nuru lu yun ma 051012 ttt

DEPARTMENT OF QUANTITY SURVEYING VARIATION CONTROL AFFECTING CONSTRUCTION WORKS FOR LEMBAGA

KEMAJUAN TANAH PERSEKUTUAN(FELDA)

NURUL UYUN BT MOHD YUNUS

A report project submitted in partial fulfilment of the

requirements for the award of the degree of Master of Science

(Construction Management)

Faculty of Civil Engineering

University Teknologi Malaysia

MAY,2007

ii

Final Pr

ct I declare that this Project Report entitled Variation Control Affecting

Construction Work For Lembaga Kemajuan Tanah Persekutuan(FELDA) is the

result of my own research except as cited in the references. This report has not been

accepted for any degree and is not concurrently submitted in candidature of any

degree.

Signature : ..

Name : Nurul Uyun Bt Mohd Yunus

Date : ..

fulfillment

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Specially Dedicated To

My Parents

My Beloved Mother

You have done all the best for my live

Beloved Husband

Ahmad Fairuz B. Dato Ahmad Shamli

Thank you for your love and support

My Children

Youre the heart of my life

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ACKNOWLEDGEMENT

With high gratitude to Allah S.W.T. who gave me the ideas and physical

strength in preparing this final project. I wish to express my gratitude to the persons

and all parties who responded to the survey and also offered their invaluable

contributions in carrying out this final project.

First of all, I would like to express my appreciation to my Supervisor for his

guidance throughout the preparation of this thesis.

Special thanks to those who agreed to be interviewed, formally and informally,

because gave me the benefit of their knowledge, views and experience. I would like

also to extend my sincere and deepest gratitude to all my friends who have helped me

directly or indirectly.

Finally, I would like to express my deepest love and appreciation to my family

especially to my husband for his support. Thank you for all understanding given to me

when I really need it. I am hoping this thesis will be a reward for all efforts of every

contributing individual. Thank you.

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ABSTRACT

Variation means alteration, change or modification of design, quality

or quantity of work omission, addition or substitution of the work including

the alteration of the kind or standard of any of the materials or goods to be

used in the work, and the removal from site of any work, materials or goods

which are not in accordance in the contract. The aim is of this study research is

to covering the initial planning, while works is in progress and until the

completion of works to minimize the need for variation works right from the

start . The method of this study involved literature review, interview and based

on the case study and the analysis by qualitative method. The process of data

collection involved obtaining primary data from the literature review and the

secondary data was generated from the case study. From the analysis of this

study type and factors influence to variation; problem that influence and the

implication to variation; and the strategy action can be taken to minimize the

variation were identified. In conclusion, the strategy action that can be taken

were identified to minimize or control the variation works during planning

stage until construction stage.

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ABSTRAK

Perubahan kerja didefinasikan sebagai ubahsuai, perubahan rekabentuk,

pembatalan dari kuantiti atau kualiti kerja, penambahan kerja termasuk perubahan

terhadap spesifikasi bahan yang digunakan di dalam sesuatu kerja dan juga

pembatalan kerja ditapak termasuk bahan yang tidak mengikut di dalam kontrak.

Ianya terdapat di dalam kebanyakan di dalam kerja-kerja bangunan. Tujuan kajian ini

adalah merangkumi peringkat awal semasa kerja di dalam kemajuan sehingga siap

kerja untuk mengurangkan perubahan kerja bermula peringkat awal kerja lagi.

Kaedah yang terlibat di dalam kajian ini adalah merangkumi kajian litaratur,

temuduga dan juga kajian kes dan dinalisa melalui kaedah kualitatif. Proses

mengumpulkan data diperolehi dari kajian litaratur dan dari kajian kes. Hasil daripada

analisis yang dijalankan jenis-jenis perubahan kerja dan faktor-faktor yang

mempengaruhi perubahan keja telah dikenalpasti; masalah-masalah yang

mempengaruhi perubahan kerja dan kesan nya; dan akhir sekali tindakan yang boleh

diambil bagi mengurangkan perubahan kerja juga telah dikenalpasti. Oleh yang

demikian, kesimpulan dari kajian ini terdapat strategi tindakan boleh dilakukan bagi

mengurangkan perubahan kerja bermula dari peringkat awal perancangan hingga ke

peringkat pembinaan.

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TABLE OF CONTENTS

CHAPTER TITLE PAGES

DECLARATION ii

DEDICATION iii

ACKNOWLEDGEMENT iv

ABSTRACT v

ABSTRAK vi

TABLE OF CONTENTS vii

LIST OF TABLES xii

LIST OF FIGURES xiii

LIST OF ABBREVIATIONS xiv

1 INTRODUCTION

1.1 Introduction 1

1.2 Problem Statement 2

1.3 Aim And The Objective Of Study 3

1.4 The Scope And Limitation of Study 3

1.5 Research Methodology 4

1.6 Summary 6

2 TYPES AND FACTORS INFLUENCE

VARIATION ORDER

2.1 Intoduction 7

2.2 Definition 7

2.3 Types Of Variation 9

2.3.1 Identity of the Initiator 10

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2.3.2 Nature of the Variation 10

2.3.3 Consequences/ Effect of Variation 11

2.4 Factors Influencing The Variation 11

2.4.1 Site Condition 12

2.4.2 Design 12

2.4.3 Client Requirement 13

2.4.4 Changes Of End Users Management 13

2.4.5 Discrepancies Between The Works And 14

Statutory Requirement

2.4.6 Poor Management 14

2.4.7 Requested By The Contractor 15

2.5 Summary 15

3 PROBLEMS AND IMPLICATION

OF VARIATION ORDER

3.1 Introduction 17

3.2 Development Outlines Invovle in 17

Pre-Contract Stage

3.2.1 Inception Stage 18

3.2.2 Feasibility Study 19

3.2.3 Outline Proposal 20

3.2.4 Scheme Design 21

3.2.5 Detail Design 21

3.2.6 Production Information 22

3.2.7 Bills Of Quantities 22

3.2.8 Tender Action 23

3.3 The Problems in Variation 24

3.3.1 Determining the rates to be used 24

3.3.2 Issuing instruction by S.O 25

3.3.3 Determining the quantities in variation 25

3.3.4 Design Changes 26

3.3.5 Communication 26

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3.3.6 Client 27

3.3.7 Consultant 27

3.3.8 Contractor 28

3.4 The Implications of Variations 28

3.4.1 Delays 28

3.4.2 Cost 29

3.4.2.1 The additional expenses 29

3.4.2.2 Financial charges and interest 30

3.4.2.3 Cost of site overheads 30

3.4.3 Quality of Works 30

3.4.4 Works Programmed and Activities 31

3.4.5 Inconveniences 31

3.4.6 Unsatisfied 32

3.5 Summary 32

4 STRATEGY ACTION ON MINIMIZING

VARIATION ORDER

4.1 Introduction 33

4.2 Pre Contracr stage 33

4.2.1 Clear and Thorough Project Brief 34

4.2.2 Detailing Of Design 34

4.2.3 Adequate Time in Preparation of Documentation 35

4.2.4 Management Procurement Strategy 35

4.2.5 Detail and Adequate Investigation 36

4.2.6 Provision of Complete Documentation 36

4.3 Pre Construction Stage 37

4.3.1 Contractors Efficiency 37

4.3.2 Keeping Systematic Site Record 37

4.3.3 Daily Check 38

4.3.4 Fully Inspection 38

4.3.5 Comply With All Requirement 38 4.4 Summary 39

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5 RESEARCH METHODOLOGY

5.1 Introduction 40

5.2 Stage 1 : Literature Review 41

5.3 Stage 2 : Interview and Case Study 42

5.4 Stage 3 : Recommendation 43

5.5 Summary 43

6 DATA AND ANALYSIS

6.1 Introduction 44

6.2 Case Study 1 45

6.3 Case Study 2 50

6.4 Case Study 3 55

6.5 Result and Analysis 60

6.6 Findings and discussion 66

6.7 Summary 75

7 CONCLUSION AND RECOMMENDATION

7.1 Introduction 76

7.2 Conclusion 76

7.3 Recommendation 82

REFERENCES 83

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LIST OF TABLES

TABLE TITLE PAGE

6.1 List of variation works for case study 1 46



6.4 Types of variations 60

6.5 Factors that influence to the variations 61

6.6 Problem that influence to variations 62

6.7 The implication of variation Cost Overrun 63

6.8 The implication of variation Delay 64

6.9 Strategy action can be taken to minimise or control variation 66

6.10 The factors that influence the variations(%) 68

6.11 Cost Overrun for Case Study 1 71



6.14 Delay 72

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LIST OF FIGURES

FIGURE TITLE PAGE

1.1 The Methodology Flow Chart 5

3.1 Development Outline at Pre-Contract Stage 18

6.1 Percentage factors that influence to variations 61

6.2 Percentage the implication of variation Cost Overrun 64

6.3 The implication of variation Delay 65

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LIST OF ABBREVIATIONS

S.O - Superintending Officer

PWD 203 (10/83) - Standard Form of Contract to be used where Bills of

Quantities Form Part of the Contract (Revised 10/83)

IEM.CE 1/89 - Standard Form of Contract to be used where Bills of

Quantities Form Part of the Contract of Civil

Engineering Construction

V.O - Variation Order

BQ - Bills of Quantities

M & E - Mechanical and Electrical

TNB - Tenaga Nasional Berhad

JBA - Jabatan Bekalan Air

JKR - Jabatan Kerja Raya

CHAPTER 1

INTRODUCTION

1.1 Introduction

Today, small projects can be just as important if not more important than the

larger projects. When unforeseen situations occur on site, it is important to first

understand the situation and come up with suitable solutions and forecasts the

probable consequences. One of the occurrences that make projects less profitable is

the variation in the original works, leading to re-planning of the ongoing work. As

clients are always known for their tall demands, they sometimes change their minds

by varying the works while in progress. Changes are usually the major factors causing

the delay on projects. The impact due to changes has been described as the adverse

effect upon the unchanged work due to changes in the contract.

Even though there are provisions on variation orders in a building contract, the

variations works sometimes did not satisfy both of parties who felt disappointed to

carry on the works. It will give impact on the cost of the project extend the

completion period and it will bring inconveniences to all the parties involved in

construction industry, which are client, consultants and also contractor. Besides that it

also brings inconvenience for the end user. No matter how much effort to reduce the

variation order in construction industry, it still happens and the final accounts

remained unresolved after the building was occupied.

These variations are directly attributable to matters not being as stated or as

required in the contract documents. This is because circumstances actually change or

because of misinterpreted in the contract documents. Other than that, it also occurs

because of clients choice thus will result creating a variation.

For this, some strategies are needed to anticipate starting from the planning

stage, so that as the project commences and programmed on site, they will be no

variations or at least they can be minimized. Therefore, all parties involved should

cooperate to assure that the efficiency of construction and thus will minimize the

variation orders in construction industry.

1.2 Problem Statement

Many program for development are being carried out rapidly for Lembaga

Kemajuan Tanah(FELDA) to develop FELDA land. Therefore 5 years back many of

building and infrastructure works been carried out which awarding the project to the

experience and class A contractor but the problem of variation work is still occurring

while construction in progress. Varies order from client and authority requirement

makes the variations increased easily. Changes in the contract and misinterpreted in

document contract will caused of additional cost and the impact of this variation and

will impact on the completion of project.

Most of the variation occurs when major changesT in the contract during

construction and additional works. Variation can also occur when unexpected

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condition such as climate changes which can causes damages project site as example

flooded during construction in progress. While unforeseen condition and due to lack

of supervision and poor in managing and planning the project can also causes of

variation.

1.3 Aim and The Objective of Study

. To achieve the aim, several objectives are defined, they are as follows:-

1) To identify the types of variation works commonly occur in

construction projects and the factor influencing these.

2) To identify the problem that influence to variation and the implication

of variation to the construction..

3) To identify the strategy action that can be taken to minimize variations

starting from planning stage until the construction are being carried

out.

1.4 The Scope and Limitation of Study

The scope of this study is focused Research starts from Pre-Contract practice

on managing the design development process in construction. Study on the strategy

action to be taken starting from planning stage until the Post Contract stage and its

effectiveness in minimize the variations. The area of work of the study focused on the

building construction works of Lembaga Kemajuan Tanah Persekutuan (FELDA)

project and also interviews from professionals who are relevant to the topics.

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1.5 Research Methodology

The methodology is essential to enable the compilation of data and

information from various sources. Thus, it involved three main stages starting from

collection of data, analysis of data, conclusion and recommendation related to the

topic. The study can be broadly divided into three stages.

(i) The first stage include literature review which based on the primary

data collected through reading and searching from related books,

magazines, articles, web site and others.

(ii) The second stage is including interview with relevant professional by

face to face interview. Analysis of data by using qualitative methods is

done through the collected reading materials and secondary data

generated from the case study of FELDAs projects.

(iii) The final stage of this study is to define the conclusion and

recommendation with reference to the objective, subsequent to the

analysis from the case study and interviews.

The process of research methodology can be summarized as Figure 1.1 below.

This Figure 1.1 shows the process of research methodology starts from the literature

review until to the conclusion and recommendation.

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First Stage Collection of Information and data from related books, magazines, articles, Internet and others

Collection of Data

Literature review

Case Study Interview

Analysis of Data (based on qualitative method)

Second Stage

Conclusion and Recommendation Third Stage

Figure 1.1: The Methodology Flow Chart

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1.6 Summary

This study provides some valuable insights in to the relative

importance of to minimize or control the variation starts from the planning

stage until the construction stage. The study consists of seven chapters. The

first chapter is to introduction of the research, which includes the statement

problem, the aim and objective of the study, the scope and limitation of the

study, and research methodology. The second chapter is on literature review,

focus on the identification the types of variation and the factor influence this.;

Third chapter continue with the literature review on the problem in variation

and its implication to the construction; Fourth chapter focus on the strategy

action that can be taken to minimize or to control variation work in the

construction. The fifth chapter is the research chapter that discusses the

method of research. The data and analysis is discussed in chapter six and lastly

the conclusion and recommendation is highlight in chapter seven.

CHAPTER 2

TYPES AND FACTORS INFLUENCE VARIATION ORDER

2.1 Introduction

This chapter identifies the types and the factors that influence the variation

order, establish the definition of variation and classification of variation from the

literature review. The factors that influence the variation order to be discussed in

which related from the pre contract stage until construction stage.

2.2 Definition

Variation order means the alteration, change or modification of design, quality

or quantity of work omission, addition or substitution of the work. It is also including

the alteration of the kind or standard of any of the materials or goods to be used in the

work, and the removal from site of any work, materials or goods which are not in

accordance in the contract.

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In most form of contract used today for building work provision must be made

for possible variations. At the same time when tenders are invited the employer and

his architect and engineer should have crystallized all their ideas into a set of contract

documents.

According Standard Form Of Contract (IEM.CE 1/89, clause 23(a)), state that

the term variation means increase or decrease the quantity of any works include in

the contract; omit any such work; change the character or quality or kind of any such

work; change the levels line position and dimensions of any part of the works; execute

additional works of any kind necessary for the completion of the works.

While according to Standard Form Of Contract (PWD 203 (10/83), clause

24(b)), state that the term of variation means the alteration or modification of the

design, quality or quantity of the works as shown upon the Contract Drawings, Bills

of Quantities and/or Specification, and includes the addition, omission or substitution

of any work, the alteration of the kind of standard or any of the materials or goods to

be used in the works and the removal from the site of any work, materials or good

executed or brought thereon by the Contractor for the purpose of the works other than

work, materials or goods which are not in accordance with this Contract.

Variation can be classified into two categories, which are active variations and

passive variations (Hj. Hashim Sikan, 2003). Active variations come indirectly as a

result of the issue of instructions. So much the instruction it become a norm that there

is no variation without instruction. Instruction here refers to those instructions issued

by the contract administrator for example Superintending Officers (S.O) instruction

in the standard form of contract(PWD Form 203A and IEM.CE 1/89).

Another aspect of variation deals with statutory regulations (clause 11(d)

PWD Form 203A, and IEM.CE 1/89) requires the contractor to inform the S.O in

writing of any change or amendment in statutory regulation and bye-laws taking

effect after the Date of Tender which necessitated any variation to the works and

apply for and S.Os instruction before the S.O could issue the instruction.

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The passive variation could be accepted as those that do not require the

instructions to be issued directly to the contractor. For example re-measurement and

valuation of those quantities of the work, which are stated as provisional in the bills

of quantity. Other than that the variations also comes in the form of the adjustment of

items having Prime Cost or Provisional Sums in the contract.

The variation work of these items shall be prepared and agreed by the

contractor and the client in which to facilitate the finalization of accounts in the

contract. After the both parties agreed with items and the rates that involve in

variation works, then it should be prepared in the final account accordingly to the

Variation Order format.

2.3 TYPES OF VARIATION

According to Ir Harbans Singh K.S (2002), generally there are three types of

variations. The types of variation can be classified according to their criteria, which

are as list as follows:

(i) The identity of the initiator.

(ii) The nature of the variation.

(iii) The consequences or effect of the variation.

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2.3.1 Identity of the initiator

Classification per identity of initiator is a change made by any one or more

principal parties. This can be described as employer, contractor, nominated sub-

contractors, nominated suppliers, and also contract administrator.

Employer is a person on behalf of the users, future occupants, and etc., while

the contractor can make change on his own volition or behalf of sub-contractors,

suppliers, etc. Nominated sub-contractors/ suppliers are in relation to their respective

sub-contract; and contract administrator; on his own volition, on behalf of the

employer, the designers, statutory bodies, third parties and etc.

It is an undeniable fact that the bulk of the variations are initiated by the

employer. The principal reasons for the employer to initiate variations are changes in

the employers requirements post contract award, for example owing to a rethinking

of the needs, change in the nature and use of the anticipated or future utilization of the

finished works. Besides that, the changes are also in review or reassessment of the

design by the designers due to issues such as safety, build ability, and correction of

deficiencies or errors. While the contract administrator with the power is then

implemented the provision of the contract unless the employer has retained such

powers under the contract.

2.3.2 Nature of the variation

The nature of the variation means changes according to the nature of the work

itself. This means it not only changes to the work or matters appertaining to the work

in accordance with the provisions of the contract, but also changes in the contract

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condition itself. It is includes addition of the work, omission and also combination of

both.

2.3.3 Consequences/ Effect of Variation

Variations can also be classified by the consequences or effects of the change

undertaken in labeling it by the financial consideration, or time implication. It is not

considering the nature of the variation and the initiator. The financial consideration

involved the monetary for example an adjustment in the Contract Sum, while the time

implication is the flowing from a particular change being undertaken, (Ir Harbans

Singh K.S)

A variation may arise in construction contract in various ways. It arises more

often during the progress of the work and seldom before the commencement of the

work, but it will not be allowed at any cost after the practical completion has been

certified.

2.4 Factors Influencing the Variation

There are many factors that influenced the variations. It may come at the pre-

contract stage and post-contract stage. The factors that influence the variation are due

to the site condition; any design changes; clients requirement; change of end users;

discrepancies between the works and statutory requirement; poor management; and

request by the contractor.

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2.4.1 Site Condition

The real conditions are not shown in the drawings and specifications and

cannot be determined during preliminary investigation and therefore it is beyond

expectation. If the Contractor finds any difference in soil condition such as old

underground structure, hole underground, etc, he must inform to the S.O immediately

in writing. This enables the S.O to give the appropriate instruction as described in the

Form of Contract, (clause 8(b) of PWD Form 203A and IEM.CE 1/89). This clause

provides the S.Os instruction, which is considered to be a variation for unforeseen

condition, and the Contractor is entitled to claim for the cost incurred and looses.

2.4.2 Design

Only when a site is chosen, it will continue with the design stage. In this stage

the clients brief must be clear. A sophisticated client will already have seen to this

stage. But a building employer may frequently be dissatisfied with the design of the

project, and the seriousness of allegation of bad design can range from the little to the

serious. Design problem may cause structural failure leading to personal injury or

even loss of life.

Producing a quality design is highly dependent upon effective coordination

among the diverse discipline involved in the process. The consequences of most

design coordination problems are not discovered until during construction, (Tarek

Hegazy, Essam Zaneldin, Donald Grierson, 2001).

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2.4.3 Client Requirement

A client is an owner of the building. Clients are divided into three categories

which are some clients have knowledge and experience in construction industry, have

money but not have experienced in construction field and have money and have a

little experienced in construction industry. The major factors that influenced the

instruction of variation made come from the client itself. The clients requirement

always changes time to time. Usually only when the building has been constructed

the client gets his sense of desire. The bulk of additional work is occasioned by

revisions in the requirements of the employer during the course of contract, (Ir

Harbans Singh K.S (2002)).

The changes clients requirement will affect the design. For example, an

employer may require lift for the project thus the design team should redesigned the

structure in order to fulfill the clients requirement. In this case, whether the

contractor should be entitled to compensation for loss of profit and loss of

productivity will depend on the variation work either cause a delay to the project as a

whole or any rate prevent the optimal deployment of plant and manpower resources

on the site. Other than that, there are some situations where the Client do not even

sure about his requirements and will follow the suggestion from the Architect. This

situation always happens during construction stage and even after construction stage.

Therefore it is sometimes very difficult to determine or to predict the needs of client

requirement.

2.4.4 Changes of End Users Management

Construction project is lengthy thus a construction project may take one or two

years time depending on the size of the construction. During that time, the

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management of end user may have changed which will subsequently change the

function and size of a department. In this situation variation is unavoidable.

2.4.5 Discrepancies Between The Works And Statutory Requirement

The discrepancies between the works and statutory requirement are one of the

factors of influenced of instruction of variations. There is a provision in the contract

that allows the Contractor to make variation to comply with the requirement of the

law and local authorities. In the case of compliance with a statutory requirement, there

is the possibility of the S.O securing a waiver and thus reducing the cost, or of a

measure of re-designing that achieves the same objective, (Turner, 1985)

2.4.6 Poor Management

Planning is concerned with only the future. It is obvious that the past becomes

history with the relentless passage of time. When construct a building, the

optimistically expect the project to be successful, with the perhaps only one or two

challenging surprises. It needs for proper planning and management of construction

can never be over emphasized. But poor management will caused the unsatisfied

result.

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2.4.7 Requested by the Contractor

It is uncommon for the contractor to request instructions in respect of works

they wish to vary, (Hibbert, 1986). The variation that requested by the contractor is

always happen during the construction stage. The reasons why the contractor request

the variation is include:

a) The Contractor finds that there is another construction method that is

more convenient and advantageous to the contracting parties.

b) Proposing for a more suitable design for material.

c) The work priced is not practical and therefore applies it to be

examined.

From the above, it is necessary for the contractor to request approval in

writing and propose the variation. The S.Os that approves the variation also must

give in writing. Then the contractor should execute the variation work as per

requested and approved by the S.Os.

2.5 Summary

There are three types of variation, from the literature research that have

been made by the author which were identified as identity of the initiator;

nature of the variation; and consequences/ effect of variation. The initiator was

identified such as employer, consultants, contractor and etc. The nature of

variation was identified as omission, addition and combination of both. Lastly

the consequences/effect of variation was identified as financial consideration

or time implication.

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There are also many factors that influence the variation order, from the

literature research that have been made by the author. Some of the factor that

influence the variation order were identified as site condition; client

requirement; design changes; changes of end users management;

discrepancies between the works and statutory requirement; poor

management; and requested by the contractor.

CHAPTER 3

PROBLEMS AND IMPLICATION TO VARIATION ORDER

3.1 Introduction

This chapter discusses on the development outline involve in pre-contract

stage which explained the process of the pre-contract stage in a building project. The

important of this chapter is discussed on the problems that influence to variation and

the implication of variation works to the construction.

3.2 Development Outlines Invovle in Pre-Contract Stage

Development outlines involve in pre-contract stage based on the RIBA Plan of

Work which is sequential progression through the stages of design and construction of

a building project. This development outlines involve in pre-contract which involved

in eight(8) stages, which are inception; feasibility study; outline proposals; scheme

design; detail design; production information; bill of quantities; and tender action.

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Inception

Feasibility study

Outline proposals

Scheme design

Detail design

Production information

Bills of quantities

Tender action

Figure 3.1 : Developm

This development process c

development outlines involve in pre

are described as follows :

3.2.1 Inception Stage

The main purpose of the i

requirements and plan future actio

ent Outline at Pre-Contract Stage

an be summarized in the Figure 3.1 above. The

-contract which involved in eight(8) stages, which

nception stage is to prepare general outline of

ns. The difficulties inherent in establishing the

19

clients brief are often substantial. The main problem is identifying the clients needs

and then reconciling these against a background of financial, technological and

legislative constrains, the clients personal requirements, and also a number of design

variables including structural form, aesthetic and environment, (Ivor H. Seeley, 1982)

In inception stage, the architect will start his work after the client decides what

he wants. The architect will require as much information as possible from the client in

order to avoid variation order in the future. It is important that the client should keep

well informed of the various decisions as they are made. The basic details need by the

architect are the nature, size and function of the proposed building, the time and

financial limits relating to the project, information relating to ownership of the site,

boundaries, and other related matters, current position with regard to any planning

application, and other members of the design team to be appointed. The clients

requirement normally will reflect the design.

3.2.2 Feasibility Study

The main objective at this stage is to examine all the technical, functional and

financial aspects of the project and to advise the client as to its feasibility. The

feasibility study stage comes after the inception where the general outline of

requirement has been prepared. Normally the design team will meet and discuss to in

detail regarding the clients requirements and to make their recommendations thereon

for submission to the client and established the design brief.

The feasibility study will take into account a detail survey of the site and any

adjoining building and capacity of the various services including gas, water,

electricity, sewers and telephones. Consultation will take place with the Local

20

Authority and any relevant bodies. Any restriction on the use of the site must be

investigated and their effect on the proposed development determined.

The feasibility study normally will be based on the previous project with

similar uses and similar specification to investigate the requirement and facilities. The

quantity surveyor will calculate based on the findings and recommendations either the

proposed development is feasible to build or not.

The report must effectively assess the overall feasibility of the scheme having

regard to all relevant factors, so as to give the client all the information he needs to

make decision whether to proceed with the scheme or not. This report will be

supported by conceptual designs and estimates of cost.

3.2.3 Outline Proposal

At this stage alternative schemes are prepared and compared in order to

determine the general approach to the layout, design and construction. This involved

very close collaboration between all members of the design team and the client. At

this stage all design team plays their important role to make sure the work carried out

smoothly. The architect will be particularly concerned with functional and aesthetic

aspect, the structural engineer with different structural forms and the services engineer

with alternative services layouts. The quantity surveyor will maintain close contact

with all the other professionals in order to determine the cost implications of the

alternative proposals as they are prepared.

21

3.2.4 Scheme Design

The main purpose at this stage is to critically examine the wider issues of

appearance, method of construction, outline specification and the preparation of a cost

plan, showing the proposed distribution of costs over the elements or components of

the building. All the relevant design information is collated and a detailed report on

the design and full cost implications can be supplied to the client before the scheme

design is developed. The cost estimates will be provided by the quantity surveyor,

desirably incorporating both initial and future cost.

3.2.5 Detail Design

At this stage, the design will be in depth with the final decisions being taken in

respect of all individual components which together make up the complete building.

All members of the design team also will continue to work very closely together to

secure an integrated and efficient scheme. The various ideas from the various

professional will have contributed greatly to the final outcome.

As the design moves into greater detail and hopefully towards finality, cost

checks should be carried out to see that particular cost elements are not being

distorted, or that, if they are, the resulting redistribution within the budget is

acceptable, and if there are any changes in the design, it will result in abortive work

and almost certainly in additional cost.

22

3.2.6 Production Information

At production information process, the architect, engineers and any other

specialists will now proceed with the preparation of the final drawings and schedules,

and supporting specifications.

Besides that, at this stage also to determine the preliminary tendering

procedures and to prepare a list of potential main contractors, enquiries to sub-

contractors and suppliers, invitations to tender, and information to tender documents.

3.2.7 Bills Of Quantities

At this stage, the bill of quantities and all other tendering documentation are

finalized. It is important that the drawings, schedules, and specification particulars

should be checked and steps taken to ensure all the particulars are in correct.

If there are any discrepancies between the specification and drawings, then the

query list will submitted to the architect in order to the architects to clarify these

points and amend the documentation prior to tender stage.

The bills of quantities are designed primarily as a tendering document, but it

also provides a valuable aid to the pricing of variations and computation of valuations

for interim certificates. It provides a good basic for cost planning and help in

identification of work.

23

The bills of quantities contain preliminaries, preambles or description of

material and workmanship, and the measured work. The preliminaries define the

scope and nature of work; contain details of the contract condition, list of drawings

and any special instructions to the contractor on pricing. In the bills of quantities also

will be inserted the Prime Cost Sums and Provisional Sums. Preparation of bills of

quantities must be in detailed in order to avoid any discrepancies and also variation

works. One of the causes of variation is the discrepancies in the bills of quantities.

3.2.8 Tender Action

Tendering procedures cover the various methods that may be used by the

client and his advisers to obtain offers. There are some procedures in obtaining the

tender which are open and selected tendering.

This open tendering procedure is to advertise through the press, inviting any

firm that wishes to do so to submit a tender. The advertisement will give outline

details of the type of work, the programmed and other key features. The open

tendering provides the longed for opening for some relatively unknown but capable

firm.

The selected tendering procedure is to call the selected qualified contractor

based on the financial background and other features and asking them whether they

wish to tender. If they do so, they must fill in the document and submit the contract

document. Selected tenderers normally are approached about one month before the

tender document is circulated. The purpose of the tender action is to select the suitable

contractor to carry out the work diligently and competently.

24

3.3 The Problem in Variation

There are some problems arising when there is a variation work in the

construction. These problems might sometimes cannot be avoid but it can be managed

in order to reduce the problems occur in the future. The common problems that occur

in variation work can be categories as follows:-

3.3.1 Determining the rates to be used.

Although in construction contract there is a provision in determining the rates

when there is a variation work in the contract rate, agreed rate or day work rates, but

in practice there is a problem in determining which rates are to be used. When there is

variation work, the quantity surveyor needs to divide the rate to be used in pricing the

variation work. If the work is similar nature and executed under the similar conditions

then the contract rate is used. Where the work is not of a similar nature and executed

under similar conditions in the contract, then the pro-rata rates is used. But if the work

is totally different from anything contained in the contract, then the agreed rate or day

work rate will be used. The problem is where the work is totally different with the

contract, the contractors rate normally high because from that, he can get the profit.

So it is hard to get the reasonable rate and it takes time to decide and solve this

problems.

25

3.3.2 Issuing instruction by S.O

Another problem is issuing of the S.Os instruction sometimes in verbal and

not confirmed in writing. The condition of contract states, instruction is not valid and

the contractor has to confirm back with the S.O within the stipulated time in the

contract. Normally in practice, whether the instruction is in verbal, the contractor still

carried out the work as instructed by the S.O. The problem is at the end of

construction, if the contractor carried out the work that instructed by the S.O in

verbal, the work is not accepted because there is no evidence to proof the work and

not including in the contract. Hence, the contractor not entitles to claim for the works.

The S.O has a choice to accept the work or to reject the work. If the S.O chooses to

accept the work, he may issue the written notice to the contractor for the variation

works.

If the S.O chooses to reject the work, the contractor must demolish the work at

his own cost. To avoid this problem, any instruction issued by the S.O must in

writing. If there is an instruction in verbal, the contractor must take an action to

confirm with the S.O and the confirmation must be in writing.

3.3.3 Determining the quantities in variation

Besides that, there is also a problem in determining the quantities in the

variation works especially in Lump Sum Contract based on Drawings and

Specification. For the lump sum contract, it only required contract document without

the quantities, specifications and drawings. All the quantities are subject to re-

measurement. The problems arise in determine the exact quantities in which the client

may spend the extra cost by using this type of contract. This because, all items in the

contract to be executed by the contractor which is lump sum is payable. The actual

26

quantities of the work executed by the contractor which exceed the quantities shown

against in the contract, therefore it may constitute a variation and the client should pay

for the work done by the contractor.

3.3.4 Design Changes

Problem in bad design of the project always occur especially when there is

poor communication between the client and the consultant. The client dissatisfied

with the design made by the designer. For example, the client dissatisfied with the

layout of the electrical fitting because it can cause the personal injury or even loss of

life. If this problem occurs, the design must redesign the layout to modify and that is

costly. Basically these problems will only discover until during construction.

3.3.5 Communication

Communication is one of the problems in variations. If the communication

failed, it will lead the bad performance and could cause variation. Communication is

important to start from briefing stage until the completion of the work. In variation

work, the communication problem between the S.O and the contractor is important,

for example in issuing the instruction. If the contractor not understands the instruction

and carries out the work then it fails to satisfactory the S.O, the work may accept or

reject by the S.O. If the S.O rejects the work, then the contractor could rectify the

works and it is costly to the contractor. This communication can lead the both parties

feel unsatisfied for the works.

27

3.3.6 Client

If there is a variation works, the client must bear the cost incurred in the

works. In other words, the clients budget has increase because there is a variation

works especially for the contract based on the bills of quantities. Besides that, if there

is any variation work and time of the construction has extend, the client loss of the

profit because late in occupy the building. For example the construction for bungalow

houses, building should complete at the end of the year as stated in the contract. If

there is no variation works, the client may be can occupy the building, operate the

building, and make the profit from the building; but when there are a variation works,

the client cannot occupy the building and cannot make profit from the building. The

client bears the loss of the operation of the building.

3.3.7 Consultant

If the client request for the variation works, the Architect must produce the

new design in order to meet the new requirement of the client. Sometimes the

variation will affect the design, for example effect on the architecture view. It may

lead the designer feel unhappy because their work has been disturbed by the numbers

of variation. The quantity surveyor also has a problem when there is a variation work.

For example, the quantity surveyor should produce the new bills of quantities if the

new works not similar with the work in the original contract.

28

3.3.8 Contractor

The other problem in the variations is on the contractors side. The contractor

is difficult to claim for extra works or variations especially under the lump sum

contract. According to Ir. Harbans Singh K.S (2003), it is difficult for the contractor

to claim an extra/variation works unless the contractor satisfy the onerous burden of

establishing a clear cut charge in the scope of work as originally contracted for.

Besides that, when there are a numbers of variations, it may lead the contractor

feeling unmotivated and this will result in poor quality of works. The contractor also

faced the problem when there are variation works in the construction, the problem is

the contractor should reschedule the work program and it will affect the activities in

site.

3.4 The Implication Of Variations Order

Variations in construction industry will lead the impact to all the parties

involved in this sector. The main implication of variations is in term of time overrun

and cost.

3.4.1 Delay

Delay refers to the time taken in complete the work. There are in fact two

types of delay, which must be taken into account when valuing the effect of variation.

(Powell-Smith, 1990).

29

(i) Delay to a critical path of the work, which will affect the general of the

work, thus the contractor retaining his general site overheads for the longer

period.

(ii) Delays to part of the work that will not affect the overall completion but

the contractor still retain some particular item of plant on site longer than

planned.

(iii) Loss and expense flowing directly from the execution of the varied work.

Standard Form Of Contract, (PWD Form 203 Rev. 10/83) provides a special

provision for delay to ensures that if variation instructions are late and cause delay to

the contractor then the client is entitled to grant of extension of time and enable the

contractor to claim for loss and expense, thus avoiding putting time at large and

unable to recover any liquidated and ascertain damages.

3.4.2 Cost

Variation also will give the effect in terms of cost. This cost that can be

identified such as additional expenses; financial charges and interest; and cost of site

overhead.

3.4.2.1 The additional expenses, which are:

a) Transportation expenses the cost arising out of the moving and

transporting materials and machinery, for example crane that has

already been used and stores is transferred back to the site for

additional works.

30

b) Cost of variation works preparation the cost arises when some work

elements have to be demolished including cost of removing materials

and rectifying defects.

c) Other cancellation expenses is the cost of canceling orders. This is

because the Contractor may have committed for certain charges

making the order.

3.4.2.2 Financial charges and interest

The cost incurred when the contractor wants to extend the project for a certain

period of time due to massive and complex variation work. It involved a large amount

of additional capital. Furthermore, the Contractor has to resort financial assistance

from banks or other financial institutions whereby interests or charges encumbered

upon the secured loan. (Chow Kok Fong, 1993)

3.4.2.3 Cost of site overheads

The cost involved a large amount of additional cost for example the cost of

supervision, machinery and equipment, site safety and other facilities that are needed

to pay during extended time.

3.4.3 Quality of Works

The quality of the work will be at risk. The question is either the quality of

works achieves the standard requirement as per contract or not? If there are too many

instruction changes by the Architect or S.O, it may lead the contractor feeling

31

unmotivated and afraid for the possibility of changes in completed works and this will

result in poor quality of work and low productivity of the contractor.

3.4.4 Works Programmed and Activities

Reprogramming and restructuring of the disrupted works will have to be done

which will include demand for additional labour, overtime and additional machinery.

Loss of productivity occurred where the labour resources must have been available

and able to be used profitable. Besides that, variation also effect on the plant

utilization because it will give the additional cost to contractor due to relocation of

plant on or off site, the need of additional plant, additional tools, alterations of

scaffolding and also standing time.

3.4.5 Inconveniences

Variations will be bring inconveniences to all the parties involved in the

construction project which are client, contractor and also design team. If there are

variations, the design team will redo the work and it will cause inconveniences for

example the Architect will redesign the drawings as the clients requirement while the

Contractor should pay extra cost for the delay caused by redesigning the work.

32

3.4.6 Unsatisfied

Having variations may become unsatisfied or hassle among the parties

involved in the construction project. For example, for the Client, the possibility of

increasing budget for that particular project may cause high to restructure financing

for the project. As for the Contractor, his work program will be disrupted, a new

construction program needs to be submitted to the client and the relationships with

relevant suppliers and subcontractors will need to be revised. For the design team, a

new set of design may need to be submitted to the Client. The whole process of

redesigning and re-measurement will be time consuming.

3.5 Summary

From the literature research, therefore the outline of development in

construction can be summarized as eight stages which are as follows, inception Stage;

feasibility study; outline proposals; scheme design; detail design; production

information; bills of quantities and tender. Problems that occur in variation can be

identified as determining the rate to be used; issuing instruction by S.Os; determining

the quantities in variation; design changes; client; consultant; and contractor. The

implication of variation from the literature research also can be summarized as delay;

cost; quality of work; work program and activities; inconvenience; and unsatisfied.

CHAPTER 4

STRATEGY ACTION ON MINIMIZING VARIATION ORDER

4.1 Introduction

This chapter highlights the strategy action that can be taken in order to

minimise or controlling the variation during pre-contract stage and post-contract

stage. This chapter discussed on how the strategy action can be taken during pre-

contract stage and post-contract in order to minimize variation order occur through

out in the construction period.

4.2 Pre-Contract Stgae

Variations can be avoided if there is prevention at the earlier stage of contract.

The following are some strategy actions that can be taken in order to minimise the

variation in pre-contract stage.

34

4.2.1 Clear and Thorough Project Brief

Project brief is important at the initial stage because it represent the clients

needs and the objectives. At the inception stage, the communication is important

between the client and the design team in order to avoid the poor contract

performance later. The consultant must totally understand the clients requirement and

the client should clear their needs so that it will help to reduce the miscommunications

between the parties. It is also to minimize the changes arise in the future as well as

variations.

4.2.2 Detailing Of Design

The important stage in the pre-contract is detail design because it is contain a

full design of every part and component of the building by collaboration of all

concerned. The detail design important normally for contract based on the drawings

and specifications in order to avoid any dispute and claim arise in future.

Furthermore, detail design also important in controlling the cost because it

may affect cost of the future if not well prepared. The design team must work together

and clear all the clients requirement and needs in order to avoid any changes future.

Any further change in location, size, shape, or cost after this time will result in

abortive work.

35

4.2.3 Adequate Time In Preparation Of Documentation

During preparation of the tender document, Quantity Surveying will prepare

provisional item for the certain item that cannot measure accurately before the works

being carried out. For example piling and plumbing installation. The Quantity

Surveying need to make any assumption for the items that is not state in the drawing.

These items are included under the provisional item and will be re-measuring during

the construction. So, the Quantity Surveyor needs an adequate time in measurement of

the works and also preparation of documentation. Thus through the detail design and

adequate time for the Quantity Surveying to prepare the document, the total number

of variations could be reduced.

4.2.4 Management Procurement Strategy

The selection of the management procurement are important in order to ensure

that the construction is running smooth and less variation occur during construction.

Basically there are two procurement methods which are mostly used in Malaysia

construction project are conventional method and design and build method.

According the conventional method, the detail design can be prepare during the

design stage.

The client and designer will discuss together, so that there will be minimal

changes during the construction stage. Compare to the design and build, all the design

was prepared by the contractor based on the clients brief. So the possibilities of

increasing the number of variation works are high. Even though these both methods

have their own pros and cons, this will depend on the client to select the best method

which is suitable to apply for the project.

36

4.2.5 Detail And Adequate Investigation

The detail in investigation is important even though it costly because it will

help in the completion of the project within the budget and time specified. It will

costly at the earlier stage but will reduce the cost at the construction stage.

If the investigation is not adequate, it will result in additional cost future. This

is because if the investigation is not done adequately, it will have problems at

construction stage later when the site turns out to be not good as expected. This will

involve an additional cost and also involve a variation works in the future. The

investigation involves are a topographical survey and geotechnical investigation. In

order to avoid variation works, the investigations must be in detail and adequate. This

is one good way of reducing the variation claims.

4.2.6 Provision of Complete Documentation

In order to minimize the variations, the provision of complete documentation

must take into consideration before the parties enter into contract. It is important to

make sure all the information in the document is complete. For example, for the

contract based on the drawing and specification, the consultants must ensure that the

document contract must completely attach the entire relevant document. The detail

specifications are required for the lump sum contract.

37

4.3 Post Contract Stage

The common issue arises in the construction and cannot be avoided is a

variation works. Therefore there are some strategy actions that can be taken at post

contract stage in order to minimize the variation works in construction.

4.3.1 Contractors Efficiency

One of the causes of variation is contractors inefficiency in doing the job. In

order to minimize the variations, the contractor must carry out the work with

efficiency as stated in the condition of contract which is carry out the work regularly

and diligently. Any instruction by the S.Os which related to variation work, the

contractor must follow the S.Os instruction and if he fails to do so he will be

considered breach the contract. The contractor shall proceed to carry out the work and

not be delay and pending in doing the work to grant the extension of time for

completion the work.

4.3.2 Keeping Systematic Site Record

Site record is important as an evidence of the work. If there is a systematic site

report, the work can be done properly without any disturbance. For example piling

works, the record must be properly managed in order to avoid problems in future.

Besides that, piling works is a provisional quantities and subject to re-measurement,

so it important to keep a systematic record.

38

4.3.3 Daily Check

Daily check is one of the actions to control the variation at post contract stage.

It is important because if there is a daily check on the site, the variation arise from the

contractors mistake can be reduced. The checking can be done by the S.O or S.Os

representative. The contractor should give a fully cooperation to them at this stage and

a good communication is needed.

4.3.3 Fully Inspection

Every works by the contractor must be inspected by the S.O or S.Os

representative. If the work is not inspecting by the S.O, the work may result a

variation in future. Fully inspection also be done before the construction start and

after the work completed before issuing the Certificate of Completion. Investigation

before the construction includes the site investigation and also soil investigation,

while investigation after work complete is inspection done by the all parties involved

including Local Authority. This investigation is important to prevent the variations. If

there is no investigation, it might be changes in work future.

4.3.4 Comply With All Requirement

The contractor and the consultants must comply with all Local Authoritys

requirement. All the works carried out by the contractor must according to the

specifications by the Local Authority and the contract, for example requirements from

Fire and Rescue Department, Drainage and Irrigation Department (JPS) and others. It

39

is important to comply with all requirements in order to control the variation work. If

the works not follow the requirement, the work might be rectified or demolished and

must reconstruct according to the specification. This will result variation works.

4.4 Summary

From the literature review research above, therefore the strategy action that

can be taken in order to minimize the variation can be summarized as two categories

which during pre-contract stage such as clear and thoroughly project brief; detailing

of design; adequate time in preparation of documentation; management procurement

Strategy; detail and adequate investigation; and provision of complete documentation.

While during post contract stage can be summarized as contractors efficiency; daily

check; fully inspection; and comply with all requirement.

CHAPTER 5

RESEARCH METHODOLOGY

5.1 Introduction

The research methodology is essential in guiding the researcher to achieve the

aim and the objectives of the study. This chapter will describe the methodology

procedure was to ensure that the information obtained for this study was relevant and

capable of qualitative evaluation. The necessary data for the analysis could not be

found from the literature review. Therefore data collection had been carried out.

The data collection based on the literature review could be collected in several

ways. Buckley et all (1976) grouped the methodology of data collection under four

headings; namely opinion research, empirical research, archival research and

analytical research. Each method has its own strengths and limitations, and none

could be considered superior that the others. The decision as to which methods to use

must be based on the survey objectives, the nature of the information required and the

resources available (Jobber, 1991).

41

The types of variation and the factors that influence the variation have been

discussed in the previous chapter which covers the primary input of Variation Order.

It has completing the objective to study what are the meaning of variation and and

type of variation that cause of variation order.

The development outline involve in pre-contract stage which is the sequence

of progress through the stages of design and construction of a building project and

problem in variation and the implication of variation identified through various sources

such as reference book, journal, seminars paper, magazine and other sources by way of

using internet. The question which need to be clarified is whether the theoretical practice

and what is practicing by the parties which involve in the construction such as client,

consultant and the contractor. This phenomenon will be determined through this research.

5.2 Stage 1 : Literature Review

There are three sections under the literature review where the first section

explained and discussed the types of variation and the factors influence the variation

which begin with the definition of variation order. The second section describe the

problem in variation order and the implication of variation order. And the third

section described the strategy action that can be taken to control or minimize the

variation order in the construction. The source of data is obtained from the reading

materials and such as books, articles and seminars paper and other published

information supporting the topic of variation order.

42

5.3 Stage 2 : Interview and Case Study

The second stage consists of preparing and collecting of primary data through

interview session and based on the case study. Generally the data is collected directly

from the professional parties which are relevant to the topic and also from the

professional parties whom directly involve in the case study. Analysis of data by

using qualitative methods is required to determine the factors that influence the

variation and the strategy action to be taken in order to control or minimize the

variation start from pre-contract stage until post-contract stage. The case study were

selected which the development of the project are similar and by using the same

procurement method which is traditional method. The data collected from the case

study and interview are gathered and analyzed by using percentage analysis and the

qualitative method by comparing the three case studies in project background, project

details and the list of variation occur in final contract in which to identify the major

factors that influence variation, the problem in variation and the implication that

related to variation order during pre-contract stage and post contract stage.

The interviewing session is done to the personnel of the department who

completely deal with refurbishment project and related case study is taken into

account to gather facts about the problem related to refurbishment project. Set of

questions is formulated during the interviewing session to highlight the process of

refurbishment project as whole. All data will then be analysed and evaluated. The

differences of refurbishment process by each organization will be summarized into

table which it would be an effective ways to differentiate the data clearly.

43

5.4 Stage 3 : Recommendation

In this stage is the final stage of the research methodology. The final stage of

this study is to define the conclusion and recommendation with reference to the

objective, subsequent to the analysis from the case study and interviews.

5.5 Summary

For the conclusion, this chapter is discussing about the methods of collecting

all data and analysis of the result from the interviews and case study. The data is

analyzed by using qualitative methods to complete the requirement of the research.

CHAPTER 6

DATA ANALYSIS AND RESULT

6.1 Introduction

This chapter will look at the some project that involved the variation works.

There are three (3) case study that have been selected in order to fully understand on

the factors that influence to variation, the problems that influence to variation and the

implication of variations work, and also to find out what are the strategy action taken

in order to control or minimize the variations in the construction.

All of three case study using the same procurement strategy, which are

Standard Form of IEM.CE 1/89 and have completed with the final account. The

completed project with final account has been choose in order to know the amount of

variation works involved and how far the cost of variation works affected the cost of

the original contract sum. The three case studies are as follows:

(i) Case Study 1 : Cadangan Pembangunan Feldajaya Mempaga, Mukim Sabai

Daerah Bentong, Pahang Darul Makmur.

(ii) Case Study 2 : Cadangan Pembangunan Feldajaya Serting Negeri Sembilan.

(iii) Case Study 3 : Cadangan Pembangunan Feldajaya Trolak Perak Darul

Ridzuan.

45

6.2 Case Study 1

The case study 1 which summaries the background of the Project of

Cadangan Pembangunan Feldajaya Mempaga, Mukim Sabai, Pahang Darul Makmur.

The parties involved are the client which is Lembaga Kemajuan Tanah

Persekutuan(FELDA), Felda Engineering Services Sdn. Bhd. as Project Manager and

Quantity Surveyor, Arup Jururunding Sdn. Bhd. As Structural and M&E Engineer,

the architecht are W&W Architect and Bauran Bina Sdn. Bhd. as the contractor.

The contract no of this project is contract 100000445. The original contract

sum is value at RM 32,747,987.00 and adjustment to Contract Sum

RM16, 621,218.60 which made the final contract sum to RM 49,369,205.60. The

contract period for this project is 72 weeks and the date of site possession is on

9thJune 2003 which the original of completion date on 15th March 2005, but the actual

completion date is on 30th October 2006 with the defect Liability Period which on

30thApril 2007.

List of the variation works as shown in Table 6.1 shows the factor that

influence to the variation works and also the cost incurred for each variation work.

For this project, there are forty four (44) variation works involved including

re-measurement works.

Table 6.1 : List of variation works for case study 1

TOTAL(RM) V.O

NO

DESCRIPTION

FACTORS INFLUENCE V.O ADDITION OMISSION

1.

2.

3.

4.

5.

6.

7.

8.

9.

VARIATION WORKS

Outside Drain

Paip Retikulasi Kumbahan

Side Drain

To build Road & Car Porch

Upgrading laluan masuk utama

To prepare Road to Water tank

Kolam takungan

Changes Jajaran Paip Retikulasi

Kumbahan

Planting grass for awaken the slope

(Behind Bungalow & TNB 3)

To comply JPS requirement

To comply JPP requirement

Site Condition

To comply JKR requirement


To comply JBA requirement


To comply JPP requirement

To comply Majlis Daerah requirement

2,705,545.00

280,000.00

294,765.00

1,889,946.00

1,062,600.00

860,000.00

1,064,000.00

93,250.00

1,378,545.00

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

Strengthening Bungalow Structure

Changes Jubin at Car porch

Bungalow House

Dewan Makan Kolej KINI

Additional Tandas at Academic

Block Kolej Kini (2 Unit)

Changes structure building design

Kolej KINI

Changes Rumah Kedai

Changes Building Tadika/Pusat IT.

Road crossing TNB

Bungalows main entrance

Bungalows driveway with crushed

run & premix.

Portion of main road with crushed

run and premix

Site Condition

Error in BQ

Changes on design

Changes on design

Changes on design

Error in BQ

Error in BQ

To comply TNB requirement




50,000.00

80,000.00

450,000.00

240,000.00

651,260.00

353,000.00

148,600.00

12,348.00

102,900.00

55,000.00

9,000.00

21.

22.

23.

24.

25.

26.

27.

28

29.

30.

Grouting ( Prelim, Medan selera,

Bungalow 6B,37C,72A)

Additional Tingkap pintu, Frosted

glass (Bungalow A)

Changes lockset

Additional Pintu D2 Kitchen

Bungalow

Changes Pipe HDPE to MS

Preliminary Hoarding

Ancillary Building (TNB, Dewan &

Pasar)

Water Reticulation

Electrical Works (Pasar, Dewan,

Kolej & Tadika)

Additional Dewan & Pasar-M&E

works

Site condition

Error in BQ

Clients request

Error in BQ


Remesurement

Remesurement

Remesurement

Remesurement

Remesurement

347,807.00

39,000.00

15,000.00

24,000.00

1,303,797.80

60,000.00

35,375.00

146,000.00

41,000.00

343,000.00

107,536.00

330,783.52

31.

32.

33.

34.

35.

36.

37.

38.

39.

40.

41.

42.

43.

44.

Prime Cost ( STP, Meru Tanda,

Landscape Works, Playground

Equipment)

Piling works

TCT rolform

R.C concrete sump

Gutter and Flashing

Railing

Box culvert

Change location of Kilang Bata

Water proofing (banglow & building)

Change thk of crusher run

Additional building- tandas awam

Change size of surau

Access car porch

Perasmian Hari Peneroka

Clients request

Site Condition

Error in BQ

Error in BQ

Error in BQ

Error in BQ


Clients request

Error in BQ


Clients request

Clients request

Clients request

Clients request

30,000.00

959,971.30

55,800.00

21,000.00

150,000.00

301,000.00

845,000.00

18,000.00

71,000.00

1,000,000.00

82,000.00

280,000.00

345,000.00

426,478.00

Total 18,155,613.10 1,533,694.50

Net total 16,621,218.60

6.3 Case Study 2


Cadangan Pembagunan Fasa 1 Feldajaya Selatan. Mukim Serting Daerah Jempol,

Negeri Sembilan, Darul Khusus. The parties involved are the client which is Lembaga

Kemajuan Tanah Persekutuan(FELDA), Felda Engineering Services Sdn. Bhd. as

Project Manager and Quantity Surveyor, Arup Jururunding Sdn. Bhd. As Structural

and M&E Engineer, the architect is W&W Architect and Prinseptek Sdn. Bhd. as the

contractor.


sum is value at RM 45,000,000.00 and adjustment to Contract Sum RM12,983,300.00

which made the final contract sum to RM 57,983,300.00. The contract period for this

project is 72 weeks and the date of site possession is on 23thJune 2003 which the

original of completion date on 20th December 2004, but the actual completion date is

on 4th September 2006 with the defect Liability Period which on 4thApril 2008.



For this project, there are forty seven (47) variation works involved including re-

measurement works.


TOTAL(RM) V.O

NO

DESCRIPTION


1.

2.

3.

4.

5.

6.

7.

8.

9.

VARIATION WORKS

Supply & lay UPVC

Construction & completion of Mercu Tanda

Excavation, Backfilling Sand & Crusher runs.

( Laluan A1,A2 & A3)

Road crossing Works ( Laluan B1)

Road Crossing Works ( Laluan Sesalur

Telekom)

Sand & Bricks ( Bungalow A, B, C, D, & E)

60A 3 Phase Kiosk meter

Labour, tools & transportation for installation,

Error in BQ

Error in BQ

Error in BQ

Error in BQ

Error in BQ

Error in BQ

Error in BQ

222,464.90

68,000.00

74,400.00

90,000.00

158,000.00

119,214.00

57,200.00

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

excavation & other works.

Additional Pillar Board & Telephone Works

Relocate TNB & Telephone pit at Hentian Bas

Block Drains

Hose Reel Tank & Pump House at Tadika

Additional for Air (Kolej)

Main Switch Board (MSB) and Cable

Slope Trimming & Hydro seeding Works

Road Crossing for TNB

Additional for 3 phase at Rumah Kedai

Paint Road Kerb using emulsion paint type

weather.

Banglow House ( A,B,C,D,E)

Tandas Kolej

Medan Selera

Pasar

Perhentian Bas & Teksi

Error in BQ

Error in BQ



Error in BQ

Error in BQ

Error in BQ

Error in BQ


Error in BQ

Error in BQ

Change in design

Clients request

Remesurement

Change in design

Change in design

73,920.00

59,900.00

2,000.00

136,512.00

67,814.21

138,980.00

392,750.00

81,143.05

20,477.60

20,000.00

54,560.00

626,287.78

198,130.80

27,987.87

54,926.76

19,173.35

24.

25.

26.

27.

28.

29.

30.

31.

32.

33.

34.

35.

Tadika/ IT Centre/Library

Surau

Kolej Intergrasi Ilmu

Dewan TCT rolform

TNB Sub Station ( 44 x 20 & 44 x 18)

External Works ( Precast Concrete Block Drain,

Brick wall to Drain/Rubble

Wall, Box Culverts, Sewerage Pipe, Sewerage

Manhole & Excavation)

JPS Upgrading

Water Reticulation

Elevated Water Tank & Fencing

Suction Tank

Pilling ( Dewan Makan)

Junction ( Clearing, Drainage, Shoulder, Road

Marking, Electrical Works)

S.O instruction, site condition

Change in design

Change in design

Error in BQ


Remesurement


Remesurement

Remesurement

Remesurement

Remesurement

Remesurement

61631.89

158,200.00

211,038.75

294,962.19

225,000.00

8,342,637.67

398,064.80

917,853.90

599,397.96

110,000.00

6,609.00

763,891.08

36.

37.

38.

39.

40.

41.

42.

43.

44.

45.

46.

47.

Pilling Works

R.C Piles

Transport, Handle, Pitch and Drive

Extension Joints

Cut-Off Piles

Load Testing

Static Load Test

Subsequent Static Load Test and Drive

Piling Record

Mackintosh Probes

Tandas Hentian Bas

Dewan Makan Kolej

Remesurement, Site condition

Remesurement

Remesurement

Remesurement

Remesurement

Remesurement

Remesurement

Remesurement

Remesurement

Remesurement

Remesurement

Remesurement

10,000.00

436,406.00

117.463.50

15,769.10

32,752.00

17,600,00

7,000.00

6,000.00

2,400.00

9,000.00

57,982.00

48,556.00

Total 12,983,381.04

Net total 12,983,381.04

6.4 Case Study 3


Cadangan Pembagunan Fasa 1 Feldajaya Utara, Felda Trolak, Mukim Sungkai Perak.

The parties involved are the client which is Lembaga Kemajuan Tanah Persekutuan

(FELDA), Felda Engineering Services Sdn. Bhd. as Project Manager and Quantity

Surveyor, Arup Jururunding Sdn. Bhd. As Structural and M&E Engineer, the architect

is W&W Architect and Aruz Zaman Sdn. Bhd. as the contractor.


sum is value at RM 38,000,000.00 and adjustment to Contract Sum RM15,820,340.00

which made the final contract sum to RM 53,820,340.00. The contract period for this

project is 72 weeks and the date of site possession is on 23thJune 2003 which the

original of completion date on 20th December 2004, but the actual completion date is

on 15th August 2006 with the defect Liability Period which on 15th March 2008.



For this project, there are thirty five (35) variation works involved including re-

measurement works.


TOTAL (RM) V.O

NO

DESCRIPTION


1.

2.

3.

4.

5.

VARIATION WORKS

Gutter & Flashing (for Banglow type

A,B,C,D,E, Surau)

Diversion Main Drain (Section A,B, & C)

TCT Rolform (for Dewan, Rumah Kedai,

Kolej Kini, Tadika, Pasar, Tandas Awam,

Asrama, Medan Selera, Perhentian Bas &

Teksi & Dewan Makan)

Additional Unit Rumah Kedai

Additional Tandas Kolej Kini (Pile cap

design)

Error in BQ

To comply JPS requirement, changes

in design, & Error in BQ

Error in BQ

Clients request

Clients request , changes in design

130,954.50

2,053,206.00

656,554.48

209,950.00

74,700.90

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

Additional Kolej Kini ( Pipe Footing Pad)

Additional Tandas Awam

Additional Building Dewan Makan

Additional Building IKS

Additional Rock Excavation

Plate Bearing Test

Additional Lampu isyarat for Persimpangan

Besout

Additional Jalan susur keluar

Changes of design of road

Additional Pilling Works

Additional Earthwork at Suction Tank

External Works

Changes Pipe HDPE to MS

Preliminary Hoarding

Ancillary Building (TNB, Dewan & Pasar)

Water Reticulation

Clients request, changes in design

Clients request

Clients request

Clients request

Suite site condition

Clients request




Remesurement , site condition

Remesurement

Remesurement


Remesurement

Remesurement

Remesurement

77,461.32

47,888.10

327,317.70

2,992,400.00

593,396.00

13,800.00

2,000,000.00

1,200,000

754,960.00

1,250,00.00

14,473.20

2,300,750.00

8,140,000.00

43,000.00

585,000.00

45,000.00

21.

22.

23.

24.

25.

26.

27.

28.

29.

30.

Electrical Works (Pasar, Dewan, Kolej &

Tadika)

Additional Dewan & Pasar-M&E works

Prime Cost ( STP, Meru Tanda, Landscape

Works, Playground Equipment)

R.C concrete sump

Hose Reel Tank & Pump House at Tadika

Additional for Air-condition (Kolej)

Main Switch Board (MSB) and Cable

Slope Trimming & Hydro seeding Works

Additional for 3 phase at Rumah Kedai

Paint Road Kerb using emulsion paint type

weather.

Remesurement

Remesurement

Clients request

Error in BQ

Error in BQ

Error in BQ

Error in BQ

Error in BQ

Error in BQ

Error in BQ

415,000.00

150,000.00

100,000.00

48,528.00

65,000.00

100,000.00

300,000.00

50,000.00

20,000.00

50,000.00

31.

32.

33.

34.

35.

Additional Tingkap pintu, Frosted glass

Water proofing (banglow & building)

Changes Jubin at Car porch Bungalow

House

Railing

Error in BQ

Error in BQ

Error in BQ

Error in BQ

20,000.00

70,000.00

80,000.00

200,000.00

Total 15,820,340.00

Net total

60

6.5 Result and Analysis

a. The result of the types of variation and the factors that influence to the

variation

From the three case studies above, the analysis and the result of the types of

variations were tabulated in the Table 6.4. While the factors that influence the

variation can be shown in the 6.5. Based on the Table 6.5 the percentage of the factors

that influence the variation have been summaries in the Figure 6.1

Table 6.4 : Types of variations

Item Types of variation Example

1. According to identity of the

initiator

Client, consultant, authority

and contractor etc.

2. According to nature of

nuru lu yun ma 051012 ttt

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