life
cycle
61
.56636
4.5082
HIGH
61
.74144
2.9836
MODERATE
61
.96326
2.8525
MODERATE
61
.64359
3.9508
HIGH
61
.76466
4.3115
HIGH
61
.51268
4.3443
HIGH
61
.49644
4.2295
HIGH
61
.59230
4.4426
HIGH
Correlation Analysis: Relationships between Factors that Contribute to
Communication Problems and Dimensions of Information Quality
The correlation matrix in Table 4.11 displays correlations between the factors
that contribute to communication problems (independent variables) and dimensions
of information quality (dependent variables). The correlation coefficients indicate the
strength of the relationship between the variables.
A coefficient is considered
significant if the p-value is less than 0.05. From all the variables suggested, there are
81
only two independent variables that have a weak correlation with one independent
variable.
The result showed that communication breakdown and the medium
selected (independent variables) has weak relationship with the relevancy of
information (dependent variable). The coefficient of the relevancy of information and
communication breakdown and the relevancy of information and the medium
selected is 0.26 and 0.258 respectively..
Dimension
/Factors
contribute to
Intrinsic IQ
Contextual IQ
Variables
communicatio
n problems
the
the
of the
the
information
Accuracy of
1
information
Reliability of
.650
**
**
**
1
information
Completeness
.466 .638
**
**
1
information
Relevancy of
.540 .631 .579
**
1
Table 4.11: Relationship between variables
Quality
Inadequate facilities
Outdated equipments
Inter-personal Conflict
Stringent rules and
regulations
The medium selected
Good Communication
Skill
Communication
Breakdown
Organization's culture
Wrong interpretation
Accuracy of the
information
Reliability of the
information
Completeness of the
information
Relevancy of the
information
Timeliness of the
information
Format of the
information
have an access to
information
Lack of cooperation
82
83
Timeliness of
the
.496 .621 .670 .486
**
**
**
**
1
information
Representatio
Format of the
nal IQ
information
Accessibility
Availability -
**
Lack of
cooperation
Wrong
interpretation
**
**
**
**
1
.376 .506 .585 .733 .455 .528
**
IQ
People
.617 .717 .567 .591 .610
**
**
**
**
**
1
.029 .043
.002 .229
.091 .050
.160
1
.525
.007 .023
.086 **
.187 .095
.105 .169
1
Good
Communicati
.065 .146
.083 .033
.017 .122
.088
.010
.076
.174 .191
.260
.136
.011
.202 .231
*
.035
.057
.043
ons Skill
1
Communicati
on
Breakdown
Process
Organization'
s culture
1
.274
.031
.250 .169 .090
*
.096 .172 .048 .157
.026 .082
1
84
Stringent
rules and
regulations
The medium
selected
Inter-personal
Conflict
Technology
.356
.381
.203
.093 .057 .011 .229 **
.013 **
.015 .015
.110
.068
.311 .725
.005
.070 .258
.026 .013 .206 .228
*
**
.021
.019
.098 .193
*
.173 .209 .131 .004 .004 .182 .126 .184 .155
Inadequate
facilities
1
.341 .437
.112 .128
.144 .009 .062 .231 .188 .041 .095 .230 **
**
.097
.050
Outdated
equipments
1
.019
1
.282 .281
.183 .136
*
*
.050 .026
1
.297
.285
.703
.033
.170 .224
.184
.216 **
*
*
.057
.248 .088 .108 .040
.006 .032
1
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Relationship between
Relationship between
Independent variables
Dependent variables
Relationship between independent variables
and dependent variable
85
4.8
Conceptual Model of Effective Communication
PERFORM - Well
COMMUNICATION PLANNING
Detail stakeholders
communication input
·
Identification of stakeholders
·
Documented Communication
Matrix
·
PREPARE -To do well
Methods of
Communication
PROJECT
COMMUNICATION
MANAGEMENT
INFORMATION DISTRIBUTION
Effective methods of
communication
·
Systematic information
gathering and retrieval system
·
Right channel of information
distribution
·
Overcome the
Barriers
Project
Information
PERFORMANCE REPORTING
Collecting and distributing
performance information
·
Gathering and compiling of
performance report
·
·
·
MANAGE STAKEHOLDER
Use proper communication
methods
Practice Action-item log
OUTPUT
- Project
Information
PERFECT?
- STAKEHOLDERs
SATISFACTION
CHECKLIST/
AUDIT
SEND
IMPACT
TO
ORGANIZATION
PROGRESS
–
NO
Reduce Variability
PROCESS IMPROVEMENT
Figure 4.1: 4P’s Conceptual Model of Effective Communication in Specialist
Sector JKR
The 4P‘s Conceptual Model was chosen because it is the most recent model
and it measure targeted performance and reduce variability. The model has been
86
established and accepted by many companies and relevant in today‘s environment.
Due to that, the researcher used the model as a basic model with some modification
to suit JKR environment for the purpose of producing a conceptual effective
communication model.
The model starts with first P of PREPARE. In this stage the team members
must do preparation with the aim to do well in methods of communication, able to
overcome the barriers in project communication and high quality of project
information. The preparation in term of adequate and competent resources, good
facilities and conforms processes with regard to quality compliance such as ISO etc.
Then it moves to second P of PERFORM which is the tool to be used is the
project communication management (INPUT). In this stage the branch must perform
well in all the processes involved that is Communication Planning, Information
Distribution, Performance Reporting and Manage Stakeholder.
The third P is PERFECT? In this stage the target is stakeholders‘ satisfaction.
The output is the information send or received from the stakeholders. Does the
output satisfy the stakeholders? If YES send the output. Meanwhile the audit must be
done during this stage. The audit may be on the process, information or any other
matters. If there is any query (NO) than suggestion for improvement is suggested by
the team members. Then it will move to forth P of PROGRESS. Meanwhile the audit
must be done during this stage. The audit may be on the process, information or any
other matters. If there is any query (NO) than suggestion for improvement is
suggested by the team members. Then it will move to forth P of PROGRESS.
In the progress area, the suggestion for improvement will be progress back to
second P and the same steps will be repeated all over again. This is a continuous
process of improvement.
CHAPTER 5
CONCLUSION AND RECOMMENDATION
5.1
Introduction
This last chapter of the dissertation will tabulate all findings to achieve the
objectives of the study. It included the literature review and findings of the
questionnaire survey that has been carried out in chapter 4. A conclusion will be draft
to summarise the important findings and recommendations will be suggested to
improve project communication management during design phase in Specialist
Sector. Conclusively, the study has met all the three (3) objectives as stated earlier:
i.
Objective 1: To identify the current methods of communication during the
design phase in Specialist Sector in JKR Headquarters
ii.
Objective 2:
To identify the factors that contributes to problems and
weaknesses in communication during design phase due to JKR current
practices
iii.
Objective 3:
To investigate the existing level of project communication
performance during the design phase in Specialist Sector
5.2
Findings and Discussion
5.2.1
To Identify the Current Methods of Communication
Effective communication can be achieved by implementation of Project
Communication Management in Specialist Sector and is considered a key component
88
of any successful project. Other factors to be given consideration are the methods of
communication to be utilized during the project implementation. These are the
technologies or methods used to transfer information back and forth among project
entities. Different forms of communication need to be utilized for communicating
with different types of stakeholders and for different occasions. For example, during
a project team meeting it is appropriate to have a written agenda, and to conduct the
meeting verbally, but it is of utmost important to follow up with written minutes to
restate important points. On the other hand, purely written status may be sufficient
for management or the PMO (Project Management Office).
Project communication is a must and well known to all employees in JKR
because project implementation stages involve a lot of communication. However, no
studies were done to find out what are the current methods used for communication
during design stage in the Specialist Sector. As a finding from the survey, the current
method for specified strategies used are as shown in table 5.1.
5.2.1.1 Methods Used in Communication Planning
The finding showed that all of the design offices in the 5 branches do not
carry out
communication planning which involve gathering stakeholders
communication input, identifying stakeholders and preparing communication matrix.
As we know, preparing the project communication plan, can assists the project team
in identifying internal and external stakeholders needs and enhances communication
among all parties involved in the project.
5.2.1.2: Methods Used in Information Distribution
The finding showed that the methods of communication being used between
the designs teams in the process of information distribution are written, listening,
speaking, formal and informal report and vertical and horizontal communication
across the organization structure. In all the 5 branches, manual filing systems and
89
engineering drawings are the methods used in gathering and retrieving information
for the need of stakeholders. Project meetings, hard-copy documents and electronic
communication are the methods used by all the 5 branches to distribute information
to stakeholders. Updated lesson learned knowledge base and knowledge management
system are still not being practise in the design office of Specialist Sector.
5.2.1.3 Methods used in Performance Reporting
The finding also indicate that the methods of performance reporting being
used between the designs teams in collecting and distributing information are by
manual filing system and status review meeting. There are other methods such as
table reporting, presentation and electronic databases which are seldom used by the
design office.
The survey feedback gives us the insight that respondents from the design
office do not always monitor time and cost reporting system record. Finding from
Part E, question E33, on the feedback from respondents confirms this facts, with only
24.6 % agrees with the statement of design work and engineering drawings always
completed within the allocated time. In the design office, design work (design
calculation) and engineering drawings (tender and construction drawings) are the
deliverables of every branch in the Specialist Sector. Late delivery of outputs will
affect the overall progress of projects life cycle.
5.2.1.4 Methods Used in Manage Stakeholder
Communication with stakeholders from start to the finish of a project is
essential to all project management. The finding showed that the methods being used
by the designs teams to communicate with stakeholders are using face-to-face
meetings, telephone calls and electronic mail. Not all the 5 branches addressed
action-item log, in order to maintain good, constructive working relationship among
various stakeholders including the team members.
90
5.2.2
To Identify the Factors that Contributes to Problems and Weaknesses in
The research has successfully determined the factors that contribute to
problems and weaknesses in implementing project communication management in
JKR. The three highest ranking of important factors suggested are in accordance to
factors of the causes which are lack of good communication skill in managing
stakeholders, followed by poorly explained or misunderstood message contribute to
miscommunication and lastly lack of knowledge in project communication
management.
The project manager is the spokesperson for the project. Therefore he must
have basic ccommunication skills such as listening, verbal and nonverbal,
information seeking, leadership skills, negotiation, problem solving and decision
making skill. These communications skills will be able to remove the communication
barrier in the communication process.
The second highest factor is miscommunication. Miscommunication happens
when one side do not provide enough information to the project team, or we
misinterpret the real meaning of their information/messages. In either case, it ends up
with a different understanding than what is intended. The misinterpretation is usually
because of the noise factors. The noise factors exist in every communication medium
and distract the receiver from getting the right information. In design office, such
situation comes into picture when details in the drawing are not sufficient enough for
other designer to proceed with their work. Sometimes in most situations, assumptions
are made as a solution to the problem. It happened especially when the target date for
delivering output is getting closer. One of the methods used to distribute information
gathered from the finding of Part B was by email. Type-base communication for email is asynchronous communication. Asynchronous communication is when people
do not communicate in real-time and does not allow for immediate feedback
91
response. In this case, our mind have to interpret what the other person is saying
based upon their typed words alone.
Although
miscommunication
is
very
common
for
typed-based
communication, it can also occur in any type of communication too. Other than that,
confusion can also arise from errors in encoding and decoding the message
especially if the decoder does not have enough knowledge to understand the
message. In JKR this is usually happened to new officers who do not have enough
exposure on their job.
The third highest factor is lack of knowledge in project communication
management. The communication management is important to the project for the
following reasons:
1.
To set the project objectives and expectations:
One of the key project success factors is to have a well defined, understood,
clear and measurable project objectives communicated to stakeholders. Continuous
effort is required to mange the expectations of these stakeholders. Therefore
communication between project personnel and stakeholders is paramount to project
success. Without it, the project will meander off course eventually wasting time and
resources.
2.
Build trust and relationship
There must be trust, harmony and understanding between the stakeholders
and the project personnel. A project without trust and close relationship between the
stakeholder and the project team member is most likely to fail. Issues will not be
escalated quickly for resolution, coordination and critical information will not be
provided to relevant parties on timely manner, and common project objectives and
expectation will not be agreed.
92
3.
Team Building and performance management:
Communication affects performance. Effective communication is required to
ensure high team performance. Successful project manager typically have good
communication skills which include being able to effectively present the issues,
listen and act on feedback; and foster harmony among team members.
4.
Ensure on time payment
Effective communication with various departments of the client is important
to ensure the prompt project payments. Many large organizations have legitimate
reasons for delaying payment. Often, information must be collected, verified and
submitted to the various departments within the client‘s organization to authorize
payment before an accounts payable person can prepare a cheque. A good project
manager will work within the clients system to speed up their payment process by
providing all the information they need at once.
5.
To get information for documentation to benefit future projects.
Information and documentations of the project must be available and stored
properly and systematically. It can be used for:
a.
Reuse effective techniques
If a document template is being used in the past, reuse the same
template can save time and spare mistakes. Identifying and documenting
successful strategies, techniques, shortcuts, and checklists can also help future
project teams build on a history of positive results.
93
b.
Employ templates for similar projects
Although every project is unique, many projects share tasks,
resources, cost profiles, and potential risks. If your projects share historical
similarities, well-designed documents created for past projects can be reused
as time-saving templates. By having reliable data as a foundation, a template
for a common project management form or a budget spreadsheet with
estimated values based on past projects can help kick-start your next project.
c.
Develop better estimates based on past experience
Many project teams face tough schedules, budgets, and goals, but
teams on even the smallest of projects struggle with the unceasing optimism
of those who estimate the project resources that will be required. There is no
better support for the rationale of your project resource plan than data about
the resource use of similar past projects.
d.
Educate project managers and team members
Project management grows more popular every year, so organizations
continually require more project managers and more project-savvy workers.
The history of past projects is a great resource for teaching people how to
manage projects and work in a project environment.
e.
Learn from past mistakes
There's usually nothing wrong with making mistakes as long as you
learn from them. Sweeping mistakes under the rug is a mistake — you've
already paid tuition in the form of the costs incurred by those mistakes, but
you haven't learned anything from them! Acknowledging mistakes, analyzing
their causes, and identifying ways to prevent them in the future are a far more
beneficial approach.
94
5.2.3 To
Investigate
the
Existing
Level
of
Project
Communication
Performance
Performance level of project communication is greatly depending on the
quality of the information. Quality information is often defined as the fitness for use
of the information provided.
It is very important to produce high quality and attractive documents so as to
promote a good image of one‘s organisation. A high quality and attractive document
would make the stakeholders think that the organisation does care about them. It is
also pleasing to the eye and to the mind, to receive information that's easy to
understand and looks well presented.
Finding of the survey has showed that all branches in Specialist Sector have
the performance level of project communication information at the moderate level.
The finding showed the difference of mean score of information quality dimension.
The values for intrinsic IQ, Representational IQ and Accessibility IQ (2.92, 1.29 and
0.71 respectively) are not far from the high level range of mean score. Anyway for
contextual IQ, the difference of mean score value is very obvious (6.12). This
contextual IQ is a very important element for stakeholders‘ satisfaction as it relates to
completeness, relevancy and timeliness of the information needed.
There is an expression "GIGO" used in reference to information and data;
which is short for "Garbage In; Garbage Out". Not only does inaccurate data lead to
inaccurate conclusions; but if there are two or more data factors involved (for
example, chemical analysis and proportional analysis), the inaccuracies of any
measurement will multiply. Small inaccuracies in measurement can lead to large
inaccuracies in conclusion
95
5.2.4
Opinion on the Benefit and Impact to the Organization
The mean scores in Table 4.15 indicates that the respondents were in the least
agreement with the statement that qualities of deliverables do not rely on the level of
communication (the mean score of 2.85) and design work and engineering drawings
always completed within the allocated time (the mean score of 2.98).
In contrast, the respondents expressed the greatest agreement with the
statement that communication affects performance of an organization (the mean
score of 4.51), effective communication is important during every phase of the
project life cycle (the mean score of 4.44) and project communication has a large
influence over the success of a project (the mean score of 4.38). ) It was found that
the respondents were moderately agreed with the statement that clear, accurate and
timely communication is critical to the success of any project (the mean score of
4.34), proper project communication planning is important for the project to finish in
time (the mean score of 4.31) and exchange and feedback are key words in
describing communication techniques (the mean score of 4.23).
5.3
Conclusion
In this capstone project we examined the factors associated with project
communication performance in JKR. Those factors are related to methods of
communication in all processes in project communication management, the barriers
in practicing project communication and the quality level of project communication
information. As a whole, it can be concluded that the level of project communication
performance is moderate. This conclusion is made based on these findings:
Firstly, the study on methods used in project communication management is
not fully practiced by all branches in Specialist Sector. In order for JKR to achieve
it‘s mission to be a world class service provider in project management, it should
excelled in project management. As JKR has adopted Project Management book of
96
knowledge as its reference for good practice, then it should practice all the nine
knowledge area as suggested in the book. One of it is project communication
management.
Secondly, there are many factors that act as barriers to effective project
management. The main factors are mainly from people. The top most barriers are
lack of good communication skill, miscommunication and lack of knowledge in
project communication management. All these factors will deteriorate the project
communication performance level if necessary steps are not being taken
immediately.
Thirdly, the quality levels of project communication information for all
information quality dimensions are medium. As we know, the quality level affects
project communication performance as well as stakeholders‘ satisfaction.
Information is essential to all stakeholders or a team member because it will be
assimilating information about the project from variety of sources. The stakeholder
can make important decision by using the information they have received. The result
of this study shows that management must decide on ways to improvement the
quality of project communication information.
Lastly, most of respondents have agreed that communication affects
performance of an organization and effective communication is necessary in every
stage of project life cycle. The awareness of the respondents on how importance is
project communication management in their routine work showed that it‘s high time
for the management to implement project communication management seriously.
For this purpose the model for effective project communication can be used in the
Tenth Malaysian‘s Plan projects implementation.
97
5.4
Recommendation
Based on the aforementioned discussion, the researcher wish to propose some
recommendations that is suitable for JKR in order to achieve the effective project
communication objective.
5.4.1
Recommendation to the Organization
From the findings of the study, it has shown that the level of project
communication performance is moderate. Therefore, several recommendations as
outline below may be considered by the management in order to improve the project
communication performance:
i.
PROKOM should perform a continuous awareness programs on
project communication management to all sectors and JKR states.
This will include all level of staffs. PROKOM can take this
opportunity to explain the processes in project communication
management in detail.
ii.
A well planned development and implementation stage must be
established by the management in order to ascertain that the project
communication management is a compulsory tool in all project life
cycle.
iii.
Project Management Office must have competent staffs to handle
project communication information. The competency of the staffs can
be achieved through continuous learning process.
iv.
The management must provide advance information, communication
technology (ICT) to be at par with other organizations. In this way the
management can develop sophisticated information system based on a
real time basis.
98
v.
The management should instill an organization culture on Knowledge
Management. Knowledge Management System (KM System) refers
to a (generally IT based) system for managing knowledge in
organizations in order to support creation, capture, storage and
dissemination of information. The idea of a KM system is to enable
employees to easily access the organization's documentation base of
facts, sources of information and solutions.
vi.
The three contributors of barrier to effective project communication
(People, Process and Technology) must be resolved immediately by
the management. Continuous learning process in the appropriate area
should be scheduled to all staffs of JKR.
5.4.2
Recommendation for further study
.
Further research is needed to examine and evaluate the application of the
conceptual model in the context of project management across different stages and
levels of project execution. In broader area it can be related to internal and external
stakeholders of JKR. In this case, the main issue is to examine how the conceptual
model will function as planning tools, preferably by real-life testing. The researcher
is unable to do the real-life testing due to the time constraint and current situation
where no new project is available at the moment. As we are coming to the end of the
Ninth Malaysian Plan, next year will be the best time to carry out the real-life testing
as it will be the beginning of the Tenth Malaysian Plan.
Further research is needed to test how the model can be applied to other types
of projects, apart from construction with different sets of stakeholders.
99
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104
APPENDIX A
FACTORS ASSOCIATED WITH COMMUNICATION PERFORMANCE IN JKR
Part A: Respondent Background
(Please tick (√) the related box)
A1a.
Gender:
1. Male
2. Female
A1b. Race:
Malay
Chinese
Indian
A2.
A3.
A4.
A5.
Others
Name of branch:
1.
Civil, Structure and Bridge Engineering Branch
2.
Mechanical Engineering Branch
3.
Electrical Engineering Branch
4.
Architecture Branch
5.
Road and Geotechnical Engineering Branch
Working experience in the Design office:
1.
None
2.
Less than 2 years
3.
2 to 5 years
4.
5 to 10 years
5.
10 to 20 years
6.
20+ years
Designation:
1.
Assistant Director
J41
2.
Assistant Director
J44
3.
Senior Assistant Director
J48
4.
Chief Assistant Director
J52
5.
Senior Chief Assistant Director
J54
Do you know what project communication management is? 1. YES
2. NO
105
Part B: Methods and Strategies used in project communication during Design Phase
This section aims to determine methods and strategies currently used in project communication during
Design Phase in the specialist sector.
Please use the scale below to rate the degree of consent of the following statement based on your
experience.
*(Please circle your answer)
Never
1
No
B6
B7
B8
B9
Almost never
2
Sometimes
Almost Every time
3
4
5
METHODS AND STRATEGIES CURRENTLY USED BY THE
DESIGN TEAM (HODT) IN PROJECT COMMUNICATION
DURING DESIGN PROCESS
Frequency of
use
COMMUNICATIONS PLANNING – The process of determining the information and
communications needs of project stakeholders
Design team gathers stakeholders a. Work breakdown Structures (WBS)
1 2 3 4 5
(other design teams and HOPT)
communication inputs using:
b. Project Charter
1 2 3 4 5
Design Team identify
stakeholders (other design teams
and HOPT) by:
a. Stakeholders‘ Organization Charts
b. Stakeholders‘ responsibility
relationship
1
2
3
4
5
1
2
3
4
5
The stakeholder communications requirements are documented in a
Communication matrix. (Communication matrix is a tool used to track
1 2 3 4
project performance by project component and WBS element)
INFORMATION DISTRIBUTION – Making needed information available to project
stakeholders in a timely manner.
Methods of communication
between the design teams are:
a. Written
b. Listening
c. Speaking
d. Formal ( reports, briefing)
e. Informal (memos, ad hoc
conversations)
f. Vertical (up and down the
organization)
g. Horizontal (with peers)
B10
Every time
Information Gathering and
Retrieval Systems by the design
teams are using:
a. Manual filing systems
b. Electronic databases
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
c. Engineering drawings
106
B11
Methods of Information
Distribution by design teams are
done through:
a. Project meetings
b. Hard-copy document
c. Shared-access electronic databases.
B12
B13
B14
B15
Design team collecting and
distributing information using
Information Presentation Tools
(Software packages) such as:
Gathering and Compilation of
Performance Information by the
design team are using:
a. Table reporting
b. Presentations
a. Manual filing systems
b. Electronic databases
B16
B17
Design team monitor cost reporting systems record.
B19
2
3
4
5
1
2
3
4
5
1
2
3
4
5
d. Electronic communication such as e1 2 3 4 5
mail, fax, voice mail and telephone
Design team implement Lessons
a. Update of the lessons learned
1 2 3 4 5
Learned Process by :
knowledge base
b. Input to knowledge management
1 2 3 4 5
system
PERFORMANCE REPORTING – Collecting and distributing performance information.
Status Review Meeting is a regularly scheduled event to exchange
information about the project by the design team.
Design team monitor time reporting systems record.
B18
1
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
MANAGE STAKEHOLDERS – Managing communications to satisfy the requirements of
and resolve issues with
project stakeholders
Communications Methods used
a. Face-to-face meetings
1 2 3 4 5
by the design team to
communicate with stakeholders
b. Telephone calls
1 2 3 4 5
are:
c. Electronic Mail
1 2 3 4 5
Issue Logs (Action-item log) are usually addressed in order to maintain
good, constructive working relationship among various stakeholders
including team members
1
2
3
4
5
107
Part C: The factors that contributes to problems and weaknesses in project communication
management
This section aims to identify the factors that contributes to problems and weakness in project
communication due to JKR current practice in the design process during the design phase in Specialist
Sector in JKR Headquarters
experience.
Strongly disagree
1
No
C20
Disagree
Neither agree or disagree
2
3
Agree
Strongly agree
4
FACTORS THAT CONTRIBUTES TO PROBLEMS AND
WEAKNESS IN PROJECT COMMUNICATION
People
a. Lack of knowledge in design team members will
contribute to problem in implementing project
communications management
b. Staff shortage is the main problem in implementing
project communication management in specialist branch.
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
d. Inter-personal conflicts between the sender and receiver
create conflict between design teams in specialist branch.
1
2
3
4
5
a. Most of the equipments provided by the organization in
specialist branch are outdated equipments.
1
2
3
4
5
1
2
3
4
5
d. Wrong interpretation of the available information by the
design team effect the accuracy of the information reporting
to stakeholder
e. Good communication skill is essential in managing
stakeholders.
f. The use of difficult or inappropriate words/ poorly
explained or misunderstood messages contribute to
communication breakdown.
Process
a. Organization's culture to adapt changes in design team
branch is the biggest barrier for effective communication
b. Design team has stringent rules and regulations that
hinder them for immediate implementation of project
communication management.
c. The medium selected in promoting project communication
management is inappropriate for the design team to buy in.
C22
Technology
Level of
Agreement
1
c. Project communication management is not a popular tool
because of lack of co-operation among the design team.
C21
5
b. Facilities in specialist branch are Inadequate for the
design team to have an opportunity of growth and
improvement for better project communication.
108
Part D: The level of project communication information performance in Specialist Sector in
JKR
This section aims to investigate the level of project communication information performance in the
design process during the design phase in Specialist Sector in JKR Headquarters
experience.
Poor
Fair
1
No
D23
D24
D25
D26
D27
D28
D29
Good
2
Very Good
3
Excellent
4
5
THE QUALITY OF PROJECT COMMUNICATION
INFORMATION DURING DESIGN STAGE
Accuracy of the information in
project communication
management in conjunction with:
a. Fulfil its purpose
Reliability of the information
distributed by the design team in
term of :
a. Un-biased
b. Properly inform the intended user
b. Clear
c. Information given within the
expected time
d. Information received within the
allocated time
Completeness of the information
a. Encompasses all that the user
received from other design team
requires for a particular purpose
which:
b. No changes to the information
given
Availability of the information whereby design team have an access to
the information needed.
Relevancy of the information to
a. Suit short or long-term purpose.
the design team in term of:
b. To needs or requirements of
designer
Format of the information by the
a. Understandable to its user(s)
design team in term of:
b. Well formatted presentation
Timeliness of the information
given by design team to other
design teams in term of:
c. Organizing, labelling and
properly structuring information
a. Reach the decision makers and
give them ample time to consider it.
b. Information given within the
expected time
c. Using the right channel of
communication
d. Information received within the
allocated time
Level of
Performance
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
109
Part E: The impact to design process due to project communication information performance in
Specialist Sector in JKR
This section aims to identify the impact toward the design work that relate to project communication
information in the design process during the design phase in Specialist Sector in JKR Headquarters
experience.
Strongly disagree
1
Disagree
2
Neither agree or disagree
Agree
3
Strongly agree
4
5
No
THE IMPACT TO DESIGN PROCESS DUE TO
PROJECT COMMUNICATION INFORMATION
PERFORMANCE
E30
Project communication has a large influence over the success of a
project.
1
2
3
4
5
E31
Project communication has a large influence over the failure of a
project.
1
2
3
4
5
E32
Communication affects performance of an organization
1
2
3
4
5
E33
In current situation, design work and engineering drawings always
completed within the allocated time.
1
2
3
4
5
E34
Qualities of deliverables do not rely on the level of communication
information performance.
1
2
3
4
5
E35
The higher the level of project communication information
performance, the better the relationship between stakeholders and
project team
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
E37
Proper project communication planning and early monitoring of the
project progress by the project team leader is important for the
project to finish in time and within budget.
E38
Clear, accurate and timely communication is critical to the success of
any project, as miscommunication can result in increased project
risk.
E39
Exchange and feedback are key words in describing communication
techniques.
E40
Effective communication is important during every phase of the
project life cycle.
THANK YOU FOR YOUR COOPERATION
Level of Agreement

UNIVERSITI TEKNOLOGI MALAYSIA √

Transcription

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