BQS610 PM AP2245C GROUP 2

PROJECT




MANAGEMENT




INSIDE OUT









































































L E A D E R S H I P I C O M M U N I C A T I O N I M O T I V A T I O N I P R O J E C T
M A N A G E M E N T I N F U T U R E

ACKNOWLEDGEMENT















We are grateful and thanks to Allah Almighty Who enabled us to
complete our magazine after has been worked on as best as

possible. This magazine is very important to
us as this is part of our course work.



We would like to express our gratitude towards our parents

and members of our families for their kind cooperation
and encouragement as well as teammates who also
cooperate and help each other in finding sources

and information to complete this magazine.



Finally, our thanks and appreciation also go to the
people who are directly or indirectly helped

us in developing his magazine.

MEET THE TEAM
















AEISYA

SANUSI

EDITOR IN CHIEF







AMIR UMMI FARHANAH
AZIZI SAKINAH IZZATI
DEPUTY EDITOR ASSOCIATE DIRECTOR CONSULTANT EDITOR





SYAZWANI SYAMIMI NURUL
ROSLAN NAJIHA FITRIYAH
ART DIRECTOR GRAPHIC EDITOR STAFF WRITER





MOHAMAD AINA AMIRUL
SHAZAL
HILMI AQILAH COMMERCIAL CONTENT
STAFF WRITER
TEAM ASSISTANT HEAD





DZATIN MUHAMMAD SITI
AIMAN SHAZWAN MANISAH
CONTRIBUTING FACT CHECKER PRODUCTION
PHOTOGRAPHER MANAGER








ADDRESS
PROJECT MANAGEMENT : INSIDE OUT

UNIVERSITY TECHNOLOGY MARA PERAK

SERI ISKANDAR CAMPUS
32610 SERI ISKANDAR, PERAK

05 4811215

theprojectmanagementinsight.com

W








DATO' SR



AEISYA SYAFIQA



SANUSI




Chief Executive, CIDB Malaysia





THE BASIS OF PROJECT PERFORMANCE IS

PROJECT MANAGEMENT





elcome to the first Project Management issue for the year 2020:
on
Management is Inside Out magazine. With the construction are well on an upward
industry
Pandemic,
we
course
even
way
the
in
in
the
Covid-19
efficiency in our fourth quarter of 2020. This conceptual framework on stimulate
how
the
will
of
management
construction
projects
help
to
further
climbing the our industry in four main areas.
ladder of success;
Leadership is mentioned in the first article. The development of the Malaysian
leadership Women in Construction Industry Association shows that women are increasingly
determines playing a greater role in growing the sector and contributing to the property needs
second
On-site
is
article
that
on.
focus
the
the
of
country.
is
Communication
whether the interaction is one of the most critical, particularly during a pandemic, on site.
Compliance with health and safety requires every construction player to have a
ladder is leaning strong communication relationship.
against the right
We have addressed the motivation. In the sense of collaboration between
wall. teams in the construction sector, the motivation applies, that is where an
organizational factor to motivate this team to implement the work-related action
in order to decide its own course, within the same period of time to its own
objectives.
Finally, be prepared to focus your attention on the construction highlight of
this month, which is Project Management of the Future. Implementation of
management system technologies, such as the smart technology revolution, to
enhance the framework of project management and the capabilities of technology.
My sincere thanks, as always, to our bloggers, supporters and contributors. I
highrecommend reading and then let us see what you would like us to see in our
future implementation.

P R O J E C T M A N A G E M E N T
N O V E M B E R 2 0 2 0






0 1

L E A D E R S H I P





0 5

C O M M U N I C A T I O N





1 1


M O T I V A T I O N





S 1 5 O T J H E E C T F U M T A U N R A E G E M E N T

R
P
F

O
T




N






E






T





N






O







C

L E A D E R S H I P P A G E 0 1


LEADERSHIP ?







NURUL FITRIYAH BINTI MAT SAIDI


A c c o r d i n g t o N a s a r u d d i n , N . A . L e a d e r s c a r r y o u t t h i s p r o c e s s
N . , a n d R a h m a n , I . A . , ( 2 0 1 6 ) b y a p p l y i n g t h e i r l e a d e r s h i p
s t a t e d t h a t r a p i d g r o w t h o f a t t r i b u t e s , s u c h a s b e l i e f ,
c o n s t r u c t i o n i n d u s t r y i n n o r m s , v a l u e s , e t h i c s ,
M a l a y s i a l e a d s t o t h e n e e d f o r c h a r a c t e r , k n o w l e d g e , a n d
a n e f f i c i e n t c o n s t r u c t i o n s k i l l s ( M u d a , W . H . N . W . ,
p r o j e c t m a n a g e m e n t t e a m s , 2 0 1 3 ) .
e s p e c i a l l y i n t e r m s o f A c c o r d i n g t o M u d a e t a l .
l e a d e r s h i p . ( 2 0 1 6 ) l e a d e r s h i p i n
H e n c e , M u d a , W . H . N . W . , c o n s t r u c t i o n i n d u s t r y i s t h e
( 2 0 1 3 ) s a i d t h a t l e a d e r s h i p i s a c o n g l o m e r a t i o n o f a n
p r o c e s s b y w h i c h a p e r s o n i n d i v i d u a l ’ s s k i l l s a n d
i n f l u e n c e s o t h e r s t o c a p a b i l i t y t o l e a d a t e a m o f
a c c o m p l i s h a n o b j e c t i v e a n d i n d i v i d u a l s e f f e c t i v e l y i n a n
d i r e c t s t h e o r g a n i s a t i o n t o o r g a n i z a t i o n .
m a k e i t m o r e c o h e s i v e a n d
c o h e r e n t .


Trait Leadership or Process Leadership




LEADER LEADER



Resides
Can be
Height
in
observed
Intelligence
people
Extroversion Interaction

Leadership =
= Leadership
Fluency

Other Traits







FOLLOWERS FOLLOWERS

L E A D E R S H I P P A G E 0 2



Manager or




Leader




What is good leader?





DZATIN AIMAN BINTI ZAHARUDDIN


Everyone can be a leader no matter whether you are a
woman or a man. But then, there are the difference
between being a manager and leader, even in the
concept of job scope both acting as a leader and
manager for an organization. Warren G. Bennis said
that, "Managers do things right. Leaders do the right
thing." Manager is the one that will keep on giving
instructions to all their workers. But the leader is the
one that will do it together with their workers. So,
what is a good leader? Let's check!
Respect is one of the characteristics of good leader. A
A good leader has a good communication skill. This is
good leader will respect all their workers either new
to ensure that all words that come out from the leader
workers, internship students or older workers. This
is good words. They would not use harsh words to
because, it will ease tensions and conflict, create trust,
teach their workers. So, that if they are mad, they still
and improve effectiveness as stated in Centre for
can control their words. It is normal for being mad
Creative Leadership. Being a leader is not an easy
but, the way you handle your words during madness is
work. They will have tonne of responsibilities with him.
important. That is why communication skill is
To ensure that their work easy, they need to respect
important. Besides that, a leader also must be able to
their workers. Furthermore, a worker will do part of the
listen and communicate with a wide range of people
leader work where the leader need to check it. If the
across roles, social identities and more. The quality
leader do not have respect to them, they will more not
and effectiveness of communication across your
respect their leader and will then lead to trust issue
organization directly affects the success of your
between employer and employee.
business strategy too, stated by Centre for Creative
Leadership.
L a s t l y , i t m u s t e a s i l y i n f l u e n c e p e o p l e . I f a l e a d e r
c o u l d n o t i n f l u e n c e p e o p l e , t h e y w i l l h a r d f o r t h e m
Besides that, courage is also one of the characteristics
t o h a v e a g o o d t e a m w o r k f o r t h e i r o r g a n i z a t i o n
of a good leader. Not everyone has the courage to
b e c a u s e h i s v o i c e d o e s n o t a t t e n t i o n b y h i s w o r k e r s .
speak out on their idea or feedback. But a good leader
A s s t a t e d i n C e n t r e f o r C r e a t i v e L e a d e r s h i p b e i n g
need to have courage. This is because in meeting, the
a b l e t o c o n v i n c e p e o p l e t h r o u g h l o g i c a l , e m o t i o n a l ,
leader will be the chairman. So, if the leader do not
o r c o o p e r a t i v e a p p e a l s i s a c o m p o n e n t o f b e i n g a n
have courage then, all their workers will criticize him
i n s p i r i n g , e f f e c t i v e l e a d e r . A g o o d l e a d e r n e e d a
and he will has more problems in the future such as
g r e a t w o r k e r s t h a t c a n w o r k t o g e t h e r . N o t t h e
no respect from workers and could not influnce other
l e a d e r w o r k a l o n e b y t h e m s e l v e s . S o , t o e n s u r e t h a t
people. Centre for Creative Leadership stated that,
t h e l e a d e r w o r k t o g e t h e r w i t h t h e i r t e a m m e m b e r s .
rather than avoiding problems or allowing conflicts to
t h e y n e e d t o i n f l u e n c e p e o p l e t o f o l l o w h i m .
fester, courage enables leaders to step up and move
H o w e v e r , t h e y w i l l s t i l l c a n g i v e o p i n i o n i f h a v e ,
things in the right direction. This is why courage is a
character needed in a good leader.

L E A D E R S H I P P A G E 0 3






The Minority's of


Women Leadership


in Construction


Industry









The issue that has been stated has
LACK OF GENERAL MANAGEMENT SKILLS
become more serious day by day. The
effectiveness of women leader in this male
According to Burke and Nelson (2000), 82% of firms
dominant industries which is construction
stated that lack of general management skills and
industry has been doubted. On this article
line of experience was a major contributing factor in
the topic will be discussed more deeply.
their decisions not to promote women. In addition,
women are still regarded as someone who are less
ACCORDING TO NORLIANA THE
equipped to find the knowledge and skill needed by
industry (Rozi Bainon, 1999).
INVOLVEMENT OF WOMEN IN
CONSTRUCTION INDUSTRY HAS
CONSTRUCTION IS A MALE-DOMINATED
GROWN AND WOMEN ARE
INDUSTRY
OBSERVED AS MINORITY IN
CONSTRUCTION INDUSTRY
According to Amaratunga, D., et al (2006) said that
(2015).
the construction industry is typically a male
dominated industry and presents a major challenge
for equal opportunities for women. According to the
Construction Industry Training Board (2003) women It is safe to say that there is not many
are accountted for only 9% of the construction work
women that has been leading the project
force. This means construction continue to be a male in construction. How can we prove that
dominated industry. It is found that women are female also can dominate this industry
confronted by a significant number of barriers, and works side by side with male to lead
beginning with difficulties in joining the field of a project? There are many characteristics
construction and as far as to capturing the most that women have and men does not have
senior position in the organisation’s that can lead this industry better.
hierarchy(Amaratuya, D., et al 2006).
Firstly, the type of leadership that
women imposed is relationship oriented
PREJUDICE TOWARDS FEMALE LEADER
leadership. This has been confirmed by
an article by Anna which is stated that
Abdul Rahman (2000) stated that outdoor work
women are more relationship oriented
emphasizes competitiveness, independence, not
when compared to men, who are task
emotional and needed to be aggressive. The
oriented (2016). To tell more about this
participation of women is considered as incompatible
type of leadership, they will focus on
because of their femininity nature and may damage
supporting, motivating and developing
its traditional role as a wife and mother.
the employees for success. They will
make sure the work-life for their
employees balance.

L E A D E R S H I P
P A G E 0 4





AINA AQILAH BINTI MUHAMMAD FAIZAL


SR AZMIAH
The leader who use this type of leadership
will encourage the employees for a good
BINTI ABD
communication and build positive relationship
RAHMAN
among them. This will increase the teamwork and
collaboration between the employees. This shows
MANAGING DIRECTOR for
that women that become a leader can create a
NAZ Progressive Consultant & Services
Sdn. Bhd.
positive environment where the employees feel
more motivated.
Another women’s traits that can make them
This is the proof that women can become a
a good leader is they are a transformational leaders.
respectable leader because of their qualities that
Anna said women in managerial position adopt the
can lead an organization.
participative and democratic styles of leadership
and act more as transformational leaders than
In Malaysia, women has become more active in
men, who adopted a more transactional styles of
construction industry as many women began to
leadership (2016).
enter this industry that is usually dominated by
These style of leadership will inspire positive males. From a website form Malaysia which is
changes to the people that they lead while Wanita Industri Binaan Malaysia has highlighted
motivate and encourage them to be a better many women’s icon that stand out in Malaysia. This
version of themselves. Theory of leadership that website shows that even in Malaysian, women are
women have always applied is participative brave enough to eliminate the perception that
leadership style which the leader will give chances women cannot enter the construction industry and
to their employees to make their own decision in can lead the organization. One of the prominent
their assigned jobs. When they are given this women leader that deserve a recognition is Sr
opportunities, they will become more creative and Azmiah Binti Abd Rahman. This managing director
discover a new solution to their own problem. for NAZ progressive consultant & services Sdn.
Transformational leader aim to help every Bhd. has lead several project which is Kolej Sains
employees to succeed by given an inspirational dan Teknologi in Kuala Lumpur, Hospital Swasta
motivation, intellectual stimulation and Banting, SK Bukit Mahkota in Bangi and many more
individualized consideration. projects.







Conclusion





I n c o n c l u s i o n , l e a d e r s h i p c a n b e b u i l t i n t h e p e r s o n i t s e l f . A p e r s o n c a n b e l e a d e r i f h e w i l l i n g t o l e a r n a n d r e a d y
t o l e a r n . N o t e v e r y l e a d e r b y t r a i t i s a s u c c e s s f u l l e a d e r i f h e n o t w i l l i n g t o l e a r n . A t t h e e n d o f t h e d a y , l e a r n i n g
p r o c e s s i s t h e m o s t i m p o r t a n t i n o r d e r t o s h a p e a g o o d l e a d e r f o r a n o r g a n i z a t i o n . L e a d e r c a n b e n o m a t t e r
w o m a n o r m a n . T h i s c a n b e s e e , a l o t w o m e n l e a d e r t h a t s u c c e s s i n h a n d l i n g a n o r g a n i z a t i o n n o t j u s t i n
c o n s t r u c t i o n i n d u s t r y . B u t , i n o t h e r i n d u s t r y ; T a n S r i D r Z e t i A k h t a r A z i z f o r m e r o f G a v e n o r B a n k N e g a r a a n d o u r
f o r m e r V i c e P r i m e M i n i s t e r D a t i n S e r i D r W a n A z i z a h W a n I s m a i l . A l l o f t h e m a r e e x a m p l e s o f w o m a n l e a d e r i s a
s u c c e s s l e a d e r . H o w e v e r , m a n l e a d e r a l s o a g o o d l e a d e r . N o g e n d e r r a c i s m i n b e i n g a l e a d e r . A n o r g a n i z a t i o n
n e e d s s o m e o n e t h a t h a v e t h e s a m e g o a l a n d o b j e c t i v e s .

C O M M U N I C A T I O N P A G E 0 5













COMMUNICATION
COMMUNICATION

















OVERVIEW

T h e c o n s t r u c t i o n b u s i n e s s i s a c o m p l e x e n t e r p r i s e w i t h s e v e r a l s t a k e h o l d e r s






a n a l y s e d
w h o s e
b e
t o
I n t e r a c t i o n
t r a n s m i t t e d .
r e q u i r e s
i n f o r m a t i o n
a n d
B e c a u s e o f t h i s , c o m m u n i c a t i o n i s a s t r a t e g i c c o n s i d e r a t i o n . E v e n t h o u g h
o t h e r
f o r
t h e
a l l
c r i t i c a l
m o s t
a b o v e
b u t
i n d u s t r i e s ,
i s
i t
v i t a l
c r i t i c a l c o m m u n i c a t i o n i s v i t a l f o r o t h e r i n d u s t r i e s , b u t i t i s a b o v e a l l t h e m o s t I n
c o m m u n i c a t i o n
i s
c o n s t r u c t i o n i n d u s t r y . F o r e x a m p l e , t h e c a u s e o f m o s t d i s p u t e s t h a t o c c u r i n c o n s t r u c t i o n
i n d u s t r y a r e d u e t o b r e a c h o r i n s u f f i c i e n t c o m m u n i c a t i o n a m o n g t h e t e a m m e m b e r s . T o
c l a r i f y , p o o r c o m m u n i c a t i o n o f d e s i g n i n f o r m a t i o n o f t e n l e a d s t o d e s i g n p r o b l e m s . T h i s w i l l
l e a d t o d e l a y s a n d p o o r q u a l i t y . P r o d u c t i v i t y o n t h e s i t e d e p e n d s o n e f f e c t i v e
c o m m u n i c a t i o n a m o n g t h e w o r k e r s ( O l a n r e w a j u , e t a l . , 2 0 1 7 ) . A c c o r d i n g t o R a d o s a v l j e v i c &
B e n n e t t ( 2 0 1 2 ) , c o m m u n i c a t i o n i s d e f i n e d a s a p r o c e s s i n v o l v i n g t h e e x c h a n g e o f
i n f o r m a t i o n , n e w s , k n o w l e d g e , a n d i n s t r u c t i o n s b e t w e e n t w o o r m o r e p e o p l e .
C o m m u n i c a t i o n i s e f f i c i e n t i f t h e r e c e i v e r u n d e r s t a n d s t h e i n f o r m a t i o n a s i n t e n d e d b y t h e
s e n d e r . N o w a d a y s c o m m u n i c a t i o n a r e p r a c t i c a l l y a n d v i t a l l y n e e d e d a s o u r w o r l d a r e f a c i n g
t h i s p a n d e m i c . C o v i d - 1 9 h a d j u s t i n c r e a s e t h e l e v e l o f d a n g e r t o w o r k i n t h e c o n s t r u c t i o n
i n d u s t r y . H o w e v e r , p r o p e r s a f e t y c o m m u n i c a t i o n a n d a p o s i t i v e e r r o r m a n a g e m e n t c l i m a t e
c a n i m p r o v e o c c u p a t i o n a l s a f e t y o n t h e j o b s i t e . I t h a s b e e n s u g g e s t e d b y C i g u l a r o v , e t a l . ,
( 2 0 1 0 ) t h a t f r e q u e n t a n d o p e n c o m m u n i c a t i o n b e t w e e n s u p e r v i s o r s a n d e m p l o y e e s i s
c o n n e c t e d w i t h i m p r o v e d o c c u p a t i o n a l s a f e t y , a n d w h e n s u p e r v i s o r s e n c o u r a g e e m p l o y e e s
t o u s e a c c i d e n t s a n d n e a r - m i s s e s a s o p p o r t u n i t i e s f o r l e a r n i n g a n d i m p r o v e m e n t c a n

n u r t u r e s u c h c o m m u n i c a t i o n .

C O M M U N I C A T I O N P A G E 0 6
































Coronavirus Disease 2019 (Covid-19) outbreak emerged in Wuhan, China,
whose spreading dynamics increased rapidly and was declared as a pandemic
by the World Health Organization (WHO) on March 11, 2020 (Huang
et al. 2020)



C O N S T R U C T I O N I S T H E I N D U S T R Y SITI MANISAH BINTI MOHD MAZNI
T H A T F O R M S A C O M P L E X
M o r e o v e r , C o v i d - 1 9 a l s o c a u s e s d i f f i c u l t i e s
C O M M U N I C A T I O N E N V I R O N M E N T -
t o m a n a g e t h e c o n s t r u c t i o n p r o j e c t a s a l l
H O E Z E N ( 2 0 0 6 )
t h e w o r k e r i n v o l v e d n e e d t o w o r k f r o m
h o m e a n d c o n s t r u c t i o n a c t i v i t i e s o n s i t e
T o a c h i e v e t h e g o a l s o f t h e p r o j e c t ,
i s r e s t r i c t e d . T h e n , i t c a u s e s a b a r r i e r t o
c o m m u n i c a t i o n i s c r u c i a l b e t w e e n t h e
t h e c o n t r a c t o r i n c o m m u n i c a t i o n w i t h
t e a m i n v o l v e d i n t h e p r o j e c t t o i n t e r p r e t
t h e i r t e a m i n c o n d u c t i n g t h e a c t i v i t i e s
t h e o b j e c t i v e s , t o s h a r e t h e i d e a o r
o n - s i t e a s t h e y n e e d t o m a i n t a i n t h e
o p i n i o n , a n d t o l e n d t h e s o l u t i o n t o
s o c i a l d i s t a n c i n g t h a t w i l l l e a d t o d e l a y o f
r e m o v e a n y o b s t a c l e f a c e d b y
t h e p r o j e c t . F o r t h e c l i e n t , t h e y n e e d t o
c o n s t r u c t i o n t e a m s . H o w e v e r , t h e C o v i d - 1 9
e x p r e s s t h e i r i d e a s v i a a n o n l i n e p l a t f o r m
p a n d e m i c t h a t i s s p r e a d i n g i n M a l a y s i a i n
t h a t m a y l e a d t o i m p r e c i s e o r d e r o r
t h e f i r s t q u a r t e r y e a r o f 2 0 2 0 b e c a m e t h e
m i s u n d e r s t a n d i n g . N e v e r t h e l e s s , t h i s
b a r r i e r t o e f f e c t i v e c o m m u n i c a t i o n i n t h e
i s s u e c a n b e s o l v e d b y i m p l e m e n t i n g
c o n s t r u c t i o n s i t e . T h i s i s b e c a u s e , d u e t o
e f f e c t i v e c o m m u n i c a t i o n s k i l l s t o t h e
t h i s p a n d e m i c o u t b r e a k , a l l c o n s t r u c t i o n
p e r s o n n e l i n v o l v e d . O t h e r t h a n t h a t , T h e
p r o j e c t n e e d t o s l o w d o w n t h e i r a c t i v i t i e s
c o n t r a c t o r c a n r e - d e s i g n e d p r o g r a m
t o b r e a k t h e c h a i n o f t h e p a n d e m i c . T h u s ,
w o r k s t o r e d u c e t h e l a b o r o n - s i t e f o r
i t l e a d s t o m a n y o t h e r i s s u e s t o t h e
s o c i a l d i s t a n c i n g p u r p o s e s , d o c u m e n t a l l
c o n s t r u c t i o n p r o j e c t s u c h a s d e l a y s a n d
t h e i n s t r u c t i o n a n d a c t i v i t i e s t h a t h a v e
d i s r u p t i o n , s u p p l y c h a i n s t h a t h a v e b e e n
b e e n m a d e o n - s i t e , i n c r e a s e d w e l f a r e
s e v e r e l y d i s r u p t e d , l a b o r s h o r t a g e s , a n d
f a c i l i t i e s o n - s i t e f o r w o r k e r s t o p r o t e c t
f i n a n c i a l p r e s s u r e .
t h e i r s a f e t y a n d h e a l t h , e t c . ( A l e n e z i , T . A .
N . 2 0 2 0 ) .

C O M M U N I C A T I O N P A G E 0 7




Effective

Communication in


Construction Industry




In construction industry written document, meetings, email,
telephone, slide or visual and others are channel that is used to
communicate with other parties, (UKEssays, 2018). In order to
exchanged information in construction project they use tender
or contract document, site meeting and email as formal
communication medium. One way of communication were
explained by (Olusola Festus Akinradewo & Lekan Ojo, 2019)
that construction industry communications are drawings,
program of works, site photographs, letters, reports, tender
documents, and team briefing. It also has been found that the
most communication tools use in construction is drawing,
specification and valuation.






UMMI SAKINAH BINTI MOHD AZMI




A c c o r d i n g t o ( E f f e c t i v e C o m m u n i c a t i o n = B e t t e r
C o n s t r u c t i o n M a n a g e m e n t , 2 0 2 0 ) t h e e f f e c t i v e
c o m m u n i c a t i o n i s b y i n d i c a t i n g a c o m m u n i c a t i o n

c h a i n o f c o m m a n d i n c o n s t r u c t i o n p r o j e c t , c h o o s e
t h e r i g h t c o m m u n i c a t i o n c h a n n e l a n d m e t h o d t o

d e l i v e r i n f o r m a t i o n , a s a l i s t e n e r t h e o t h e r p a r t i e s
s h a l l b e a n a c t i v e l i s t e n e r , p r e v e n t f r o m u s i n g
c o n f u s i n g w o r d s , m a i n t a i n a f o r m a l

c o m m u n i c a t i o n d u r i n g t h e d i s c u s s i o n , s t i c k t o t h e
f a c t s a n d u s e w r i t t e n d o c u m e n t . T h i s m e t h o d i s

e l a b o r a t e d i n F i g u r e 1 . W h i l e O l u s o l a F e s t u s
A k i n r a d e w o & L e k a n O j o , ( 2 0 1 9 ) e x p l a i n i n t h e i r

f i n d i n g s t h a t c o m p l e t e d r a w i n g , s p e c i f i c a t i o n , a n d
d e t a i l s r e g a r d i n g t h e p r o j e c t a l s o l e a d t o e f f e c t i v e

c o m m u n i c a t i o n w h i c h m e a n s a c o m p l e t e d r a w i n g
c a n m i n i m i z e t h e d i s p u t e a n d a l l o w p r o j e c t
d e l i v e r e d o n t i m e .

C O M M U N I C A T I O N
P A G E 0 8


Indicate Communication Chain Command
In construction industry every parties are bind with a contract which is put
into the command chain
For example, contractor receive details and instruction from client and
architect
Communication chain command is important to make sure the information
receive from right person and at right time.




Method or medium of communication
Right communication method will improve the exchanged information
progress and avoid misunderstanding and delay which might lead to
problem on site.
Construction industry supposed to use medium that allowed all parties
acess to documents regarding the project and can be updated faster if there
are any changes in design or etc.
Example email, google drive


Be an Active Listener
Pharaphrase and summarized the information you receive to ensure
understanding of the context.
Make unverbal sign to let the talker know that you get what is being said.
Take notes and highlight unclear point to ask to the speaker.
Give feedback because that is how a communication is.




Prevent Confusion
Avoid on using jargon or short terms that is difficult to understand.
Keep your point short but clear.
Make sure your words comprise all important thing for the receiver.



Maintain Formal Communication During Meeting
Avoid from using foul language.
Use formal terms that are used in the industry.
Do not reply or type in emotional condition because it will effect your way of
explainantion.




Stick to Fact
Give only fact required by the parties.
Do not over elaborate which might cover the main point .
Keep personal opinion and feelings from work.
Share professional opinions to improve the project.



Written document
Written document can keep as reference for when dispute arises.
Oral meeting must have minute meeting to summarize the issues discuss
in the meeting as reference for the future.
Complete drawing can be one of communication medium which the
completeness of it will prevent any disputes.



F I G U R E 1 : E F F E C T I V E C O M M U N I C A T I O N I N C O N S T R U C T I O N I N D U S T R Y

C O M M U N I C A T I O N P A G E 0 9


I n t h e e r a o f C O V I D - 1 9 , c o n s t r u c t i o n c o m p a n i e s a c r o s s M a l a y s i a a r e
t r y i n g t o f i n d t h e b e s t w a y f o r w a r d . T h e r e a r e a s w a r m o f n e w
c h a l l e n g e s t h a t e v e r y c o n s t r u c t i o n o r g a n i z a t i o n h a s t o d e a l w i t h .
O t h e r t h a n t h a t , C o v i d - 1 9 c a n b e a l a r m i n g t o c o n s t r u c t i o n b e c a u s e
w e a r e d e a l i n g w i t h a r i s k t h a t o r i g i n a t e d o u t s i d e o f c o n t r o l l e d
p r o j e c t e n v i r o n m e n t . H e r e i s w h e r e c o m m u n i c a t i o n c o m e s i n , n o w
m o r e t h a n e v e r . D u r i n g t h i s p a n d e m i c , k e e p i n g l i n e s o f
c o m m u n i c a t i o n o p e n b e t w e e n p r o j e c t m a n a g e m e n t , t r a d e p a r t n e r s ,
a n d c l i e n t s a r e v i t a l . M o r e o v e r , C o v i d - 1 9 h a s i m p o s e d a ‘ n e w n o r m a l ’
f o r u s a r o u n d t h e w o r l d a n d t h o s e w h o r e - o p e n t h e i r o p e r a t i o n s a n d
b u s i n e s s m u s t e x p a n d u p o n e x i s t i n g s a f e t y p r o t o c o l s , r a p i d l y
d e p l o y i n g p l a n s t o p r o t e c t t h e i r e m p l o y e e s a n d f a c i l i t i e s w h i l e
r e m a i n i n g i n c o m p l i a n c e w i t h f e d e r a l ( B e a u r e g a r d & R o d r i g u e z ,
2 0 2 0 ) , s t a t e a n d l o c a l g u i d e l i n e s . H e r e a r e s o m e e x a m p l e o f ' n e w
n o r m a l ' o p e r a t i n g p r a c t i c e s a n d p r o t o c o l s :


AEISYA SYAFIQA BINTI SANUSI

C O M M U N I C A T I O N P A G E 1 0




























Conclusion





I n a n u t s h e l l , a g o o d f l o w o f c o m m u n i c a t i o n w i l l l e a d e a s e

c o n s t r u c t i o n p r o g r e s s m a k e t h e p r o j e c t p e r f o r m a n c e f l o w
s m o o t h l y . W i t h e f f e c t i v e m e t h o d o f c o m m u n i c a t i o n u s e ,
i n t e r m o f m e d i u m a n d t h e w a y o f u s e i t w i l l p r o v i d e a
w e l l d e l i v e r e d i n f o r m a t i o n . I n t h i s s o p h i s t i c a t e d e r a w i t h

l o t o f o n l i n e m e d i u m t h a t a l l o w e d t h e u s e r s h a r e t h e i r
i n f o r m a t i o n a n d d a t a o f p r o j e c t i n a f a s t e r w a y . T h i s
p a n d e m i c a l s o e n c o u r a g e d c o n s t r u c t i o n i n d u s t r y r a t h e r
t h a n g a t h e r f o r s i t e m e e t i n g , t h e y u s e o n l i n e t e c h n o l o g y

t o e v a l u a t e , p r o v i d e t e n d e r , s h a r e i n f o r m a t i o n , u p d a t e d
c h a n g e d t o m a k e s u r e t h e y s t i l l c o m m u n i c a t e t o m a k e
s u r e t h e p r o j e c t s t i l l o n g o i n g b u t w i t h a d e g r e e o f s a f e t y
c o n t r o l w i t h c o m m u n i c a t i o n m e t h o d .

M O T I V A T I O N P A G E 1 1

















MOTIVATION












Get Motivated
Stay Motivated












MOTIVATION AMONG WORKMEN DURING ISKANDAR

MALAYSIA PROJECT
SINCE THE CONSTRUCTION
WORKERS ARE NOT TOTALLY
SKILFUL, THERE IS THE NEED TO
AMIRUL SHAZAL BIN MOHD SALIM
ESTABLISH PROPER MANAGEMENT
TECHNIQUE IN ORDER TO KEEP THE
WORKERS PRODUCTIVE.
Motivation is seen as the willingness to put forward
UNDERSTANDING HOW THE
oneself that can inspire or encourage individual to
WORKERS ARE MOTIVATED WITH
achieve great accomplishments such as high
THEIR WORK IS ONE KEY TO THIS
performance or productivity and improve the
END - HAZELTINE, (1976)
performers effectiveness. Motivation also can create an
environment that makes the parties involve reaching
The key to success is better motivation. Marit
their common goal or objectives and act as key to a
successful project. The levels of motivation that applies Bjorgen once said, if the motivation is gone, then I
am finished. The goal of Iskandar Malaysia is to be
in individual or a team will influence the project results
that give direct impact to the project success factors a strong and sustainable metropolis of
international standing by the year 2025 and a
such as will to help finish the works given on time, will
not exceed the budget and fulfill the client needs. metropolis city requires large team and immense
number of workers. Iskandar Malaysia
As already mentioned, motivation is among the biggest development has created 700,000 employment
opportunities since its inception. High labour
stimulants of productivity in the construction industry.
Therefore, rewards and punishment can be the best productivity is one of the key criteria for the
facilitation and realisation of the Iskandar
approach for motivation that will encourage the
workers to do their parts. The project managers must Malaysia vision. Labour productivity is measured
put motivation as their best interest in order to drive by the unit of output per unit of labour. Hence,
towards project success because project managers this requires special motivation to the labourers to
spent most of their working time with the construction increase their productivity.
workers for teamwork activities. Hence, It shows that
team is key to lead a successful project.

M O T I V A T I O N P A G E 1 2



Process of Motivation







E X P E C T A N C Y
T H E O R Y

( V I C T O R H .

V R O O M )







MUHAMMAD SHAZWAN BIN HOLELKUSAIRI




M o t i v a t i o n c o n c e r n s t h o s e p r o c e s s e s
t h a t p r o d u c e s g o a l - d i r e c t e d b e h a v i o r .
I n c o n t e x t o f c o n s t r u c t i o n i n d u s t r y ,
m o t i v a t i o n i s o n e o f t h e e s s e n t i a l
r e q u i r e m e n t s , w h i c h c a n b e p r a c t i c e
t o i n c r e a s e t h e w o r k p e r f o r m a n c e s .
T h i s t h e o r y e x p l a i n s v a r i a t i o n s i n
p e r f o r m a n c e , i n t e r m s o f t h e e f f o r t ,
w h i c h a w o r k e r i s w i l l i n g t o e x e r t t o
c o m p l e t e a t a s k . T h e r e f o r e , i f a w o r k e r
i s w i l l i n g t o e x e r t a d e t e r m i n e
a t t e m p t , h a s t h e c a p a b i l i t y , r e c e i v e s
c o r r e c t d i r e c t i o n , a n d r e m o v e s a l l
o b s t a c l e s ; t h u s , t h e w o r k w i l l b e
a c c o m p l i s h e d w e l l a n d l e a d t o
s u c c e s s f u l p r o j e c t . T h e p e r f o r m a n c e
o f s u c h w o r k s c o u l d b e o b s e r v e d
b a s e d o n e f f e c t i v e n e s s , e f f i c i e n c y ,
p r o d u c t i v i t y , p r o f i t a b i l i t y , i n n o v a t i o n ,
a n d q u a l i t y o f w o r k .

M O T I V A T I O N P A G E 1 3






























(“the photos used herewith are for academic purposes only and the ownership belonged to the rightful owner”.)








MUHAMMAD AMIR BIN AZIZI
F o r t h i s c a s e s t u d y , t h e c h o s e n c o n s t r u c t i o n
s i t e w i l l b e t h e I s k a n d a r M a l a y s i a . I s k a n d a r

D e v e l o p m e n t R e g i o n i s a r e g i o n a l
A c c o r d i n g t o t h e I s k a n d a r R e g i o n a l
d e v e l o p m e n t c o r r i d o r , c u r r e n t l y k n o w n a s
D e v e l o p m e n t A u t h o r i t y ( I R D A ) , w o r k d e l a y s ,
I s k a n d a r M a l a y s i a ( I M ) . I t i s l o c a t e d i n J o h o r ;
s h o r t a g e s o f s k i l l e d l a b o u r , a n d
S o u t h e r n r e g i o n o f P e n i n s u l a r M a l a y s i a a n d
w o r k p l a c e a c c i d e n t s a r e t h e i s s u e s t h a t
i t c o v e r s a t o t a l a r e a o f 2 , 3 0 0 s q u a r e
o c c u r d u e t o t h e c o n s t r u c t i o n l a b o u r e r h a s
k i l o m e t r e s w h i c h i s a p p r o x i m a t e l y t h r e e
e x p e r i e n c e d l i t t l e o r n o m o t i v a t i o n a l
t i m e s t h e s i z e o f S i n g a p o r e a n d i t s i t s o n t h e
p a c k a g e s f r o m I s k a n d a r M a l a y s i a H u m a n
w o r l d ’ s b u s i e s t s h i p p i n g r o u t e s a n d i s w i t h i n
C a p i t a l B l u e p r i n t ( I M H C B ) t h a t s u p p o s e t o
a 6 - h o u r r e a c h o f m a j o r A s i a n c i t i e s t h r o u g h
i n i t i a l i s e , e s t a b l i s h , a n d i m p l e m e n t
t h e S e n a i I n t e r n a t i o n a l A i r p o r t . T h e
m o t i v a t i o n a l s t r a t e g i e s t h a t w i l l i m p r o v e
c o n s t r u c t i o n o f I s k a n d a r M a l a y s i a i s
t h e o v e r a l l o u t p u t o f I M b u t f a i l t o d o s o .
c o n s i d e r e d b i g a s t h e r e w i l l b e m a n y
T h e s e p r o b l e m s h a v e l e d t o t h e i s s u e s
c o n s t r u c t i o n p r o j e c t s t h a t w i l l b e d o n e o n
s t a t e d a b o v e t o a r i s e a m o n g c o n s t r u c t i o n
I s k a n d a r M a l a y s i a . T h e b i g g e r t h e p r o j e c t ,
w o r k e r s i n I M .
t h e m o r e i s s u e s w i l l a r i s e d u e t o m a n y
f a c t o r s . T h e i s s u e a r i s e s a s a r e s u l t o f

i n c r e a s i n g n u m b e r o f l a b o u r e r s p a r t i c i p a t i n g
i n I M c o n s t r u c t i o n p r o j e c t s . I s s u e s t h a t w i l l
b e h i g h l i g h t e d f r o m t h i s c a s e s t u d y i s
r e l a t e d t o m o t i v a t i o n i s s u e a m o n g w o r k e r s
t h a t w o r k s t h e r e .

M O T I V A T I O N P A G E 1 4


Continuous Training and Development



Throughout the sense of the construction
environment and culture, this section discusses
worker motivation and are also rank third in the
findings of Ohueri, C.C.,et.al. (2018).According to
Maloney (1986), the working environment in the
perspective of job content and context. supervision,
material resources, compensation practices and the
work environment are contextual considerations,
MOHAMAD HILMI BIN ABD HALIM
Effective Management while task content refers to the scope of tasks
involved, the skills needed, and the challenge
presented. The same author found that one-third of
The need for construction managers to modify their
employees have professional-related growth needs
approach to empowering their workers is one of the
and would therefore be driven by enriched
main characters in construction worker motivation
employment or improvements in work material.
studies to prevent work delay. It is also believe that
Contractors should be mindful of employees that are
educated and experienced manager is extremely
concerned with contextual considerations and are
important in terms of labour productivity in IM. Many
thus driven by factors that enhance the working
executives do not recognize motivational principles and
environment and minimize accidents in the
thus lack the required approach to productivity
workplace.
enhancement. The construction work seems to take
little enrichment and is one of the only rewarding forms
of work remaining today in the automated world.
Hazeltine (1976), suggested that the satisfactions are
already found within construction and need further
development by management. Specifically,
management should be developed towards healthy
worker attitudes, administering praise, and building
respect and for the satisfaction of self-fulfilled needs.

Financial Incentives


Effective management, financial
Incentives are expressed in different ways for individual
employees. it has been stated in Ohueri, C.C.,et.al. (2018),
incentives, continuous training,
that fair wages for construction labourers are extremely
and development of labourers are
important in increasing the output of labourers
significant strategies that
participating in IM construction projects. Money is one
of the main types and can solve shortages of skilled motivate Iskandar Malaysia (IM)
construction labourers.
labour. The argument most noted by the researchers
relates to the needs of the workforce. The worker must
Motivation is very important to
first receive praises before he feels as if he is a member
every
of the team or crew and once he feels like a member of
construction company
the team, he then begins to acquire feelings of job
organization to make sure all the
security as stated by (Cox et al, 2006). By recognizing
this point, contractors will change the culture of the
works can be done
workplace appropriately and incorporate financial
successfully and achieve the
incentives to empower the workforce. This is also been
target of the company objectives.
supported by Doloi (2007) that job security and work
appreciation and reward ranked as top incentives
among workers, in the Australian construction industry.

P R O J E C T M A N A G E M E N T O F
P A G E 1 5
T H E F U T U R E
INDUSTRY


REVOLUTION


4.0







NURUL FARHANAH BINTI SHARAFUDDIN


C o n s t r u c t i o n i n d u s t r y i s c o n s i d e r e d a s a

u n i q u e i n d u s t r y d u e t o i t s c h a r a c t e r i s t i c
t h a t i s c o m p l e x a n d h i g h r i s k . T h e k e y
c o n c e p t s o f I R 4 . 0 w e r e i n t r o d u c e d f o r t h e
f i r s t t i m e i n y e a r 2 0 1 1 t o f u l f i l l d e m a n d s i n

t h e c o n s t r u c t i o n i n d u s t r y . T h e I n d u s t r y 4 . 0
( I R 4 . 0 ) i s a w e l l - k n o w n t e r m t o d e s c r i b e t h e
r e v o l u t i o n o f t h e i n c r e a s e i n t h e u s a g e o f
i n f o r m a t i o n a n d a u t o m a t i o n t e c h n o l o g i e s

i n t h e m a n u f a c t u r i n g e n v i r o n m e n t a s w e l l
a s t h e c r e a t i o n o f a d i g i t i s e d v a l u e c h a i n
t h a t e n h a n c e c o m m u n i c a t i o n b e t w e e n
e n v i r o n m e n t , p r o d u c t s a n d b u s i n e s s

p a r t n e r s ( D a v i e s a n d S h a r p , 2 0 1 4 ; L a s i ,
F e t t k e , K e m p e r , F e l d a n d H o f f m a n n , 2 0 1 4 ) .
T h e f o u r m a i n e l e m e n t s i n I R 4 . 0 a r e C P S ,
t h e I o T , t h e I o S a n d t h e i n t e l l i g e n t u n i t s .

P R O J E C T M A N A G E M E N T O F
P A G E 1 6
T H E F U T U R E


SYAMIMI NAJIHAH BINTI SHAARI



VERTICAL NETWORKING OF SMART PRODUCTION SYSTEMS

This vertical networking uses cyber-physical production system (CPPSs). It refers to
the ability of smart factories to be able to react for the changes in demand, supply
and towards faults. With this, it allows smart factories to be needs-oriented,
individualized and be the customer specific for the production operations. Besides
that, (CPPSs) also can undergo the maintenance management which smart
factories need the capability to know the resources and product that is suitable
around the world and know the location of that materials. Then, need the smart
sensor technology to help monitoring and autonomous organization. In addition,
all the production process is logged and there are automatically registered of any
discrepancies. Thus, the process of production will be more effective and can
reduced wastage.

HORIZONTAL INTEGRATION VIA A NEW GENERATION OF GLOBAL VALUE CHAIN
NETWORKS


The physical-digital-physical (PDP) networks are optimized networks that integrate
customers and business partners, new business, and cooperation models across the globe.
Process chains become more transparent and high flexibility to react to the problems and
faults thus facilitate better global optimisation. It is quite like the networked production F
systems which any part of the product is logged and can be accessed at any time. This is to
ensure the constant traceability that is also known as ‘product memory’. The process chain’s e
flexibility is so important when it comes to customer specific adaptations as it can also be in
development, ordering, planning, composition, and distribution of products. It is the same I a
flexibility that allows process chains to dynamically handle enabling factors, like quality or t
risk, in real time. R u

THROUGH-ENGINEERING ACROSS THE ENTIRE VALUE CHAIN 4 r
.
Through engineering, the idea of manufacturing should not always be the production 0 e
process but the final product. The development and manufacturing of new products and production s
systems is integrated and coordinated with product life cycles which enable new synergies to be
created between product development and production systems. All the information’s are also
available at all stages of this thus enable new and more flexibility processes to be defined from data o
via modelling to prototypes and product stage. According to Levicki (2016) Saline Lectronics has f
utilized a Project Management System and engage with a customer during New Product
Development at the Prototype Stage which when they launched their product, Saline Lectronics can
maximize the opportunities for product enhancement during production and reduce the time to
market for customers.
ACCELERATION THROUGH EXPONENTIAL TECHNOLOGIES

IR 4.0 already needed automation solutions to be highly cognitive and highly autonomous.
Artificial intelligence (AI), advanced robotics and sensor technology have the potential to
increase autonomy further and at the same time can speed up individualisation and
flexibilization. In Supply Chain Management (SCM), the Artificial Intelligence can increase
the reliability in production, find a new construction and design solutions and enhance the
cooperation between humans and machines towards the services. 3D printing is one of the
exponential technologies which accelerate the IR 4.0 and making it more flexible and
allows the new production solutions like functionality, higher complexity and without extra
cost. Then, new supply chain solution like inventory reduction, faster delivery times which
can result to disruptive new business models.

P R O J E C T M A N A G E M E N T O F
P A G E 1 7
T H E F U T U R E

Potentials of IR4.0 in


Shaping the Project



Management of the


Future in Malaysia







While Industry 4.0 is implementing, most of the
Then, can used various tools for varied
working environment are automatized and as a
stakeholders. There are some of the increased of
smart factory with Cyber Physical Systems, Internet
technologies responding to the dynamic and
of Things and Big Data being processed real time
changing of how the world are doing the
using cloud computing. This IR4.0 has brought
collaboration, mobility, and social networking.
many careers to transform and businesses to
Generally, it is not just within teams but also
change as well. One of those careers is project
among stakeholders. All the various collaboration
manager that gets another dimension with coming
tools are supports groups in working together to
of this IR4.0.
accomplish a specific task. However, project

managers should be careful when identifying the
All this while, traditional project management are
proper channel to reach stakeholders as it need to
usually will do planning, managing the projects,
be formal. They can use some tools such as instant
organizing, preparing schedules, monitoring and
messages, phone calls, webinars, and document
report the progress through the projects. The
collaboration tools but should always get
typical scope of works of project manager are to
approved formally by stakeholders’ organizations
plan and direct the use of resources on projects and
before choosing one to support a project. The
prepares risk management since planning step.
project manager’s ability to choose the
However, the IR4.0 has transformed the project
appropriate communication tools to
management which influenced by the
communicate stakeholders and teams has a great
technologies to the changes of project
impact on the project outcome.
management tasks. This transformation due to the

challenging job with a lot of variation. The
Other potential is improved the negotiation skills.
transformation includes digitization and
Project teams’ members will be more
automation of manufacturing operations,
independent professional figures which can
connecting to the various machines with many
develop their creativity with more freedom
types of software, connecting departments within
compared to the past. This is due to the gradually
production environment etc.
changes which traditional hierarchical relationship

change into flat in IR4.0. As the project managers,
One of the potentials is improved communication.
they should build their knowledge of the project
Communication is the important tools in project
with wider. They also need to communicate well
management as it ensures that the communication
with team members with transparency to be more
between managers, team members and
effective. Hence, manage the relations among
stakeholders run smoothly. A long time ago, project
stakeholders with a sense of responsibility.
managers used the email but now, they can use the
latest technology to share updates, documents, and
other critical information with their project teams
easily. It also can make the communication of the
project teams and stakeholders can be held
despite of wherever the locations are over the
world.

F U T U R E O F P R O J E C T
P A G E 1 8
M A N A G E M E N T
Issues of


IR4.0



NUR SYAZWANI BINTI ROSLAN

MINDSET

REGULATION
The digital transformation appears to be slow with a few issues
including mindset shift. For Malaysia ready to IR4.0, we need to
open our mind and set up the new mindset and there must be a
In the regulation of Industrial 4.0 transformation in
shift in mindset. People with grit, creativity and entrepreneurial
Malaysia, special emphasis on the awareness of the
spirit will embrace this future, rather than cling to the status quo.
needs, benefits and opportunities of Industry 4.0

technology and process among manufacturing firms. This
Datuk Jeffrey Ng, chairman of the Malaysian REIT Managers
is important especially for those industries that still have a
Association (MRMA) said that, there is shortage of people skilled
limited understanding of digital usage and are often
in science, technology, engineering and mathematics (STEM)
concerned about the cost and level of change required.
and insufficient focus on digital literacy and innovation which
resulting less adaptable in a workforce to fast-evolving
Moreover, to drive accelerated transformation,
technology. Then, owning to traditional mindset, the response
mechanisms need to be created to help manufacturing
remains slow despite of all the government effort to promote
companies understand their current capabilities and
the technical and vocational education and training. He also
what it takes for them to transform and implement
suggests that Malaysia look forward towards developing human
Industry 4.0 technology and improve their processes and
programmes through collaboration with the local universities
skills. Integrity, security and data analysis are important
and government agencies to provide a semi-skilled and skilled
areas of focus to ensure a smooth flow of data across the
workforce that can meet the requirements of the industry.
value chain. This will also help the Government

understand priority issues across initiatives, ministries and
In order to overcome this traditional mindset, government need
agencies in charting effective programmes and providing
to focus on building economy and continue to project Malaysia
regulatory support. (MITI, 2018).
as a progressive yet friendly nation. It should ride the growth
momentum resulting from the various initiatives introduced by
MDEC to assist companies in their digital transformation journey.
OPERATIONS AND STRATEGY TO PERSONNEL

CONCLUSION Attract new talent and build up required skills. Due to
construction technology transformation, the knowledge and
skills to operate a certain technology are extremely
The technological and digital of IR 4.0 have impact
important to ensure for it to be able to perform accurately
positively on construction industry which presenting an
and smoothly. Skilled talents that have better knowledge
opportunities for innovative producers, system suppliers,
and skills on those matters are needed more in the future.
and entire regions. It existence in construction industry

gives good potential in future project management for
Cross industry collaboration along the value chain. The
improving productivity and efficiency. It is an evolution
construction industry is highly fragmented value chain,
process in terms of technology advances in
which allows the access to data and integrated systems. This
comprehensive operations and strategies with an
will likely be helpful in handling any future scenario
innovative mindset. The regulation of IR 4.0 need to be
cooperatively.
emphasis to achieve the goal and target on the

transformation of IR 4.0 towards construction industry.
Maximize the use of data and digital models throughout the
Therefore, more efforts need to be applied in shaping
process. By reviewing past practices and infrastructure asset
future progress of project management in Malaysia with
portfolios, new business opportunities can be embraced and
the IR 4.0 to see major changes on every level.
lead to change in management. Construction industry is
entirely unpredictable of what lies ahead so with scenario
planning, the personnel can prepare for any possible futures
beforehand.

R E F E R E N C E S P A G E 1 9




C e n t r e f o r C r e a t i v e L e a d e r s h i p ( 2 0 2 0 ) . T h e C h a r a c t e r i s t i c & Q u a l i t i e s o f a G o o d
L e a d e r . R e t r i e v e d f r o m h t t p s : / / w w w . c c l . o r g / b l o g / c h a r a c t e r i s t i c s - g o o d -
l e a d e r /
E f f e c t i v e C o m m u n i c a t i o n = B e t t e r C o n s t r u c t i o n M a n a g e m e n t . ( 2 0 2 0 , F e b r u a r y 1 0 ) .
R e t r i e v e d f r o m i S q F t a C o n s t r u c t C o n n e c t
S I n d u s t r y 4 . 0 C h a l l e n g e s A n d S o l u t i o n s F o r T h e D i g i t a l T r a n s f o r m a t i o n A n d U s e O f
c o m p a n y : h t t p s : / / w w w . i s q f t . c o m / s t a r t / b l o g - e f f e c t i v e - c o m m u n i c a t i o n - b e t t e r -
c o n s t r u c t i o n - m a n a g e m e n t /


E x p o n e n t i a l
T e c h n o l o g i e s ,
( 2 0 1 4 ) .
[ e b o o k ]
T h e
C r e a t i v e
S t u d i o .
Z u r i c h :
E R e t r i e v e d f r o m
h t t p s : / / w w w 2 . d e l o i t t e . c o m / c o n t e n t / d a m / D e l o i t t e / c h / D o c u m e n t s / m a n u f a c t u
r i n g / c h - e n - m a n u f a c t u r i n g - i n d u s t r y - 4 - 0 - 2 4 1 0 2 0 1 4 . p d f
C M i n i s t r y o f I n t e r n a t i o n a l T r a d e a n d I n d u s t r y ( M I T I ) . ( 2 0 1 8 ) . I n d u s t r y 4 W R D :
N a t i o n a l P o l i c y o n I n d u s t r y 4 . 0 . K u a l a L u m p u r : M I T I .
T h e B o s t o n C o n s u l t i n g G r o u p ( B C G ) . ( 2 0 1 5 ) . I n d u s t r y 4 . 0 T H e F u t u r e P r o d u t i v i t y
N U K E s s a y s . ( 2 0 1 8 , N o v e m b e r ) . I m p o r t a n c e o f E f f e c t i v e C o m m u n i c a t i o n i n f r o m
a n d G r o w t h i n M a n u f a c t u r i n g I n d u s t r y . T h e B o s t o n C o n s u l t i n g G r o u p .

C o n s t r u c t i o n .
R e t r i e v e d
h t t p s : / / w w w . u k e s s a y s . c o m / e s s a y s / c o n s t r u c t i o n / t h e - i m p o r t a n c e - o f - e f f e c t i v e -

c o m m u n i c a t i o n - i n - c o n s t r u c t i o n - c o n s t r u c t i o n - e s s a y . p h p ? v r e f = 1
E A . D a v i e s a n d D . S h a r p . ( 2 0 1 4 ) . R I C S S t r a t e g i c F a c i l i t i e s M a n a g e m e n t . C a s e s t u d i e s ,

I n t e r n a t i o n a l W o r k p l a c e , C a m b r i d g e , R e p o r t .
A l a l o u l , W . S . , L i e w , M . S . , Z a w a w i , N . A . , & M o h a m m e d , B . S . ( 2 0 1 8 ) . I n d u s t r y
R R e v o l u t i o n I R 4 . 0 : F u t u r e O p p o r t u n i t i e s a n d C h a l l e n g e s i n C o n s t r u c t i o n

I n d u s t r y . M A T E C W e b o f C o n f e r e n c e s , 2 0 3 , 0 2 0 1 0 .

d o i : 1 0 . 1 0 5 1 / m a t e c c o n f / 2 0 1 8 2 0 3 0 2 0 1 0
E A l e n e z i , T . A . N . ( 2 0 2 0 ) . C o v i d - 1 9 C a u s e s O f D e l a y s O n C o n s t r u c t i o n P r o j e c t s
I n K u w a i t .
A r i p i n , I . D . , Z a w a w i , E . M . , & I s m a i l , Z . ( 2 0 1 9 ) . F a c t o r s I n f l u e n c i n g t h e
o f
i n
I n d u s t r y
4 . 0
T e c h n o l o g i e s
B e h i n d
I m p l e m e n t a t i o n
M a l a y s i a n
t h e
F A n n a G . ( 2 0 1 6 ) . G e n d e r D i f f e r e n c e s i n L e a d e r s h i p . S t u d i o i s M a t e r i a l i t y , 1 ( 2 0 ) , 1 3 6 –
C o n s t r u c t i o n I n d u s t r y . M A T E C W e b o f C o n f e r e n c e s , 2 6 6 , 0 1 0 0 6 .
d o i : 1 0 . 1 0 5 1 / m a t e c c o n f / 2 0 1 9 2 6 6 0 1 0 0 6
E B a r g , J . E . , R u p a r a t h n a , R . , M e n d i s , D . , & a m p ; H e w a g e , K . N . ( 2 0 1 4 ) . M o t i v a t i n g
1 4 4 .
W o r k e r s i n C o n s t r u c t i o n . J o u r n a l o f C o n s t r u c t i o n E n g i n e e r i n g , 2 0 1 4 , 1 - 1 1 .
R B e a u r e g a r d , M . & R o d r i g u e z , T . , 2 0 2 0 . R e t u r n t o W o r k : A T e m p l a t e f o r S a f e t y
d o i : 1 0 . 1 1 5 5 / 2 0 1 4 / 7 0 3 0 8 4


P r a c t i c e s a n d P r o t o c o l s . [ O n l i n e ]
a t :
A v a i l a b l e
h t t p s : / / w w w . e h s t o d a y . c o m / c o v i d 1 9 / a r t i c l e / 2 1 1 3 0 1 2 3 / r e t u r n - t o -
w o r k - a - t e m p l a t e - f o r - s a f e t y - p r a c t i c e s - a n d - p r o t o c o l s
C . S . H a z e l t i n e , “ M o t i v a t i o n o f c o n s t r u c t i o n w o r k e r s , ” A S C E J o u r n a l o f t h e
C o n s t r u c t i o n D i v i s i o n , v o l . 1 0 2 , n o . 3 , p p . 4 9 7 – 5 0 9 , 1 9 7 6 .

R E F E R E N C E S P A G E 2 0

C i g u l a r o v , K . P . , P e t e r , Y . C . & R o s e c r a n c e , J . , 2 0 1 0 . F o s t e r i n g C o m m u n i c a t i o n t o
I m p r o v e C o n s t r u c t i o n S a f e t y . T h e C e n t e r F o r C o n s t r u c t i o n R e s e a r c h a n d

T r a i n i n g , p . 1 .
H . D o l o i , “ T w i n n i n g m o t i v a t i o n , p r o d u c t i v i t y a n d m a n a g e m e n t s t r a t e g y i n
c o n s t r u c t i o n p r o j e c t s , ” E M J — E n g i n e e r i n g M a n a g e m e n t J o u r n a l , v o l . 1 9 , n o . 3 ,
p p . 3 0 – 4 0 , 2 0 0 7 .
H . L a s i , P . F e t t k e , H . - G . K e m p e r , T . F e l d , M . H o f f m a n n . ( 2 0 1 4 ) . I n d u s t r i e 4 . 0 , B u s .
S H o e z e n , M . E . L . , R e y m e n , I . M . M . J . , & D e w u l f , G . P . M . R . ( 2 0 0 6 , J u l y ) . T h e p r o b l e m
I n f . S y s t . E n g . 6 ( 4 ) 2 3 9 – 2 4 2 .



















I n
c o n s t r u c t i o n .



c o m m u n i c a t i o n
i n






C I B

A d a p t a b l e
W 9 6
o f
E L e v i c k i , C . ( 2 0 1 6 ) . V e r t i c a l N e t w o r k i n g O f S m a r t P r o d u c t i o n S y s t e m s L e c t r o n i c s .
C o n f e r e n c e , U n i v e r s i t y o f T w e n t e ) .
[ o n l i n e ] S a l i n e L e c t r o n i c s . R e t r i e v e d f r o m h t t p s : / / w w w . l e c t r o n i c s . n e t / v e r t i c a l -
C L e e , R . ( 2 0 2 0 ) . C o v e r S t o r y : I R 4 . 0 i n M a l a y s i a : T h e c h a l l e n g e s . T h e E d g e M a r k e t s ,
n e t w o r k i n g - o f - s m a r t - p r o d u c t i o n
s y s t e m s / # : ~ : t e x t = V e r t i c a l % 2 0 N e t w o r k i n g % 2 0 o f % 2 0 s m a r t % 2 0 p r o d u c t i o n s , i n
% 2 0 t e r m s % 2 0 o f % 2 0 p r o d u c t i o n % 2 0 o p e r a t i o n s .
N O h u e r i , C . C . , E n e g b u m a , I . W . , W o n g , H . N . , K u o k , K . K . a n d K e n l e y , R . ( 2 0 1 8 ) , “ L a b o u r
R e t r i e v e d
[ o n l i n e ]
f r o m
h t t p s : / / w w w . t h e e d g e m a r k e t s . c o m / a r t i c l e / c o v e r -
s t o r y - i r 4 0 - m a l a y s i a - c h a l l e n g e s
M a l a y s i a ” ,
f r a m e w o r k
E n v i r o n m e n t
B u i l t
m o t i v a t i o n
p r o d u c t i v i t y
I s k a n d a r
f o r
E O l u s o l a F e s t u s A k i n r a d e w o , & L e k a n O j o . ( 2 0 1 9 ) . A F r a m e w o r k F o r E f f e c t i v e f r o m
P r o j e c t a n d A s s e t M a n a g e m e n t , V o l . 8 N o . 3 , p p . 2 9 3 - 3 0 4 .
R e t r i e v e d
A m o n g
3 3 6 - 3 4 6 .
C o n s t r u c t i o n
T e a m .
C o m m u n i c a t i o n
R O l a n r e w a j u , A . , T a n , S . Y . & K w a n , L . F . , 2 0 1 7 . R o l e s o f c o m m u n i c a t i o n o n C r e a t i v e
h t t p s : / / w w w . r e s e a r c h g a t e . n e t / p u b l i c a t i o n / 3 3 0 7 6 5 3 0 1
s e c t o r .
o f
c o n s t r u c t i o n
t h e
P r o c e d i a
E n g i n e e r i n g ,
p e r f o r m a n c e
C o n s t r u c t i o n C o n f e r e n c e 2 0 1 7 , V o l u m e 1 9 6 , p . 7 6 3 .
E R . F . C o x , R . R . A . I s s a , a n d A . F r e y , “ P r o p o s e d s u b c o n t r a c t o r - b a s e d e m p l o y e e a n d
C o n s t r u c t i o n
m o t i v a t i o n a l
E n g i n e e r i n g
o f
m o d e l , ”
J o u r n a l
M a n a g e m e n t , v o l . 1 3 2 , n o . 2 , p p . 1 5 2 – 1 6 3 , 2 0 0 6 .
F R a d o s a v l j e v i c , M . & B e n n e t t , J . , 2 0 1 2 . C o n s t r u c t i o n m a n a g e m e n t s t r a t e g i e s : a t h e o r y
o f c o n s t r u c t i o n m a n a g e m e n t . . W e s t S u s s e x : J o h n W i l e y & S o n s L i m i t e d .
S a l a h u d d i n N . ( 2 0 1 5 ) . A S t u d y o f W o m e n C a r e e r i n C o n s t r u c t i o n I n d u s t r y . F a c u l t y o f
E S h a n m u g a m M . ( 2 0 0 7 ) T h e R o l e o f W o m e n i n C o n s t r u c t i o n I n d u s t r y D e v e l o p m e n t :
C i v i l E n g i n e e r i n g a n d E a r t h R e s o u r c e s , U n i v e r s i t i M a l a y s i a P a h a n g
T h e U K P e r s p e c t i v e . C I D B w o r l d B u i l d i n g C o n g r e s s .
R W . F . M a l o n e y , “ U n d e r s t a n d i n g m o t i v a t i o n , ” J o u r n a l o f M a n a g e m e n t i n E n g i n e e r i n g ,
V e r m e u l e n F . ( 2 0 1 9 , A u g u s t 2 2 ) . T h e I n d u s t r y 4 . 0 : T h e U l t i m a t e G u i d e . R e t r i e v e d
f r o m h t t p s : / / i n d u s t r y e u r o p e . c o m / i n d u s t r y - 4 - 0 - t h e - u l t i m a t e - g u i d e /
v o l . 2 , n o . 4 , p p . 2 3 1 – 2 4 5 , 1 9 8 6 .
W a n i t a I n d u s t r i B i n a a n M a l a y s i a ( 2 0 1 7 ) R e t r i e v e d o n 1 2 N o v e m b e r 2 0 2 0 f r o m
h t t p s : / / w w w . w i b m a l a y s i a . o r g / s u r v e y o r s
W i n , T . Z . & K h a m , N . S . M . ( 2 0 1 8 ) . T r a n s f o r m a t i o n o f P r o j e c t M a n a g e m e n t i n I n d u s t r y
4 . 0 .