The practice of time management on construction project

• Main Authors: Lok, Siew Chin, Abdul Hamid, Abdul Rahim
• Format: Conference or Workshop Item
• Published: 2015
• Subjects: TA Engineering (General). Civil engineering (General)
• Online Access: http://eprints.utm.my/id/eprint/63416/; http://eacef5.petra.ac.id/
• Institution: Universiti Teknologi Malaysia

The Malaysian construction industry plays a vital role in the country development. CIOB in 2008 [1] has indicated that the quality of time-management on construction projects is generally poor. Therefore, an effective time management for the construction project is important in managing risk of the delayed completion project. The aim of this project is to examine the practice of time management on construction project. The objectives of this study are to assess the respondents’ participation in the planning of construction works, to investigate how progress records are kept and to identify the process of monitoring the progress of work on the construction industry. To achieve these objectives, there were thirty questionnaire sets distributed to the respondents. From the findings, the project manager has the highest percentage in both drafting a planning method statement and project planning meetings. Most of the respondents had their experience of the sequence was planned as a result of a discussion and written method statement, the activity durations being calculated in whole or in part, the price was allocated in separate documents with contingency, date constraints were used constraint the performance to the dates given in the contract documents and float constraints were used to control critically. As for the progress reports, the majority prefer to keep the records on the paper but were immediately input into the database. Most of them had the experience of additional work related to labour allocation. When it came to relating the resource used to the work done and in which location, it was the experience of majority respondents identified task on schedule for both labour and plant and equipment records. The respondents preferred to report the progress in meeting or correspondence and the schedules were updated monthly. Lastly, most of them have corrected the logic to conform to progress achieved to deal with consequences of out of sequence work.