TAN SRI DATO’ Ir. JAMILUS HUSSEINCHAIRMAN CIDB MALAYSIA

PRESIDENT/CEO KLIA PREMIER HOLDINGS SDN BHD

TAN SRI DATO’ Ir. JAMILUS HUSSEINCHAIRMAN CIDB MALAYSIA

PRESIDENT/CEO KLIA PREMIER HOLDINGS SDN BHD

Keynote AddressKeynote Address

The KL International Airport ProjectPROJECT MANAGEMENT EXPERIENCE“Doing The Wrong Things Right!”

The KL International Airport ProjectPROJECT MANAGEMENT EXPERIENCE“Doing The Wrong Things Right!”

Seminar On Seminar On Best Practices In The Construction IndustryBest Practices In The Construction Industry

BPCI 2008BPCI 2008

2

The essence of Project Management is The essence of Project Management is really about delivering value.really about delivering value.

The value (business) of the project The value (business) of the project

to the Clientto the Client to the Contractors & sub-contractorsto the Contractors & sub-contractors to the Consultantsto the Consultants to the Public at large to the Public at large

Project Management & Value Project Management & Value ManagementManagement

Project Management Value Project Management Value PropositionProposition Completing project more quickly and cost effective. Completing project more quickly and cost effective.

Saving effort and cost with proactive scope management.Saving effort and cost with proactive scope management. Better solution “fit” the first time through better Better solution “fit” the first time through better planning.planning. Resolving problems more quickly.Resolving problems more quickly. Resolving future risk before the problems occur.Resolving future risk before the problems occur. Communicating and managing expectations with clients, Communicating and managing expectations with clients,

team members and stakeholders more effectively.team members and stakeholders more effectively. Building a higher quality product the first time.Building a higher quality product the first time. Improved financial management.Improved financial management. More focus on metrics and fact-based decision-making.More focus on metrics and fact-based decision-making. Improved work environment.Improved work environment.

How These Values AchievedHow These Values Achieved

Project Management is a discipline – it has its Project Management is a discipline – it has its own “way” (using methods/available own “way” (using methods/available tools/practice) to do the “wrong things right!” tools/practice) to do the “wrong things right!” in managing a project. in managing a project. One of the tool is Value Management method & One of the tool is Value Management method &

techniques.techniques.

Project Management leads, and take Project Management leads, and take responsibility & ownership to ensure healthy responsibility & ownership to ensure healthy progress and successful completion of project.progress and successful completion of project. it is not the Client’s “postman”.it is not the Client’s “postman”. it is not monthly progress meeting.it is not monthly progress meeting.

How These Values AchievedHow These Values Achieved

You need the knowledge, experience, the right You need the knowledge, experience, the right attitudes, and competencies.attitudes, and competencies.

You need the right multi-disciplinary You need the right multi-disciplinary structured organization.structured organization.

You need the right system and procedures.You need the right system and procedures.

You need disciplinary and project management You need disciplinary and project management competent personnel.competent personnel.

You need to have (established) the right You need to have (established) the right project management working culture to drive project management working culture to drive the Client and project team. the Client and project team.

No real study has been done to ascertain at what state and levels of practice.No real study has been done to ascertain at what state and levels of practice.

Almost everyone in the industry claim to know what project management is Almost everyone in the industry claim to know what project management is and that they practice it.. but still many projects are abound with problems.and that they practice it.. but still many projects are abound with problems.

Having a person called Project Manager or Construction Manager and a bunch Having a person called Project Manager or Construction Manager and a bunch of personnel constitute to project management being practice.of personnel constitute to project management being practice.

Projects can be manage through “remote control” – monthly progress Projects can be manage through “remote control” – monthly progress meetings, progress reports, cctv etcmeetings, progress reports, cctv etc

Administering & monitoring project = managing project = Project Administering & monitoring project = managing project = Project ManagementManagement

Project performance & success is the sole responsibility of contractors – that’s Project performance & success is the sole responsibility of contractors – that’s what they are paid for anyway!what they are paid for anyway!

State of Project Mgt Practice in MalaysiaState of Project Mgt Practice in MalaysiaState of Project Mgt Practice in MalaysiaState of Project Mgt Practice in Malaysia

Derive equitable commitment from stakeholders & action Derive equitable commitment from stakeholders & action holders as a “will” enabler & driver to achieve project holders as a “will” enabler & driver to achieve project performance & success.performance & success.

Definitive outlay of measures for effective monitoring, Definitive outlay of measures for effective monitoring, control, and decision-making throughout project life-cycle.control, and decision-making throughout project life-cycle.

Making sure project goal in time, cost, quality, and total cost Making sure project goal in time, cost, quality, and total cost are mutually consistent and attainable throughout the are mutually consistent and attainable throughout the delivery processes.delivery processes.

Clear & definitive strategy and planning to achieve project Clear & definitive strategy and planning to achieve project deliverables throughout life-cycle phases.deliverables throughout life-cycle phases.

Proper and Formal Proper and Formal Project Management Practice will translate into..Project Management Practice will translate into..

Proper and Formal Proper and Formal Project Management Practice will translate into..Project Management Practice will translate into..

Putting in-place clear policies, organization/team, Putting in-place clear policies, organization/team, managerial system and procedures for effective & managerial system and procedures for effective & efficient monitoring an control processes.efficient monitoring an control processes.

Creation of an informed & supportive working culture Creation of an informed & supportive working culture environment that foster dynamism & teamwork environment that foster dynamism & teamwork within the project delivery organizational setup.within the project delivery organizational setup.

Provide strong leadership, disciplined & innovative Provide strong leadership, disciplined & innovative performance orientated organization & personnel to performance orientated organization & personnel to the project & the Clientthe project & the Client..

Formal PM Practice..Formal PM Practice..

Project Management: Project Management:

Pondering on the Basic Pondering on the Basic

PM is a science…PM is a science…it relies on proven and repeatable processes it relies on proven and repeatable processes and techniques to achieve project success.and techniques to achieve project success.

PM is an art…PM is an art…

it involves managing and relating to peopleit involves managing and relating to peopleand require the project manager (leader & and require the project manager (leader & leadership) to apply intuitive skills in situation leadership) to apply intuitive skills in situation that are totally unique for each project.that are totally unique for each project.

The Art & Science of PMThe Art & Science of PM

A good project management methodology will A good project management methodology will provide the frameworks, processes, guidelines provide the frameworks, processes, guidelines and techniques to manage the people and the and techniques to manage the people and the workload thus increasing the odds of being workload thus increasing the odds of being successful.successful.

ButBut,,

Without a good leader and an effective leadership Without a good leader and an effective leadership the “right thing may be done wrongly”!the “right thing may be done wrongly”!(It may takes only one or two things done wrongly (It may takes only one or two things done wrongly to waylaid the whole project performance)to waylaid the whole project performance)

Project Management & Project Management & LeadershipLeadership

Con

str

ucti

on

Con

str

ucti

on

Ind

ustr

yIn

du

str

y

WHAT

Project Management

HOW

Clien

tC

lien

t

Sub-Contractors

DisciplinaryConsultants

Main Contractor &

LeadDesign

Consultant

Client Vision, Goals& Objectives

StakeholdersStakeholders

Project Development EnvironmentsProject Development Environments

SkillStaff

Systems

Structure

MGT Style

Strategy

Mission

Wh

at

Wh

at

How

How

Critical Success FactorsCritical Success Factors

Shared ValuesShared Values

Cultural behavior & strong traditionsCultural behavior & strong traditions

Roles, Responsibilities, Powers & StructureRoles, Responsibilities, Powers & Structure

Putting in-place Mgt & Admin ProceduresPutting in-place Mgt & Admin Procedures

Allocating Skilled Staff as a result of above Allocating Skilled Staff as a result of above

Determination of Project’s Managerial ApproachDetermination of Project’s Managerial Approach

PM Role & Management

Approach

PM Role & Management

Approach

PM and Contractor Construction PM and Contractor Construction Management OrganizationManagement Organization

Clien

tC

lien

t

Con

str

ucti

on

Con

str

ucti

on

Ind

ustr

yIn

du

str

y

WHAT

Project Management

HOW

Sub-Contractors

DisciplinaryConsultants

Main Contractor &

LeadConsultant

PD/PMPM OrgPD/PMPM Org

Planning &IntegrationPlanning &Integration

QualityQA/QCQualityQA/QC

CostContract

Risk

CostContract

Risk

Design DevEngineeringDesign DevEngineering

ClientClient

HSSEHSSE

Client Client Project ManagementProject Management

OrganizationOrganization

PD/PMContractor Org

PD/PMContractor Org

Planning &IntegrationPlanning &Integration

QualityQA/QCQualityQA/QC

CostContract

Risk

CostContract

Risk

Design DevEngineering

(Consultants)

Design DevEngineering

(Consultants)

ClientClient

HSSEHSSE

PD/PMPM OrgPD/PMPM Org

Construction Management&

Supervision

Construction Management&

Supervision

Contractor Contractor Construction ManagementConstruction Management

OrganizationOrganization

Both organization compliment Both organization compliment to work towards to work towards

achieving project objectivesachieving project objectives

Competing Demands:Competing Demands:“Influencing the End Result”“Influencing the End Result”

Economic Studies

Functional Design

Detailed Design

Tender Award

Construction

Commission

-75% -35% -7% 0% +75% +100%

Approximate Percentages of Construction Time

Abi

lity

to I

nflu

ence

Cos

t, T

ime

& Q

ualit

y

High

Low

It is at the InitialIt is at the InitialStages of the ProjectStages of the Project

MECP MECP MECP MECP

MECP = Major ExecutiveControl Point

Ord

er

of

Ma

gn

itu

de

Fe

as

ibil

ity

Ca

pit

al

Ap

pro

pri

ati

on

60

% D

es

ign

Re

vie

w

10

0%

De

sig

n(P

re t

en

de

r)

Competing Demands: “The Information Explosion”

Economic Studies

Functional Design

Detailed Design

Tender Award

Construction

Commission

-75% -35% -7% 0% +75% +100%

Approximate Percentages of Construction Time

0%

15%

85%

100%

Info

rma

tion

OperateOperate

The Information Explosion isThe Information Explosion isduring this stageduring this stage

Project Management Project Management Performance & SuccessPerformance & Success

Is about marginalizing potential Is about marginalizing potential Conflicts, Issues, & ProblemsConflicts, Issues, & Problems

ControlControlControlControl

Strategic & Project PlanningStrategic & Project Planningandand

Project Management Project Management Organization & SystemOrganization & System

throughthrough

throughthroughEffectiveEffective

Problem-solvingProblem-solvingEffectiveEffective

Problem-solvingProblem-solvingTimelyTimely

Decision-makingDecision-makingTimelyTimely

Decision-makingDecision-making

T

C

Q

IO

ControllingControlling AspectsAspects

Project ResultProject Result

Detailed Plan & ApproachDetailed Plan & Approachfor next Phasefor next Phase

Broad Plan forBroad Plan forsubsequent Phasessubsequent Phases

Each Development Each Development Phase must be Phase must be

Controlled to ensure Controlled to ensure the Project the Project

Development is in Development is in accordance with the accordance with the

set set Project END RESULT Project END RESULT

or GOALor GOAL

Each Phase will be subjected to Controlling Processes Each Phase will be subjected to Controlling Processes in in

TTime, ime, CCost, ost, QQuality, uality, OOrganization & rganization & IInformationnformation

Project Controlling PrincipleProject Controlling Principle

Decision-makingDecision-making

CCOONNTTRROOLL

PP hh aa ss ii nn gg

This represents the BASIS This represents the BASIS for the Project Management Working Methodfor the Project Management Working Method

The 3 Cornerstones of PMThe 3 Cornerstones of PM

Phased Project DevelopmentPhased Project Development

How How toMake

DesignPhase

ProcurementPhase

Project PhasingProject Phasing

Dividing the Overall Project Development intoDividing the Overall Project Development intoDistinct Project Phases.Distinct Project Phases.

Each with their unique Development Content.Each with their unique Development Content.

Formulating UPFRONT Formulating UPFRONT how the Execution Processes takes place,how the Execution Processes takes place,

Making the Total Development Scope MANAGEABLE!Making the Total Development Scope MANAGEABLE!

IdeaIdea

InceptionInceptionPhasePhase

P1P1

PreservePreserve

O&MO&MPhasePhase

P6P6

Do

ConstructionPhase

P5P5P4P4P3P3

What

DefinitionPhase

P2P2

Project Management ‘Wedge’ PrincipleProject Management ‘Wedge’ Principle

Study &Study & DefinitionDefinition

PhasePhase

DesignDesignPhasePhase

ProcurementProcurementPhasePhase

ConstructionConstructionPhasePhase

CommissioningCommissioningPhasePhase

Master Budget

Master Programme

Economical &Functional Quality

ii -D-D

Design Estimates& Budgets

Tender/ConstructionBudgets

Design &Technilogical QualityValue Engineering

Contract Admin. & Change OrderDetailed Design

SchedulesDetailed Tender

SchedulesOverall Interfacing Programme

2-D2-D

3-D3-D

ConstructionConstruction onon PaperPaper

Construction in PracticeConstruction in Practice

TimeTime

InformationInformation

QualityQuality

CostCost

OrganizationOrganization

Pro

ject

Con

trols

Pro

ject

Con

trols

FeasibilityFeasibilityStudyStudy

FinalFinalDesignDesign

ContractContractAwardingAwarding

DeliveryDelivery

AcceptanceAcceptance

Start OperationsStart Operations& Maintenance& Maintenance

Decision-making throughout all Project

Decision-making throughout all Project PhasesPhases

Pre-Q & TenderPre-Q & Tender

Technical Quality Review

The Managerial IntegrationThe Managerial Integration

IdeaIdea What How How toMake

Do PreservePreserve

InitiativeInitiativePhasePhase

DefinitionPhase

DesignPhase

ProcurementPhase

ConstructionPhase

O&MO&MPhasePhase

Project PhasingProject Phasing

Achieved ResultAchieved Result

Decision-Decision-mmakingaking

OperationOperation &&

MaintenanceMaintenanceProgramProgram

T C Q IO

ImplementationImplementationProgramProgram

T C Q IO

ProjectProjectDesignDesign

T C Q IO

ProjectProjectProgramProgram

T C Q IO

ProjectProjectInceptionInception

Remaining ScopeRemaining Scope

T C Q IO ControlControl

Leads to a Decisive, Controlled and Leads to a Decisive, Controlled and therefore Manageable Overall Process!therefore Manageable Overall Process!

Project Management: Project Management:

The KL International Airport The KL International Airport Project Experience Project Experience

KLIA Project - What not KLIA Project - What not knownknown

A green field 25 mppa airport on a 10 x 10 km peat soil, palm oil A green field 25 mppa airport on a 10 x 10 km peat soil, palm oil plantation and secondary forest site.plantation and secondary forest site.

7 yrs completion (a record! of sort) – from decision to initiation, 7 yrs completion (a record! of sort) – from decision to initiation, site study & selection to physical construction, testing & site study & selection to physical construction, testing & commissioning, and crucial airport operation operational commissioning, and crucial airport operation operational readiness & transfer.readiness & transfer.

2 yrs into project, sudden fundamental shift from a Contractor-2 yrs into project, sudden fundamental shift from a Contractor-driven turnkey design & build to a Client-driven total project driven turnkey design & build to a Client-driven total project management approach.management approach.

Value of Good Project Mgt PracticeValue of Good Project Mgt Practice

52 months (a record!) physical construction completion including 52 months (a record!) physical construction completion including test & commissioning and operational readiness & transfer.test & commissioning and operational readiness & transfer.

from a RM20b turnkey to a Client-led RM6.9b final construction from a RM20b turnkey to a Client-led RM6.9b final construction cost.cost.

first ever airport to have successfully develop, design, and first ever airport to have successfully develop, design, and implement a fully integrated airport management system TAMS.implement a fully integrated airport management system TAMS.

all these with all these with NONO operational breakdown on opening day except a operational breakdown on opening day except a minor glitch on the Communication System.minor glitch on the Communication System.

KLIA International AwardsKLIA International Awards

Dedalo-Minosse International Prize for Dedalo-Minosse International Prize for Commissioning a Building ~ ItalyCommissioning a Building ~ Italy

International Illumination Design Award ~ International Illumination Design Award ~ USAUSA

FLIGHT Aerospace Industry Award ~ FranceFLIGHT Aerospace Industry Award ~ France

ASEAN Energy Efficient AwardASEAN Energy Efficient Award

ASEAN Engineering Achievement AwardASEAN Engineering Achievement Award

KLIA is sited on a green field site, 25,000 acres of KLIA is sited on a green field site, 25,000 acres of peat soil agricultural plantation peat soil agricultural plantation

and secondary forest.and secondary forest.

KL INTERNATIONAL AIRPORT

0 1000m

SHORT TERM CAR PARK BUILDING

2000m

MAIN TERMINAL BUILDING

ADMINISTRATION BUILDING

CONTROL TOWERCAR RENTAL BASES

STAFF LONG TERM CAR PARK

PUBLIC LONG TERM CAR PARK

TAXI WAITING

VVIP

N

RUNWAY 1

MAIN FIRE STATION, TELECOMEXCHANGE & TNB SUB-STATION

FIRE BURNING GROUND

AIRPORT LAYOUT(25 MPPA)

FREE ZONE

AIRCRAFT MAINTENANCE

AIRLINE GROUND HANDLINGBASE

GROUND HANDLING AGENTS

RUNWAY 2

43

2

5

15

6

7

9

10

COMPASS BASE

11

AIRPORT BOUNDARYFLIGHT CATERING

1

ANIMAL, FISH &PLANT QUARANTINE

PERIMETER ROAD (EAST)

WESTERN ACCESS ROAD

PETROL STATION

BALANCING POND

AIRPORT BOUNDARY

HADJ COMPLEX

POLICE STATION

MOSQUE

TAXIWAYS

BALANCING POND

TAXIWAYS

EX

IST

ING

RO

AD

- B20

J4

J1

J2

J3

AIRSIDE HOTEL

8

20 JUNE 95

TNB INTAKE

PETROL STATION

PETROLSTATION

RETAIL PARK

NOTE :

1. THIS LAYOUT IS BASED ON "AIRPORT LAYOUT 25 MPPA"2. THIS DRAWING IS TO BE USED FOR INFORMATION ONLY

RESERVOIR

TAXI & BUS HOLDING AREA

HOTEL PLOTS

FOLLOWING ARE POSSIBLE LIST OF FACILITIES TO BE PROVIDED WITHINTHE AIRPORT AREA IN THE FUTURE. LOCATION OF EACH FACILITY WILLBE DETERMINED LATER. - GOLF COURSE - SPORT COMPLEX - THEME PARK - REMOTE SEWAGE TREATMENT PLANTS - CUSTOM COMPLEX

FUTURE RUNWAY RESERVE

J6

J5

AIRLINEOPERATIONSRESERVE

FUTURE RUNWAY

RESERVE

25MPPA-3

BALANCING POND METEOROLOGICAL STATION

SEWAGE TREATMENT PLANT

14

SATELLITE 'B' RESERVE

13

SATELLITE 'A'

18

1617

12

PERIMETER ROAD (WEST)

19

AIR CARGO (EAST)AIR CARGO (WEST)COMMON SERVICES *AIRPORT ENGINEERING *SUB FIRE STATIONMOTOR TRANSPORT *TERM CONTRACTORS PLOT *INCINERATION *COGENERATION WASTE MANAGEMENT *FUEL FARMTRACK TRANSIT SYSTEMULD YARDEGRMAS LINE MAINTENANCE *AIRFIELD SAFETY UNITFORWARD TECHNICAL AREAPETROL STATIONFORWARD FUELCONTROL POSTAIRCRAFT DISCHARGE FACILITIESSEWAGE PUMP STATIONTNB SUB-STATIONERL RESERVEMAS CAMPUS

123456789

10111213141516171819

* ACTUAL LOCATION TO BE FINALISED

WelcomeGate

Airport Layout – 1Airport Layout – 1stst Phase -7850 acres Phase -7850 acres

RUNWAY 2

RUNWAY 1

EW 4

EW 11

EW 3 EW 2

EW 1

EW 8EW 7

EW 9

EW 9

EW 6EW 5

EW 7

EW 9EW 8

Hill 33

Earthworks Packages

Perimeter Road

Perimeter Road

Earthwork commenced in January 1994. At the height of Earthwork commenced in January 1994. At the height of earthwork construction (mid-1994), more than 300 earthwork construction (mid-1994), more than 300

excavators and 1,500 dump trucks worked around the clock excavators and 1,500 dump trucks worked around the clock to remove a record of 2.5 million mto remove a record of 2.5 million m³³ of earth in a week. An of earth in a week. An

incredible 130 million mincredible 130 million m³³ of earth was removed. of earth was removed.

Site Support Facilities and Site Support Facilities and Workers’ Accommodation Workers’ Accommodation

Complex.Complex.

Site Support Facilities and Site Support Facilities and Workers’ Accommodation Workers’ Accommodation

Complex.Complex.

Access Road B20Access Road B20Access Road B20Access Road B20

Birds-Eye-View (June 1997)Birds-Eye-View (June 1997)

View Towards Northeast of KLIAView Towards Northeast of KLIA

View Towards Southwest of KLIAView Towards Southwest of KLIA

Overview SatelliteOverview Satellite

VVIP BuildingVVIP Building

Control TowerControl Tower

Runway-1 and Taxiway (June Runway-1 and Taxiway (June 1997)1997)

Administration BuildingAdministration Building

Satellite Central Core Satellite Central Core – Tropical Jungle – Tropical Jungle

GardenGarden

Fuel Farm FacilityFuel Farm Facility

Quarantine FacilityQuarantine Facility

Total Airport Management System Total Airport Management System (TAMS)(TAMS)

TAMS is a computer - based distributed management overlays that integrates formerly de-coupled or standalone airport systems to support the business and operational goals of KLIA.

Some Examples of Some Examples of Project ManagementProject Management

Implementation StrategiesImplementation Strategies(KLIA Experience)(KLIA Experience)

Master Plan, Business Plan,Strategies, Roadmaps

Project Organization &Operational Scheme, ControlSystems,Communication Plan

Project Activities Approaches& Strategies, 4D Planning,Master Implementation Progm

Integrated logic Network Progm, Interface Mgt System

Detailed Project ActivitiesSchedules & Sub-schedules

Pla

nn

ers

Level of

Con

cep

tual

& M

an

ag

eri

al S

kills

Pla

nn

ers

Level of

Con

cep

tual

& M

an

ag

eri

al S

kills

Level of Conceptual & Managerial Complexity of ProjectsLevel of Conceptual & Managerial Complexity of Projects

Strategic Strategic PlanningPlanning

Tactical Tactical Planning Planning

Master Master ProgrammingProgramming

Multi-Multi-DisciplinaryDisciplinary

Singular Singular DisciplinaryDisciplinaryLevel 1Level 1

Level 2Level 2

Level 3Level 3

Level 4Level 4

Level 5Level 5

Deliverable/sDeliverable/s

Planning Levels and ProcessPlanning Levels and Process

The Four Managerial Levels of The Four Managerial Levels of KLIABKLIAB

Overall Project Level Overall Project Level

new devpmt

users

Overall Construction Level

Arealevel

Arealevel

Arealevel

Arealevel

Arealevel

Arealevel

Arealevel

DailyArea Coordination meetings

for monitoring & control.

1

2

3

Package LevelPackage LevelDaily Package Level meetings

With Contractors, Consultants, etc.

4

Conc.Ext.

Parties

KLIA Bhd Management- BoD, M&C Committees- MD, CD, SCGM- GM

Policy Decision & Monitoring StrategyPolicy Decision & Monitoring Strategy

CABINET COMMITTEE CABINET COMMITTEE

PROGRESS MONITORING COMMITTEE PROGRESS MONITORING COMMITTEE

PROJECT COMMITTEE PROJECT COMMITTEE

DEPUTY PRIME MINISTERDEPUTY PRIME MINISTER

( EVERY 2 MONTHS)( EVERY 2 MONTHS)

ChairpersonChairperson&&

Frequency of MeetingFrequency of Meeting

KLIA BERHAD CHAIRMANKLIA BERHAD CHAIRMAN

( EVERY 2 WEEKS )( EVERY 2 WEEKS )

KLIA BERHAD MANAGING DIRKLIA BERHAD MANAGING DIR

( EVERY WEEK )( EVERY WEEK )

::

::

::

::

CONSTRUCTION COMMITTEE CONSTRUCTION COMMITTEE KLIA BERHAD CONSTRUCTION DIRKLIA BERHAD CONSTRUCTION DIR

( EVERYDAY )( EVERYDAY )

KLIA Timing Strategy:KLIA Timing Strategy:“Master Implementation “Master Implementation Programme”Programme”

KLIA Interfacing StrategyKLIA Interfacing Strategy

With numerous Contract Packages present in the KLIA Project there was a high demand for controlled interfacing between the works.

Being fully aware of the stringent timeframe for the total development, it was of paramount importance that work integration and coordination was properly organized.

Therefore the Interfacing Strategy applied to the implementation of the KLIA project was planned and formalized well-ahead of the actual execution of each of the Contract Packages.

This created a controlled environment where little was left to chance and technical (timely) interfacing became a contractual requirement.

The next slides will provide a visualization of how each of the Contract Packages was related to one another:

KLIA Interfacing made KLIA Interfacing made ContractualContractual

PackageContract

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

2003 2004 2005

SUB STRUCTURE

SUPERSTRUCTURE

WET TRADES

MECH. & ELECTR.

FINISHINGS

ROOF

FACADE

FURNITURE & ID

PackageContract

Many separate contract package programmesEach with its specific interfacing requirements

High importance that each wascarefully integrated through

Pre-defined Interfacing schemes

Pre-defined Interfacing schemesthat became part of the Package Contract

Contractual Interfacing becamethe basis of the KLIA Interface

Management System

KLIAKLIAINTERFACEINTERFACE

MANAGEMENTMANAGEMENTSYSTEMSYSTEM

PackageContract

PackageContract

KLIA Interfacing VisualizedKLIA Interfacing Visualized

ContractPackages

ContractualInterfacing

Inte

rfac

ing

Inte

rfac

ing

Inte

rfac

ing

Inte

rfac

ing

Inte

rfac

ing

Inte

rfac

ing

Inte

rfac

ing

Inte

rfac

ing

Inte

rfac

ing

Inte

rfac

ing

Inte

rfac

ing

KLIA Contract Packaging KLIA Contract Packaging StrategyStrategy

23 December 2004

NSC PACKAGES

NSC PACKAGES

NSCPACKAGES

NSCPACKAGES

VARIOUS DIRECT SMALLPACKAGES

Package

Group A

FAST TRACKMAIN

PACKAGE

VARIOUS DIRECT SMALLPACKAGES

VARIOUS DIRECT SMALLPACKAGES

Package

Group CPackage

Group B

SPECIALIZEDWORKS

PACKAGES

DIRECT INDEPENDENT

PACKAGES

SPECIALIZEDWORKS

PACKAGES

SPECIALIZEDWORKS

PACKAGES

NSCPACKAGES

FAST TRACKMAIN

PACKAGE

D&BMAIN

PACKAGE

D&BMAIN

PACKAGE

FAST TRACKMAIN

PACKAGE

Package

Group DPackage

Group EPackage

Group FPackage

Group G

IndependentWorks

Package

Group H

PROJECT LEVELPROJECT LEVEL

PR

OJE

CT

LE

VE

LP

AC

KA

GE

LE

VE

LN

SC

PA

CK

AG

EL

EV

EL

SP

EC

IAL

GR

OU

PS

PACKAGING CONCEPTPACKAGING CONCEPTM

AIN

PA

CK

AF

ES

SM

ALL

ER

PA

CK

AF

ES

NS

CP

AC

KA

FE

S

Procurement (Contract) StrategyProcurement (Contract) Strategy

Due to Time constraint to complete and Due to Time constraint to complete and operate within 6 years from point of operate within 6 years from point of

decision to build (normal 10-12 years) decision to build (normal 10-12 years) a Fast-track strategy was crucial.a Fast-track strategy was crucial.

Fast-track Design and Fast-track Design and Build Build

Fast-track ConventionalFast-track Conventional

Conventional Conventional

A combination of all (running parallel), A combination of all (running parallel), depending on the size, scope, and complexity:depending on the size, scope, and complexity:

KLIA Fast Track ImplementationKLIA Fast Track Implementation

Overlap betweenDesign & Construction

Due to the stringent Project timeframe available, most of the major Project Scopes will be implemented on a Fast Track Basis

Tender Design

Detailed Design

Procurement

Construction

Construction Drawings

TIME

Detailed DesignCompleted

Construction DrawingsCompleted

ConstructionCompleted

KLIA Formal Communication KLIA Formal Communication StrategyStrategy

FORMAL MEETING STRUCTURE KLIAB CONSTRUCTION MANAGEMENT

T YP ES O F M EET ING w e e k 1 w e e k 2 w e e k 3 w e e k 4 Ch a irm a n M T W T F S M T W T F S M T W T F S M T W T F S

12 KL IA B M an ag e m e n t m e e t in g Tan S r i Da to ' Ir . Jamilus Hus s e in3 KL IA B Pr o je cts C o m m it te e m e e t in g Tan S r i Da to ' Ir . Jamilus Hus s e in4 KL IA B Pr o g r e s s C o m m it te e M e e t in g5678 O ve r a ll C M M e e t in g Dato ' Ir . Hamz ah Has an9 KL IA B M ate r ia l C o m m itte e Dato ' Ir . Hamz ah Has an

1011 C o n s u ltan ts C o n tr acto r s C o n s u ltan ts C o n tr acto r s12 A r e a C o o r d in at io n m e e t in g s13 Centra l A rea Ir . Y eong Chee Meng14 Pas s enge r Termina l Complex Ir . L iang Hian Ch ing15 Runw ay s & A pron A rea Dato ' Ir . Ng Chong Y uen16 Southern Suppor t A rea Ir . Edw ard Tan17 Unde rg round Serv ic es Ir . W ang Chung Ta181920 Pas s e n g e r T e r m in a l C o m p le x21 PTC 1 MTB + CP + BHS Ir .Lee Soon Jin22 PTC2 Sa te llite A Ir .Ras h id B in O mar23 PTC3 TTS Ir .Z a ina l A b id in Is hak24 PTC4 TA MS Ir .Naz arudd in25 PTC5a PLB & A p rons Serv ic es Ir .Nas ir Hamed26 PTC5b PLB & A p rons Serv ic es Ir .Nas ie Hamed27 PTC6 Lands c ap ing a t MTB Ir .Hamdan Mohd Kas s im28 PTC7 A irpo r t s ea ting & loos e f u rn itu re Ir .Mohd . Ja is Bas iran29 PTC8 Lands c ap ing a t SB Ir .Hamdan Mohd Kas s im30 PTC9 A r tw orks Ir .Hamdan Mohd Kas s im313233 Runw ay & A pron A rea34 RA 01 Runw ay 1 + T-w ay Ir .Chow W eng Khoon35 RA 02 Runw ay 2 + T-w ay Ir .Chow W eng Khoon36 RA 03 A p rons W es t Ir .Chow W eng Khoon37 RA 04 A p ron Eas t Ir .Chow W eng Khoon38 RA 05 A p rons Sou th Ir .Chow W eng Khoon39 RA 06 Quar ry Opera tion Hill 33 Ir .Chow W eng Khoon40 RA 07 Opera tion Bu ild ings Ir .Lee Soon Jin41 RA 08 A pproac h Gu id . & A G L Ir .Kok Soo Chon42 RA 09 A pron Flood ligh ting Ir .Kok Soo Chon

Quality Management Quality Management StrategyStrategy

KLIA Bhd QUALITY MANAGEMENT MANUALKLIA Bhd QUALITY MANAGEMENT MANUAL

KLIA Bhd

- Develop- Review- Strategize- Monitor- Audit

- internal- external

CONSULTANT- review- monitor- audit

Consultant’sConsultant’sQuality PlanQuality Plan

ContractorsContractorsQuality PlanQuality Plan

Submit

Audit

Internal AuditPrepare Internal AuditPrepare

CONTRACTORS- review- monitor- audit

Submit

Audit

ConclusionConclusion

The KLIA Project is a good example of how Project The KLIA Project is a good example of how Project Management has benefited the stakeholders, project Management has benefited the stakeholders, project team, the public, and the country.team, the public, and the country.

To benefit, Project Management has to be formally To benefit, Project Management has to be formally implemented through its proper methods and best implemented through its proper methods and best practices within a structured Project Management practices within a structured Project Management organization.organization.

Knowledge, experience, and personnel competencies in Knowledge, experience, and personnel competencies in Project Management determine greatly the practices Project Management determine greatly the practices within the project environment.within the project environment.