I N I S I AT I F P E N G U R U SA N N I L A I S T R AT E G I K ( V M S ) ,

GERBANG NIL AI 0 (GN0) DAN ACQUISITION

C AT E G O R I SAT I O N ( AC AT )
11 F E B R UA R I 2 0 2 0
1
ACQUISITION
CATEGORISATION
(ACAT)

INISIATIF PENGURUSAN NILAI STRATEGIK (VMS), GERBANG NILAI 0 (GN0)

DAN ACQUISITION CATEGORISATION (ACAT)
11 F E B R UA R I 2 0 2 0

2
 Acquisition Categorisation
Kandungan (ACAT)
1. Objektif Roadshow
2. Acquisition Categorisation (ACAT)
3. Pengenalan Apa itu ACAT?
4. Mengapa ACAT?
5. Garis Panduan ACAT
6. Definasi ACAT
7. Enam Sifat Utama
8. Proses Kategori
9. ACAT SCORE CALCULATOR
10. Rumusan 3
 1.0 Objektif Roadshow
1. Taklimat pengenalan terhadap inisiatif ACAT bagi
pelaksanaan di peringkat Pewujudan Projek (di
Peringkat Perancangan Kementerian/Jabatan/Agensi)
bagi projek RMKe-12
2. Di akhir taklimat selama 60 minit ini diharap para
peserta akan mengenali kewujudan inisiatif ini.
3. Memahami keperluan untuk melaksanakan ACAT di
peringkat pewujudan projek.

4
MULA DI PERKENALKAN OLEH
DEPARTMENT OF DEFENCE,
AUSTRALIA .
MERUPAKAN GABUNGAN
PERKATAAN :
1. ACQUISITION - PEMEROLEHAN
2. CATEGORISATION -
PENGKATEGORIAN

5
1. KAEDAH UNTUK MENGKATEGORIKAN
PROJEK MENGIKUT:
a. kerumitan pengurusan projek,
b. kesukaran teknikal,
c. kerumitan penjadualan,
d. kepentingan politik,
e. dan lain-lain.

6
 sambungan

2. MENYELARASKAN TAHAP KERUMITAN

SESUATU PROJEK BERDASARKAN
KEPADA PENGALAMAN DAN
KECEKAPAN SESEORANG PENGURUS
PROJEK.

7
 Carta aliran kerja untuk pemakaian di
peringkat pewujudan projek RMK—12
ACAT
(AP182)

8
 Proses Kajian Proses Pelaksanaan
Pengkategorian Kebolehlaksanaan Projek JKR
Projek
Kemasukan
Projek
Pewujudan
Projek Penggunaan •PMs bertauliah
sumber secara •Juru Perunding
A I optimum •Pasukan Projek
II VMS/
KEMENTERIAN C Strategi perolehan -
III GERBANG
& AGENSI A Penyampaian
KERAJAAN LAIN IV NILAI 0
T berkesan
V
Proses dan Peralatan

Carta aliran kerja untuk pemakaian di peringkat

pewujudan projek RMK—12 (AP182)
1. MEMASTIKAN PROJEK DIKATEGORIKAN
MENGIKUT CARA YANG LOGIK DAN
KONSISTEN.
2. MEMBERI KEFAHAMAN YANG SAMA
TERHADAP CIRI-CIRI PROJEK YANG
SEMEMANGNYA LUAS.
3. MEMBOLEHKAN PENGALAMAN DAN
KELAYAKAN YANG SETARA
DIGUNAPAKAI DI DALAM PENGURUSAN
10

PROJEK.
1. DEFINISI KATEGORI PEROLEHAN.
2. MATRIKS SOKONGAN DALAM
KEPUTUSAN PROJEK
3. PROSES PENGKATEGORIAN

11
 ACAT I

i. Projek utama yang biasanya paling strategik dan

penting.
ii. Projek yang besar dan mempunyai pengurusan
jadual yang rumit.
iii. Tahap kesukaran teknikal, operasi, pengaturan
sokongan dan perkiraan komersial yang sangat
tinggi
12
 ACAT II

i. Projek utama yang strategik dan penting.

ii. Projek penting dan mempunyai pengurusan jadual
yang rumit.
iii. Tahap kesukaran teknikal, operasi, pengaturan
sokongan dan perkiraan komersial yang tinggi.

13
 sambungan
ACAT III

i. Projek besar atau kecil yang mempunyai

kepentingan strategik sederhana.
ii. Projek tradisional yang memerlukan teknik
pengurusan jadual.
iii. Tahap kesukaran teknikal, operasi, pengaturan
sokongan dan perkiraan komersial yang sederhana.

14
 ACAT IV

i. Projek besar atau kecil yang mempunyai tahap

kepentingan strategik yang lebih rendah.
ii. Projek tradisional yang memerlukan pengurusan
jadual.
iii. Tahap kesukaran teknikal, operasi, pengaturan
sokongan dan perkiraan komersial yang lebih
rendah.
15
 ACAT V

i. Pengambilalihan projek kecil yang mempunyai

tahap kepentingan strategik yang lebih rendah.
ii. Projek tradisional dan memerlukan pengurusan
jadual.
iii. Tahap kesukaran teknikal, operasi, pengaturan
sokongan dan perkiraan komersial yang sangat
rendah.
16
 ACQUISITION PROJECT
ATTRIBUTE COST MANAGEMENT SCHEDULE (Note 3) TECHNICAL DIFFICULTY ( Note 4) OPERATION AND MAINTENANCE (Note 5) INDUSTRY (Note 6)
COMPLEXITY (Note 1) COMPLEXITY
LEVEL (Note 2)

Relies predominantly on  Routine schedule management issues
traditional Project
Management knowledge
 Requires the application of routine
5 < RM10m
[ Very Low]
Relies predominantly on
traditional Project
Management knowledge
4 RM10m-
[Low] RM100m with minimum complexity
Relies predominantly on
traditional Project
3 RM100m- Management knowledge
RM300m with moderate complexity
[Moderate]
project monitoring and control
measures.
Moderate schedule management issues
Requires the application of remedial schedule
management measures.
Difficult schedule management matters expected
to arise from time to time
Requires the application of difficult remedial
schedule management measures.
 Very low system complexity
 No hardware and/or critical software
development
 No requirement of systems coordination /
integration
 Highly feasible location and logistic
 Low system complexity
 Limited hardware and/or criticalsoftware
development
 Limited amount of systems coordination /
integration
 Feasible location and logistic
Moderate system complexity
Moderate level of hardware and/or software
development
Moderate systems coordination / integration.
Feasible location and logistic with some difficulty
 Very similar to existing system/ equipment
 No new operation, maintenance and support
infrastructure changes needed
 Sustainment can fit in an existing SOP
Very similar to existing system/ equipment
Slight change needed in operation, maintenance
and support infrastructure.
Sustainment can fit in an existing SOP with minimal
change
Similar to existing system/ equipment
Some operation, maintenance and support
infrastructure changes needed
Sustainment can fit in an existing SOP with moderate
change
Existing companies have supplied almost identical
systems
Contracting arrangements and contracts are traditional and
contract management is routine
 Existing companies have supplied similar

systems
Contracting arrangements and contracts are
complex but contract management is routine
 Companies have previously demonstrated
capability to develop and produce systems
 Contracting arrangements and contracts are
complex and require a high level of contract
management.

 Complex schedule management issues High system complexity  Some systems/ equipment different from Individual company capabilities exist but not previously
with competing priorities and persistent High level of hardware and/or software existing / non existence combined to produce required capability
Significant pressure on delivery date(s) development  Major operation and Project will challenge extant industry
2
 Requires the application of innovative capabilities
RM300m- schedule management initiatives. High systems coordination / integration maintenance infrastructure Contracting arrangements are complex or there is high level
[High] RM500m Difficult location and logistic changes needed of interdependency between a number of
 Sustainment may require major changes to commercial arrangements being managed by JKR
an existing SOP

Extremely complex schedule management issues
with competing/ conflicting priorities and
persistent high-level pressure on delivery
Extensive date(s)
1 Requires the application of innovative schedule
>RM500m
management initiatives and frequent high-
[Very High] level management intervention.
 Very high system complexity
 Very high level of hardware and/or software
development
 Very high systems coordination / integration
 Very difficult location and logistic
 Most major systems/ equipment different

from existing / non existence
Significant operation and maintenance
infrastructure changes needed
 Sustainment could require a new SOP to be
put in place.
New industry capabilities may need to be
introduced
Project is at the margins of extant industry capability
maturity levels
Contracting arrangements are highly complex and there is
very high level of interdependency between a
number of commercial arrangements being managed
by JKR
Novel commercial practices required to
undertake the project

17
1. KOS PEROLEHAN ( ACQUISITION COST )
TERMASUK KOS : SISTEM (BANGUNAN,
JALAN RAYA , INFRASTRUKTUR DAN
PERALATAN),
i. tanah
ii. pembinaan
iii. perunding
iv. pengurusan
v. dan kemudahan

18
2. TAHAP KERUMITAN PENGURUSAN
PROJEK ( PROJECT MANAGEMENT
COMPLEXITY )
i. Kerumitan selain daripada yang berkaitan dengan bidang
pengetahuan pengurusan projek tradisional.
ii. Bercirikan persekitaran perlaksanaan projek iaitu:
Persekitaran/keadaan baru
Tidak menentu
Interaksi politik peringkat yang sangat tinggi

19
20
21
22
23
1. PENENTUAN TAHAP ACAT:
i. bukanlah hanya berdasarkan kepada Sains semata-
mata
ii. pertimbangan orang-orang yang mempunyai
pengalaman dan kefahaman tentang ciri-ciri projek.
2. PENILAIAN:
i. lebih mudah sekiranya dilaksanakan lebih awal dalam
kitaran hayat projek.

3. MEMBUAT PERTIMBANGAN TEPAT:

i. untuk mengelakkan risiko.

24
 9.0 ACAT Score Calculator
R AW S C O R E A N D W E I G H T

Attribute Very High High Medium Low Very Low Weight

Acquisition Cost 10 9 7 3 1 5

Project Management
10 9 7 3 1 10
Complexity

Schedule 10 9 7 3 1 4

Technical Difficulty 10 9 7 3 1 7

Operations and
10 9 7 3 1 5
Maintenance

Industry 10 9 7 3 1 6

25
 Very Very Raw
Attribute High Medium Low Weight
High Low Score

Acquisition x
10 5
Cost

Project x
Management 9 10
Complexity
x
Schedule 9 4

Technical x
9 7
Difficulty

Operations and x
7 5
Maintenance

x Normalised
Industry 7 6
Score
Score 51 316 85

ACAT II

26
ACAT I
95 100
ACAT II
75 94
ACAT III
50 74
ACAT IV
30 49
ACAT V
10 29

27
 10.0 Rumusan

Pegawai KADER di kementerian memahami keperluan

untuk melaksanakan ACAT di peringkat pewujudan
projek.
Kursus bagi kompetensi ACAT akan diadakan di
CREaTE JKR pada bulan Februari 2020.

28
 TAKLIMAT INISIATIF PENGURUSAN NILAI
STRATEGIK (VMS), GERBANG NILAI 0 (GN0) DAN
ACQUISITION CATEGORISATION (ACAT)
30 JANUARI 2020

29