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COLLEGE OF BUILT ENVIRONMENT

MSC INTEGRATED CONSTRUCTION PROJECT MANAGEMENT
CPA743 – PROJECT PLANNING
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PROJECT WORK PROGRAM:

Project of UITM Shop Office

PREPARED BY MATRIC NUMBER

PUTRI BAIQ TRYA YULIAN 2022822484

PREPARED FOR
SR. TS. DR. RIDZUAN YACOB
ACKNOWLEDGEMENT

First and foremost, Alhamdulillah, in Allah's name. I am pleased that I completed the
Project Planning; study case of the UiTM Shop Office assignment. Alhamdulillah, for Allah
SWT's mercy in assisting me in finishing this job with confidence and courage. I am also
grateful to Muhammad Rasulullah SAW, who has become a light for Islam my entire life.

In addition, I would like to thank Sr. Ts. Dr Ridzuan Yacob for patiently teaching me.
Because of the supervision of Sr. Ts. Dr Ridzuan Yacob, I knew nothing but was able to
acquire and gain a thorough understanding of project planning and the critical path approach.
Thank you so much for your assistance.

Apart from that, I'd like to thank my parent for their unconditional love and support.
Also, I express my heartfelt gratitude to everyone who has guided me to complete this
assignment. Furthermore, thank you to University Technology Mara (UiTM), College of
Built Environment (KAB), and those who have helped directly or indirectly with this
assignment which I have yet to address. Above all, Alhamdulillah, for the lessons I have
learned.
TABLE OF CONTENTS
ACKNOWLEDGEMENT ......................................................................................................... 2
1. Introduction ........................................................................................................................ 4
2. Problem Statement.............................................................................................................. 5
3. Study Methodology ............................................................................................................ 6
4. Result and Findings ............................................................................................................ 7
4.1 Study Analysis............................................................................................................. 7
4.2 Discussion ................................................................................................................. 10
5. Conclusion ........................................................................................................................ 10
6. References ........................................................................................................................ 12
Appendices ............................................................................................................................... 13

Table Of Figures

Figure 1 Study Methodology Overview .................................................................................... 6

Figure 2. Microsoft Project Work Program ............................................................................... 7
Figure 3. Detailed Delayed Works............................................................................................. 7
Figure 4. Work S Curve ............................................................................................................. 8
Figure 5. Financial S Curve ....................................................................................................... 9
Figure 6. Critical Path .............................................................................................................. 10
1. Introduction
The management of projects and programs is getting more detailed. Programs and
projects for digital transformation and disruption are becoming mandatory for all enterprises.
Choosing the ideal scenario and method is in great demand since it leads to improved risk
mitigation. The most critical factor in delivering the right solution in every project is knowing
the expectations and needs, and the simulation could be more exceptional. Implementing
knowledge, skills, and techniques to project activities to achieve project requirements is known
as project management. It is a strategic ability to do something successfully for organisations,
allowing them to link project outcomes to organisational goals and compete more effectively
in particular industries. It could also be the process and practice of planning, organising,
inspiring, and regulating resources, procedures, and protocols to attain specific goals or
everyday situations. The project gets over to a good start but drifts off track as it progresses.
As a result, it is crucial to manage the activities correctly; consequently, project management
plays a critical role in organising the project’s required actions, known as tasks, to work
correctly. Project management helps the project deliver services more efficiently.

Microsoft Project is a project planning software program created and offered by

Microsoft that is intended to help project managers develop plans, assign resources to projects,
monitor progress, manage budgets, and analyse workloads. Budgets are created for projects
based on assigned work and resource costs. As resources are given to the task, the program
computes the cost as the effort is multiplied by the rate, which rolls up to the task level, then to
any summarised planning stage, and eventually towards the process level. According to R.
Prabhahar & G. Ravichandran (2014), the planning phase is essential to overall project
management. Planning and control entail arranging work, executing work, linking plan and
accomplishment information, and managing work. The three interrelated aspects of time,
money, and quality must be appropriately handled. According to Hoang, Nhat Minh Shrestha,
& Swostik (2014), the primary goal of the software is to help and improve output quality with
less effort than manual methods. A project has several objectives, and the program’s goal is to
meet those requirements successfully in time and money. Furthermore, when implementing
project management software, the difficulties of organising, monitoring, and physical aspects
must be considered. Also, according to Al-Qershi & Kishore (2017), time is the most critical
factor any contractor must consider when carrying out project tasks.
2. Problem Statement
Every construction business is experiencing delays Ho & Liu (2004); Zaneldin (2006).
The problem arises from various causes, the most significant of which is construction activity
that has not been carried out in accordance with the planning and timing that was agreed upon
before the project's execution Iyer et al. (2012); Shadid (2015). Supposedly, the contractor will
need more time to complete the project. The additional time will be granted to the delay in the
problem, which is not only attributed to poor proper care (incautious, unaware) and a mistake
by the contractor but also is usually caused by significant forces such as problems in delivering
building supplies, variation order (VO) by the client owing to a natural calamity perhaps with
a raining season Zaneldin (2006) and Moura & Teixeira (2007). The expense of prolonging the
life of a project will be borne by both partners, the client, and the contractors. As a result,
planning and scheduling must be carried out effectively and attentively to complete the project
successfully within the timing, cost, and quality of Shah et al. (2014).

A project's objectives will only be valid if the approach chosen is practical. Thus, the
Microsoft project will be utilised to analyse and track the case study project. The flow and
network of the project can be easily understood and visualised using Microsoft Project. The
Critical Path, the longest path of the project, can be easily seen, as can Concurrent Activities,
Slack, also known as Total Flow of Activities, and the relationship among activities. Most
construction works experience timeline delays, which cause additional problems, Bajjou et al.
(2020). Delay was described by the researchers also as a time that passed after the specified
date of the agreement or the schedule decided upon by the parties involved, Yang & Wei
(2010). It is a common problem when a project deviates from its original plan. Construction
project delays are a widely acknowledged problem, Mahamid et al. (2012). Project delays do
not discriminate between small and large construction works, developing and developed
economies. Time overrun, according to Memon et al. (2011), is eventually a capital outlay and
one of the project-related outcome measures. In construction projects, delays are characterised
as damage to quality and effectiveness, Sanni et al. (2020). Delays, mostly in construction
projects, can lead to various problems, including legal disputes, increased costs, additional time
overruns, efficiency, economic losses, and agreement failures, Sambasivan & Soon (2007).
3. Study Methodology

Literature Analysis and Review

Critical Path Method by Microsoft Project

used

Data Analysis

Result And Discussion

Figure 1 Study Methodology Overview
The study used the Microsoft project software as the work program planning of the
UiTM Shop Office project. The project phases involved 12 steps, which are preliminaries:
substructure, superstructure, architecture, ancillary building, mechanical & electrical, and
infrastructure. Each of the results has its sub-work that is detailed in the appetencies. The total
jobs’ expected duration is 321 days starting in June 2023 and finishing in September 2024. All
the details of results, cost estimation, and duration, including the actual work present and actual
cos, were input to the Microsoft project to be further analysed. The career planning percentages
and cost estimates were entered into Excel to generate the S curve. Furthermore, the actual
work rate will be entered in the work program as a comparison to the scheduled program and
then joined again in the S curve to display the difference between actual and scheduled. The S
curve is required to quickly express the delays and cumulative claims needed.

Next, the Microsoft project will specify the critical path known as Critical Path Method.
The essential way Indicates the sequence of activities that defines the shortest time and distance
required to complete a job in Managing Projects. It explains the set of interdependent functions
that must be done in a specific order to enable the entire project to be completed on time. To
display the critical path in Microsoft Project, select View, next, select the Gantt chart, select
Format from the menu, and tick on the Critical Tasks box. After finishing the work program
and the curves generated, the study will discuss the findings and the conclusion. Using Google
Scholar, Scopus, and Science Web, related research articles were identified based on the key
terms "delay factors + dispute + mutual interdependence ". The literature has been thoroughly
reviewed to cover all current information on Delays and claims that transpired in all
manufacturing and construction initiatives. A comprehensive approach was used to support all
areas of the construction sector.

4. Result and Findings

4.1 Study Analysis

Figure 2. Microsoft Project Work program

As seen in the data above, the UiTM Shop Office project, scheduled to be completed
on September 19, 2024, has been delayed by 19 days with a 6% delay. The exact postponed
works are detailed in Figure 2 above, which the majority occurring from substructure work,
with 27 per cent of percentage delays, implying 30-day delays. The details are as follows:
pilling work accounts for 13% of delays, cut-off piles account for 25% of delays, works below
the lowest floor account for 36% of delays, setting out 15% of delays, excavation and
backfilling 33% of delays, pile camp and lift pits 20% of delays, RC Stumps 25% of delays,
ground beam 67% of delays. Meanwhile, superstructure works account for 16% of the delays,
meaning a 19-day delay, with the following details: ground slab and column 25%, first-floor
slab and column 60%, and second-floor slab and column 20%.

Figure 3. Detailed Delayed Works

This analysis is for December 31, 2023. The tracking analysis was first based on the delays in
July 2023, as indicated in the curve below, which has presented the work progress from June
2023 to December 2023, and there has been a delay in the project from its inception. A deeper
understanding of the problem and its effects on successful project variables could enhance
outcomes. Aside from the specific impact of Delays and Asserts on construction projects,
expenses, decreased productivity, conflicts and disagreements, and cumulative delays were all
disclosed. Incorporating a practical approach, attempting to address and planning strategies for
prevalent delays, can assist in managing both concerns and asserts in a single plan. Familiar
sources of uncertainties in various nations recorded are Poor construction planning; Problems
involved in the project; Poor relation concerns; Unskilled labour; Geophysical Conditions;
Financial issues; Number of skilled employees; Change orders; Provision of necessary
resources; Issues involved in the design; Political uncertainty, Haseeb et al. (2011), Masood et
al. (2015).

Date: 31/12/2023

Scheduled: 25%

Actual: 19%

Variance: -6%

Figure 4. Work S Curve

The results are shown in the Physical Curve above, which shows the work % done compared
to work % on schedule. It shows that since the first delay was already occurred. Thus, critical
path analysis must be handled faster to maintain other projects’ scheduling and minimise delays
and claims. The delayed works described before should be conducted according to the factors,
the sources, including the staffing resources, should allocate more on the critical path so that
the other projects will not be affected.
 Date: 31/12/2023

Scheduled: RM 609,000.00

Actual: RM 550,500.00

Cum. Claimed: RM 147,500.00

Figure 5. Financial S Curve

According to the above financial data, as an instance, the estimated cost in July 2023 is
RM 175,100.00; however, due to the 2% delay, the actual price is RM 11,600.00; therefore,
the contractor must repay the cumulative claimed account of RM 163,450.00 in July 2023. The
other month is identical. The data above indicates that the claim was made because the delay
occurred. It is justified by several previous researchers, such as Mohamed et al. (2014), Al-
Qershi & Kishore (2017), and Dujari & Gupta (2017), who examined different varieties
and sources of claims. They determined that the most common causes of claims are related to
time extensions. Therefore, ss the recommendation relating to the delay needs special
consideration. Throughout the many phases of the project's lifespan, Zaneldin &
Sivaloganathan (2017) provided several essential recommendations. One of the key
recommendations is to give regard to contract clauses addressing change orders, conflicts,
variations, and extra work conditions regarding delay.

To develop consensus on the critical factors, endeavour and zone rankings of Delays and
Claims aspects must be identified. The connection of Delays and Claims elements at various
stages of a construction project; What level of disagreement is produced by what category of
delay, and inversely; How stakeholders are affiliated with delays and claims at different phases
of the project’s entire life cycle; Unusual aspects of Delays and Claims that necessitate personal
attention; Models for predicting delay instead of dispute and disagreement rather than delay
are being developed. Determination of the point to which advantageous conflicts continue to
be beneficial for a construction process.

4.2 Discussion
As mentioned in the study methodology, the critical path Indicates the sequence of
activities that defines the quickest distance duration for executing a task in Managing Projects.
It describes the set of interconnected functions which must be completed before being delayed
in a particular order to enable the scheduled entire project. By concentrating on that Critical
Path, project leaders may allocate more resources, detect potential obstructions, and make well-
informed decisions to guarantee that the project is efficient. Therefore, it contributes to the
effective execution of the task. Critical tasks in every project have varying beginning and
ending dates. In an even more situation, it would become impossible to view every work,
attempting to make planning challenging.

Figure 6. Critical Path

For example, Figure 5 illustrates the essential component of the work program. It
demonstrates that the slab and column of the first floor, the staircase and lift shafts, and the
roof beam and upper roof beams represent the crucial portion. Another critical part can be seen
in the appendices. This track is essential since any delays in its duties will directly affect the
total project schedule. It serves as a guide, emphasising the activities that demand the most
focus and capabilities. For instance, the slab and column construction for the first floor was
anticipated to take 30 days, but they indicate 18 days behind schedule or barely 40 per cent
complete. If this issue is not resolved soon, other projects will also be delayed. Other essential
components of the work program describe the same. This is why the critical part of the work
program is the most crucial component to be prioritised.

5. Conclusion
This study examines the numerous delayed works published since the earliest pages.
Delays occurred in many construction projects, such as substructure and superstructure
construction. Several factors, such as carelessness, contractor errors, and variables like supply
shortages, customer modifications, etc., can be the causes of project delays. Effective planning
and scheduling are essential for meeting time, cost, and quality objectives. Consequently, this
study utilised the Critical Path Method of the Work Program to determine the tasks that must
be prioritised to keep the work planning running smoothly. Every piece is essential, but still,
only a few are crucial. The critical track is a series of multiple projects that directly influences
the project completion date. The entire project must arrive on time whether any necessary track
work is late. The essential track is a pattern (or, in some cases, a single job) that determines the
project’s expected start or end schedule. The tasks comprising the significant path are often
dependent on one another. There will likely be numerous similar task groups over every project
design. The project is likewise concluded when the final critical path item is completed. In this
project study, the slab and column of the first floor, the staircase and elevator shafts, the roof
beam and upper roof beams, the external wall of plastering works, and the infrastructure works
are critical parts of the work program that must be prioritised. The project management should
focus on the sources, capabilities, technologies, labour, and others needed on critical parts so
that the entire project will not be affected.
6. References
Al-Qershi MT, Kishore R. 2017. Claim causes and types in the Indian construction industry –
contractor’s perspective. Am J Civ Eng Archit. 5(5):196–203.
Bajjou MS, Chafi A. Empirical study of schedule delay in Moroccan construction projects. Int
J Constr Manage 2020;20(7):783–800. doi:
https://doi.org/10.1080/15623599.2018.1484859.
Dujari M, Gupta S. 2017. A review paper on construction disputes. Int J Eng Sci Manag.
7(1):42–46.
Haseeb M, Bibi A, Rabbani W. Problems of projects and effects of delays in the construction
industry of Pakistan; 2011.
Ho SP, Liu LY. 2004. Analytical model for analysing construction claims and opportunistic
bidding. J Constr Eng Manag. 130(1):94–104.
Iyer K, Chaphalkar N, Patil S. 2012. Use of artificial intelligence techniques for construction
dispute resolution – an overview. Int J Adv Manag Technol Eng Sci. 1(6): 115–120.
Mahamid I, Bruland A, Dmaidi N. Causes of road construction project delays. J Manag Eng
2012;28(3):300–10. doi: https://doi.org/10.1061/ (ASCE)ME.1943-5479.0000096.
Memon AH, bdul Rahman I, Abdullah, M.R., Abdul Aziz AA. Time overrun in construction
projects from the perspective of project management consultant (PMC). J Surv Constr
Prop 2011;2(1):1–13, doi: 10.22452/jscp.vol2no1.4.
Moura H, Teixeira JC. 2007. Types of construction claims: a Portuguese survey. Proceedings
of the Annual ARCOM Conference; Sep 3–5; Belfast. UK: Association of Research in
Construction Management. p. 129–135.
Safinia S. 2014. A review on dispute resolution methods in the UK construction industry. Int J
Constr Eng Manag. 3(4):105–108.
Sanni-Anibire MO, Mohamad Zin R, Olatunji SO. Causes of delay in the global construction
industry: a meta-analytical review. Int J Constr Manage 2020:1–13. doi:
https://doi.org/10.1080/15623599.2020.1716132.
Sambasivan M, Soon YW. Causes and effects of delays in Malaysian construction industry. Int
J Proj Manage 2007;25(5):517–26. doi: https://
doi.org/10.1016/j.ijproman.2006.11.007.
Shadid M. 2015. Construction claims management in the United Arab Emirates construction
industry [master’s thesis]. Gazimagusa, North Cyprus: Eastern Mediterranean
University.
Zaneldin E. 2006. Construction claims in the United Arab Emirates: types, causes, and
frequency. Int J Proj Manag. 24:453–459.
Zaneldin E, Sivaloganathan S. 2017. A framework for the selection of heavy construction
equipment. Proceedings of the 2017 International Annual Conference of the ASEM;
Oct 18–21; Huntsville. Alabama (AL): ASEM.
Appendices
 HANDS ON MICROSOFT PROJECT
ID WBS Task Task Name DurationStart Finish Past Actual Schedule +/- +/- (day) Qtr 2, 2023 Qtr 3, 2023 Qtr 4, 2023 Qtr 1, 2024 Qtr 2, 2024 Qtr 3, 2024 Qtr 4, 2024
Mode (%) (%) (%) (%) May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
1 1 Phase 1 - 12 Units of UiTM Shop Office 321 daysThu 29/6/23 Thu 19/9/24 16% 19% 25% 6 19.26 da...
2 1.1 Site Possession 1 day Thu 29/6/23 Thu 29/6/23 100% 100% 100% 0 0 days 29/6 29/6
3 1.2 Preliminaries 40 days Fri 30/6/23 Thu 24/8/23 100% 100% 100% 0 0 days
4 1.2.1 Site Clearing & Temporary Access 14 days Fri 30/6/23 Wed 19/7/23100% 100% 100% 0 0 days 30/6 19/7
5 1.2.2 Installation of Hoarding 20 days Fri 30/6/23 Thu 27/7/23 100% 100% 100% 0 0 days 30/6 27/7
6 1.2.3 Preparation of Water, Electricity Supply and
30 Misc
days Fri 14/7/23 Thu 24/8/23 100% 100% 100% 0 0 days 14/7 24/8
7 1.2.4 Mobilization of Plant and Machineries 20 days Fri 30/6/23 Thu 27/7/23 100% 100% 100% 0 0 days 30/6 27/7
8 1.3 Substructure 114 daysFri 28/7/23 Wed 3/1/24 63% 72% 99% 27 30.78 da... 3/1
9 1.3.1 Piling Works 97 days Fri 28/7/23 Mon 11/12/2379% 87% 100% 13 12.61 da... 11/12
10 1.3.1.1 Block A (12 Units) 30 days Fri 28/7/23 Thu 7/9/23 100% 100% 100% 0 0 days 28/7 7/9
11 1.3.1.2 MLT and PDA Test 11 days Fri 18/8/23 Fri 1/9/23 100% 100% 100% 0 0 days 18/8 1/9
12 1.3.1.3 As- Built Drawings 14 days Fri 8/9/23 Wed 27/9/23100% 100% 100% 0 0 days 8/9 27/9
13 1.3.1.4 Cut Off Piles 60 days Tue 19/9/23 Mon 11/12/2360% 75% 100% 25 15 days 19/9 11/12
14 1.3.2 Works Below Lowest Floor Floor Finish 77 days Tue 19/9/23 Wed 3/1/24 52% 62% 98% 36 27.72 da... 3/1
15 1.3.2.1 Setting Out 14 days Tue 19/9/23 Fri 6/10/23 80% 85% 100% 15 2.1 days 19/9 6/10
16 1.3.2.2 Excavation and Backfilling Works 60 days Thu 28/9/23 Wed 20/12/2361% 67% 100% 33 19.8 days 28/9 20/12
17 1.3.2.3 Pilecap and Lift Pits 30 days Thu 28/9/23 Wed 8/11/23 70% 80% 100% 20 6 days 28/9 8/11
18 1.3.2.4 RC Stump 20 days Mon 9/10/23Fri 3/11/23 65% 75% 100% 25 5 days 9/10 3/11
19 1.3.2.5 Ground Beam 40 days Thu 9/11/23 Wed 3/1/24 10% 26% 93% 67 26.8 days 9/11 3/1
20 1.4 Superstructure 120 daysThu 19/10/23Wed 3/4/24 11% 19% 35% 16 19.2 days 3/4
21 1.4.1 Block A ( 6 Units) 120 daysThu 19/10/23Wed 3/4/24 11% 19% 35% 16 0 days 3/4
22 1.4.1.1 Ground Floor Slab and Collumn 30 days Thu 19/10/23Wed 29/11/2366% 75% 100% 25 7.5 days 19/10 29/11
23 1.4.1.2 Ist Floor Slab and Collumn 30 days Thu 16/11/23Wed 27/12/2310% 40% 100% 60 18 days 16/11 27/12
24 1.4.1.3 2nd Floor Slab and Collumn 30 days Thu 14/12/23Wed 24/1/24 0% 20% 40% 20 6 days 14/12 24/1
25 1.4.1.4 3rd Floor Slab and Collumn 30 days Thu 11/1/24 Wed 21/2/24 0% 0% 0% 0 0 days 11/1 21/2
26 1.4.1.5 4th Floor Slab and Collumn 30 days Thu 8/2/24 Wed 20/3/24 0% 0% 0% 0 0 days 8/2 20/3
27 1.4.1.6 Staircase and Lift Shafts 30 days Thu 28/12/23Wed 7/2/24 0% 0% 7% 7 2.1 days 28/12 7/2
28 1.4.1.7 Roof Beam and Upper Roof Beams 30 days Thu 22/2/24 Wed 3/4/24 0% 0% 0% 0 0 days 22/2 3/4
29 1.5 Architecture Works 205 daysThu 19/10/23Wed 31/7/24 6% 10% 10% 0 0 days 31/7
30 1.5.1 Block A (6 Units) 135 daysThu 25/1/24 Wed 31/7/24 0% 0% 0% 0 0 days 31/7
31 1.5.1.1 Brickworks 48 days Thu 25/1/24 Mon 1/4/24 0% 0% 0% 0 0 days 1/4
32 1.5.1.1.1 Ground Floor 20 days Thu 25/1/24 Wed 21/2/24 0% 0% 0% 0 0 days 25/1 21/2
33 1.5.1.1.2 1st Floor 20 days Thu 8/2/24 Wed 6/3/24 0% 0% 0% 0 0 days 8/2 6/3
34 1.5.1.1.3 2nd Floor 20 days Fri 16/2/24 Thu 14/3/24 0% 0% 0% 0 0 days 16/2 14/3
35 1.5.1.1.4 3rd Floor 20 days Wed 28/2/24Tue 26/3/24 0% 0% 0% 0 0 days 28/2 26/3
36 1.5.1.1.5 4th Floor Slab 14 days Thu 7/3/24 Tue 26/3/24 0% 0% 0% 0 0 days 7/3 26/3
37 1.5.1.1.6 Roof Level 14 days Wed 13/3/24Mon 1/4/24 0% 0% 0% 0 0 days 13/3 1/4
38 1.5.1.2 Door Frame 7 days Fri 22/3/24 Mon 1/4/24 0% 0% 0% 0 0 days 22/3 1/4
39 1.5.1.3 Window Frame 7 days Thu 25/1/24 Fri 2/2/24 0% 0% 0% 0 0 days 25/1 2/2
40 1.5.1.4 Roof Trusses and Covering 7 days Thu 21/3/24 Fri 29/3/24 0% 0% 0% 0 0 days 21/3 29/3
41 1.5.1.5 Ceiling Works 14 days Mon 1/4/24 Thu 18/4/24 0% 0% 0% 0 0 days 1/4 18/4
42 1.5.1.6 RWDP 7 days Thu 4/4/24 Fri 12/4/24 0% 0% 0% 0 0 days 4/4 12/4
43 1.5.1.7 Plastering Works 90 days Thu 22/2/24 Wed 26/6/24 0% 0% 0% 0 0 days 26/6
44 1.5.1.7.1 Internal Wall 90 days Thu 22/2/24 Wed 26/6/24 0% 0% 0% 0 0 days 22/2 26/6
45 1.5.1.7.2 External Wall 30 days Thu 4/4/24 Wed 15/5/24 0% 0% 0% 0 0 days 4/4 15/5
46 1.5.1.8 Water Proofing Works 7 days Thu 2/5/24 Fri 10/5/24 0% 0% 0% 0 0 days 2/5 10/5

Task Project Summary Inactive Milestone Manual Summary Rollup Deadline Manual Progress
Prepared by : LIAN
Split External Tasks Inactive Summary Manual Summary Critical
Date 11/06/2023
Milestone External Milestone Manual Task Start-only Critical Split
Summary Inactive Task Duration-only Finish-only Progress

Page 1
 HANDS ON MICROSOFT PROJECT
ID WBS Task Task Name DurationStart Finish Past Actual Schedule +/- +/- (day) Qtr 2, 2023 Qtr 3, 2023 Qtr 4, 2023 Qtr 1, 2024 Qtr 2, 2024 Qtr 3, 2024 Qtr 4, 2024
Mode (%) (%) (%) (%) May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
47 1.5.1.9 Tiling Works 35 days Thu 13/6/24 Wed 31/7/24 0% 0% 0% 0 0 days 31/7
48 1.5.1.9.1 Ground Floor 14 days Thu 13/6/24 Tue 2/7/24 0% 0% 0% 0 0 days 13/6 2/7
49 1.5.1.9.2 1st Floor 14 days Mon 24/6/24Thu 11/7/24 0% 0% 0% 0 0 days 24/6 11/7
50 1.5.1.9.3 2nd Floor 14 days Wed 3/7/24 Mon 22/7/24 0% 0% 0% 0 0 days 3/7 22/7
51 1.5.1.9.4 3rd Floor 14 days Fri 12/7/24 Wed 31/7/24 0% 0% 0% 0 0 days 12/7 31/7
52 1.5.1.9.5 4th Floor Slab 7 days Tue 23/7/24 Wed 31/7/24 0% 0% 0% 0 0 days 23/7 31/7
53 1.5.1.10 Cement Screeding 14 days Thu 13/6/24 Tue 2/7/24 0% 0% 0% 0 0 days 13/6 2/7
54 1.5.1.11 Roller Shutter 7 days Thu 22/2/24 Fri 1/3/24 0% 0% 0% 0 0 days 22/2 1/3
55 1.5.1.12 Steel and Iron Works 7 days Thu 4/4/24 Fri 12/4/24 0% 0% 0% 0 0 days 4/4 12/4
56 1.5.1.13 Painting Works 37 days Thu 7/3/24 Fri 26/4/24 0% 0% 0% 0 0 days 26/4
57 1.5.1.13.1 Internal Wall 7 days Thu 7/3/24 Fri 15/3/24 0% 0% 0% 0 0 days 7/3 15/3
58 1.5.1.13.2 External Wall 7 days Thu 18/4/24 Fri 26/4/24 0% 0% 0% 0 0 days 18/4 26/4
59 1.5.1.14 Door, Window Leaf and Ironmongeries 14 days Thu 18/4/24 Tue 7/5/24 0% 0% 0% 0 0 days 18/4 7/5
60 1.5.1.15 Sanitary Ware,Tap and Electrical Fittings
7 days Thu 18/4/24 Fri 26/4/24 0% 0% 0% 0 0 days 18/4 26/4
61 1.5.1.16 Concrete Appron 14 days Mon 29/4/24Thu 16/5/24 0% 0% 0% 0 0 days 29/4 16/5
62 1.5.2 Ancillarry Building 90 days Thu 19/10/23Wed 21/2/24 34% 58% 58% 0 0 days 21/2
63 1.5.2.1 TNB Sub-Station 90 days Thu 19/10/23Wed 21/2/24 34% 58% 58% 0 0 days 21/2
64 1.5.2.1.1 RC Structure,Trenches,Mainhole and 20
pipes
days Thu 19/10/23Wed 15/11/23100% 100% 100% 0 0 days 19/10 15/11
65 1.5.2.1.2 Architecture Works 20 days Thu 16/11/23Wed 13/12/2355% 100% 100% 0 0 days 16/11 13/12
66 1.5.2.1.3 Mechanical and Electrical Works 20 days Thu 14/12/23Wed 10/1/24 0% 60% 60% 0 0 days 14/12 10/1
67 1.5.2.1.4 Testing and Commisioning 30 days Thu 11/1/24 Wed 21/2/24 0% 0% 0% 0 0 days 11/1 21/2
68 1.6 Mechanical and Electrical Works 134 daysFri 16/2/24 Wed 21/8/24 0% 0% 0% 0 0 days 21/8
69 1.6.1 Lift Installation 100 daysThu 4/4/24 Wed 21/8/24 0% 0% 0% 0 0 days 4/4 21/8
70 1.6.2 Cold Water and Waste Water Plumbing Systems100 daysFri 16/2/24 Thu 4/7/24 0% 0% 0% 0 0 days 16/2 4/7
71 1.6.3 Electrical Conduit and Wiring Systems 100 daysFri 16/2/24 Thu 4/7/24 0% 0% 0% 0 0 days 16/2 4/7
72 1.6.4 Telecommunication Ducting and Wiring Systems
60 days Fri 16/2/24 Thu 9/5/24 0% 0% 0% 0 0 days 16/2 9/5
73 1.6.5 Electrical Sub-main Cables 60 days Fri 16/2/24 Thu 9/5/24 0% 0% 0% 0 0 days 16/2 9/5
74 1.6.6 Fire Fighting Systems 60 days Fri 16/2/24 Thu 9/5/24 0% 0% 0% 0 0 days 16/2 9/5
75 1.6.7 Testing and Commisioning 60 days Fri 10/5/24 Thu 1/8/24 0% 0% 0% 0 0 days 10/5 1/8
76 1.7 Infrastructure 115 daysThu 4/4/24 Wed 11/9/24 0% 0% 0% 0 0 days 11/9
77 1.7.1 Earthwork 30 days Thu 4/4/24 Wed 15/5/24 0% 0% 0% 0 0 days 4/4 15/5
78 1.7.2 Drainage 60 days Thu 16/5/24 Wed 7/8/24 0% 0% 0% 0 0 days 16/5 7/8
79 1.7.3 Water Reticulation 30 days Thu 4/4/24 Wed 15/5/24 0% 0% 0% 0 0 days 4/4 15/5
80 1.7.4 Sewerage Line 30 days Thu 25/4/24 Wed 5/6/24 0% 0% 0% 0 0 days 25/4 5/6
81 1.7.5 Telecommunication System 20 days Thu 6/6/24 Wed 3/7/24 0% 0% 0% 0 0 days 6/6 3/7
82 1.7.6 Street Lighting 20 days Thu 4/7/24 Wed 31/7/24 0% 0% 0% 0 0 days 4/7 31/7
83 1.7.7 Kerb and Walkway 30 days Thu 1/8/24 Wed 11/9/24 0% 0% 0% 0 0 days 1/8 11/9
84 1.7.8 Road Work 20 days Thu 16/5/24 Wed 12/6/24 0% 0% 0% 0 0 days 16/5 12/6
85 1.7.9 Landscaping Work 60 days Thu 16/5/24 Wed 7/8/24 0% 0% 0% 0 0 days 16/5 7/8
86 1.8 Site Cleaning and Defect Works 30 days Thu 8/8/24 Wed 18/9/24 0% 0% 0% 0 0 days 8/8 18/9
87 1.9 Project Completion Date 1 day Thu 19/9/24 Thu 19/9/24 0% 0% 0% 0 0 days 19/9 19/9

Task Project Summary Inactive Milestone Manual Summary Rollup Deadline Manual Progress
Prepared by : LIAN
Split External Tasks Inactive Summary Manual Summary Critical
Date 11/06/2023
Milestone External Milestone Manual Task Start-only Critical Split
Summary Inactive Task Duration-only Finish-only Progress

Page 2
Date: 31/12/2023

Scheduled: 25%

Actual: 19%

Variance: -6%
Date: 31/12/2023

Scheduled: RM 609,000.00

Actual: RM 550,500.00

Cum. Claimed: RM 147,500.00