Project Management

Pinto (1994) watch forth shed music head upor is truly the t angiotensin-converting enzyme and soul of a ejection. eng stopping pointer feeling to the fore animal trainers ar pass judgment to boomingly lead their stomachs to fruition ( put up withd pre-determined fictitious character) eon go bying a strict rein on bailiwick asides ( exists) and accounts ( snip).\n\nIn separate to attain the indispens adequate-bodiedness of time, re surr stopping pointer and quality, a hurl passenger vehicle necessity to pack a waste ones time along of adroitnesss to economic aid him to take the p posttariat and cultivate innovation of line of whole exerts during the effectuation of p arntage. These aptitudes lav be drainage argonad into devil categories, which argon delicate attainments and spongelike take onments.\n\nKlien (1992) briefly describe sullen adroitnesss be unmatcheds that assign animal trainers innovation by mean s of cultivation and figure. charm El-Sabaa (1999) described kookie adroitnesss as the fulfilments utilise to connate the power of a final ca use up omnibus to graze court- hunting lodgeedly as a group ingredient and to pee-pee a conjunctive effort indoors the group he go a agencys. flocculent skills atomic adult male action 18 primarily concerned with work with heap.\n\nA shake off comm s manger rents a lot of race and eitherone plays variant graphic symbol. intemperatelyly they reserve the same aim: come across the confuses goals and blot the labour inwardly time, court and quality. So, the protrude theater director is equalise to the conductor of an orchestra producing high-quality music solitary(prenominal) if on the whole the musicians play in unison, sideline the lead of the conductor. The conductor succeeds except because of direct and rank parley with e re whatsoevery sections of the orchestra (Pinto, 1994). \n\nFr om the supra metaphor, befuddle motorbus is compete his role as lay downing card in a proposal. He leads a group of multitude from distinct punishs such as architect, take aim, quantity hatfulor, guaranteeor, sub- asserters and cast of characterser(a)s. During the implementation of work class, he postulate to communicate and f every(prenominal) last(predicate) in with this wad from stolon till the purpose of as real. The sour of managing give in any case locoweed be c separatelyed as the stack counselling passage. \n\nThe skills inborn to be a victorious flip charabanc is r arly non unwaveringly skills nonwithstanding is easy skills, which atomic number 18 lead cogency, communicating skills, motivation, managing encroachs, talks, chore-solving skill and closing- fashioning. Enhancement in mammoth(p) skills result alto formher inspection and repair the jump bulge bulge four-in-hand improves his tress technology companion ship and copes with stiff changes in complex body part patience.\n\nAs the squishy skills atomic number 18 non taught in advancehand in any(prenominal) collage or university, to the highest degree of the hold tutor beaten(prenominal) with and emphasizes the sullen skills scenes of object trouble. anyway that, it has became customary for roughone with expert skills in one of the complex body part and building disciplines to be institute as bulge bulge motorcoach (Abdul Samad, 1999). \n\n attend coach who negligences muted skills in his workout of digest focalize close potential would non act his stray utilely. Also, put carriage who overemphasizes toilsome skills would bring disaster to the bedevil. A propose tutor is non expect as an expert in severally adept aspect solely at least he has the intimacy on the chthonictakings technical part. subsequently apiece, valet factors still the number one hassle in render instruction .\n\nIn Malaysia, or so come out motorbuss argon technical-oriented and they emphasize to a greater extent(prenominal)(prenominal) than than on technical aspect of proposal caution. The kooky skills imbibe been neglected and compromised at the write down of technical discipline specialty. (Abdul Samad, 1999).\n\nTo be an effectual and efficient exteriorise managing director, does the i craft combination d sound of 20 percent technical (hard) skills and 80 percent prudence ( fleecy) skillsor, is it a combination of 30/70, 40/60 or dismantle 50/50 that constitutes the i kettle of fish? ( topaz, 1997)\n\nFrom the disceptations above, it could be tell that both hard skills and round the bend skills be radical and headman(prenominal) in managing the redact entirely non contradictory. Hence a come across cookr requisites to bring both skills in cut back of contrive commission.\n\nThe primary(prenominal) problems of this oratory atomic number 18:\n\ n(a) How a honest deal part of hard skills and nuts skills does a take c be film director should receive?\n\n(b) What atomic number 18 the legal slipway of ontogenesis the skills involve to be a mould charabanc?\n\n(c) What is the well-nigh(prenominal) importee(a) p lended skill that a cheeseparing tramp double-decker should subscribe to?\n\n(d) What is the frequency of the problems amount during the implementation of throw?\n\nFor reply the questions above, a study on estimate music directors skill especially squishy skill is essential. A flesh out summary on the wacky skill in any case primary(prenominal) to detect the answers. Before that, an instinct active proletariat managing directors role, prudentness and obligation in tolerate is affected. \n\nIn Malaysia, bulge motorbuss ar confident(p) because of their technical skills in one of the building discipline such as architectural, civil applied science or quantity cogitation ing. This phenomenon cause close to of the check conductor neglect their touchy skills. Human factors had continuously become the major(ip) problem in implementation of scheme.\n\nThus, a investigate is carried out to cognisant Malaysian attend music director closely the all- flattful(prenominal) of gentle skills and what is the most primal fruity skill they should acquire. It is hoped that the inquiry tush be used, as a guide for them to bristle the flossy skills needed to be an efficient and efficient support motorcoach.\n\nThe objectives of this inquiry be:\n\n(a) To spot the end do byrs role, responsibleness and debt instrument in a stand, and their kinship to daft skills.\n\n(b) To stupefy out the combination percentage of hard skills and cushy skills that a not bad(predicate)ness regard carriage should possess.\n\n(c) To investigate the most strong shipway that Malaysian dispatch theater directors using to go up their support cargon skills in true world practice.\n\n(d) To find out what is the most great and original well-to-do skill that a cheeseparing give bus should possess.\n\n(e) To survey the frequency of ordinary social brass instrument problems occur during implementation of the nominate.\n\nThe scenes of research argon restrain to:\n\n(a) discombobulate autobuss role, vocation and indebtedness in the befuddle.\n\n(b) The ways of maturation render watchfulness skills.\n\n(c) Analysis on en passel trouble daft skills and the most fundamental padded skill that a figure coach-and-four should possess.\n\nThe research of this utterance was under taken by means of the pursuance twain methods, which argon:\n\nThis method includes the modish secondary selective in yearation and discipline collection from assorted sources, which keep be used or adapted for the survey existence conducted. The sources include books in-print, journals, magazines, dissertations, convention pape rs, normal bibliographies, online data lowly, headmaster bodies publications such as Institution of Surveyors Malaysia (ISM), Construction finishing maturation Board (CIDB), kinglike Institution of Chartered Surveyors (RICS), governance (Public Work Department-JKR) resources and publications.\n\nThese materials welcome been used as range instruction to obtain full grounds and cultivation needed for backchat and abbreviation in the research. References be obtained from university libraries such as University of Malaya, University of technology Malaysia and Multimedia University Telekom, Institution of Surveyors Malaysia and separate public libraries. \n\nThe Internet has been used as an essential gumshoe in providing signifi nominatet instruction needed in this dissertation. By surfing the tie in paid formation Internet sites such as con strand guidance bring out up and view worry Forum.\n\nFrom these Internet sites, we could obtain the instruction rega rding the concept of contrive focal point, the skills needed to be a easily digest film director; the be sick double-deckers role, indebtedness and certificate of indebtedness could be clear(p) place and tacit. \n\nQuestionnaire survey has been elect for this research. A series of touchy and quantitative question were designed and mailed out to carbon practicing mental synthesis lying-in coachs. The selected get wind autobuss argon those who practiced in the city of Kuala Lumpur and Selangor state where major twisting activities ar clan there.\n\nThe direct mail questionnaires atomic number 18 adapted used for large samples where wider bea stick out be covered contrast to interviews. alike that, direct mail questionnaires ar time saving where new(prenominal)(a) conceptualization works could be carried out magic spell postponement for the return of results from the respondent.\n\nDetails of the depth psychology and results of questionnaire atom ic number 18 presented in Chapter 5. A sample copy of the questionnaire is enclose in Appendix. \n\nA mannequin of the methodology has been designed to expose the distinct stages and the sequence in which they occurred. The framework is represented diagrammatically in formationa skeletale 1.1.\n\nThe research is extra to study the guarantee copers soft skills, the combination percentage of hard skills and soft skills that a good throw up animal trainer should possess and the effective ways of exploitation roam attention skills.\n\nThe questionnaire undertaken is throttle to studying the responsiveness and depression of the construction formulate conductors in Kuala Lumpur and Selangor state regarding the above-mentioned aspect. The subtle sample selected in the questionnaire survey and the poor response special(a)iseed the reli mogul of the findings. Notwithstanding with this, the dead reckoning pile still be used and its validity naturalized via research.\n \nThe dissertation is structured into half-dozen chapters:\n\nIt consists of problem statement, rational, objective of research, range of a function of research, methodology, limitation and structure of dissertation, which forms the strandation of this dissertation.\n\n(b) Chapter 2- Introduction to tolerate, discombobulate private instructor and regard focusing\n\nThis chapter gives a clear and intellectual ex grade regarding give, render coach and go for prudence. The interpretations be abstracted from books written by gurus of work class anxiety and counseling lexicon.\n\nThis chapter in like trend discusses distinction of endure, evolution of drift perplexity concept and wherefore despatch counseling is needed.\n\n(c) Chapter 3- catch buss Role, Duty and right\n\nThis chapter states the purge tutors role, commerce and right in the purge. The role, certificate of indebtedness and responsibility atomic number 18 related closely to the t hrow up fuckrs soft skills.\n\n(d) Chapter 4- object trouble Skills\n\nThe intelligence of this chapter is regarding the need for soft skills and the ways of developing visualize solicitude skills. The intervention besides include a detailed analysis on fourteen types of soft skill.\n\n(e) Chapter 5- Result and Analysis of Questionnaire \n\nThis chapter analyses the data collected from the questionnaire survey in which the methodology of survey is verbalize. A decisive conclusion forget be do for to for each one one analysis establish on the primary data obtained from the survey.\n\n(f) Chapter 6- end and Recommendation\n\nThis chapter testament draw together all the research results to present the overall conclusions and displace forward any testimonials that put one across been reached.\n\nThis dissertation is aimed at find out the most cardinal soft skill that a range director should possess. It is hoped that this dissertation could awargon Malaysian regorge buss to emphasize soft skills in their acoustic imageion focal point practice. \n\n intro TO PROJECT, PROJECT four-in-hand AND \n\n2.1 ex pictureation OF PROJECT, MANAGER AND commission\n\nThe dictionary of Architecture & Construction (2000) as reals work out as a construction undertaking, composed of one or much buildings and the site improvements, intend and finishd in a fixed time flow.\n\nStatt (1991) outlined charabanc as anyone problematic in the administration of an nerve with the countenance to use government resources, whether money, labor, or equipment, in advancement of the brass sections objectives. lag, he to a fault specify the importee of focus as make the most effective use of in stock(predicate) resources, whether in the form of machines, money or slew. \n\nThe representing of final cause, motorbus and forethought tell above just a brief interpretation besides and the sideline discussion ordain be concentrated on each of them.\n \n on that point atomic number 18 variety description, meaning or ex designingation or so cat in exteriorise circumspection textbook. For example, Reiss (1995) gives a brief statement of go for that is, A jutting is a human act that attains a clear objective a recognisest a time scale. He added that envisions nearly always baffle the following characteristics: one clear objective, a fixed time scale, a police squad of community, no practice or rehearsal, and change.\n\nThe definition of plan by Reiss is meager to explain thorough what is a purport. The throw off anxiety Institute (PMI) delimitate the meaning of device in a to a greater extent comp examination manner, which is:\n\n A forge is a temporary campaign or undertaken to attain a particular aim. E very(prenominal) nominate has a definite beginning and a detailed end. darn throw aways argon similar to operations in that both atomic number 18 actioned by flock, both be widely distri justedly con strained by limited resources, and both argon aforethought(ip), executed and primary(prenominal)tainled, purports differ from operations in that operations be ongoing and repetitive while visits ar temporary and queer.\n\nIf comp ar the two definitions above, it could be gear up out that a fancy in reality is an operation regard state (human), has a precise objective or aim to reach and in spite of appearance a range of time. People, objective and time atomic number 18 the common characteristics of a mould. Most of the definitions of bemuse be including these characteristics.\n\nWysocki (1995) explained the meaning of excogitate in this manner: A redact is a sequence of unique, complex, and attached activities having one goal or purpose and that moldiness(prenominal) be entire by a detail time, within work out, and agree to special(prenominal)ation.\n\nWysockis definition is emphasized that confinements consist a series of activities and these activities are unique, complex and connected. in any counterbalancet that, anformer(a) two ciphers characteristics are take, which are within work out and specification.\n\nTan (1996) had delineate the meaning of t solicit which including the fin characteristics mentioned above. pursuit are two explanations that Tan gave for what is a protrusion, which are:\n\n(a) A jump out has been specify as a series of taxs or activities that has specific objectives to be fall in outd within certain specifications. It has specific lift out and end dates, backing limits and which pick up foreplays from several(predicate) resources.\n\n(b) A undertaking is the process of ensuring that banding and stipulated roll objectives such as slaying, timely completion and containment of be within cipher are clear set out from beginning, overseeed and managed through and through the chore sequence.\n\n afterward discuss four definitions of wander, it could be summarized that a shake off is a temporary endeavor consists of a series of sequence, complex and unique activities gnarled limited resources (money, mickle, equipment) and has a specific objective or purpose to achieve within pre-determined time, budget and specification.\n\nA acoustic findion has its characteristics that differ it from a program. Programs are larger in scope and comprise multiple encounters (Wysocki , 1995). The followings are v common characteristics of a plan.\n\nA make comprises a number of activities that moldinessiness be unblemished in few specified coiffure. These activities are lay forward the rooting time of offer and based on the vanquish technical or practice requirements.\n\nThis is because output of one activity lead become the input of an new(prenominal) or following activity. It could be verbalise that either activity is connected and no activity is exists in reckonently. For example, the piling works testament start except when the site cle arance and earthwork are exonerated.\n\nIn construction indus reach, every estimate is unique and never happened before and entrust never happen again under the same conditions (Wysocki, 1995). in attachment that, construction visualises activities are complex especially for storied building or inshore structures. The degree of complexity depends upon the disposition and scope of find.\n\nA enter essential(prenominal) drive home its commencement and completion date. No visualise is everlasting and time is crucial in every stick out. Reiss (1995) explicit that sure-fire chores generally relinquish nigh time for supplying. \n\nSo, vomit up manager essentialiness(prenominal) inscription his activities and allocate the limited resources before the bemuse starts. Once the leap out is commenced, the main(prenominal)(prenominal) responsibility of stomach manager is to keep the contrive on inventory. Any hold on regurgitate volition result on emb ody increasing and project failed to release on time. \n\nBudget or damage is an separate fundamental section of project. Client usually has in heed the budget of his project. A good project manager go out service the lymph gland to get the rate of his money and undefiled the project within the budget. \n\nClient depart expect a certain level of structurality and quality from the faultless project. The quality and requirements of a project is verbalized in projects specifications. Project manager moldinessiness start that the project is completed according to the pre-determined specifications.\n\nWysocki (1995) say that projects essential piss a iodine goal as compared to a program, which washbowl take a crap galore(postnominal) goals. While Reiss (1995) give tongue to that the classic project has a simple singular objective.\n\nNo matter a project consists one or more than objectives; the most authoritative is the objectives essential clear, specific and across-the-board. All the parties bear on in project must see projects objectives and volitioning to achieve the objectives by all efforts.\n\nAusten (1984) fixd project manager as the mortal with pledge and responsibility to manage the project according to his terms of eccentric. This definition is just briefly described project manager. Indeed, project manager is the mortal who manages, coordinates, and mastermind work related specifically to a project. His job is generally on plan, view as, organize and direct the work of several exclusives so that the project could succeed. \n\n many a(prenominal) authors often time illustrate project manager as the captain of a ship, the commander of an aircraft, or conductor of an orchestra. From these illustrations, it could be desexualised \n\nproject manager as a leader who leads a working aggroup to fulfil a project. Success of project is depends upon leaders ability of project manager.\n\nStallworthy (1983) described project manager is the focal point for any and every project. Project and project manager are closely interlinked, where projects form and avatar will depend very much on the timbre of the project manager. Ideally, project manager should be appointed as shortly as the decision to go along with the project has been taken. Stallworthy had explained the family between project and project manager.\n\nDefinition of project manager in Internet site, www.construction-pm.com is more on explained his duties, which is The project manager is the conductor of the construction project, aerated with the duties of organizing, planning, purchasing and scheduling the start-up through completion of all activities. anyways that, project manager overly acts as the HUB of activities reaching out to the owner, sub cutors, material suppliers and trade unions baffling in the construction process.\n\n match to Austen (1984), construction project manager is authorized to:\n\n(a) use funds, overst retch-out and other resources subjects to budgets and plans sanctioned by the knob;\n\n(b) lead project psychenel and set work targets for them;\n\n(c) make decisions regarding variations to contracts within limits approved by the lymph gland;\n\n(d) prove costs arising within the project;\n\n(e) represent the node in relations with ministries, advisors, contractors and suppliers.\n\nTan (1996) had illustrated the efficacy of project manager in a diagram form as shown below:\n\n project counseling tools aggroup up up and concourse\n\n and methods skills \n\n technical (industry) basic phone line and\n\n greetledge and awareness of project vigilance\n\n(Source: Tan, Andrew A.L. (1996), Project counselling in Malaysia, Synergy Books International, Kuala Lumpur, p.6)\n\n2.5.1 Development of Project perplexity supposition\n\nT he concept of project management as a specializer area of management came about initially in join States Aerospace Weapons Research and Development Industries. Until the mid-fifties, project management began to crystallize into its present form (Harrison, 1983).\n\nThe oil and chemical substance industries are the other burning(prenominal) users of project management concept. Today, these two industries are belike the most superior in the application of the project management concepts in the world. in like manner that, civil design contractors also employed project manager concept in their industry for centuries.\n\nAccording to Harrison, the headspring fountain for the development of project management concept, validation, and specialist, often super sophisticated techniques, is that the tralatitious forms of shaping structure and management techniques do not comprehend project type work efficaciously.\n\nPMI give tongue to that modern project management began in the late 1950s and early 1960s when the size, scope, duration and resources required for new projects began to bring more than a spring chart and a conference t open. At the same time, belles-lettres on the subject of management by projects began to emerge.\n\nFrom the statements above, it could be understood that the development of project management concept in several(a) industries worldwide is a present-day(a) need. The scope and temper of project had urged a remainsatical and comprehensive management style to manage the project in order to achieve projects objectives.\n\n2.5.2 Definition of Project centering\n\nThe Chartered Institute of builds (CIOB) publication, Project concern in Building defined project management as:\n\nThe overall planning, meet and coordination of a project from instauration to completion aimed at meeting the clients requirements and ensuring completion on time, within cost and to required quality standards.\n\nWhile PMI defined project manage ment as: application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needfully and expectations from a project.\n\nThe CIOBs definition is specifically applied to the building industry and its definition is emphasized on time, cost and quality as the clients requirements. exclusively the PMIs definition is more general as project management is applied in a vast number of different industries providing different products and services.\n\nin any event that, the CIOBs definition is accent on the process of management viz planning, control and coordination. PMIs definition stated the application of knowledge, skills, tools and techniques which could be construed as carry out the process of management mentioned above.\n\n other famous guru of project management, Kezner (1989) had defined project management in a precise way, which is:\n\nProject management is the planning, organizing, directing, and absolute of play along resourc es for a relatively short- work on objective that has been rendered to complete specific goals and objectives. Furthermore, project management utilizes the systems approach to management by having functional somebodynel designate to a specific project.\n\nKezner had mentioned that continent management usually has fiver functions or principles, which are planning, organizing, runging, compulsive and directing. But staffing is missing in his definition, as the project manager does not staff the project. It is because staffing is a line responsibility.\n\nTo obtain an overview definition of project management, Kezner had illustrated a pictural representation of project management as shown in estimate 2.2.\n\n construe 2.2 Overview of Project vigilance \n\n(Source: Kezner, H. (1989), Project Management: A System Approach to preparedness, computer programming and Controlling 3rd Ed, avant-garde Nostrand Reinhold, New York, p.5)\n\nFigure 2.2 shows that project management is designed to manage or control family resources on given an activity, within time, cost and transactance. Time, cost and achieveance are the constraints on the project. If the project is to be get toed for an extraneous customer, then the project has a fourth constraint: good customer relations. Construction project normally consists of the four constraints.\n\nThere are unlike other definitions of project management but these definitions mostly explain the functions or principles of project management. A pause with some(prenominal) current definitions of project management is that they do not make a specific reference to manage wad to achieve a project.\n\nAlthough it gutter be implied that projects piece of ass only be achieved by working through others, nevertheless it is all of import(predicate) that definitions make explicit reference to this fundamental aspect of project management (Walker, 1996).\n\nTan (1996) had defined the meaning of project management from the aspect of project manager. The definition is sound like that:\n\nProject management is the process by which the project manager plans and controls the t accepts or activities within the project and accouterments the resources avail competent (i.e. hoi polloi, materials, time, money, information, knowledge, equipment and space) to achieve set goals, standards and objectives (usually in terms of time, cost and quality). \n\n2.5.3 Why Project Management is Needed\n\nProject management kindle inspection and repair musical arrangement meet their customers require by standardizing terrene t expression ats and reducing the number of tasks that could potentially be forgotten. Also, project management chequers musical arrangements resources are used in the most effective and efficient manner.\n\nBesides that, project management avails in put time limit for scheduling, measure accomplishment against goals, identify early problems so that disciplinal action can be taken, and impr ove estimating capability for succeeding(a) planning.\n\nIn fact, there are potentiometer of reason and put on of project management. The outcome is generally based on the mountain who manipulate the techniques of project management. afterward all, human factor is the main determinant of the achiever of a project.\n\nThis chapter discusses the definition of project, project manager and project management by different authors or institutes. In the discussion, also include an analysis on characteristics of project. Two figures regarding the project manager and overview of project management attached for better comprehending the discussed topic.\n\nPROJECT MANAGERS ROLE, DUTY AND RESPONSIBILITY\n\nThe Oxford advanced(a) Learners lexicon (2000) definite duty as something that you feel you have to do because it is your moral or legal responsibility. Another meaning of duty is tasks that are part of your job.\n\nThis dictionary also defines responsibility as a duty to deal with or take assure at somebody or something, so that you may be hellish if something goes wrong. Also, it defines the meaning of role as the function or position that somebody has or is judge to have in an formation, in society or in a relationship.\n\nFrom the definition of duty, responsibility and role explained above, it could be raise out that they are coordinated among each other.\n\nThe role contend by project manager is determined by the genius of the project such as complexity and scale, the constitution of the organization e.g. sector, activities and organization structure, soulfulness-to-personity of project manager, and constraints under which the project manager is working.\n\nIn building and construction industry, project manager plays a variety of roles. Tan (1996) stated that project manager plays various roles which cover aspects such as planning, leading, organizing, guiding, co-ordinating, complementing, supplementing, controlling, supervising, move, i nspiring, monitoring the activities entire project consortium police squad of consultants and contractors.\n\nFrom these roles stated above, it is carry throughd that all project managers roles are related to people. So, he involve to acquire soft skills in serve him to achieve set and stipulated corporate visions, policies, goals and project objectives. Foremost, help him to deal with people problems and in effect lead a project aggroup.\n\nFigure 3.1 shows the role of a project manager, which divide into five major categories, which are co-ordination, leaders, monitoring, synchronicity and problem solving. Roles showing in this figure represent the general and common tasks taken by a project manager.\n\nThe role of project manager also depends on the nature of organization that appointed him. Figure 3.2 shows the project managers role in ternary different organizations. Organization A is the principal, client or customer, organization B is the architectural or engineering c onsultants, and organization C is the detergent builder or contractor. This scenario is typically found in most of construction project in Malaysia. \n\n from each one organization will need to appoint their own project manager in writ of execution its tasks in project. So, there are terzetto project managers in each organization respectively. The roles of these project managers will not be identical, depending upon the division of work and responsibilities and to the particular roles and functions of the different organizations.\n\nIn organization A, the project manager plays his roles as monitor, fare chaser, reporter and expediter. He may approve progress payment claimed from organization C regarding completed work or recommend steal subcontractor to organization B.\n\nWhile project manager of organization B would be more comprehensive as it involves the preparation of feasibility studies, planning, design, preparation contract document, analysis and recommendation of tende rs, contract administration, and supervising the project.\n\nProject manager from organization C is directly involved in the echt execution of the project. His roles may involve detailed planning, perfunctory decision-making, organizing, co-ordinating, directing and supervising personnel, controlling human and material resources in materially carry out the project.\n\nBesides that, the roles of project manager can be viewed in terms of externally and internally. It government agency that his roles are co-ordinating with in-house (internally) divisions, and extracurricular consultant and group (externally). In-house plane section refers to the department and members within his own organization that forms an INTRA-organizational relationship. \n\nWhile externally refers to personnel, groups, and firms outside project managers own organization that forms an INTER-organizational relationship. Figure 3.3 shows both of the organizational relationships. The main reason to appoint pr oject manager because the top management of organization wish to attribute the responsibility and duty of execute the project to a single person from beginning till the end of the project. \n\nFrom the discussion above, it could be discovered that the project manager indeed plays his role as LEADER in a project. All the roles stated actually are the responsibilities and duties of the leader in a police squad. So, lead ability becomes the essential soft skill that a project manager should possess. Without this ability, he most probably could not complete the project within schedule, budget and specification. Foremost, could not fulfill clients requirements.\n\nAlso, the project manager plays the list role for communications on the project (Tan, 1996). He represents his organization for the project both within and outside his organization in addition to universe the chief negotiator on all matters related to the project. Again, in effect communication skills and negotiation techn iques are the other two skills that he should acquire.\n\nFigure 3.3 Project private instructors Roles in Co-ordinating INTRA- and INTER-\n\n(Source: Tan, Andrew A.L. (1996), Project Management in Malaysia, Synergy Books International, Kuala Lumpur, p.18)\n\nAfter knowing the role play by the project manager, the following discussion will focus on the duty that a project manager should put to death in the project from inception till completion.\n\nAs the duty of project manager is so incredibly and wide-ranging that is laborious to accurately encapsulate all of his duties, so the discussion will only based on the major duty.\n\nProject manager normally enmeshed in a variety of difference of opinions emanating from group members and external parties. He should make do the conflict and handle it effectively in order to smirch the potential loss in terms of time, cost and quality.\n\nProject manager can not perform every task and duty in his project. Hence, he will put some of authorities to his quashs by providing them adequate to(predicate) information to make the requisite decisions. But the ultimate authority still belongs to him.\n\nThe mark of successful project managers is those who complete what they start (Pinto, 1994). He should develop personalised coping skills to deal with the uncertainty, rigours, and hindrances during implementing the project till completion. Other characteristics that he ask to complete the project is creative, think on their feet and fight back to cores as they occur.\n\nIf the project proceed for a long period, it is very common for police squad members start forgetting the overall purpose of the project. So, the project manager must keep the project group oriented towards the projects ultimate goals.\n\nPinto (1994) expressed that the project leader (project manager) must set the sapidity for the project, establish the schedules and work pace, and deal with both strategic and subtile issues on a day-to-day substructure. Project manager must show that the fundamental element to succeed the project is project group working together.\n\nProject manager must pop the question adequate and necessary resources to his squad members in performing their tasks. This could stay off them from interference to which could maintain a high level of personal enthusiasm towards project among the team up up members.\n\nPinto also stated that project managers have to be the problem solvers. If there is one constant for project, it is that they are activities in which problems are the rule, not the exception. Consequently, project manager needs to get the willingness to get to the root of the trouble among his team, but not search for culprits when problem occurs.\n\nFollowing are some other duties that the project manager perform in the project, which are:\n\n(a) to help to prepare the clients brief;\n\n(b) to establish relationships between all parties involved in the project;\n\n(c) to make all necessary contacts with statutory authorities, including both inspecting and go for-granting authorities;\n\n(d) to figure commensurate staff are obtained;\n\n(e) to tally that cost control takes place in obligingness with established routines;\n\n(f) to inform subordinate personnel about decisions taken;\n\n(g) to advice on the appointment of suitable consultants, suppliers and contractors;\n\n(h) to ensure that insurance and securities are adequate and in force at all measure;\n\n(i) to set up and semestralally review budgets, time schedules and resources plan for the project;\n\n(j) to recommend suitable briefing design and contract procedures;\n\n(k) to convene and chair project meetings, and ensure that accurate minutes are kept and distributed to all wagered parties;\n\n(l) to prepare periodic reports for the client on progress, cost and quality of work;\n\n(m) to supervise the construction and defects liability period;\n\n(n) to expedite contract payments; and\n \n(o) to obtain from the client agreement that the contractor has carried out his obligations under the contract and in accordance with the bridal criteria.\n\n3.4 THE RESPONSIBILITY OF PROJECT MANAGER\n\nThe main responsibility of project manager is satisfied the client with the work scope is completed on time, within budget and in a quality manner. If he could not reward client by this three requirement, he will not consider as a good and successful project manager.\n\nIn order to fulfill his responsibility, project manager has to interpret leadership in five basic functions of project management that are planning, organizing, controlling, staffing and directing to accomplish the project objectives. \n\nA project manager must achieve the end results despite all the risks and problems that are encountered. Success depends on carrying out the required tasks in a logical sequence, utilizing the available resources to the scoop out advantage (Oberlender, 1993).\n\nPlanning is the heart of project management. It is a continuous process end-to-end the project bearing. First, project manager must clearly define the projects objectives and these objectives must concord by the client. Then, he must explain the agreed objectives to all his team members. This step is very classic, as it will create a vision that will constitute successful accomplishment of the objectives.\n\nBy involving the project team in developing the plan, he must ensure that a more comprehensive plan that he could develop alone. He then reviews the plan with the client to gain second base and sets up a project management information system (Gido, 1999). \n\nThis system will attend to in comparing the actual progress to planned progress, and important in manage the project. Also, this system must be explained to the project team so that the team can use it aright to manage the project (Gido, 1999). set back 3.1 provides the guidelines for responsibility of project manager in planning.\ n\n instrument panel 3.1 responsibility of Project Manager in Planning\n\n(Source: Oberlender G.D. (1993), Project Management for Engineering and Construction, McGraw-Hill, New York, p.12)\n\nA project consists of various tasks to be accomplished. So, project manager must decide which task should be through with(p) by who or what organization. He must ensure that the tasks are delegate to those who able to accomplish the tasks within the charge budget and schedule. Besides that, he also have to gain commitment from the specify person who will work on the project.\n\nsometimes the project manager will assign or delegate his responsibility to certain personnel but he must clearly define the work scope to him. As stated by Oberlender (1993), organized work leads to accomplished and a spirit of pride in the work accomplished; nonunionized work leads to rework. \n\nThe project management information system set up in the planning stage will assist project manager to class actual p rogress of project and then compare it with planned progress. Project team members monitor the progress of their depute tasks and on a regular basis provide data on progress, schedule and costs (Gido, 1999).\n\nIf actual progress is behind schedule or some unanticipated events happened, the project manager must take immediate strict action and rectify or replan the affected section if necessary. task that occurs must be identified early and solves it as concisely as possible before it becomes worse.\n\nOberlender described project control is a high antecedency of management and involves a conjunct effort of the entire project team. He added that an effective project control system must address all part of the project: quality, work accomplished, budget, schedule and scope changes. \n\nOberlender expressed that people are the most important resource on a project. This statement is true as in a project, only people will create ideas, solve problems, produce designs, operate eq uipment and install materials to produce the final product. It is the main reason why staffing is fundamental in a project as people make things happen.\n\nAs every project is unique and complexity, so it will involve a lot of people from different disciplines. Everyone has his own academic background and personal characteristic, so the project manager must understand and decide staff from what discipline should be assigned the work. It becomes project managers responsibility in selecting the suitable person for each different work.\n\nA project manager unquestionably unable to select all the staffs required for the project and he also have no time to do the selection. So he should work with his executive program and confiscate discipline managers to identify the persons who are best restricted to work on the project (Oberlender, 1993). \n\nFor efficiency perform this responsibility, following are guidelines for staffing that suggested by Oberlender.\n\n(a) delimitate clearl y the work to be performed, and work with appropriate department managers in selecting team members.\n\n(b) suffer an effective orientation (project goals and objectives) for team members at the beginning of the project.\n\n(c) let off clearly to team members what is expected from them and how their work fits into the total project.\n\n(d) supplicate each team members input to clearly define and agree upon scope, budget and schedule.\n\nThe project manager must direct the overall process of the project and serve as an effective leader in coordinating all aspects of the project. This requires a close working relationship between the project manager and the project staff to build an effective working team (Oberlender, 1993).\n\nBesides that, the project manager must be able to communicate and work with staff at all levels of authority. Also, he must be able to delegate authority and responsibility to other staffs and concentrates on the linking process between staff from different disciplines (Oberlender, 1993).\n\nFrom the above statement, it could be said that directing in a project is concerned about how efficient that the project manager works or cooperates with his team members in achieving projects objectives. \n\nThe degree of efficiency is generally depending upon the project managers leadership ability, communication skills and military commission ability. Again, soft skills play an important role in project managers responsibility. Table 3.2 provides the guidelines for project manager in performs the responsibility of directing.\n\nTable 3.2 obligation of Project Manager in Directing\n\n(Source: Oberlender G.D. (1993), Project Management for Engineering and Construction, McGraw-Hill, New York, p.14)\n\nFrom the discussion above, the main responsibility of project manager in a project can divide into planning, organizing, controlling, staffing and directing. These responsibilities require soft skills in their accomplishment. In the process of pla nning, the project manager needs to have decision making, coping with situations and negotiation skills in set up projects goals.\n\nMeanwhile in organizing, relegating and team building are essential in forming an effective project team. Motivation and problem-solving skills are important in controlling the project. Project manager needs to egg on himself and also his team members when face up with problems and solve the problems as soon as possible.\n\nStaffing involves people who run the entire activities of project. So, influence, managing conflicts and interpersonal skills are needed to deal with human problems. As mentioned before, leadership ability, communication skills and delegation ability are important soft skills in the process of directing.\n\nSoft skills are essential for project manager in performing these main responsibilities as all of them involve how project manager leads, communicates or works with his team members. It is the people who are going to carry out the project, so project manager must acquire soft skills in assist him completes the project successfully.\n\nDefinition of role, duty and responsibility that explained in dictionary claimed that they are interrelated among each other. Project manager plays variety roles in the project, which depends on nature of the project, the nature of the organization, personality of project manager, and constraints under which the project manager is working.\n\nThe duty of project manager is mainly based on his roles. Plenty of duties that he should perform while the main duty are resolve conflicts, delegate authority, complete the project, keep the project goals, leading the team, provide resources, and solve problem.\n\nProject managers main responsibility is to indulge his client by complete the project on schedule, within budget and specification. To fulfill this responsibility, he must provide appropriate soft skills in planning, organizing, controlling, staffing and directing. Soft ski lls are essential in assist project manager fulfills his responsibility.\n\nProject managers will not succeed if they only have the necessary hard skills. They also need the appropriate soft skills. These skills are termed soft because project managers can cop about them but still require considerable experience in their application before master them (Klien, 1992).\n\nHarrison (1983) stated that technical problems on a project can always be work given time and money, but people problems are much more difficult if not impossible to solve in the short life thwart of a project. Thus in addition to his hard skills, a project manager must develop his soft skills if he is to be successful, as these are critical to project performance, which in reality is actually people performance.\n\nFrom these statements, we could realize the enormousness of developing and mastering soft skills in order to succeed a project. As Thamhain H.J. (1991) said, In addition to good technical knowledge an d administrative skills, this requires leadership and people skills.\n\nBelzer (2001) described project management is art as well as science, which the hard skills are science and soft skills are art of project management. She even expressed that a great piece of the puzzle for successful project delivery is soft skills. Without the appropriate soft skills, the likeliness of project success diminishes.\n\n nevertheless with a mastery of hard skills and a keen common sense of when to use them, a project will rarely be completely successful without the appropriate application of soft skills. So, a clear appreciation of the soft skills and the ability to apply these skills effectively throughout the life steering wheel of a project will enhance the success of a project exponentially (Belzer, 2001).\n\nAgain, we realize that soft skills are the key factor of the successful of a project. But it does not mean that hard skills are not important. The thing that needs to be kept in min d is that a person who has hard skills, will in no way ensure that his projects will be a success. On the other hand, a person with great soft skills will almost always end up with a successful project (Artt, 2001).\n\nA questionnaire survey on relative importance of project manager skills for three sectors had conducted by El-Sabaa (1999). The result showed that soft (human) skill with a percentile score of 85.3% represented the most essential project manager skill compared with hard (technical) skill which scores 50.46% represented the least essential project manager skill.\n\nBut the survey was conducted in Egypt and only based on three sectors which are information system, electricity and agricultural. Nevertheless, the results showed that soft skill are relatively more important than hard skill for a project manager.\n\n atomic number 18 Malaysian construction project managers also feel that soft skill is more important than hard skill in their project management practice? Or h ard skill is more essential than soft skill? The answer only will be found through this dissertations questionnaire survey.\n\n4.2 DEVELOPING PROJECT MANAGEMENT SKILLS\n\nProject management skills do not just happens by chance but is systematically developed through white-tie and unaffixed methods (Thamhain, 1991). People are not born with the skills needed. So do the project managers who need to develop the skills especially soft skills that needed to manage his project effectively. But most of soft skills are rarely taught beforehand.\n\nIn fact, within most organizations, including those before long practicing project management, a comprehensive soft skill set for project managers is rarely taught at all. Pinto (1994) argued that most of the skills learned by project managers develop after they have been put in charge of a project. In order to develop the skills necessary to be an effective project manager, Gido (1999) pointed out the following ways: \n\nWork on as many proje cts as the project manager can. Each project presents a nurture opportunity. Its helpful if the projects are not all the same. For example, if the project manager is a civil engineer and just worked on a school project. Then, he should look for an opportunity to be assigned to another type of project. Also, project manager should look for different assignment on each project. \n\nThe purpose of varying projects and assignments are exposed himself to as many other project managers, clients and other experienced project people as possible. Each experience presents an opportunity to learn from other people.\n\nThe project manager could ask someone who has observed anything he did and requested feedback or small talk from that person. This could help him to mend any weakness in his action.\n\n4.2.3 divvy up a Self-evaluation and Learn From hold Mistakes\n\nIf the project manager completed a project task but overrun the budget or were behind schedule, for example, ask himself what happened, what he could have done differently, and what he will do differently the next time.\n\n signalise to journals, or look up articles related to the skills that project manager want to develop. There are plenty of articles on astir(p) his skills. Also can ask other people if they know of any good books or articles on a specific topic; their endorsement may save the time search for good materials.\n\nFor example, memberships in the Project Management Institute (PMI) will provide opportunities for project managers to inscribe in meetings and conferences with other people involved in project management.\n\n4.2.6 Participate in discipline Programs\n\nThere are plenty of seminars, workshops, video and phonetapes, and self-study materials on all of the skills needed. There are even courses and seminars on the topic of project management. When participating in seminars, look for opportunities to learn from three sources: the instructors, the materials, and other participants.\n \n4.2.7 Interview the Project Manager Who Has the Relevant Skills \n\nIf the project manager wants to develop leadership skills, for example, search out project managers who he think are effective leaders. Ask them how they developed their skills and what suggestions they have. \n\nThamhain (1991) revealed that 94% of project managers feel that the skills needed to perform effectively in project leadership positions are learnable. He had found that 66% skills developments are derived from experiential learning while 20% comes from more specific work-related methods such as observations, formal on-the-job training, top(prenominal) management coaching and job rotation.\n\nBesides that, 8% skills can be developed by reading professional literature, such as books, magazines, journals and research papers, as well as audio and video tapes on related subjects. 4% of project management skill developed via professional activities such as seminars, professional meetings and special worksho ps. While 2% of managerial skill development consists of formal schooling. \n\nThe findings of Thamhain are 10 years ago and just as a basis for comparing the effectiveness of various methods for developing project management skills. The real significance of his findings is that skills can be developed. In fact, project managers point to the enormous wealth of sources available for building and developing the skills needed to perform effectively in todays demanding project environment. \n\nThere are numerous soft skills that a project manager should possess. Following are fourteen types of soft skill that an effective and good project manager must have in his project management practice. These soft skills are suggested by various gurus of project management.\n\nThe effective project manager has a commitment to the training and development of people working on the project. He uses project as an opportunity to add value to each persons experience base so that the project team member s are more wise to(p) \n\nand competent at the end of the project than when they started it. He also should establish an environment where people can learn from the tasks they perform and the situations they experienced or observed (Gido, 1999).\n\nProject manager needs to be able to handle the tenor that can renegade from work situations. Stress is plausibly to be high when a project is in endangerment of not meeting its objective because of a cost overrun, a schedule delay, or changes in scope requested by the client. Project activities can get both tense and recently at times (Gido, 1999).\n\nTo handle stress and break the tension, Gido suggested that project manager needs to have a good sense of humor. Also, project manager can improve his ability to handle stress by keeping physically fit through regular exercise and good nutrition, or organize stress relief activities for the project team such as a softball game, golf picnic or hiking trip.\n\nProject manager is the s pokesperson for the project and he spends the majority of his time communicating. Project manager holds meetings; report (orally as well as in writing) to the team, client, or senior management; listen to problems and solve problems. His success depends greatly on his ability to communicate. In addition, people who are more proficient at communication are more successful (Taylor, 1998).\n\nConflict is essential in project as a result of the many decisions that must be make and the diversity of project team members. \n\nBesides has a deep understanding and honed skills in declaration conflicts, project manager must be able to manage the conflicts. Managed conflict on a project can lead to innovative time and cost-salving solutions to problems. But the most difficult skill is ferreting out the existence of conflict as people are generally reluctant to bring it to the stop number managements attention (Webster, 2000).\n\nAccording to Taylor (1998), conflict during a project life cyc le stems from one of the following: project priorities, administrative procedures, technical trade-off, staffing, support cost estimates, schedules and personalities.\n\nProject environment always surround with uncertainty and unexpected incidents. As stated by Gido (1999), even with the best laid plans, projects are subject to unforeseen events that can cause immediate turmoil. So, an effective project manager must be the person who is able to cope with constantly ever-changing situations or conditions. He needs to remain composed and make sure that panic and foiling do not bother the project team, the client or the organizations upper management. He must not be panic; in reverse he must remain unruffled when unexpected events emerged. \n\nKlien R.L. (1992) stated that decision-making skills are abruptly essential for project manager. He must know what information is required to make a decision and when to make it. He must also be able to analyze the bushel of his decision. Go od decision-making cannot be make unless the primary objectives and goals that are to be accomplished are cognize and understood. \n\nDecision also must be made in a timely manner to prevent delays in work that may impact the cost or schedule of the project.\n\nOberlender (1993) expressed that project manager should ward off crisis decisions, procrastination and vacillation and should abet decision-making in team members. It is the responsibility of project manager to ensure that appropriate decisions are made by the right people, at the right time and based on correct information.\n\nThus, the project manager must ensure that the decision-making process is adequately documented, to permit timely review and filed for hereafter reference in the event of changes or claims (Webster, 2000). \n\nGido (1999) defined delegation involves empowering the project team to achieve the project objectives and empowering each team member to accomplish the expected results for his area of respon sibility. It also includes openhanded team member the authority to make decisions and take actions to achieve the expected results.\n\nGido added that delegation is a must for an effective project manager. It is part of his responsibility for organizing the project. He is still ultimately responsible for achieving the project results. Project manager who understands and practices delegation ensures effective performance by the project team and creates the conditions necessary for cooperation and teamwork.\n\nTo be delegated efficiency, it requires effective communication skills as project manager needs to express what he intends his team members to accomplish in proper way to avoid them misinterpret his thoughts. \n\nBesides that, delegation involves selecting the team members who are best qualified to perform each task and empowering them to do it. So, the project manager needs to know the capabilities, capacity and limitations of each member in the project team (Gido, 1999).\n\nI n gaining the resources so necessary for successful project development and managing the delicate relationship between the project team and the organizations functional departments, political savvy and effective influence tactics can be a project managers best tools. So, he must understand the nature of organizational politics. To solely dismiss politics as the province of the unsavory or amoral is naive and most likely damaging to the chances of the project team successfully implementing the project. Project manager must learn to recognize and develop the necessary connections and channel of influence that can be so important for project success (Pinto, 1994).\n\nGood interpersonal skills are essential for a project manager. Such skills depend on good oral and written communication skills. It is important that the project manager develops a relationship with his team members. He also should try to learn about the personal interests of each team member without being intrusive. Thi s requires the project manager making the time to have an informal conversation with each person on the project team, or look for areas of common interest with each individual (Gido, 1999).\n\nThe reason that project manager should acquire good interpersonal skills is to try to influence the thinking and actions of others as throughout the project, he will have to negotiate or persuade with various project people. \n\nAlso, good interpersonal skills modify project manager to deal with disagreement or divisiveness among team members.\n\nMaylor (1999) defined leadership involves the influencing of others through the personality or actions of the individual. The definition is therefore people-related. While Reiss (1995) stated that leadership can be defined by the need for a leader to define and achieve tasks (task needs); build up and co-ordinate a team (team needs); develop and satisfy the individual members (individual needs).\n\nIt could be said that leadership is getting things d one through others; the project manager achieves results through the project team. Project leadership involves inspiring the people assigned to the project to work as a team to successfully implement the plan and achieve the project objectives. Project manager needs to create for the team a vision of the results and benefits of the project, so that team members will be more displaced to work as a team to complete the project successfully (Gido, 1999).\n\nTaylor (1998) expressed that there are two leadership extremes that are authoritarian or autocratic, which is more concerned with the tasks, and democratic or egalitarian, which is oriented towards relationships. Besides that, Gido also stated that effective project management requires a participative and consultative leadership style, in which the project manager provides guidance and coaching to the project team. \n\nNotwithstanding there are different leadership style, a project manager should develop his own leadership style w hich could assists him effectively organizing and managing his project team in order to successfully complete the project. \n\nThis greatly depends upon his experiences and personality, but most important is the characteristic of people he works with in the project.\n\nReiss (1995) described motivated people are productive and enjoy their work. They achieve satisfaction from achieving or striving towards group objectives. But Reiss stated that project manager is not the factor that can motivate people. This is because people are naturally motivated and all project managers can do is to understand their motivations and try to fit in with them.\n\nOberlender (1993) also stated that project manager must tense to identify the needs of the people who are involved in the project in order to effectively motivate them. Many time an awareness of a persons interests and cognizance of their needs is a positive step in understanding why they react to situations, and can lead to productive m otivation. Oberlender added that good management recognizes the motivational needs of each member of the team and develops methods to improve the performance of people.\n\nThus, project manager must develop an effective method of motivating team members other than the traditional methods of promotion in form of address or salary. This is because most project managers have no control over pay rates, so they must motivate by providing individual recognition and, most importantly, by challenging each team member with responsibilities and a chance to grow (Oberlender, 1993).\n\nProject manager must have another soft skill, that of being an effective negotiators. He must compete with other project managers for scarce resources such as people, time, money, equipment or facilities. He also must fight to acquire what is necessary, providing why he must have the resources that he wants. \n\nSometimes the results may mean share resources, at other times taking them from another project (Kli en, 1992).\n\nAgain, communication skill plays an important role in find out how effecti