CERTIFIED CONSTRUCTION PROJECT

MANAGER (CCPM)

MODULE 1: FUNDAMENTAL OF PROJECT

MANAGEMENT COMPETENCY
• THE CHARACTERISTICS OF CONSTRUCTION PROJECTS
▪ Has a specific purpose which can be readily defined;
▪ Is unique because it is most unlikely to be repeated in exactly the same way by the
same group of people to give the same results;
▪ Is focused on the customer, stakeholders and customer expectations;
▪ Is not usually routine work but may include routine type tasks;
▪ Is made up of a collection of activities that are linked together because they all
contribute to the desired result;
▪ Has clearly defined and agreed time constraints – a date when the results are
required;
▪ Is frequently complex because the work involves people in different departments and
even on different sites;
▪ Has to be flexible to accommodate change as the work proceeds;
▪ Involves many unknowns both within the work itself, the skills of the people during the
work and the external influences on the project;
• THE CHARACTERISTICS OF CONSTRUCTION PROJECTS
▪ Has cons constraints which must be clearly defined and understood to ensure the
project remains viable at all times;
▪ Provides a unique opportunity to learn new skills;
▪ Forces you to work in a different way because the ‘temporary’ management role is
directly associated with the life of the project;
▪ Challenges traditional lines of authority with perceived threats to the status quo;
▪ Involves risk at every step of the process and your must manage these risks to sustain
the focus on the desired results.
• DEFINITION OF CONSTRUCTION PROJECT MANAGER

• “construction project manager” means any employee possessing the accepted level of
skill, knowledge and experience as may be determined and who is assigned to the
construction site or any other such place to organize, plan, control and co-ordinate the
construction works from the inception to completion (Source : Act 520, Lembaga
Pembangunan Industri Pembinaan Malaysia Act 1994, as at 1st October 2015);

• Reference : Act 520 (as at 1st October 2015) Act-520-As-at-1-October-2015.pdf

• Pursuant to Part VII, Section 33 : Registration of construction personnel, which included
the construction project managers (See also Section 2 : Interpretation of Act 520)
• Pursuant to Section 33(1) : “A person shall not be involved or engaged or undertake to be
involved or engaged as a construction personnel unless he is registered with the
Lembaga and holds a valid certificate of registration issued by the Lembaga under this
Act”
• DEFINITION OF CONSTRUCTION PROJECT MANAGER

• A Certified Construction Project Manager (CCPM) is a professional who possess the

accepted level of project management competency to plan, coordinate, organise,
monitor and control the construction project activities. In the course of these
undertaking, he or she is capable of communicating the process, lead and motivate
the project team and stakeholders towards the project objectives. A Certified
Construction Project Manager (CCPM) is the professional who have met the competency
standards set out in this CICS and qualified by CIDB. (Source : Construction Industry
Competency Standard (CICS))

• Reference 1: “Borang Permohonan Program Pentauliahan Pengurus Projek Pembinaan

(CCPM) – CIDB/CCPM/ACC1/F1-M-2017-R03; CIDB_CCPM_ACC1_F1-M-2017-R03.pdf
• Reference 2 : Construction Industry Competency Standard (CICS) FINAL DRAFT CCPM
CICS 15 June 2019 (1) (1).pdf
• DEFINITION OF CONSTRUCTION PROJECT MANAGER

• “3(q)
pengurus projek binaan” ertinya mana-mana pekerja seorang kontraktor yang memiliki
tahap kemahiran, pengetahuan dan pengalaman yang boleh diterima sebagaimana yang
ditentukan dan yang ditugaskan kepada suatu tapak pembinaan atau mana-mana tempat
lain yang sedemikian untuk mengatur, merancang, mengawal dan menyelaraskan
kerja pembinaan dari awal hingga selesai dan berdaftar dengan Lembaga Pembangunan
Industri Pembinaan Malaysia”

• Reference 1: AKTA JALAN, PARIT DAN BANGUNAN 1974, Undang-Undang Kecil

Bangunan Seragam (Pindaan 2021), page 4
• DEFINITION OF CONSTRUCTION PROJECT MANAGER

• the project manager (construction) should have the knowledge, experience, and competence to
understand and define the interrelationships among the project management components of the project.
Understanding the evolving contractual and human interdependencies in executing, along with team building and
stakeholder engagement, are significant skills that address the expectations and needs of each stakeholder.
This understanding enhances the construction project manager’s ability to monitor and navigate the issues
raised by stakeholders. (Source : Construction Extension to the PMBOK@ Guide)

• Question : Who are the stakeholders?

• THE NEED FOR CICS FOR CONSTRUCTION PROJECT MANAGERS

• The need to certify construction project managers who are truly competent to manage construction projects;
• To facilitate the registration and accreditation construction personnel as required by CIDB Act 520, Part VII;
• To ensure that the industry’s project manager’s competency profile is constantly concurrent with the changes in
construction technology, procurement, and processes.
• To assist to circumvent confusion that exists when defining competent construction project managers, their roles
and responsibilities together with the competencies and qualifications need to qualify them as competent;
• To assist to streamline the provisions offered for educating and training competent construction project managers
in the construction industry.
• TITLE OF CERTIFICATION NEED TO BE SIGNED BY THE CPM

• G1 : Earthwork Certification;
• G2 : Setting Out Certification;
• G3: Foundation Certification;
• G4 : Structural Certification;
• G8 : Fire Safety Installation Requirement, (Architectural) Certification;
• G12 : Building Certification;
• G17 : Road & Drain Certification;
• G19 : External Main Drain Certification
• THE NEED FOR A COMPETENT CONSTRUCTION PROJECT MANAGERS (PMI’S
PERSPECTIVE)

• Lack of planning, poor preconstruction preparation, poor communication and teamwork skills, and weak contract
administration are leading causes of problems on a construction project;
• Fast and decisive decision need is required in considering the project environment of high complexity and
demand with available information;
• Posses a wide knowledge base in construction advancements, such as technology and alternative contracting
delivery methods with changes which shifting the industry to a more holistic and comprehensive approach;
• The urgency and transparency of information often demanded by the owner is now the rule and not the
exception;
• Selection of project managers based on the their experience and gives the organisation confidence in the project
manager’s understanding of construction operations and best practices, and gives the seller the ability to
generate expected revenue.
• THE SUMMARY OF PROJECT MANAGER’S POSSIBLE SCENARIOS

• To create a balance between the demands and needs of (i) the customer; (ii) the project; (iii) the organisation; (iv)
the project team;
• Responsible for achieving a successful outcome in accordance to the Project Charter;
• Manage the stakeholders’ expectations;
• Expected to have proven skills in the use of project tools and techniques;
• Expected to have proven team leadership skills;
• Expected to deliver the result with limited in authority to secure resources, internally and externally;
• Sometimes forced to cut through hierarchical boundaries to get things done;
• Expected to work with established working practices and customers;
• Working with the unknown and unpredictable;
• In a position subject to risk;;
• Regarded with distrust by many of those not involved.
DEFINITION OF PROJECT MANAGEMENT?

Professional Bodies / Definition

Organisations
CIDB, CICS, Malaysia “The scope of project management is defined as encompassing all
the project management activities that spans across the design and
construction phases with the project life cycle”
PMI, USA “the art of directing and coordinating human and material resources
through the life of a project by using modern management techniques
to achieve predetermined goals of scope, cost, time, quality and
participant satisfaction”
UK Association of Project “the planning, organising, monitoring and controlling of all aspects of
Managers a project and the motivation of all involved to achieve the project
objectives safely and within agreed time, cost and performance
criteria”.
The British Standards “the planning, monitoring and controlling of all aspects of a project
Institute and the motivation of all those involved to achieve the project
objectives on time, cost, quality and performance”
THE PROJECT LIFE CYCLE PHASES

• The phases within the project life cycle defined within document shall be deemed to cover: (i)
Inception, (ii) Design Development, (iii) Tendering, (iv) Construction, (v) Handover, and (vi)
Operations and Maintenance phases. The activities contained within each of the phases are as
follows:

i. Inception Phase:
This covers activities to establish the project brief & viability; develop conceptual design and
preliminary estimate; develop project implementation plan and control process; establish the
procurement strategy; and establish project financing, financial planning and control
processes.

ii. Design Development Phase:

This covers activities to develop the project’s detail design; quality planning and control; health
and safety planning and control; environmental plan and control; value management and
obtain authorities’ approvals processes.
THE PROJECT LIFE CYCLE PHASES

iii. Tendering Phase:

This covers activities to execute the tender; and, evaluate and award the tender processes

iv. Construction Phase:

This covers activities to monitor and control project progress; monitor and control project
finances/cash flow; administer the construction contract; financial control; quality compliance;
health and safety compliance; and environmental compliance processes.

v. Handover Phase:
This covers activities to handover the project; defects rectification; and project closeout/final
account.

vi. Operations and Maintenance Phase:

These cover the activities to structure the completed project’s operations and maintenance
processes.
 4.1 PROCESS GROUP & KNOWLEDGE AREAS (PMBOK@ 6TH EIDIT
Process Groups &
Process Groups Initiating Planning Executing Monitoring & Closing
Knowledge Areas & Knowledge Controlling
Areas
Integration Management Develop Project Charter Develop Project Direct & Manage Project Monitor & Control Close Project or Phase
Management Plan Work Project Work
Manage Project Perform Integrated
Knowledge Change Control
Scope Management Plan Scope Management Validate Scope
Collect Requirements Control Scope
Define Scope
Create WBS
Schedule Management Plan Schedule Control Schedule
Management
Define Activities
Sequence Activities
Estimate Activity
Durations
Develop Schedule

Cost Management Plan Cost Management Control Costs

"Management Institute, A Guide to the Estimate Costs
Project Management Body of Determine Budget
Knowledge, (PMBOK Guide) - Sixth
Edition, Project Management Institute,
Inc., 2017, Table 1-4, Page 25“.
Process Groups Process Groups Initiating Planning Executing Monitoring & Closing
& Knowledge (PHASE 1) (PHASE 2) (PHASE 3) Controlling (PHASE 5)
& Knowledge Areas (PHASE 4)
Areas Quality Management Plan Quality
Management
Manage Quality Control Quality

Resource Plan Resource Acquire Resources Control Resources

Management Management Develop Team
Estimate Activity Manage Team
Resources
Communications Plan Communications Manage Communications Monitor Communications
Management Management

Risk Management Plan Risk Management Implement Risk Monitor Risks

Identify Risks Responses
Perform Qualitative Risk
Analysis
Perform Quantitative
Risk Analysis
Plan Risk Responses
Procurement Plan Procurement Conduct Procurements Control Procurements
Management Management

Stakeholder Identify Stakeholders Plan Stakeholder Manage Stakeholder Monitor Stakeholder

Management Engagement Engagement Engagement
 WE’RE
BACK
VARIOUS MODULES / KNOWLEDGE AREAS
Modules (NCS) Modules (CICS) Knowledge Areas
based on PMBOK@
6th Edition
LP01 : Organisation Management M01 : Fundamental of Project Management Integration Management
Competency
LP02 : Communication Management M02 : Project Initiation Scope Management

LP03 : Project Planning M03 : Conceptual Design and Preliminary Schedule Management
Estimate
LP04 : Project Financial & Funding M04 : Procurement Management Cost Management

LP05 : Quality Management M05 : Project Planning, Monitoring and Control Quality Management

LP06 : Procurement Management M06 : Project Financial Management Resource Management

LP07 : Design Management & Authority Liaison M07 : Design Development & Authority Liaison Communication Management

LP08 : Project Monitoring and Control M08 : Quality Management and Control Risk Management

LP09 : Human Resources Management M09 : Occupational Safety & Health Procurement Management
Management
L10 : Health, Safety & Environment M10 : Environment Management Stakeholder Management

L11 : Risk Management M11 : Value Management 23

VARIOUS MODULES / KNOWLEDGE AREAS
Modules (NCS) Modules (CICS) Knowledge Areas
based on PMBOK@
6th Edition
LP12 : Dispute Resolutions M12 : Tender Management

LP13 : Initiation M13 : Contract Management

LP14 : Handing Over Activities M14 : Project Handover and Closeout

LP15 : Project Close Out M15 : Operation and Maintenance

M16 : Project People and Team Management

THE TASKS OF PROJECT MANAGERS
Project Life Duty Project Managers’ Task / Tools
Cycle Stage
Project Inception 1.01 Initiate the Project (M02), - Establish the project Team; / [focus grp discussion, expert judgement]
(M16) - Investigate Project Site; /[authority approval document]
1.02 Develop Conceptual - Establishing project program (scope, features, function, etc); / [space &
Design & Preliminary Estimate function analysis; design analysis; BIM Software]
(M03) - Project concept development; / [ditto]
- Establish cost estimate; [analogus, parametric estimating, alternative
analysis]
1.03 Establish Project Brief & - Execute market study; / [Industry reports and statistics]
Viability (M02) - Conduct project impact analysis & SWOT analysis; / [Expert judgement]
- Analyse project feasibility / cost benefit; / [alternative analysis, business
case]
1.04 Establish Project - Identify project needs analysis & constraints; /[pricing and product
Procurement Strategy (M04) database]
- Identify project procurement strategy; /[suppliers/contractors database]
1.05 Develop Project - Establish project plan & schedule;/[project scheduling software,
Implementation Planning & decomposition]
Control (M05) - Organise work breakdown structure for implementation; / [Decomposition]
1.06 Establish Project - Establish project cash flow; / [Cash flow projection / project financial &
Financing Financial Planning & physical S-Curve]
Control (M06) - Establish project financing; /[Ditto]
- Establish project’s financial organisation & control process /[Ditto]
THE TASKS OF PROJECT MANAGERS
Project Life Duty Project Managers’ Task
Cycle Stage
Design 2.01 Establish Project Detail Design (M07) - Produce detail designs & specification; / [Statutory
Development approval process documents; Design guidebook;
alternative analysis]
- Establish detail cost estimate; / [Bottom-up estimate]
2.02 Establish Project Quality Planning & - Develop project quality management plan; / [Qlassic,
Control Process (M08) Consquas guideline, project quality management plan]
- Organise quality monitoring system / quality assurance;
/[Ditto; Quality Compliance Checklist, Inspection Form]
2.03 Establish Project Health & Safety Planning - Develop construction health & safety plan; /[Shassic
and Control Process (M09) guides, project safety management plan]
- Organise health& safety assurance process; /[Ditto]
2.04 Establish Project Environmental Planning - Develop environmental management plan; /[project
and Control Process (M10) environmental management system documents]
- Organise environmental protection assurance process;
2.05 Administer Value Management (M11) - Analyse project value; /[value management workshop
documents, space function analysis]
2.06 Obtain Authorities Approval (M07) - Identify authorities requirements & submissions; /[Acts
and regulations, checklist]
THE TASKS OF PROJECT MANAGERS
Project Life Duty Project Managers’ Task
Cycle Stage
Execute Tender 3.01 Tender, Evaluation & Award the Project - Tender Documentation; /[Tendering procedure,
(M12) guidelines, Procurement strategy]
- Tendering the project; /[Tender documents]
- Evaluate & award project /[Procurement strategy /
method]
THE TASKS OF PROJECT MANAGERS
Project Life Duty Project Managers’ Task
Cycle Stage
Project 4.01 Monitor & control the project progress - Report project progress; /[work programme, variance
Monitoring and (M05) analysis, performance review]
Control - Analyse & control project progress; /[Variance analysis]
4.02 Monitor & control project finances / cash - Monitor project cash flow; / [Cash flow report, progress
flow (M06) report]
- Control project cash flow; /[Variance analysis]
4.03 Administer construction contract (M13) - Administer the construction contract, changes &
information management; /[salient terms of contracts]
4.04 Monitor & control project quality - Report quality compliances & audit; /[QA/QC
compliance (M08) documents, quality compliance checklist]
4.05 Monitor & control project’s health & safety - Monitor health & safety compliance & audit;
compliance (M09) /[Compliance checklist]
4.06 Monitor & control environmental - Report environmental requirement audit & compliance;
requirement compliance (M10) /[Compliance checklist]
THE TASKS OF PROJECT MANAGERS
Project Life Duty Project Managers’ Task
Cycle Stage
Administer 5.01 Project Handover (M14) - Testing & Commissioning; /[O&M Manual]
Project - Manage practical completion; /[Compliance checklist,
Handover records, warranties, O&M manual, non-completion
checklist]
- Manage practical completion defects during defects
liability period (DLP); /[Defect lists, schedule of making
good defects]
- Project closeout, lesson learned, feedback for
continuous improvement & final account /[O&M
training, lesion learned log]
THE TASKS OF PROJECT MANAGERS
Project Life Duty Project Managers’ Task
Cycle Stage
Establish 6.01 Establish Project Operation Plan (M15) - Establish operations plan & programme /[computerized
Operations & maintenance management system]
Maintenance
Plan
6.02 Establish Facility Maintenance Plan) (M15) - Establish facility maintenance plan program; /[Ditto]
 PROCESS LIFE CYCLE STAGES
Project Inception Design Execute Tender Project Administer Establish
Development Monitoring & Project Operations &
Controlling Handover Maintenance
M02 : Project 1.01 Initiate the Project
Initiation 1.03 Establish Project
Brief & Viability
MODULES

M03 : Conceptual 1.02 Develop Conceptual

Design and Design & Preliminary
Preliminary Estimate Estimate

M04 : Procurement 1.04 Establish Project

Procurement Strategy

M05 : Project 1.05 Develop Project 4.01 Monitor & Control

Planning, Monitoring Implementation Planning & the Project Progress
and Control Control

M06 : Project 1.06 Establish Project 4.02 Monitor & Control

Financial Financial Planning & Project Finances / Cash
Control Flow
Management
 PROCESS LIFE CYCLE STAGES
Project Design Execute Project Administer Establish
Inception Development Tender Monitoring & Project Operations &
Controlling Handover Maintenance
M07 : Design 2.01 Establish Project
Development & Detail Design
2.06 Obtain Authorities
MODULES

Authority Liaison
Approval
M08 : Quality 2.02 Establish Project 4.04 Monitor & Control
Management and Quality Planning & Project Quality
Control Control Processes Compliance

M09 : Occupational 2.03 Establish Project 4.05 Monitor & Control

Safety & Health Health & Safety Planning Project’s Health &
Management and Control Process Safety Compliance
M10 : Environmental 2.04 Establish Project 4.06 Monitor & Control
Management Environmental Planning Environmental
and Control Process Requirement
Compliance

M11 : Value 2.05 Administer Value

Management Management
 PROCESS LIFE CYCLE STAGES
Project Inception Design Execute Tender Project Administer Establish
Development Monitoring & Project Operations &
Controlling Handover Maintenance
M12 : Tender 3.01 Tender,
Management Evaluation & Award
the Project
MODULES

M13 : Contract 4.03 Administer

Management Construction Contract

M14 : Project 5.01 Project Handover

Handover & Closeout

M15 : Operation and 6.01 Establish Project

Maintenance Operation Plan
6.02 Establish Facility
Maintenance Plan

M16 : Project People 1.01 Initiate the Project

and Team
Management
THANKS!
TERIMA KASIH!

Let us assist you

training@cidbh.com.my
+60-34042 8880
www.cidbholdings.com.my

Level 22, Menara

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