March 2012 till Present

Planning Manager

Mass Rapid Transit Corporation Sdn. Bhd.

Klang Valley Mass Rapid Transit Project: Sungai Buloh – Kajang Line

·         51 km length consists of elevated and underground sections.

a.       Elevated north bound is 21 km length having 12 stations and 1 depot.

b.       Underground is 9.5 km length having 7 stations.

c.        Elevated south bound is 20.5 km length having 12 stations and 1 depot.

d.       Total numbers of work packages are 85.

e.        Total cost is approximately RM23 billion.

Scope of Work

·         Baseline programme that is identified as Detailed Project Schedule (DPS) was prepared by Project Delivery Partner i.e. MMC Gamuda KVMRT (PDP) Sdn. Bhd. I review the DPS (elevated civil & structural and system programmes) on work sequences, activity relationships, activity durations & productions rate and float requirement to ensure the programme is reliable and able to use to track the progress at site.

·         During the construction period, I review the updated programme based on intermittent milestone that were listed in the DPS and prepare report for Project Director on shortfalls and slippage/delays encounter by PDP to meet the programme on time.

·         To do critical path analysis and calculate the slippage/delays caused by the late commencement of the critical activities and highlight to Project Director and Project Managers for them to take necessary action with PDP and Work Package Contractors.

·         To prepare weekly report on progress vs. programme for submission to Chief Executive Officer.

·         Attend Work Package Contractors’ baseline schedule review meeting and highlight the shortcoming to PDP.

Aug 2009 till February 2012

Planning Engineer

Taeyoung Engineering & Construction

Royal City Seasons Hotel, Abu Dhabi

·         Royal City Seasons Hotel, Abu Dhabi is an 18 storey 5 star hotel (building area 1,590 sqm, built-up area 40,950 sqm, 355 guest rooms) with 24 months construction period. The overall construction cost is estimated at UAE Dh.323.9 million.

·         Continuously support the project team from March 2012 up to November 2013 to prepare weekly report, bi-weekly report, delay analysis and application for extension of time.

Scope of Work

·         Prepare baseline programme, 2 weeks look ahead schedule, 3 months look ahead schedule.

·         Prepare recovery programme by rearranging the work sequence to mitigate the slippage and to ensure the finish date is met as per contract completion date.

·         Prepare bi-weekly and monthly reports for submission to Consultant.

·         Prepare delay analysis report and apply for extension of time (EOT).

·         Upon approval of EOT, prepare revise baseline programme by incorporating new contract completion date.

·         The baseline programme and revise baseline programme are loaded with resources and cost. Based on the data extracted from the schedule; manpower table, cash flow using budgeted cost and s-curve will be generated for monitoring purposes.

·         Prepare engineering & procurement schedule and monitor the progress on weekly basis.

·         Detail working programme (floor by floor and trade by trade) to monitor site progress will be prepared and shared with sub-contractors to ensure bi-weekly and monthly target are met and the project is on track.

Apart from the above scope from time to time together with tender team I prepare tender programme for the below projects:

1.      Construction of tanks and booster station, installation of transmission pipelines (Salalah desalination plant) in Sultanate of Oman. Pipeline length 106.9 km. Total reservoir capacity 260,200.00 m³. Proposed construction period is 24 months.

2.      Sunrise Towers, Sana’a Yemen:

·         Phase 1 consists of Tower A (2 podiums, ground floor, 14 upper floors, penthouse), administration building, external and landscaping works

·         Phase 2 consists of Tower B (2 podiums, ground floor, 14 upper floors, penthouse), Tower C (5 podiums, ground floor, 14 upper floors, penthouse), Tower D (5 podiums, ground floor, 14 upper floors, penthouse), festival building, mosque, ancillary buildings and external works.

·         Estimated construction cost is USD 189 million and proposed construction period is 30 months.

3.      Abu Dhabi Food Control Authority, HQ

·         Main building consists of Podium (4 storey), Tower A (23 storey) and Tower B (23 storey). Proposed construction period is 24 months.

·         Car park building 5 storey and link to main building through link bridge.. Proposed construction period is 18 months.

·         Estimated construction cost is Dh.347 million.

4.      Oasis Hospital, Al Ain, Abu Dhabi

·         Construction of new hospital consists of basement, ground floor entrance with a feature entrance canopy & atrium and 4 levels of hospital floor area.

·         Estimated construction cost is Dh. 359 million and proposed construction period is 18 months.

5.      Bloom Central, Mixed Used Development, Abu Dhabi

a.       Construction of mixed used development consists of 5 star hotel, hotel executive, apartments, residential flat and offices as well as hotel/furnished apartment facilities. The built-up area is approximately 104,322 sqm which comprises of 5 basements, ground floor, mezzanine floor, 25 upper floors and 2 roof floors.

b.      Estimated construction cost is Dh. 585 million and proposed construction period is 30 months.

Nov 2006 till April 2009

Senior Scheduler / Cost Engineer Analyst

Intel Technology Sdn. Bhd.

KM1/2 and KM5 Q2’08 ATM PB 08 (Apr 2008 till Apr 2009).

The project was initiated to meet production demand and to improve services for new production equipment that was estimated at USD 312,000.00 (KM1/2 is USD214,000.00 and for KM5 is USD98,000.00).

Fund request from Intel management was initiated to secure the funding i.e. 25% funding approval for design development and 75% funding approval before award the contract to general contractor.

Budget estimate review was conducted between Project Manager, Engineer, Cost Engineer Analyst and Quantity Surveyor to fine tune and finalise the estimate. Cost saving opportunities were identified during the discussion and were communicated to Intel management in fund request meeting.

Upon reviewing the proposal and thorough discussion with team members, Intel management has approved USD312,000.00 to execute the progressive build project in order to meet the production demand by factory.

The funds became available and project was successfully awarded to Atea Environmental Technology (M) Sdn Bhd to execute the work.

A9T9 in Ho Chi Minh City, Vietnam (Sept 2007 till Mar 2008).

·         A9T9 consists of ATM Building 500k sf (USD72.9 million), GPB 226k sf (USD25.2 million), CUB 230k sf (USD21.8 million), IW 79k sf (USD6.9 million), Sitework (USD14.1 million) and 10kV Main Intake Substation (USD0.4 million). Total construction cost is USD141.3 million.

·         The contractors are Vinata (Vina Construction JV Taisei) for General Purpose Building & Integrated Warehouse with construction period 15 months and Samsung for Assembly Test Manufacturing & Central Utility Building with construction period 18 months.

Scope of Work

Vinata GPB-IW:As of September 2007, baseline schedule review was still in progress. I check on activities sequence, logic, activity calendar, work breakdown structure and contractual milestones date. While checking the baseline schedule, I found out Vinata had not included security system in the schedule.  I escalate to Intel Project Team and sent a mail to Vinata requesting them to include system in baseline schedule.

The baseline schedule was forwarded to Chief Scheduler and Regional Scheduler for review and comments. In order to approve the baseline schedule, I request for guideline from Chief Scheduler and Regional Scheduler. Based on the guideline, I finalize and approve GPB-IW baseline schedule on 12-Oct-07.

Upon completion of baseline schedule, I guide Vinata scheduler to prepare manpower loading based on trades for monthly monitoring purposes. Together with manpower loading, s-curves for weekly monitoring were generated to track the progress. In order to get correct progress I guide Vinata scheduler to update the schedule using earned value method.

Also to ensure that the weekly progress reported by Vinata was correct, I initiate the schedule validation process. In this process Vinata submitted the preliminary updated schedule to Intel on Wednesday and Intel PMs were required to check and validate the progress. This has been a very useful method for Intel to check the progress at the site. Upon validation Intel PM will forward the schedule to Vinata to prepare weekly schedule report.

As of 4-Dec-07 Vinata was -81 days behind schedule. A9 PCM has requested me to work along with Vinata scheduler to prepare recovery schedule.  I led scheduler through out the recovery schedule preparation and checked on activities sequence, logic, lead time, activity calendar and added more construction activities which were missed during baseline schedule preparation.

As of 14-Dec-08 initial review on recovery schedule was completed. Once Intel Project Team approved the changes made in recovery schedule, I work with Vinata scheduler to prepare recovery manpower and s-curve.

Samsung ATM-CUB-SITE:Samsung was appointed as a GC#2 on 23-Nov-07 to construct ATM, CUB and Site works. Samsung submits scheduling plan to Intel on 8-Dec-07. I review the scheduling plan and feedbacks was given to PM based on Division 1 Section 01306 (Planning and Scheduling of the Works). Samsung revised and resubmitted the scheduling plan to Intel on 24-Dec-07. Upon final review the scheduling plan was agreed and accepted by Project Team.

As for baseline schedule, discussion on scheduling requirement and manpower loading was held on 14-Dec-07 between PCM, PM, I and Samsung. Again on 18-Dec-07 discussion on work sequence and durations allocated for each activity was reviewed and commented to Samsung.

Finally Samsung officially submits baseline schedule on 27-Dec-07. The schedule was reviewed, commented and forwarded to Samsung on 3-Jan-08 for further improvement in order to close the open end activities, link the activities with proper relationships, work sequences and total floats.

Review man loader submitted by Samsung on 1-Jan-08 and requests to include more trades for architectural, MEP and external works. On 8-Jan-08 remind Samsung to expedite baseline schedule submission based on comments given on 3-Jan-08. On 11-Jan-08 write mail to Samsung and remind them to keep the contractual milestones as per contract agreement and should not change without any notice to Intel. Also any delay incurred by late construction license issuance must be recorded as delay in commencement date and captured in P3 schedule.

Samsung submit baseline schedule and man loader to Intel on 12-Jan-08. Schedule was reviewed and feedback was given to PCM and CM on 15-Jan-08 regarding contractual milestone date changes in ATM, CUB and Site Works (total of 28 milestones date have changed from Intel requested date i.e. 15 in ATM, 10 in CUB and 3 in Site Works).

On 21-Jan-08 Samsung resubmit baseline schedule based on new contractual milestones date for CUB as agreed by CM. After review the schedule final feedback was given to Samsung for them to fix milestone float, relationship and activity description.

Finally, the baseline schedule and man loader was approved on 30-Jan-08. Upon approval I guide Samsung to submit weekly updated schedule for Intel project team validation on every Wednesday prior to Weekly Schedule Review Meeting on Wednesday from 12:00pm to 1:00pm.

This is to ensure all the progress updated in the schedule are checked and confirm by Intel PMs’ and highlight any discrepancies in the update to Samsung before we agree with weekly site progress in Weekly Schedule Review Meeting.

Also guide Samsung on how to prepare s-curve for weekly progress updating purposes and to check performance against schedule on contractor’s performance at site.

KM5/6 in Kulim (Nov 2006 till Aug 2007).

·         KM56 consists of ATM Building 255k sf (USD49.4 million), GPB 295k sf (USD23.9 million), CUB 107k sf (USD21.8 million) and Sitework (USD6.3 million). Total construction cost is USD101.4 million.

·         The contractor is M+W Zander with construction period 19 months.

Scope of Work

On November 2006 contractor was behind schedule almost -34 days. Intel Regional Scheduler raised a concern to MWZ about delay and requested the contractor to prepare a recovery schedule to mitigate the delay. I as the Intel project scheduler worked closely with MWZ scheduler to revise the schedule, by checking activities sequence, logic, productivity rate and number of gangs required to complete the work at site.

Once the recovery schedule was finalized, MWZ submitted detailed manpower loading as per work packages. Based on earned value method, I check manpower allocation against quantity of work needed to be completed for each week. This was to ensure MWZ allocated enough workers to expedite the work and to catch-up the delay. After a few discussions, manpower loading for recovery schedule was finalized and I monitor actual against planned workers on daily basis and distributed the data to Intel Project Team.This has helped them to study manpower pattern on daily basis and highlight to MWZ to increase manpower at site if actual workers is lower than planned.

To micro-manage MWZ’s performance; Intel Project Team requested 10 critical milestones from the recovery schedule to ensure MWZ completes its work within the week. I was fully accountable for selecting the critical project milestones and for discussing them with CM to finalize and publish the milestones in his weekly report. This has helped Intel Project Team to monitor progress at site on weekly basis and to identify the cause for delay.

Through daily manpower monitoring, schedule micro management and discussion in weekly schedule review meeting on issues at site, KM56 was completed on 20-Aug-07 i.e. 4 days ahead of contractual completion date of 24-Aug-07 and 120 days ahead of POR schedule date of 15-Jan-08. Construction Achievement Award and Division Recognition Award were awarded for timely completion of KM56, within scope and within budget.

Apr 2003 till Oct 2006

Senior Project Planner

Bina Schedulers Sdn. Bhd.

Lot C - 61 storey Mixed Development for KLCC (Jan 2005 till Oct 2006).

·         Lot C mixed development consists of 4 storey basement car parks, 6 storey shopping malls, 31 storey offices and 30 storey service apartments. The building to be constructed on 1.063 acres land adjacent to Petronas Twin Tower.

·         Develop design and construction schedule based on inputs furnished by Development Team i.e. Project Manager, Architectural Design Manager, C&S Manager, M&E Manager and QS. The allocated design period is 24 months and construction period is 36 months. On overall the total time frame from design to construction is 48 months.

·         Upon submission and discussion with Development Team, the schedule will further revise to suit the construction method as finalised by higher management.

KL Convention Center and Traders Hotel (Nov 2004 till Oct 2006).

·         The convention centre consists of 4 areas (west wing, east wing, centre core and plenary hall) with 7 levels (basement 2, basement 1, ground floor, 1^st floor, 2^nd floor, 3^rd floor and 4^th floor). The construction period is 131 weeks with the cost of RM550 million. Whereas the convention hotel is a 37 storey 3 star hotel with 21 months construction period. The overall cost for hotel is RM200 million.

·         Seconded to KLCC Projeks Bhd. The contractor is Sunway Construction.

Scope of Work

·         Prepare a weekly report for management's meeting.

·         Check & verify the contractor's schedule & highlight to Client on the discrepancies between baseline and current working schedule.

·         Also advise Client on the revised working schedule submitted by contractor to meet the target completion date. The recommendation will be based on new critical path to ensure the contractor prepare a realistic schedule with required resources to complete the job.

·         Analyze and advise client on detail testing and commissioning schedule submitted by contractor on weekly basis. Concentration will be given on how to mitigate and expedite the work with the possibility of adding more resources if foresee any delay.

·         Site inspection on work progress and achievement by contractor on weekly basis on their commitment towards the completion date.

·         Upon completion of the construction activities for KL Convention Center on June 2005 and Traders Hotel on March 2006, Sunway Construction documented and submitted application for EOT. I work together with Risk Consultant who is responsible to validate the documents and finalize the process to award EOT for contractors. Finally, after a few constructive meeting and presentation by Sunway Construction to KLCC Projeks approximately 4 months was awarded for KL Convention Center and 3 months was awarded for Traders Hotel.

Package 1B - Construction of Bridge over Prai River & Tuju Road (Nov 2004 to Feb 2005)

·         Redevelop the master schedule using P3 to establish critical path & to analysis impact of delaying events. The impact analysis was carried out & reviewed using contractor's & sub contractor's construction work programmes, based on various delaying events that contribute to extension of time.

·         Upon analysis, EOT report was prepared & presented to client to justify the impact arising from delaying events. Finally, the report was referred by client for discussion of differing points of view during the arbitration proceeding with contractor.

Petronas Methanol (Labuan) Sdn Bhd 12^th Turnaround (Sept 2003 to Oct 2004)

·         The plant capacity is 2,000 tonnes per day i.e. RM1.75 million per day. Total estimated turnaround cost is RM100 million.

·         Seconded to OGP Technical Services Sdn. Bhd.

Responsibilities during TA preparation work:

·         Prepare Planning and Preparation Schedule.

·         Prepare Shutdown, Maintenance & Start Up Schedule.

·         Prepare Resource Loaded Detail Schedule for following main packages: static equipments, pressure safety valves, control valves, electrical, instrument, machinery, boiler inlet/outlet pigtails/headers replacement, mp steam decoupling, air separation unit revex replacement & etc.

·         Validate & agree the above schedules with an Operation, Mechanical, Machinery, Instrument, Electrical, Planning & Project departments together with Turnaround Planners.

·         Monitor the tender & service request status on weekly basis.

·         Monitor the Job Method Sheet, Material Control Sheet, Job Safety Analysis, Equipment Isolation Sheet & Scheme of Examination preparation status on weekly basis.

·         Set up planning update systems & monitor the progress against the planned value. Produce monthly 'S' curve to monitor the same & keep the Turnaround Manager, Planners & the Area Teams updated with latest development.

·         Monitor & report the status of turnaround material & services cost for monthly turnaround meeting.

·         Attend the planning meeting & report on progress to the preparation team.

·         Communicate with Client's Project Dept. with regards to project duration & interface works.

·         Prepare Monthly Report for Project & Maintenance Departments.

Responsibilities during TA execution:

·         Monitor the schedules on daily basis & analyze the critical path work progresses.

·         Prepare daily Master S-Curve, daily report & man-hour loading chart for management review & discussion.

·         Ensure the Area Coordinator update the daily plan to reflect the actual status of developments.

·         Monitor the extra / additional work & the effect to the Turnaround Plan Schedule.

Responsibilities during Post TA:

·         To produce a planning & costing report on completion of the turnaround & compile all relevant planning documentation for archive.

Ethylene / Polyethylene Malaysia Sdn Bhd 2003 Turnaround (Apr 2003to  Sept 2003)

·         The plant capacity for Ethylene is 400,000 metric tonnes per annum and for Polyethylene is 250,000 tonnes per annum. Total estimated combine turnaround cost is RM40 million.

·         Seconded to OGP Technical Services Sdn. Bhd.

Responsibilities during TA preparation work:

·         Compile all the planning data, assessment of man-hours, validate & agree the turnaround schedule with respective Turnaround Planners.

·         Attend the major job review meetings & identify the critical paths of the turnaround.

·         Attend the daily preparation meeting highlighting work progress relating to expanded man-hours & job completion & action plans on areas of concerns.

·         Attend the planning meetings & report on progress to the preparation team.

·         Monitor the planning of progress & keep the Turnaround Manager, Planners & the Area Teams updated with developments.

·         Set up the planning update systems & monitor the progress against the plan. Produce monthly 'S' curves to monitor the same.

·         Monitor & report the status of turnaround material & services cost every month for the turnaround meeting & compile the final turnaround material & services cost.

·         Communicate with Client's Project department with regards to project duration & interface works.

Responsibilities during TA execution:

·         Monitor the schedules on daily basis & analyze the critical path work progresses.

·         Prepare daily Master S-Curve, daily report & man-hour loading chart for management review & discussion.

·         Ensure the Area Coordinator update the daily plan to reflect the actual status of developments.

·         Monitor the extra / additional work & the effect to the Turnaround Plan Schedule.

Responsibilities during Post TA:

·         To produce a planning & costing report on completion of the turnaround & compile all relevant planning documentation for archive.

May 2002 to Mar 2003

Planning Engineer

Ireka Engineering & Construction Sdn. Bhd

Wisma AIA Refurbishment

·         Prepared a detail work schedule for the project that consists of 16 floors, i.e. Tower Block (12 storeys with Penthouse), Podium (2 storeys) and 1 Car Park Block (3½ storeys) for a period of 13 months with construction cost nearly RM47.9 million.

·         Work progresses are monitored on fortnightly and monthly basis. The progresses are analysed in order to avoid the slippage and actions are taken to mitigate any shortfall upon discussion with managers and co-ordinators.

·         Also, prepare a detail work schedules for subcontractors monitoring purposes internally by co-ordinators in order to achieve our forecasted target.

Dec 2000 to Apr 2002

Project Planner

Equiplus Sdn. Bhd. and YNC & Associates Consulting Engineers Sdn. Bhd.

202 Unit Double Storey Housing in Mukim Kapar for Guthrie

·         Prepared a detail tender schedule for the project that consists of 16 blocks, 1 TNB sub-station and a for a period of 65 weeks with construction cost nearly RM18 million.

·         Worked a productivity report to calculate duration for construction activities based on information in books written by G.Chrystal-Smith.

·         Created and enhanced tools to monitor the project closely in order to achieve zero defect such as weekly progress report schedule, site diary, safety report, inspection form, non-conformity report, preventive action report, request for information, confirmation of instruction, manpower report, machinery report, weather chart and project summary.

Development of 4 Storey Factory in Port Klang

·         Co-ordinate with Consultants on building plan submission to Local Authority, especially to Majlis Perbandaran Klang and do a regular follow up for building plan approval. Worked a productivity rates and created a work programme using MSP with a completion period of 35 weeks.

·         Generated a cash flow for a construction cost of RM3.6 million using details from work programme for submission to bank for loan approval in Excel.

Corporate Interior Design & Development for KUB in Jertih and Kuala Terengganu

·         The project which cost RM1.1 million involves interior decoration for four sites that needs to be completed within 4 months with approximately 1 month per site.

·         Basically, co-ordinate with subcontractors to make sure the works is completed on time and according to the drawing.

·         During the site meeting Client will be updated with Microsoft project 98 construction programme for work progress and excel work sheets.

·         Generated a cash flow using details from construction programme for submission to bank for loan approval.

Apr 1997 to Dec 2000 

Planning Engineer

Pengurusan Projek JS & T Sdn. Bhd. (Project and Development Managers)

Business Development (Nov 1999 to Dec 2000)

·         Involves in Business Development Department together with President of Project Planning and Strategy Unit. Attend a meeting and gather information on the projects before make a submission to clients or to Ministries offices for further action.

·         Subsequently once the submission went through, site visit will be arranged with the client in order to prepare the BQ to finalise the contract sum and the terms & agreement.

·

Putrajaya Project (New Government Administrative Centre)(Aug 1998 to Oct 1999)

·         Specifically involves in Dataran Putra, which land area is 23 acres and divided to upper and lower ground. Upper ground sub-divided to Ceremonial Area, Chahar Bagh and Putra Park. Lower ground subdivided to LRT Station, M&E Room, row of shops / Bazaar, Car Park and Café.

·         Seconded to Peremba Construction Sdn. Bhd.

Scope of Work

a)      To monitor and generate weekly Manpower and Equipment reports, where it will show total resources per day and use as a basis to check daily site progress.

b)      Prepare monthly report for Client, which contain reports from various departments such as Planning, Safety, QA/QC, Design Management, Contract, Document Control and Construction.

c)      Update Weekly Summary and Project Executive Summary reports for submission to Project Director, which incorporated project data, contract data, financial status, weekly scheduled and actual progress, overall site progress, safety and points of concern.

d)      Conduct a site inspection to track the construction progress at site by weekly and update Weekly Detailed Site progress report, which is based on weightage and subsequently update P3 schedules for weekly meeting.

e)      The construction progresses also taken from Site Dairies, which were prepared by the Site Supervisors. The purpose of doing a double-checking is to make sure the progress taken from site inspection and the progress given by Site Supervisors are tallies. If there are any discrepancies, then discussion will be held to solve the differences.

f)       Create a detail work programme (P3) for Client and Subcontractor for review and construction purposes and update it according to the progress at site. Once updated it will be forwarded to Subcontractor for their monitoring purposes and to make sure the works are progressing according to target completion dates.

Light Rail Transit-2 Section 2B/2C (May 1997 to Jul 1998)

·         14.5 km length which contains 8 stations and 5 sub-stations. The stations are Damai, Pasar Keramat, Dato' Keramat, Setiawangsa, Setapak Jaya, Wangsa Maju, Taman Melati and Gombak Terminal. The sub-stations are Damai TPSS & EGB, Setiawangsa TPSS, Setapak Jaya TPSS, Taman Melati TPSS and Gombak TPSS.

·         Seconded to Ho Hup Construction Sdn. Bhd.

Scope of Work

a)      To monitor and generate a daily and monthly progress reports on substructure and superstructure for guide way. Basically, this report will contains total piles, pile caps, piers and abutments were cast to identify total casting per day and total production from specific line segments, i.e. LS18, LS19 and etc.

b)      To create a programme (using P3) for TPSS and Cast In-situ spans and update it according to the progress at site. Once updates it will be forwarded to Subcontractor for their monitoring purposes and to make sure the works are progressing according to target completion dates.

c)      To monitor the launching activities and girder movements for pre-cast span, especially for the spans situated within the station area. This is to enable the Contractor to check, when the launcher Contractor is moving in and out from the station area and when they can start with station construction works to make sure everything goes on according to agreed construction programme.

d)      To create a program in Excel for easy reporting to managers and consultants according to what they needs, i.e. tables, bar charts, cumulative bar and line charts and etc.

Apr 1995 to Apr 1997

Project Coordinator

MBf Property Services Sdn. Bhd.

TamanMulia (Apr 1995 to  Mar 1996)

·         104 units of double storey houses on Taman Mulia, Cheras. This project was completed on 26 Sept 1995. TCF was obtained on 20 Dec 1995.

Scope of work

·         To attend a site meeting and go through the minutes to solve the outstanding issues. New issues arising from the current works are also discussed based on Fortnightly Site Progress Report submitted by contractor. A joint inspection will conduct with presence of contractor, consultant and client after the meeting to :-

o   Check and identify the non-compliance of specifications and drawings.

o   Identify site problems and resolve the problems on the spot (if possible).

·         To prepare Monthly Progress Report, that is stating the progress of project, updated planning and implementation schedule, identified causes of delay and latest site photos for management review.

·         To verify Certificate of Payment, confirming that claims made are for works already completed. After the verification, a memo will issue to Finance Department to prepare payment for Contractor.

·         To follow up with Architect to ensure that the site inspection is undertaken for certification purpose. Upon the inspection Architect will issue Certificate of Stage Completion as stated the progress billing as described in the S & P. Once receive the certificate we will verity that the units / lots number indicated are correct and forward to sales & Admin. Dept. for billing purpose.

·         To arrange and conduct a joint inspection with contractor, consultants and Building Services for Certificate of Practical Completion and Vacant Possession. After the inspection the defect lists is forward to contractor for rectification works. Once the contractor rectifies the defect works a second inspection will carry out to verify the completed work and subsequently Architect will issue CPC and VP.

·         To co-ordinate with Building Services site supervisor to compile and handle the purchasers’ complaint once VP was issued to purchaser. Do follow up on defect work status regularly to verify the rectification works are completed.