Project Management

Only available on StudyMode
  • Download(s) : 19
  • Published : March 12, 2013
Open Document
Text Preview
A

rticle

Managing Mega Projects
- The Experiences Of KLIA
By Tan Sri Dato’ Prof. Ir. Jamilus Hussein and Prof. Dr. Shafie Karimin

Editor’s note: This article was published in The Ingenieur Sept-Nov 2006 issue and is reproduced courtesy of the Board of Engineers, Malaysia.

N

o one, especially in the
a viation fraternit y, would
have thought and believed that
a small group of Malaysian professionals
w ould have been able to deliver
successfully The KL International Airport
( KLIA) project to the Government of
Malaysia seven years from the word
‘go’.
Touted as one of the most architecturally
b eautiful and sophisticated airport
i n the world, the profoundness of
t his achievement would be more
o ve r w h e l mi n g i f th e fo ll ow i n g
considerations are taken into account;




A green field 25 million passenger
p e r annum 1 s t P has e air p o r t
d eve lopment on a generally
peat soil, palm oil plantation and
secondary forest site,
S even -year co mp l etio n f ro m
initiation to site study and selection,
Masterplan and Architectural design
c oncept, engineering design,







procurement, physical construction,
testing and commissioning, and the
crucial airport operational readiness
and transfer exercise,
Two years into the project, a sudden
fundamental shift in the project’s
o rganisational and procurement
a pproach was made – from a
contractor-driven design and build
t urnkey to a client-driven total
project management approach,
205 different contract packages
r unning concurrently on a 7850
acres 1st Phase development site,
w ith 130 million metres of earth
m oved; two 1.1 km tunnel BHS
connecting tunnel; 200,000 square
metres of granite flooring; 18,500
k m fibre optic cables laid; 30,000
workers at peak from 50 different
countries; to name a few,
5 2 months total construc tion
including testing and commissioning
a nd operational readiness and
t ransfer from the old airport in
Subang,

68
4th

Quarter

2006







First ever airport to successfully
d evelop, design and implement
a f ull y inte gr ate d I T air p o r t
management system,
No major operational breakdown on
opening day except a minor glitch
on the baggage handling system
( BHS),
From a submitted estimate of RM20
b illion design and build turnkey
contract without time completion
guarantee, the project estimate was
reduced to RM11 billion on the same
s cope with full commitment on
time completion by KLIA Berhad – a
newly setup Malaysian run Minister
of Finance Inc company given the
task to implement the project in late
1993.

June 28, 1998, was the KLIA inaugurated
d ate declaring the airport officially
opened to commercial operation. It was
also a date where Malaysians realized
that through proper and effective usage
of project management knowledge and

A

rticle

skills large, scale and complex projects
can be completed in time and within
cost without sacrificing architectural
b eauty, functionality and quality. It
w as also a date that showcased to
t he world, Malaysian professionals’
strength and capability in the field of
project management and construction
management.
Since then, this small group of Malaysian
p rofessionals, through its present
f lagship company KLIA Consultancy
Services Sdn Bhd (KLIA Consult), has
continued to utilize the great benefits of
project management in handling largescale Government projects. Amongst them are;











airport,
dam, water treatment plant, and
solid waste treatment plant,
railway and monorail,
highrise office building complex,
integrated transport terminal,
integrated transport information
system,
university campus, and
hospital.

From these experiences, several
i mportant aspects that need to be
g iven serious effort to ensure that
large-scale projects achieve the desired
performance and success are:




The need...
tracking img