KURSUS

AMALAN IKHTISAS ARKITEK LANDSKAP

LANDSCAPE ARCHITECT PROFESSIONAL PRACTICE COURSE

Module D: Project and Landscape Management KAIAL 1

Content

CHAPTER 1 Introducing the KAIAL Committee

Council members of ILAM 2015/2016 4

KAIAL 2015/16 Comittee 5

CHAPTER 2 Project and Landscape Management

Tender Document and Tendering Procedures 7

LAr. Nurulhuda Hayati Ibrahim

Landscape Project Management 33

LAr. Zamanhuri Dato’ Zubir

Landscape Management and Maintenance 55

PM LAr. Dr Osman Mohd Tahir

Module D: Project and Landscape Management KAIAL 2

 CHAPTER 1

MODULE D

Topics:

Council members of ILAM 2015/2016

KAIAL 2015/16 Committee

Module D: Project and Landscape Management KAIAL 3

 KURSUS AMALAN IKHTISAS ARKITEK LANDSKAP
LANDSCAPE ARCHITECT PROFESSIONAL PRACTICE COURSE

ILAM COUNCIL MEMBERS 2015/2016

President : Assoc. Prof. LAr. Dr. Osman Mohd. Tahir

Vice President : LAr. Sabarudin Buang

Honorary Secretary : LAr. Dr. Nor Atiah Ismail

Ast. Honorary Secretary : LAr. Charles Tee Kae Siang

Hanorary Treasurer : LAr. Abd Aziz Othman

Ast. Hanorary Treasurer : LAr. Sharipah Mohamed

Committee members : Datuk LAr. Hj. Shahoran Johan Ariffin

: LAr. Abu Hassan Wahab
: LAr. Hj Danial A. Hassan
: LAr. Dr. Suhardi Maulan
: LAr. Noriah Mat
: LAr. Dr. Mohd Ramzi Mohd Hussain
: LAr. Meor Saadon Sofian Mior Razali
: LAr. Fairouz@Muhammad Che Ani
: LAr. Samsul Rohaizad Mohd Jemoner

Auditors : LAr. Zalina Jaal

: LAr. Rozita Abd. Hamid

Ex-Officio : LAr. Mohd Fadrillah Mohd Taib

Module D: Project and Landscape Management KAIAL 4

 KURSUS AMALAN IKHTISAS ARKITEK LANDSKAP
LANDSCAPE ARCHITECT PROFESSIONAL PRACTICE COURSE

KAIAL 2015/16 COMMITTEE

Chairman : LAr. Abu Hassan Wahab

Secreteriate : LAr. Abd Aziz Othman

LAr. Dr. Mohd Ramzi Mohd Hussain
LAr. Mohd Nazri Saidon
Sdri Nurazlinda Mohd Noor Madi

Module D: Project and Landscape Management KAIAL 5

 CHAPTER 2

MODULE D

Topics:

Tender Document and Tendering Procedures

Landscape Project Management
Landscape Management and Maintenance

Module D: Project and Landscape Management KAIAL 6

 Tender Process and Documentation
LAr. Nurulhuda Hayati bt. Ibrahim
nurul.ibrahim22@gmail.com

1.1 General

A tender is an offer or bid for a certain amount of money to perform an act or within
construction industry to perform a project which the party offering, is bound to
perform to the party to whom the offer is made. The main objectives of tendering are
two fold. Firstly, the tendering process enables the employer to secure a suitable
contractor to carry out the intended works at a competitive price. Secondly, the
process provides a level platform for tenderers to understand the requirements of
the intended works and the various risks involves in carrying out the works before
deciding on the bid price.

Tendering process is an initial stage towards the later stage of preparing a legal
document, i.e. the Contract Document that shall legally bind the client (Employer)
and the successful tenderer / contractor. From a legal perspective, bilateral rights
and obligations may arise when an invitation to tender document is issued.
However, these documents should be framed in a way that does not create any
legal relationship between the inviter (Employer) and the prospective tenderers at
large.However, due to the complexity of the construction tender process, each of the
parties participating in the process, including the inviter, will be bound by a set of
obligations throughout the process. The fact that tendered are required to furnish
tender bonds, indicates the existence of a contract.

Unless the work is estimated to cost less than RM 50,000.00 where normally,
quotations may be invited, tender documents must be prepared and tenders invited.
The Landscape Architect or The Consultant shall at all times during the tender
process apply the condition of contract with entire fairness between his/her Client,
employer’s Client or employer and a contractor. In all questions arising between
his/her employer and a contractor and in all cases in which he/she is acting between
parties, he/she shall act in an impartial manner.

Tender documents must meet basic requirements as the following:

Module D: Project and Landscape Management KAIAL 7

 a. Provisions of the tender documents must form the basic of a contract
possible of being performed by a contractor. The contractor cannot be
required to perform the impossible.

b. Provisions of tender document must reflect procurement in accordance

with approved Government procedures, and must incorporate the latest
Government policies.

c. The works to be executed must be clearly and concisely defined and

specified, and the tender documents must be free of ambiguity and
discrepancies.

d. The works specified must give effect to the expressed and other
requirements of the client.

e. The works specified must meet the requirements of the client in terms of
standards of design and construction.

1.2 Method of Tender

Depending on Client’s procedure and policy and project requirements, there are
several methods of calling for tender.

a) Open Tender

Open tender is an arrangement where an advertisement in local newspapers

or trade journals invites contractors to apply for tender documents. A deposit is
usually required to ensure that only serious offers are made.
Open tender is a normal method in government projects. A pre-requisite on
eligible class of contractor to tender, based on estimated cost of the project
shall be stated.

1) Advantage of Open Tender

i) Give high level of competition and contractors tend to give best

prices as compared to other method.

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 ii) There is no list of restrictive tenderer, which does not allow
favoritism.
iii) It is very transparent process which ensures that only the
contractor with the best price and meeting all the technical
requirements will win the tender.
iv) This process is usually managed by a special tender committee
board where their staffs are trained for such exercise. The board
shall ensure that all tender process abide the procument
procedures.

2) Disadvantages of open tender

i) The tendency to award the contract to the lower price usually

results in detriment of quality and late completion of work.
ii) Tender analyses process become bulky and lengthy job due to
unlimited number of contractors who can bid, which often result in
delays and high cost.

b) Selective Tender

Selective tender is a process based on invitation only, to potential tenderers

from list of chosen company. It is the most common tender method because it
allows price to be the deciding criterion. All other selection factors are
processed at pre-qualification stage. The selective tendering list normally
derived from the following method:

i. An advertisement may produce several interested contractors and

suitable companies are selected to tender.
ii. The consultants may propose list of suitable companies based on
track record and experience.
iii. Most authorities or organizations such as CIDB, Ministry of Finance,
or Jabatan Landskap Negara have approved list of contractors or
sub-contractors from which a selection can be agreed with the client.
It is usual to obtain not less than three and not more than six competitive
prices for a job.

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 c) Negotiated Tender

Under this method, normally one competent contractor is approached. The

tender is based on one-to-one discussion with the contractor to negotiate the
terms of contract. Such tender is mainly used for specialist work or specialized
big scale project where there are limited number of contractors who do such
work in the market and financially capable as well. Even in these circumstance
Need Statements, Bills of Quantities and Specifications must be used so that
simple and effective method is obtained for running the contract and checking
the value of the work.

d) Pre-qualification exercise

Pre-qualification exercise is a procedure where potential contractor’s capability

to perform a project is evaluated. It is a normal process in big scale projects
and in selective tender or negotiated tender, to establish the potential
contractor’s list.
Potential contractors are normally evaluated on their track records, their
specialization, human resource assets, machinery assets and their financial
capability. Only those successful in the pre-qualification exercise shall then be
invited to participate in the tender.

1.3 Common Types of Contract

Depending on Client’s procedure and policy and project’s requirement, contracts

can be designed in several ways to suit the needs, thus result in several ways of
preparing a tender.

It is essential to understand the special features of each type of contract such as

risks apportionment between contractor and client, contract administration and
approval process. It is acceptable to use more than one type of contract for different
items of work under a contract document. The contractual requirement for all types
of contract is the same, i.e.: clear specifications on scope of works, quality, time,
cost, information project results, and contract administration and approval process.
Whenever possible, the contractor should not be allowed to include huge risks in his
contract price by allowing uncertainties and ambiguities in the project requirements.

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a) Conventional Contract

i. For conventional contract, contract price is based on full design contract

drawings and general specifications.

ii. In terms of risks apportionment, the client to assume full risks on design,
scope of works and specifications. While contractor to assume
construction and price risks.

iii. Conventional contract tender can be based on Bill of Quantities or it can

be Lump Sum.

iv. The advantage of this type of contract is the contractor has to allocate
less risks in his contract price, i.e.: only construction and price risks
hence, lower contract price.

The disadvantage is that tender can only be called after full detailed design
and Bill of Quantities (or lump sum) have been complete. For a medium size
project, this would take at least 1½ years.

b) Conventional Fast Track Contract

This type of contract is similar to conventional contract except that it takes a

shorter period to prepare tender and contract document.

i. In fast track contract, only a portions of working drawings (generally about

30 – 40% total) are included, sufficient to define the scope of works and
prepare Bill of Quantities (or lump sum) for work items. Working drawings
to be issued to the contractor progressively in good time during the
construction stage. Thus the contractor may have to allocate risks for item
of works not clearly defined by drawings or by performance or general
specifications.

ii. The disadvantages of fast track contract is the quantity in the Bill of
Quantities items are estimates only and final sum may be more than the
contract sum.

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 Some of the work items may be left out in the tender, resulting in variation
orders. There is an always possible contractual dispute on classification of
some of the work items under Design Development. The consultant may
not be able to deliver working drawings in good time, resulting in possible
contractual claims by the contractor.

c) Turnkey Contract

Turnkey contract is a type of construction contract under which the contractor

is obligated to complete a project according to pre-specified criteria for a price
that is fixed at the time the contract is signed.

In its pure from, turnkey contractor is responsible for the planning, construction
and supervision of the work. On completion of the work the contractor hands
over the completed job to the client / owner. Normally, this contract is preferred
when a client does not have the expertise or resources to undertake the works.
A turnkey contractor must have the expertise and capability in design and
planning and technical aspects of detailed design and construction.

i. Main Features and Risks Apportionment

The main feature of a turnkey contract is that the client specifies only the
Project Results (with necessary supplementary documents and drawings to
define further the Project Results).

The clients assume risks on the contractor’s ability to deliver the Project.
And the contractor has to allocate risks for scope of works, design and
construction (both in quantum and difficulty) and price.

ii. List of price breakdown (lump sum for each work group) to be included.

iii. The advantages of turnkey contract are that tender can be called quickly. In
addition, full utilization of contractor’s expertise for planning, technical
expertise, detailed design and construction is an added value to the
project.

iv. There are a few disadvantage of turnkey contract such as:

Module D: Project and Landscape Management KAIAL 12

 o Tender Period is long (3 – 6 months) depending on sufficiency of
information provided to the contractor.

o Period of tender evaluation and negotiation for final contract price

may be even longer.

o Massive effort is required to firm up the project scope, so as to

prepare an all encompassing lump sum contract that shall deliver the
Project Results required by the Client.

o Unless the negotiated turnkey contract is comprehensive and all

encompassing, the chance of having contractual disputes during
construction stage is high.

o Contract price is expected to be high as the contractor has to allocate

for a lot of risks.

o In additional to paying higher price for the project, the client has also
to take additional risks on contractor’s ability to deliver the project
according to the stipulated Project Results.

d) Design and Build Contract

The quantum and type of information required to prepare Design and Build
Contract lies in between conventional and Turnkey Contract.

i. Main Features and Risks Apportionment

In Design and Build Contract, the client has to specify clearly the scope of
work, materials, equipment and workmanship required.Contractor’s risks
allocation would depend on quality and adequacy of information (both
technical and non-technical) in the tender document. Efforts should be
made on the client’s side to provide maximum information to the contractor
as well as structure the risks allocation in the contractor’s price. It is the

Module D: Project and Landscape Management KAIAL 13

 contractor’s obligation to carry out the detailed design in compliance with
client’s requirements.

ii. List of the price breakdown (with Bill of Quantities or lump sum for each
work group) together with comprehensive preambles to be included.

iii. The main advantages of Design and Build Contract are:

a. Tender with defined scope can be called quicker as compared to

conventional contract.

b. Detailed design and construction work can be carried out

concurrently during construction stage, thus saving time.

c. The contractor has to take responsibility for full spectrum of the

works (i.e.: detailed design and construction), hence less
contractual claim.

iv. There are also a few disadvantages of Design and Build Contract such
as:

a. The risks allocation by Contractor depends on quality and

sufficiency of information in the scope of works of the tender
document.

b. The contractor has to allocate risks for the provision of detailed

design. Risks for construction works (both quantum and difficulty)
depend on the outcome of detailed design.

e) Nominated Sub-Contract

1) In may cases, Landscape Work is a sub-contract to the main contract.

The main contractor is permitted to make a profit from the use of
nominated sub-contractor on site, but must provide ‘attendance’ (usually
the provision of water, power, and other services to enable the
nominated sub-contractor to do his job). During tender process,
nominated sub-contract standard form or similar shall be used. The

Module D: Project and Landscape Management KAIAL 14

 tender form indicates price allowance in percentage of the value of the
sub-contract, in which the main contractor is entitled to receive. The
appointment of nominated sub-contractors establishes a direct
contractual relationship between the client and the sub-contractor.

2) The advantage of having the landscape work as a sub-contract is that its

programming and dovetailing with the main works under the direction of
the main contractor who organizes all trades on site.

3) One disadvantage is over payment, as this will only come to the

landscape contractor through the main contractor instead of the client.

1.4 Preparation of Tender Documents

Main objective of a tender document is to obtain information on tenderers’

capability to execute the project. Most importantly, the tender document is an
instrument to obtain costs and rates for the project. Each component in the tender
document is geared towards the preparation of a legal document, that is the
Contract Document, once the tender is awarded. Normally, tender document is
divided into two sections: Technical Proposal and Financial / Commercial
Proposal.

1.4.1 Technical proposal

Technical proposal shall be information and particulars of the tenderers as

basis to evaluate the capability of tenderers to undertake and complete the
project. (Refer Particulars of Tenderers)

1.4.2 Financial proposal

Only those tenderers qualified in the technical proposal shall be evaluated

in the financial / commercial proposal. Financial / commercial proposal
simply means the rate, price and cost submitted by the tenderers to
undertake and complete the project.

Module D: Project and Landscape Management KAIAL 15

 1.4.3 Contents of Tender Document

Normally, contents of a tender document comprised of the items stated

below. However, style and format of a tender document shall vary based
on Clients’ set procedures. In general, tender document is divided into two
sections. i.e.: technical proposal and financial / commercial proposal.

a) Tender Notice

Tender notice shall state:

1. Name of Project to be executed
2. Name of Project’s Owner or Client
3. Status of Tenderer eligible to participate (Registration with
Ministry of Finance or CIDB, etc.)
4. Address where the documents can be obtained and contact
numbers
5. Payment for non-refundable documentation fees
6. Payment for tender bond
7. Date tender document can be collected
8. Tender briefing and site visit date (if recesanary)
9. Tender closing date

b) Instruction to Tenderers

These are sets of requirements to guide the tenderers to comprehend

and comply with the tender process. These instructions to Tenderer
shall be deemed to form part of The Condition of Contract. Among
critical items to be included in Instruction to Tenderers are as follows:

1. Definition of important items as reference to avoid confusion

and misunderstanding.
2. Contents of Tender Documents issued
3. Reference for any enquires
4. Guidelines on format of proposal
5. Evaluation and Selection Criteria
6. Details on Tender Bond and validity

Module D: Project and Landscape Management KAIAL 16

 7. Confidentiality
8. Clarifications of the tenderer’s proposal
9. Tenderer’s experience
10. Execution of Tenders
11. Submission on of Tenders
12. Validity Period of the from tender closing
13. Contract, Letter of Acceptance & Signing of a written
agreement
14. Period Contract
15. Applicable Low
16. Debarment action

c) Particulars of Tenderer

Particulars of tenderer are crucial as basis to evaluate capability of

tenderers in the technical evaluation. Other than basic information of
the set up of the company, the tenderers are required to provide
information as the following:

1. Organization structure and particulars of personnel

2. Main Lines of Business
3. Previous Related Experience
4. Registrations with related government agencies such as CIDB,
PKK, MOF, etc.
5. Ownership of machinery, equipment, factory, nursery
6. Financial Statement
7. Credit Facilities

d) Form of Tender

1) Form of tender is where the tenderer declare to undertake and

complete the Contract within the amount or sum of cost in
accordance with the Final Summary of Tender. The tenderer shall
also declare the completion period of the Contract. Based on
requirement of the Project, the completion period can be based
on tenderer proposed completion period or based on Client’s
designated completion period.

Module D: Project and Landscape Management KAIAL 17

 2) Form of Tender is an official form to be signed by the tenderer to
declare that the tenderer hereby tender and offer to execute and
perform the Project as per all conditions stipulated in the Contract.

3) The period of validity of the tender shall be spelled out in the Form
of Tender.

4) Until the formal agreement is prepared and executed, the Form of

Tender together with Letter of Acceptance by the successful
tenderer shall constitute a legal and binding contract between The
Client and the successful tenderer.

e) Form of Tender Deposit / Tender Bond

Tender deposit / Tender bond is a form of guarantee by tenderer that

they shall honour the submitted tender closing date. It can be in a
form of a bank draft, cashier’s cheque or Bank Guarantee by an
established bank that is valid within stipulated time period indicated
by the client, or until the Tenderer is notified in writing that his tender
is unsuccessful.

f) Form of Performance Bond

Performance Bond is a surety bond, normally issued by an

established bank to guarantee satisfactory completion of a project by
the Contractor.The Bond protect the Client against loss in case the
terms of a Contract is not fulfilled. The Client is guaranteed
compensation for any monetary loss up to the amount of the
Performance Bond. Performance Bond shall be irrevocable and shall
remain in force an effect until three (3) months (or any stipulated
period imposed) after the expiry of the guarantee period or the expiry
date of the Contract, and in the case of termination of the Contract,
one calendar year after the date of such termination. The amount of
Performance Bond is normally 5% of the Contract sum in the form of
an approved Banker’s Guarantee.

Module D: Project and Landscape Management KAIAL 18

 g) Specifications

Specifications specify the requirements of the works not described in

the drawing and other requirements of the contract not stipulated in
other tender document. Specifications are explicit set of minimum
requirements to be satisfied by a material, product, process,
characteristics, workmanship or service. A specification is a standard
which is often referenced by parties involved in the contract.

h) Sample Letter of Acceptance

Letter of Acceptance from the Client to the successful tenderer,

together with the submitted tender shall constitute a building contract
before the formal Contract Agreement is executed. Pertinent
particulars submittals are listed such as:
1) Insurance Policies
2) Detailed Work Programme
3) Performance Bond
4) Instruction to comply with all relevant labour low relating to
employment of employees and workmen
5) Defects Liability Period
6) Date of site possession
7) Date of Completion
8) Rate of Liquidated and Ascertained Damages (LAD) per day
9) Limit of Retention Fund

i) Conditions of Contract and Articles of Agreement

Conditions of Contract and Articles of Agreement are the documents

wherein the fundamental rights and obligations of the parties to the
contract are stipulated. Conditions referred to cover the following:
1) Contractor’s obligations
2) Landscape Architect / Architect / Engineer’s Instructions
3) Contract Documents
4) Statutory, obligations, notices, fees and charges
5) Levels and setting out of the works

Module D: Project and Landscape Management KAIAL 19

 6) Materials, goods and workmanship to conform to description,
testing and inspection.
7) Foreman in-charge
8) Access for Landscape Architect / Architect / Engineer to the
works
9) Clerk of works
10) Variations, provisional sum and prime cost sum
11) Contract bills and Contract Sum
12) Practical completion and defects liability
13) Sectional completion
14) Assignment or sub – letting
15) Injury to persons and property and employer’s indemnity
16) Insurance against injury to persons and property
17) Insurance of the works against Fire, etc.
18) Possessions, completion and postponement
19) Damages for non-completion
20) Loss and expense caused by disturbance of regular progress of
the works
21) Determination by Employer
22) Determination by Contractor
23) Nominated sub – Contractor
24) Artists and tradesman
25) Certificates and payments
26) War damaged
27) Antiquities
28) Arbitration

j) Bills of Quantities

The Bills of Quantities are the basis for the contract sum. Bills of
Quantities are a document which sets down in detail the item of work
to be executed and the quantities of the same in a logical and
recognized sequence. This shall enable the tenderers to price the
work without having to extract quantities of the work from drawings
and/or specifications themselves.

Module D: Project and Landscape Management KAIAL 20

 The Bills of Quantities to be prepared in the accordance with the
Standard Method of Building Works as published by Institute of
Surveyors (Malaysia). The Bills of Quantities must be prepared by a
suitably trained and qualified person. This is imperative because any
ambiguity or discrepancy or error in the Bills of Quantities shall lead
to financial consequence. Bills of Quantities can come in various
forms, of which the more common ones are listed below:

i) Fully measured Bills of Quantities – This term refers to a detailed

list of quantities, description of all works to be done, materials to be
supplied and contractor’s services to be provided in order to
complete the project. The condition precedent to the preparation of
such a BQ with firm quantities in the existence of a detailed /
complete design.

ii) Bills of Approximate Quantities

In such BQ, only the quantities are approximate or provisional.

However, the descriptions of the work must still be accurate. Such
BQs are used mainly in situations where either the design is not
established precision at the time of preparation of the BQ. The work
has to be measured again after execution to establish the final
quantities for the purpose of payment.

iii) Elemental Bills of Quantities

An elemental BQ is presented in the elemental form instead of trade

by trade. The elements selected for inclusion in the BQ are usually
based on the function of the construction involved for the works.

iv) Nominated Bills of Quantities

Nominated bills are usually employed in contracts utilizing the

negotiation procedure. The nominated bills shall form the basis of
the subsequent negotiation.

Module D: Project and Landscape Management KAIAL 21

 The contents of a typical Bills of Quantities are usually categorized as
follow:

i. Preliminaries

Also known as ‘General Item’, this section contains the definition of

the scope of the works. It includes, interalia, particulars of the
project, description, management arrangements and services to be
provided by the contractor. Provision of performance bond and
insurance are also included in this section.

ii. Preambles

The preambles constitute a district section furnishing the detailed

description of materials and workmanship pertaining to the works
involved in pertaining the contract.

iii. Measured Works

This is the detailed quantification of the works involved in the

contract. The measured work is normally itemized under various
trades or activities. Further sub-division is undertaken on the basis
of value, size, type, etc.

4) Prime Cost and Provisional Sums

It is common for certain works be included in the Bills of Quantities as

Prime Costs Sums or Provisional Sums.

i) Prime Cost Sums are used in Bills of Quantities to denote work to

be carried out by nominated sub contracts, nominated suppliers and
statutory authorities under the direction of the main contractor. As
the exact price for such work is usually not known at the time of
tendering the main contract works, an estimated sum is usually
indicated in the Bills of Quantities to which the contractor is
permitted to add price for attendance.

Module D: Project and Landscape Management KAIAL 22

 ii) Provisional sums are actually sums in the tender by the client to
cover works that are anticipated to be carried out, which either
cannot be foreseen or cannot be accurately designed / determined
at the time of tendering. The contractor has to make due allowance
for these sums in his work programme and is obliged to carry our
the works associated with such sums if instructed.

5) Summary of Tender

For contracts based on drawings and specifications, there are no bills of

quantities involved. Instead, a ‘Summary of Tender’ is used in lieu of the
bills of quantities for the tenderers to price the works to be carried out.
Unlike bills of quantities, there are no codes or standards governing the
preparation of such summary of tenders. The practice varies according to
the particular parties involved in its preparation and from job to job
depending on the nature of the works involved. Owing to its ‘ad-hoc’ form
and contents, contract based on such a document are a constant sources
of dispute and poor management in the post-contract stage; not
discounting the difficulties they pose during the tender evaluation stage.
The following points should be borne in mind when preparing a typical
summary of tender:

i) The whole of the work to be carried out must be properly identified

and listed either on a trade by a trade basis or on an operational
basis. This should be undertaken for the whole works, section by
section, building by building, etc as applicable.

ii) It is advisable to include a specific item covering the preliminaries.

For the sake of clarity the item should be detailed out into its
various components.

i. Though there is a growing tendency to state quantities in the

summary of tender, this practice is not recommended as it defeats
the whole purpose of having this species of contract and leads to
more disputes / claims than aid proper contract implementation.

Module D: Project and Landscape Management KAIAL 23

 ii. In drawing up the summary of tender the following principle
purposes of such a document must be given utmost importance:

• Its use by the tenderers to price for the works with sufficient
precision not with understanding the nature of the contract
not being on a fully measured bills of quantities.

• To enable a proper tender evaluation to be undertaken prior

to award of the contract.

• Its use in the construction stage for cost control /

management, eg valuation of interim payment, monitoring of
financial progress, etc.

• Where appropriate to enable the valuation of variation work

to be undertaken.

k) Schedule of Rates

1) ‘Schedule of Rates’ has been variously defined the two common

descriptions being:

i) A list of unit items of work priced at a rate per unit. The schedule
thus formed is used in conjunction with the measurement of work to
calculate payment.

ii) Contracts which do not include Bills of Quantities but rely on

drawings and specifications required the contractor to submit a
schedule of his rates to arrive at the tender figure in order that the
variations can be accurately and fairly value.

2) From the above two definitions the following salient points can be
distilled:

i) The Schedule of Rates is normally employed for a contract based

on drawings and specifications.

Module D: Project and Landscape Management KAIAL 24

 ii) The primary purpose of the schedule is for its use in the valuation
of variation work undertaken during the construction stage of the
project.

iii) Such a schedule may also be employed in a ‘Re-measurement’

type of contract where it is used for the dual purpose of tender
evaluation and final payment to the contractor upon execution of
the work.

3) In preparing the Schedule of Rates, it is necessary to be mindful of

matters as listed below:

i) For the sake of effectiveness the schedule should be as detailed

as possible, i.e. covering all major trades, equipment, elements,
etc.

ii) Where it is intended to be used for the valuation of variation work

items anticipated to be varied should be identified and listed out for
completeness.

iii) For each item, the precise scope to be covered by the unit rate
should be indicated, eg ‘design, supply, install, test and
commission’ or merely design or supply or installation or testing
and commissioning. Such description should be unambiguous and
unequivocal, leaving no room for future misinterpretation or
dispute.

iv) Against each item the unit rate involved should be clearly
indicated, eg per metre run, square metre, number, etc. use of the
mere description of ‘Lump Sum’ should be avoided unless it is the
most appropriate description under the circumstances.

In some contracts another document that normally constitutes part

of the tender documents is the ‘Schedule of Daywork Rates’.
Daywork rates are utilized to value varied work which cannot be
properly measured and for which consequently the contract rates
cannot directly apply. The basis of payment to the contractor is

Module D: Project and Landscape Management KAIAL 25

 total cost reimbursement. The ‘daywork rates’ are ‘essentially pre-
determined rates of skilled and unskilled labour as well as
percentages of profits and overheads which the contractor
requires to be added to the prime cost of materials and plat for the
execution of the subject varied work.

l) Tender Drawings

Most, if not all tender documents will have a major component consisting of
drawings of varying number, form and detail. As part of the tender
documents, the purpose of these drawings depends upon the type of
contract involved.

1) For Contract Based on Bills of Quantities

The tender drawings are used for:

i) Furnishing the prospective tenderers with an overview of the

nature and extent of the work involved.

ii) Augment and provide clarifications / details on the items of

work as set out in the bills of quantities.

iii) Pursuant to items (i) and (ii) above, assist tenderers in the
pricing of the bills of quantities especially in cases where
prensional / approxionate quantities are used.

2) For Contracts Based on Drawings and Specifications

In such applications, the tender drawings serve even more important
purposes than that for contracts based essentially on bills of quantities.
These include, inter alia the following:

i) Identifying and describing in detail the nature and more extent

of the work involved whether described in the specifications or
otherwise.

Module D: Project and Landscape Management KAIAL 26

 ii) Amplifying and clarifying the detailed nature and extent of the
complete works as contained in other parts of the tender
documents, eq specifications, summary of tender, etc.

iii) Providing information to the tenderers to better comprehend

the designers’ intent fabrication and manufacturing processes
and the requirements of the finished product.

iv) Assisting the tenderers in assessing the risk factors and in the
pricing of the works involved for the purposes of the tender
submission.

v) Forming the basis of the eventual preparation of construction

drawings, fabrication drawings, shop drawings or installation
drawings during the construction phase of the project.

3) Particular attention is drawn to the following points vis-à-vis the issued

of tender drawings.

i) It is necessary for the drawings to be as complete and

detailed as possible especially for contracts based on
drawings and specifications in respect of the nature and
extent of work, design intent, etc.

ii) All tender drawings must be fully coordinated and checked for
errors, omissions, discrepancies, ambiguities, unclarities, etc
before being issued as part of the tender documents. This
exercise should be undertaken not only by the designers for
their particular disciplines but also between the various
designers / disciplines to preclu future variations and / or other
claims. It is incumbent for the principal designer for each
discipline and the lead consultant to verify this fact as part of
the quality control procedures for the project.

iii) The actual contents and details of the tender drawings will
vary with factors such as the type of contract involved the

Module D: Project and Landscape Management KAIAL 27

 nature of the works undertaken, etc but it is common to have
at least the following typical contents.

• Site location / layout plan

• Plans showing limit of works
• Floor plans
• Sections
• Elevations
• Schematic / single line drawings
• Detailing of various parts of the work including
equipment, systems, etc.

iv) Advantage should be taken pf the adoption of any standard

drawings / details commonly employed in the industry or for
the particular discipline or employer as it saves time and
ensure consistency. If amendments are necessitated by
particular applications these should be properly documented.

1.5 Tendering Process and Procedures

The essence of tendering process is fairness to all parties. All aspects of the
tendering process must be conducted with honesty, fairness and followed
consistently at all levels. This is important as each decision in the tender process
may have legal significance which means each decision made, can provide a basis
for tenderers to legally challenge the tender process.

All parties should respect the confidentiality of information received during the
tender process should have level of competencies for the type and level of tender.
They should observe sound ethical standards, principles and behavior throughout
the tender process. They should act, and be seen to be acting in a fair, open and
unbiased manner when carrying out the tender process. Adequate records of
decisions the tender process and all information associated with the tender to be
kept, to show that overall principles of equity and fairness are observed.

Module D: Project and Landscape Management KAIAL 28

 a) Tender Notice

For Open Tender, tender notice shall be advertised in established newspapers

stating information as per described in item 4.3. (a). Nowadays, some
agencies also place their advertisements in the website. For Selective Tender,
once the list of potential tenderers is approved by the client, Letter of Invitation
to be sent to the potential tenderers with information as described in item 4.3.

b) Addendum

During the tender period should there be any additional or new information
that was left out in the original tender document, addendum to be issued to all
participating tenderers. An addendum is an additional document not included
in the main part of the contract which may contain additional terms,
specifications, provisions, standard forms or other information. If the
addendum is on major items, the consultant should consider giving an
extension to the closing date, to be fair to tenderers in processing the
addendum and making adjustments to their tender submission.

c) Tender Clarification

During the tender period, tenderers can send inquiries regarding the tender
documents for further clarification. It is the obligation of the consultant to
ensure that the respond / clarification to the enquiries to be communicated to
all participated tenderers as well. The consultant to ensure all participated
tenderers acknowledges officially the receipt of the tender clarification.

d) Tender Evaluation

Tenders should not be opened until after the designated closing time. On
opening, a record to be kept of the name of the tenderer and when it was
delivered. As a general principle, late tenders should not be accepted.
Normally, there shall be two parts in tender evaluation. i.e.: technical
evaluation and commercial / financial evaluation (refer item 4.1 & 4.2).

Module D: Project and Landscape Management KAIAL 29

 Submitted tenders shall be reviewed in the technical evaluation first. Only
those tenderers that are qualified in the technical evaluation shall be evaluated
on the financial / commercial submission. Each tender should be carefully
considered, on an equal basis, against evaluation criteria. It is important to
assure that the best tender demonstrate that the tenderer has the capacity
and capability to meet the requirements.A record of the evaluation process
should be kept, including the scores awarded to each tenderer, and the
reason for the scores, both as good practice and evidence for an audit if the
result is challenged.

e) Tender Report

Tender report to be prepared by consultant, which mainly includes:

1) Summary of tender process

2) Summary of tender results. Consultants to prepare cost estimates
as basis for comparison with the tender results.
3) Consultants to make recommendation, normally minimum three
best tenderers to the client, for tender interview.

f) Tender Interview

Tender objective of inviting for tender interview should be to:

1) Assess the understandings and underlying assumptions that have

influenced than in preparing the costings.
2) Achieve cost reductions through operational refinements or
enhancements, where possible.

It is important to ensure that the tender interviews are conducted ethically.

The interviews should not potentially disadvantage other tenderers by
negotiating an agreement that is materially different in scope from what
was proposed in the tender documents. The negotiation shall not
compromise quality and sustainable. Consultants to make
recommendations to the client based on the tender interviews, for the
award of the project.

Module D: Project and Landscape Management KAIAL 30

1.6 Contract Documents

a. Contract document is a legal document binding the Contract between the

client and the contractor.Contract document shall be the reference point for
any disputes between the client, the contract administrator and the
contractor during the construction period.

b. After the award of the contract via the Letter of Acceptance, contractual
and financial obligations and issues (such as performance bond and
insurance policies) to be settled immediately to comply with the specified
terms and conditions and within specified milestones.

c. The formal contract documents shall include all the documentation,

attachments, addendums and other items as the following for joint
signature or seals.
i) Letter of Acceptance
ii) Insurance Policy Notes
iii) Form of Agreement
iv) Conditions of Agreement
v) Specifications
vi) Preamble
vii) Bill of Quantities / Summary of Tender
viii) Schedule of Rates
ix) Contract Drawings

d. At least one set of contract document to be kept at construction site office

for easy reference.

Module D: Project and Landscape Management KAIAL 31

Bibliography

Azlan, N.I. (Ed.), (2002). Professional Handbook for Landscape Architects Malaysia:
Institute of Landscape Architects Malaysia
Definition of Tender and Types of Tender. (n.d). Retrieved from
www.wiki.answers.com/Q/Define_tender_and_types_of_tender
Hussin, A.A. Turnkey Contract. Retrieved from www.hbp.usm.my/aziz/TURNKEY
CONTRACT.htm
Hutchinson, A, (2008, November). How To Run A Tender Process For Specialist Services
That Support
Treaty Settlement Negotiations. Retrieved from
www.cfrt.org.nz/Howtorunatenderprocessforspecialistservices.doc
Jahis, J., & Hanifah, N. (2011) Tendering Procedures and Bills of Quantities. Landscape
Architect Professional Practice Course 2011. pp. 6-38
Teo, E. (2009, May 30). The tendering process – part 1. Retrieved from
www.constructionweekonline.con/article-5365-the-tendering-process--part1/

Module D: Project and Landscape Management KAIAL 32

 Landscape Project Management

LAr. Zamanhuri Datuk Zubir, PMP®

zamanzubir@gmail.com

2.1 Definition

2.1.1 What is a Project?

a. Project is a temporary endeavor undertaken to create a unique
product, service or result.
b. Temporary – has beginning and an end.
c. Unique – each project is different.
d. Progressively elaborated – progressively detailed as the project better
understood.

2.1.2 Project is contrary of an Operation – ongoing and repetitive in nature.

2.1.3 Definition of Project Management

a. The process by which the Project Manager plans and controls the
tasks or activities within the project and harness the resources
available (i.e. people, material, time, money, information, knowledge,
equipment and spaces) to achieve set goals, standards and objectives
(usually in terms of time, cost and quality). – Andrew A. L. Tan
(Project Management in Malaysia)

b. Project Management is the application of knowledge, skill, tools and

techniques to project activities to meet project requirement. – Project
Management Body of Knowledge (PMBOK® Guide)

2.2 Objective of Project Management.

a. Meeting Client’s Requirement / Satisfaction.

b. Within the approved Budget.
c. Within the approved Time / Schedule.
d. Within the agreed Scope.
e. Highest Quality of Service.
f. Manage Project Risk.

Module D: Project and Landscape Management KAIAL 33

2.3 Triple Constraint.

The Project Management Triangle (called also Triple Constraint) is a model of the
constraints of project management. It is often used to illustrate that project
management success is measured by the project team's ability to manage the
project, so that the expected results are produced while managing time and cost.

One of the major changes is that the PMBOK® Guide no longer mentions the triple
constraint of scope, schedule and cost. Instead it discusses how project managers
must balance the constraints of scope, quality, schedule, budget, resources and
risk.

Project Management Institute (PMI) has break project management into 9

knowledge areas and 5 processes group:
a. 9 Knowledge Areas in Project Management.
i. Project Integration Management.
ii. Project Scope Management.
iii. Project Time Management.
iv. Project Cost Management.
v. Project Quality Management.
vi. Project Human Resource Management.
vii. Project Communication Management.
viii. Project Risk Management.
ix. Project Procurement Management.

Module D: Project and Landscape Management KAIAL 34

 b. 5 Processes Group:
i. Initiating Process Group.
ii. Planning Process Group.
iii. Executing Process Group.
iv. Monitoring & Controlling Process Group.
v. Closing Process Group.

For further understanding, recommended to read A Guide To The Project

Management Body of Knowledge (PMBOK® Guide) – Fourth Edition or other project
management references relating to initiating, planning, executing, monitoring and
controlling, and closing of a project.

Project Management Process Groups & Knowledge Areas Mapping

Project Management Process Groups
Monitoring
Knowledge Initiating Planning Executing & Closing
Areas Process Process Process Controlling Process
Group Group Group Process Group
Group
Monitor &
Control
Develop Direct & Project Work Close Project
Project Develop
Project Manage or Phase
Integration Project Perform
Management Project
Management Charter Integrated
Plan Execution
Change
Control
Collect
Requirement Verify Scope
Define Scope
Project Scope Control
Management Create WBS Scope
Define Scope
Create WBS
Define
Activities
Sequence
Control
Activities
Schedule
Establish
Project Time Activity
Management Resources
Establish
Activity
Duration
Develop
Schedule

Project Cost Estimate Cost

Control Cost
Management Determine

Module D: Project and Landscape Management KAIAL 35

 Budget

Perform Perform
Project Quality
Plan Quality Quality Quality
Management
Assurance Control
Acquire
Project Team
Project Human
Develop HR Develop
Resource
Plan Project Team
Management
Manage
Project Team
Distribute Report
Project Information Performance
Identify Plan
Communication Stakeholders Communication Manage
Management Stakeholder
Expectation
Plan Risk
Management
Identify Risk
Perform
Qualitative
Project Risk Monitor &
Risk Analysis
Management Control Risk
Perform
Quantitative
Risk Analysis
Plan Risk
Response
Project
Plan Conduct Administer Close
Procurement Procurements Procurements
Procurements Procurements
Management

Module D: Project and Landscape Management KAIAL 36

2.4 Project Organisation Chart

There are 3 main type of organization structure in managing a project and each of
them have their own advantages and disadvantanges:

i. Functional.
ii. Projectized.
iii. Matrix.

General Manager

Arch L.A. Eng. Planning QS

Dept Dept Dept Dept Dept
Project A
Project B
Project C
Project D
Functional Organisational Structure

No Advantages No Disadvantages
1. Easier  management  of  specialist   1.   More  emphasis  on  functional  specialty  

2. Team  members  report  to  only  one   2.   No  career  path  in  project  management  
supervisor  

3. Similar  resources  are  centralized,  the   3.   Project  Manager  has  little  or  no  authority  
company  is  group  by  specialties  

4. Clearly  defined  career  paths  in  areas          

of  work  specialization  

Module D: Project and Landscape Management KAIAL 37

 Project Manager

Asst. Project Manager

Landscape
C&S Eng. Scheduler Project QS
Architect

Architect M&E Eng.

Projectised Organisational Structure

No Advantages No Disadvantages
1. Efficient project organization 1. No “home” when the project is
completed
2. Loyalty to the project 2. Lack of professionalism in disciplined

3. More effective communications than 3. Duplication of facilities and job

functional functions

4. Less efficient use of resources

Module D: Project and Landscape Management KAIAL 38

 Project A & B Project C & D

Project Manager Project Manager

APM APM APM APM

L.A. Dept.
Arch. Dept
Eng. Dept.
Planning Dept.
QS Dept.

Matrix Organisational Structure

No Advantages No Disadvantages
1. Highly visible project objectives 1. Extra administration required

2. Improved project manager control 2. More than one boss for project teams
over resources
3. More support from functional 3. More complex to monitor and control
organization
4. Maximum utilization of scarce 4. Tougher problems with resource
resources allocation
5. Better coordination 5. Need extensive policies & procedures

6. Better horizontal and vertical 6. Functional managers may have

dissemination of information than different priorities than project
functional managers
7. Team members has “home” 7. Higher potential for conflicts

2.5 Project Definition Stage.

2.5.1 Register Project.
a. Develop Project.

Module D: Project and Landscape Management KAIAL 39

 b. Write-up / Project Brief.
c. Concept Development.
e.g. Urban Park, Themed Park., Institutional, Commercial.
d. Cost Plan / Budget.
2.5.2 Review with Client for Approval.
2.5.3 Obtain Client’s approval.

2.6 Project Planning Stage.

2.6.1 Identify Consultant’s Services.
e.g. Landscape Architect., Architect, Engineering – C&S and M&E, Town
Planner, Environmental consultant, Traffic consultant.

2.6.2 Calling Request for Consultant Services Proposal.

2.6.3 Process on Appointment of Consultants.

a. Presentation of Contracting Strategy Paper to Client.
b. Approval by Client.
c. Issuance of Request for Proposal (RFP) to consultants
d. Closing Date for RFP.
e. Presentation of Technical & Commercial Evaluation Criteria.
f. Approval of Client.
g. Evaluation of Technical & Commercial Proposal.
h. Presentation on Technical & Commercial Report and Award
Recommendation.
i. Approval by Client.
j. Issuance of Letter of Appointment (LOA)

2.6.4 Evaluation of Consultancy Services Proposal.

During evaluation process, the following are criterias for consideration:
a. Staff strength.
b. Project Director / Designer Experience.
c. Previous Projects.
d. Current Projects.
e. Years of Establishment.
f. Office Equipment.
g. Fee and Commercial Proposal.

Module D: Project and Landscape Management KAIAL 40

2.7 Concept Design Stage.
2.7.1 Manage Consultants Services.
a. Weekly Design Meeting.
b. Review Cost Estimate.

2.7.2 Obtain Various Concept Design Options.

a. Review and develop Alternative Proposal.

2.7.3 Review, Recommend and Obtain Client’s Approval on Concept.

a. Client’s Approval on Concept, Cost Estimate and Timeline.
b. Authority’s Approval.

2.8 Schematic Design Stage.

2.8.1 Manage Consultant’s Schematic Design Stage.
a. Weekly Design Meeting.
b. Input from Other Consultants.

2.8.2 Review, Recommend and Obtain Client’s Approval.

a. Concept.
b. Cost Estimates.
c. Schedule.

2.8.3 Manage Value Management Exercise (if any).

a. Options on Cost and Technical Solution.

2.8.4 Review, Recommend and Obtain Client’s Optimal Choice.

2.8.5 Refine and Update Cost Plan.
2.8.6 Review Status of Design and Budget with Client.

2.9 Detail Design Development Stage.

2.9.1 Manage Consultant’s Detailed Design Development.
a. Detail Drawings from relevant Consultants.
b. Preparation of Bill of Quantities (BQ).
c. Technical Specification.

2.9.2 Optimize Design Selection, Schedule and Cost including Value

Module D: Project and Landscape Management KAIAL 41

 Management Exercise and Advise Client for Approval.

2.10 Pre-Tender / Tender Stage.

2.10.1 Confirmation of Tender Strategy.
o Process on Appointment of Contractor.
§ Presentation of Contracting Strategy Paper to Client.
§ Approval by Client.
§ Notice of Tender / Advertisement.
§ Tender Briefing / Site Visit.
§ Issuance of Invitation to Bid (ITB) to Contractors.
§ Closing Date for ITB.
§ Presentation of Technical & Commercial Evaluation Criteria.
§ Approval by Client.
§ Evaluation of Technical & Commercial Proposal.
§ Presentation of Technical & Commercial Proposal Report and
Award Recommendation.
§ Approval by Client.
§ Rate Rationalisation / Negotiation and issuance of Letter of Award
(LOA).
2.10.2 Tender Evaluation.
o Things to consider in Form of Tender.
§ Base Outline Tender Programme.
§ Outline Tender Method Statement.
§ Organisation Chart
§ Site Supervisory Staff.
§ Proposed List of Plant & Equipment.
§ Sources of Material.
§ Long Lead Item.
§ Proposed List of Sub-contractors and Supplier.
§ Proposed Bumiputra Sub-contractors Participation.
§ List of Concurrent Projects.
§ List of Major Projects Completed within last 5 years.
§ Quality Assurance and Control Programme.

2.10.3 Content of Invitation to Bid (ITB).

o Volume 1.
§ Instruction to Tenderer.

Module D: Project and Landscape Management KAIAL 42

 § Articles of Agreement.
§ Condition of Contract.
o Volume 2 (General Conditions Requirement).
§ Scope of Works.
§ Logistic / Regulation.
§ Health & Safety Regulation.
§ Environmental Policy.
§ Quality Assurance Policy.
§ Testing and Commissioning Manual.
o Volume 3 (Specification).
§ Part 1 : C&S / M&E / Plumbing.
§ Part 2 : Hard Landscape.
§ Part 3 : Soft Landscape.
§ List of Drawings (actual drawings are given separately).
o Volume 4 (Technical Proposal).
§ Tender Bond Guarantee.
§ Statement of Compliance for Base Tender.
§ Support Letter from Bank.
§ Financial Data.
§ Technical Data.
§ Alternative Proposal.
o Volume 5 (Commercial Proposal).
§ Form of Tender.
§ Summary of Tender.
§ General Conditions and Preliminaries.
§ Cost Breakdown (Schedule).
§ Schedule of Unit Rates.
§ Alternative Proposals.

2.11 Construction Stage.

2.11.1 Consultant Site Staff / Supervision.
§ Resident Landscape Architect (R.L.A.)
§ Resident Architect (R.A.)
§ Resident Engineer (R.E.)
§ Horticulturist.
§ Surveyor.
§ Clerk of Works (C.O.W.) e.g. Architectural, Hardscape, Softscape,

Module D: Project and Landscape Management KAIAL 43

 Civil & Structure, Mechanical & Electrical.

2.11.2 Manage Contractor’s Work on Site.

a. Pre-Construction Activity.
The following are tools which could assist in getting acceptable
quality of works during the pre-construction stage:
• Shop Drawings.
i. The purpose for shop drawings to be produced by
contractor:
v To produce detail drawing suit for construction in
supporting of consultant’s proposal.
v To reduce abortive or rejected works.

§ Typical items which requires Shop Drawings.

§ Feeder Pillar.
§ Fountain System.
§ Pump Room.
§ Irrigation System.
§ Signages.

§ Good Shop Drawing should consist of:

§ Clear specification of material.
§ Detailed method of jointing.
§ Dimension of material.
§ Size and capacity of pump.
§ Size of bolts & nuts.

• Sample Submission.
i. The purpose for Sample Submission by contractor:
§ Obtain Client’s or Consultant’s approval.
§ Actual product and material to be used.

§ Typical item which requires Sample Submission.

§ Pebble Stone.
§ Tiles.
§ Roof Tiles.
§ Pavement Finishes.

Module D: Project and Landscape Management KAIAL 44

 § Type of Timber.
§ Good Sample should consist of:
§ Material Specification.
§ SIRIM Certification, ASTM, DIN, British Standard (BS).
§ Warranty and Certificate (requirement for CPC).

• Work Method Statement.

i. The purpose for Work Method Statement submission by
contractor:
§ Understand method of construction in detail for
consultant’s and client’s approval.
§ Appreciate the delicacy of the works
§ Practicality and acceptability of method for construction.

ii. Items which requires Work Method Statement.

§ Pavement Works.
§ Concreting Works.
§ Installation of Water Features.

• Good Work Method Statement should consist of:

§ Method and approval of setting out.
§ Detail description and sequence of work.
§ Type of testing required.
§ Type of machineries and equipment.

• Mock-Up.
i. The purpose for mock-up constructed by contractor:
§ To appreciate the workmanship.
§ Design intent is achieved.
§ Appreciation of end product.
§ Approval from Client and Consultant.
§ Is best for large quantity item where one mock-up is
constructed for approval prior completing the remaining
quantity.

ii. Typical item which requires Mock-up.

§ Gazebo.

Module D: Project and Landscape Management KAIAL 45

 § Paving pattern and material.
§ Pole lights.
§ Signages.
§ Landscape Furnitures.

iii. Good Mock-up.

§ Should be a reference for minimum level of acceptance.
§ Comply with approved sample, shop drawing, work
method statement and specification.
§ Actual of end product.

• Factory Visit.
Why Factory Visit.
§ To inspect method of fabrication.
§ Source of material.
§ Production capability.
§ Manufacturer’s QA/QC procedures.

• Inspection of Previous Work.

Why Inspection of Previous Work.
§ For reference of workability.
§ Performance of equipment.
§ Not to repeat the same mistake.

o Construction Activity.
The following are tools which could assist in getting acceptable
quality of works in construction stage:

o Request for Information (RFI).

When to use.
§ Insufficient of information.
§ Discrepencies between drawings.
§ Clarification.
§ Requesting for confirmation.

Module D: Project and Landscape Management KAIAL 46

 o Request for Inspection (RFI).
When to use.
§ Seeking approval from client/consultants while doing the
work or prior proceeding with next sequence of works i.e.
location / coordinates, concreting works, ponding test and
electrical & mechanical test.

o Non-compliance Report (NCR).

Non-Compliance Reports are generated in the event the work is
not in accordance to the agreed specification. When an NCR is
composed and approved, it will trigger a retention for that Line
Item (specific work). This retention will then be reflected in the
Interim Payment Certificate when computed by the Elemental
Payment Breakdown module.

i. When to use:
§ Non-compliance with Project Specification i.e.
Environmental issues & Safety and Health requirement.
§ Non-compliance with Work Method Statement.
§ Non-compliance with Drawings.
§ Poor workmanship.

ii. Closing of NCR.

§ Proposed method of rectification i.e. corrective action or
preventive action.
§ Request for Inspection (RFI).
§ Approval from the relevant consultant and client.
§ Recommendation of Closing of NCR.

iii. Implication for not Closing of NCR.

§ Payment will not be issued for the particular work.
§ Certificate of Practical Completion (CPC) will not be
issued.
§ Abortive work for subsequence activity.

Module D: Project and Landscape Management KAIAL 47

 o Authority Inspection.
§ Jabatan Pengairan dan Pembentungan (JPP).
§ JabatanBekalan Air (JBA).
§ TenagaNasionalBerhad (TNB).
§ Telekom Malaysia (TMB).
§ Bomba.
§ Alam Flora.

c. Contractor’s Progress Claim

o Submission of Claim By the Contractor

The Contractor is required to submit the progress claim including
the breakdown of the percentage showing the elements of work
done on site completed during the course of each month (or such
agreed period) on the date set out in the Work package Contract.

o Valuation of Contractor’s Claim

Joint site valuation is carried out to ascertain actual work done
against contractor’s progress claim. This becomes the basis of
recommendation for the payment to be certified in the Interim
Payment Certificate (IPC) for the months (or such agreed period)

o Preparation And Recommendation Of Interim Payment

Certificate (IPC)
IPC is prepared upon the agreement of the joint site valuation.
Client shall review and verify the completeness of the IPC
including all the related supporting documentation and sign the
IPC for submission to the person empowered in Contract (i.e. as
in ER) for endorsement and approval.

o Issuance of cheque
Payment is made upon approval of the IPC. Issuance of cheque
is made by the Client or Account & Finance Department.

Module D: Project and Landscape Management KAIAL 48

 § Manage and Review Contractor’s Submission (Variation on Cost & Time).

Extension of Time (EOT) Certificate.

i. Submission of EOT report by contractor.
Provision of EOT is made in the contract for Client to grant EOT
for the completion of the work should the delay due to certain
specified causes occurred. The Contractor should be
compensated with the time losses due to causes outside their
control. The Contractor may apply for an EOT for the Client’s
approval. A typical content of an EOT report should display the
following:

–Executive Summary.
§ Total EOT applied.
§ Reasons for Delay.

–Chronology of Event.
§ Detail Sequence of Work.
§ Actual delay with days.
§ Supporting Documentation i.e. correspondences, daily
site dairy, photos, E.I., V.O., Minutes of Meeting,
approved baseline schedule, drawings

–Schedule / Programme Implication.

§ Show critical path.
§ Show knock-on sequence.

–Justification of EOT which may be given.

§ Late instruction by consultants / client.
§ Late confirmation by consultants / client.
§ Delay due to late handing-over of site.
§ Hindrance by third party.
§ Force Majeure
§ Exceptionally inclement weather.

o Variation Order (VO)

Module D: Project and Landscape Management KAIAL 49

 The term “variation” means the alteration or modification of the
design, quality or quantity of the Works as shown upon the Contract
Drawings, Bill of Quantities and/or Specification, and includes the
addition, omission or substitution of any work, the alteration of the
kind or standard of any of the materials or goods to be used in the
Works and the removal from Site of work, materials or goods
executed or brought thereon by the Contractor for the purposes of
the Works other than work, materials or goods which are not in
accordance with the Contract.
i. Any variation must be formalised by a Variation Order where
the scope and the cost must be agreed by both parties. For rate
that is not in the Schedule of Rates, must be agreed through
negotiation between two parties.
ii. Apart from cost impact, variation could also have time impact
but subject to EOT assessment.

o Loss & Expense.

The reimbursement to which the Contractor is entitled under the
provisions of the Contract in respect of disruption and prolongation.
Loss and expense normally arises by virtue of a specific clause in a
building contractor as a result of a breach of contract by the Client
which has cost implication such as:
§ Prolongation Cost
§ Finance Charges
§ Cost of Preliminaries.
§ Management Cost.

o Liquidated Ascertain Damages (LAD).

Liquidated and ascertained damages are a genuine pre assessment
of likely loss to the Employer/Client in the event the contractor failed
to complete the contract within the stipulated time of the contract.

i. Why Client impose LAD.

§ Save guard Client from any loss of income or revenue due to
late completion.
§ Save guard Client from any additional expenses due to late
completion.

Module D: Project and Landscape Management KAIAL 50

 § Calculation of LAD figure (daily rate, weekly or fixed sum):
- Based on Base Landing Rate plus interest
- Based on rental return
- Based on Actual Loss

2.12 Manage Contract’s Quality, Schedule and Cost.

o QA/QC Manual.

o Schedule.
§ Site Diary.
§ Weekly & Monthly Report.
§ S-curve.
o Cost.
§ Monitor all VO’s.

2.13 Refine and Update Cost Plan and Anticipated Cost & Schedule.
At certain stage of the construction, all cost and schedule need to be refined
and updated for better monitoring and control.

2.14 Issuance of Certificate of Practical Completion (CPC).

When the whole of the works have reached practical completion according to
the provision of the Contract, Certificate of Practical Completion will be
issued by the Client to the Contractor. It shall be regarded as practically
complete when:
i. All works are completed and the Client has full beneficial use of the Works
for the intended purpose.
ii.All works have passed testing & commissioninge.g. cabling works, fountain
/ water features pump, irrigation, lighting, road works test
iii. Submission of endorsed Operation & Maintenance Manuale.g. pump
operation, fountains & water feature control, pavers i.e. sealant
application, irrigation system.
iv. Submission of Warranties & Certificatese.g. pumps, pavers, light
fixtures, irrigation system, fountain system.
v. Submission of Endorsed As-built Drawings.
vi. Closure of all NCR.
vii. Training for Client personnelhas been completed.
viii. Establishment of Defects List and rectification milestone.

Module D: Project and Landscape Management KAIAL 51

 ix. Issuance of CCC by Consultant. (for design & built packages)

2.15 Defects Liability Period (DLP) and Maintenance Period.

Upon issuance of CPC, the Contractor is obliged and liable to rectify any latent or
hidden defects that appear between the period the CPC is issued and the expiry of
the DLP (period varies from 12 months, 18 months or 24 months; depending on
contract).

Landscape maintenance period maybe back to back with DLP but depending on
the scope of the landscape works. For smaller landscape package, the
maintenance period is between 6 months to 12 months.It is best to request the
following before the maintenance period starts for ease of monitoring of work:
§ Landscape Operation and Maintenance Manual.
§ Detailed Monthly Schedule & Report.
§ Contractor’s Organisation Chart during maintenance period.

2.15.1 Manage Contractors to carry out all Remedial Works as per Defect List.
2.15.2 Continue Post Contract Administration and Finalising Final Account.

2.15.3 Verify and Recommend to Client on Issuance of Certificate of Making Good

Defects (CMGD).
§ When the Contractor has made good the all defects within the Defects
Liability Period, the Client shall issue the CMGD and this shall ends the
DLP.

2.15.4 Verify and Recommend to Client for Approval on Final Account and Final
Certificate Issuance.
§ As soon aspracticable but no later than 3 months after issuance of
CPC, the Contractor shall submit full particulars of claims with
supporting document to Client for Final Account preparation.
§ Within 3 months after expiry of DLP or 3 months after issuance of
CMGD (whichever is earlier), the Client shall issue the Final Certificate
and state the balance due from the Client to Contractoror from the
Contractor to the Client.
* Note: The above may varies from one contract to the other.

Module D: Project and Landscape Management KAIAL 52

 2.15.5 Verify and Recommend to Client on the Final Account and Close-out of
Consultant’s Services.

2.16 Hand-Over
Project handover includes, but not limited, the following activities:
§ Collection and handover of documents - 'as-built' drawings,
specifications, maintenance manuals, warrantees, etc.
§ Demonstration of the benefits of the project to the key stakeholders
§ Handover Summary Reportwhich demonstrates the benefits that the
project has delivered. It is the final important step in the
management of stakeholders' expectations.
§ The document reinforces and clarifies any changes to scope,
budget, schedule or quality, who agreed to the changes and why
they were necessary.
§ Celebration with the project team and key stakeholders!

Module D: Project and Landscape Management KAIAL 53

Biblography.

Danial, Norhana (2007).Contractor’s Application for an Extension of Time: A project

report submitted fulfillment of the requirements for the award of the degree of
Master of Science (Construction Management). Faculty of Civil Engineering,
University Teknologi Malaysia. Retrieved from http://eprints.utm.my/6413/

Kerzner, Harold Ph. D. (2003). Project Management: A Systems Approach To

Planning, Scheduling, and Controlling. Hoboken, New Jersey: John Wiley &
Sons, Inc.

Non-Compliance Report (NCR). Retrieved February 21, 2012,Retrieved from

http://ematrix.com.my/component/content/article/2/20-non-compliance-report-
ncr.html

Project Management Institute, Inc. (2008). A Guide To The Project Management Body
Of Knowledge (PMBOK® Guide) – Fourth Edition. Newtown Square,
Pennsylvania, USA.

Yahya, LailiMazni, &Harun, Hashimah (2003).Delay & Extension of Time, Non-

Completion, Determination of Employment of Contractor and Completion &
Handing Over and Defects.Retrieved from
http://rakan.jkr.gov.my/ckub/a_main/folder/a6/.../Delay&Extension.pdf.

Module D: Project and Landscape Management KAIAL 54

 Landscape Management and Maintenance

Assoc Prof LAr Dr Osman Mohd Tahir

osmanmt@putra.upm.edu.my / osman_mtahir@yahoo.com

3.1 Introduction

It is estimated that the world’s population will increase to 9 billion in 2050 (Linton
2005) and it is predicted that half the world’s population will live in urban areas.
The rapid growth of world populations not only requires economic and social
adjustment, but also changes in the way the landscape is developed and
managed. Developments normally aim to bring changes in living environment,
improve economic circumstances and physically provide a better and more
comfortable living. However, in many cases the changes also alter the existing
natural balance in the environment and the ecosystems.

Malaysia is no exception to this phenomenon. Malaysia has experienced rapid

economic development since gaining independence and has seen a positive
annual population growth rate during recent years. The increase in Malaysia’s
population, together with aggressive industrial and economic growth, has caused
rapid development in the country especially in its urban areas. This has placed
great pressure upon the country’s environment, with a corresponding impact on its
landscape.

In order to balance the effect of the development activities, the country has put
effort into landscape planning, program and management. A National Landscape
Policy was launched in 2011 with a vision to make Malaysia as ‘The Most Beautiful
Garden Nation’ by the year 2020 (JLN, 2011). The policy is a comprehensive
guide for all groups in determining the direction of the Nation’s landscape
development and conservation. Its mission is to create holistic landscape
development with high quality and special identity that is sustainable by
considering the balance of physical, social, and economic environment through
efficient implementation and management system. In realizing the policy vision
and mission, 6 principles and 7 thrust are being outlined with numerous landscape
strategies have been put in hand.

Module D: Project and Landscape Management KAIAL 55

 Figure 1 The National Landscape Policy launched by the Deputy Prime Minister of
Malaysia 2011

Nevertheless as the country approached the year 2020, some questions arose. In
achieving the vision, is it adequate to focus simply on developing more parks and
landscape areas? What is the quality of parks and landscape that are needed?
What will happen to all these parks and landscape that have been developed, and
what is the next step that should be taken by the country after achieving this vision?

3.2 Landscape Management and Its Importance

Landscape is dynamic, and change is one of its properties. Humans have always
adapted their environment to better fit the changing societal needs, and thus
reshaped the landscape (Antrop 2005). As something that changes and evolves, it
needs management and maintenance. This is to ensure that the aims and
objectives of its existence and development identified during the planning and
design stage might be achieved, and mature appropriately in relation to the multiple
objectives of the landscape development.

Various studies show that landscape development has evolved dramatically, and
has undergone a process of rise and fall as shown in Figure 2. Nevertheless the
importance of landscape is very apparent today, and will be more so in the future.
Module D: Project and Landscape Management KAIAL 56
Increasing focus has been place on quality landscape as new thinking about healthy
living and quality of life.

Garden City
URBAN PARK DEVELOPMENT
Movement Need New Perspective

Private Garden

Industrialisation, Lack of priority, neglect, loss of

Urban Reform, function, management problems and
Social Engineering change of user needs and demand
and Park Movement
D

19 20 21
9 20
TIME (CENTURY)

Figure 2 The rise and fall of urban park development (Osman 2005)

However, to ensure that development and management are sustained, it is vital to

understand and be aware of the many important roles and functions that landscape
plays besides its contribution to improving the environment and urban living. It can
be summarised as in Figure 3 below.

At the same time landscape management and maintenance is the way an evolving
landscape keeps pace with evolving human demands and needs. Furthermore the
improved standards of provision, management and maintenance of landscape
would revitalise, reanimate and bring into full use these important elements of
quality living. As landscape improvements will also improve the environment
generally, they will be positively welcomed by a more environmentally aware
population. Therefore it is important that serious attention is given to landscape
management.

Module D: Project and Landscape Management KAIAL 57

 ECONOMIC
BENEFITS
• Business Attraction
• Tourist Destination
• Added Value
• Increase Market Value
of Property

PHYSICAL & ENVIRONMENTAL

PSYCHOLOGICAL IMPROVEMENT
ADVANTAGES • Reduce Pollution
• Health Roles and • Stabilise Microclimate
• Emotional quality Functions • Nature /wildlife
Psychology Habitat
• of Urban
• Feeling / Mood • Ecology / Biodiversity
Landscape

CULTURAL SOCIAL
VALUE IMPLICATION
• Identity • Social Interaction /
• City image integration
• Peoples Pride • Recreation
• Urban heritage • Leisure
• Democratic interaction

Figure 3 The important roles and functions of urban landscape (Osman 2005)

3.3 Landscape Management and Landscape Maintenance

It has been long believed, and assumed by many, that landscape management is no
more than maintenance activities so that areas that have been developed will
continue to look clean and tidy. However this misconception about landscape
management needs to be changed to give a more comprehensive view. It is
important to differentiate between landscape management and landscape
maintenance when discussing the requirements of a landscape.

Landscape management is a continuous process that needs an appropriate

systematic management system with clear and well defined goals, objectives and
targets. According to European Landscape Convention (2000) landscape
management means action, from a perspective of sustainable development, to ensure
the regular upkeep of a landscape, so as to guide and harmonise changes which are
brought about by social, economic and environmental processes. When managing a
landscape area, a management plan, programme, manual and procedures need to
be produced and implemented accordingly. Appropriate action has to be agreed
upon and correct decisions made, based on good survey and analysis.

Module D: Project and Landscape Management KAIAL 58

 Landscape maintenance may be one of the key components in landscape
management, but there are other activities designed to ensure the goals and
objectives of landscape management are achieved. Landscape management is not
only those routine, day to day activities that keep the landscaped area clean and
beautiful, but should be seen in its wider role of providing a proper system that
enables new or existing landscaped areas to be fully functional and beneficial for
their users, and provide a good environment for present and future generations.

3.4 Issues in Landscape Management and Maintenance

Numerous studies have shown that there are issues and problems in landscape
management and maintenance. These have been experienced across different
regions, countries and places. Their level of seriousness may differ from place to
place, but it cannot be denied that they are interrelated and need further attention.
Figure 4 below summarized some of the issues and problems of landscape
management and maintenance.

Lack of
management and
maintenance

Safety and Issues and Lack of political

vandalism Problems in support, awareness
Urban and funding
Landscape
Management

Poor design and Lack of skilled

lack of public professional and
involvement manpower

Figure 4 The issues in landscape management and maintenance (Osman 2005)

It is apparent that landscape management still has much lacking, and shows
significant weaknesses. At the same time it is observed that more focus are given
to landscape development, while for post-landscape development most of the focus
is about landscape maintenance and horticultural practices. There is little on
landscape management and long term planning. Hence there is a big gap between
landscape development and landscape maintenance.

Module D: Project and Landscape Management KAIAL 59

 URBAN LANDSCAPE URBAN URBAN
PLANNING AND LANDSCAPE LANDSCAPE
DEVELOPMENT MANAGEMENT MAINTENANCE
SYSTEM
(Lacking)

Figure 5 The lack of a landscape management system between landscape development

and maintenance

However there are some views on the strategic approach to managing urban
landscape, some guidelines on preparing a landscape management plan, and some
conceptual ideas on sustainable landscape management.

3.5 Strategic Approach in Planning and Managing Landscape

Some guidelines have been introduced by The Open Spaces Information Unit,
Institute of Leisure and Amenity Management (ILAM) regarding the strategic
approach to managing parks and open spaces. This includes topics such as “A
strategic approach to the planning and management of parks and open spaces” by
Gillian Morgan (1996), and “A guide to management plans for parks and open
spaces” by Alan Barber (1996). It objective is to promote better management
practice in managing landscape areas, especially the parks and open spaces of
towns and cities. This guide is designed to encourage greater attention to the future
welfare of open spaces, and to promote better management for the benefit of all.

The strategic approach to the planning and management of open spaces as

proposed by Morgan (1996) is shown in Figure 6. The approach considers the
human dimension to planning and management, and takes into account the wider
social functions of the land involved. Hence the focus on human values adds
another layer of complexity to management issues.

Module D: Project and Landscape Management KAIAL 60

 SURVEY Public consultation
Data Collation

ANALYSIS

Major Issues

PLAN
Objectives and targets

Five year cycle

MONITOR
Performance measures
Annual cycle

REVIEW

Figure 6 A strategic approach to the planning and management of parks and open spaces
(Morgan 1996)

This strategic approach is a continuous process of survey, analysis, implementation,

monitoring and review. Its development should be implemented within the
framework of the overall aims and objectives of the local authority, matched with the
changing demands of users and recognising environmental and economic roles.

In addition to this, a guideline for the preparation of Landscape Management Plan

was suggested by Barber (1996). The management plan has common elements
and stages of preparation. The written brief for the management plan is the most
important first step in its production. The brief should describe the following:

• The scope of the management plan

• The aims and objectives of its production
• The procedures to be followed, up to implementation
• The relationship between the management plan and existing policies
and strategies
• Any constraints and qualifications which might apply
• The methodology for final production
• The extent of any research or survey required
• The resources required to produce the Management Plan
• The timescale for its production
• Any external authority required.

Module D: Project and Landscape Management KAIAL 61

 A management plan consultation draft is then produced, and public consultation
carried out. This will help to improve the plan, by taking a wider view of the needs
and demands of the public and at the same time obtaining their support for the
implementation of the plan. The implementation must also be subject to
monitoring and review, as agreed and stated in the plan.

However there is no single model for a management plan. Each management

plan has its own strengths, and the problems and their solutions in one case may
be quite different from another. It is not a statutory document, and the
development of each plan will be different from the others according to the
different aims and objectives of each organisation, their different site environments
and the different users’ needs and demand.

3.6 Sustainable Landscape Management

Landscape management should not be regarded as a once and for all commission
but should be managed appropriately as a long term process. The process should
also be continuous and interactive. In the long run a sustainable landscape
management approach could help to save landscaped areas from inappropriate
development. When management is economically efficient, it helps to define
budgets as this is seen as cost effective and a good use of scare resources.

Sustainable landscape management could significantly contribute to the

improvement of the environment, promoting healthy living and creating attractive
zones for investment. There has been much discussion by Kendle et al. (2000) and
Sibley (1998) about the idea of Sustainable Landscape Management (SLM).
According to Kendle et al. (2000) an SLM should explore the environmental impacts
of inputs and activities and deal with environmental changes. It should focus on the
reduction of unnecessary inputs, reduction or elimination of undesirable outputs and
waste, and protection of the core resources. SLM should also encourage the
concept that people can be a positive force for environmental improvement. This
will be the best way to meet the requirements of sustainable development, based on
the principle of positive human action for environmental care.

On the other hand, Sibley (1998) in his booklet entitled ‘The Sustainable
Management of Green Space’ produced by the Institute of Leisure and Amenity
Management (ILAM), suggested that “sustainable management advocates a new

Module D: Project and Landscape Management KAIAL 62

approach which takes an overview of the whole area of operations of any
organisation. This is an integrative management based on partnership, rather than
divisive management which splits up responsibilities into individual departments,
often upon arbitrary lines, each of which follows separate policies and practices”
(Sibley 1998:39).

Hence, it may be seen that SLM is a conceptual idea that has been introduced in
managing landscape areas with the target of sustainability. It is important to take
this idea into consideration in landscape management, as landscape is always
experiencing change and competing with vigorous human developments. SLM, as
mentioned above takes into account the environmental effect, human roles in
determining environmental improvement, the changing needs and demands of
users, and the effective and efficient usage of limited resources. Furthermore the
implementation of SLM will make a big impact on the efforts to safeguard the
landscape heritage, and can contribute to its conservation and sustainability.

The conceptual idea of SLM and how it can be achieved could be summarised as in

Use of Resources
• Renewable energy, energy saving equipment
• Reducing water usage and wastage, re-use grey water
• Reduce /avoid using chemical, Use biological control,
organic fertilizers
Avoiding soil compaction, use organic waste/ mulch
Conceptual Idea of Sustainable Landscape Management

Public Involvement
• Community Participation
• Partnership

Staff Commitment and Management

• Responsibility and Awareness
• Retraining
• Policy, monitoring and enforcement

Management and Contract

• Contract Document
• Management Plan
• Cooperation

Financial Forecasting and Planning

• Long term process
• Financial commitment and Grant
• Budget justification

Equipment and Material

• Cost and effect to surrounding
• Alternative energy source
• Possible using animals

Figure 7 The conceptual idea of SLM adapted from Sibley (1998) and agreed by Kendle et
al. (2000)

Module D: Project and Landscape Management KAIAL 63

Sustainable Landscape Management takes an overview of the total landscape
operations of any organisation (Sibley 1998). It is integrative management, based
on partnership. Figure 8 below shows the sustainable management process
proposed by Sibley (1998).

Appraisal

Assessment
Training
Consultation
Action Plans
Implementation
Monitoring

Review

Achievement of targets

Sustainably managed land

Figure 8 The Sustainable Landscape Management process (Sibley 1998)

At the same time Osman (2005) suggested a Sustainable Landscape Management

System for managing urban landscape. By considering Landscape Management
Plan (LMP) and integrating Sustainable Landscape Management (SLM) into
Environmental Management System (EMS) he believes that it may not only produce
a standard management system for urban landscape but also introduce a strong
emphasis on sustainability into the system.

This will ensure that the targets and objectives, programme and manuals, and all
the activities that are implemented are geared towards sustainability. The approach
to developing a standard sustainable management system for urban landscape is
summarised in Figure 9.

Hence, this integration will help to produce a comprehensive system with clear
targets for urban landscape improvement, enhanced quality in the urban living
environment, and geared towards sustainability.

Module D: Project and Landscape Management KAIAL 64

 Landscape
Management
Plan
(LMP)

SUSTAINABLE
Environmental MANAGEMENT
Management System (EMS) SYSTEM FOR
The core for the development MANAGING URBAN
of the management system LANDSCAPE

Sustainable
Landscape
Management
(SLM)

Figure 9 The conceptual idea of developing a sustainable management system for

managing urban landscape.

The five major management elements which are required in this standard
sustainable system for managing urban landscape are the same as those in LMP,
SLM and EMS. These management elements are policy, planning,
implementation and operation, monitoring, and review.

This proposed Sustainable Urban Landscape Management System for urban

landscape is summarised in Figure 10.

Module D: Project and Landscape Management KAIAL 65

 Urban Landscape Policy
• Sustainable urban landscape policy
• Commitment statement to continual improvement
• Commitment statement to comply with relevant
legislation and regulations

Planning
• Urban landscape management records
• Sustainable urban landscape management objectives and
targets
• Sustainable urban landscape management programmes

Implementation and Operation

• Organisation structure and staff responsibility
• Training schedule
• Communication system
• Sustainable urban landscape management manual
• Document control procedures
• Operational control procedures
• Emergency preparedness and response procedures

Monitoring
• Monitoring and measurement system
• Corrective and preventive action system
• Sustainable urban landscape management system Audit
programme

Review
• Management review

CONTINUAL IMPROVEMENT

Figure 10 Sustainable Urban Landscape Management System (Osman 2005)

This sustainable landscape management system will ensure there is a link

between the urban landscape planning and development with maintenance on the
ground. It will ensure that the objectives and targets of the development are
followed, through with a clear and standard comprehensive management system,
and carried out accordingly through the maintenance activities. Issues of
sustainability will be emphasised, and appropriate programmes, manuals and
maintenances activities geared towards sustainability will be developed.

Module D: Project and Landscape Management KAIAL 66

 This management system will complete the circle in the urban landscape
development and management process. It will ensure it is a continuous process
that works towards continual improvement, as shown in Figure 11 below.

Urban Landscape
Planning Design

URBAN LANDSCAPE
DEVELOPMENT AND
MANAGEMENT
Maintenance PROCESS Implementation

Sustainable Urban
Landscape
Management System
(SULAMs)

CONTINUAL IMPROVEMENT
Figure 11 A complete urban landscape development and management process with a
Sustainable Urban Landscape Management System.

3.7 Landscape maintenance manual and schedule

One of the most important elements in managing a landscape area is the landscape
maintenance. In establishing a landscape management plan, an effective
maintenance manual and schedule need to be develop.

These landscape maintenance manual and schedule should be based on several

landscape management and maintenance values and principles.

• establish landscape management and maintenance objectives and standards

• develop a systematic management plan and maintenance approach
• consider maintenance program and activities in relation with economic
• provide adequate fiscal resources to support the program
• consider maintenance during design and construction

Module D: Project and Landscape Management KAIAL 67

 • provide adequate personnel
• continuous attentions and care as preventive maintenance
• responsible for public safety
• high regard for employee safety
• maintenance schedule based on policies and priorities
• maintenance program designed to protect the environment
• good organizational structure tailored to the needs and requirements
• have good public relations

Maintenance manual could be divided into the maintenance of the soft landscape
and the maintenance of the hard landscape. At the same time the maintenance
schedule normally is developed according to annually, monthly, and weekly or even
to hourly basis.

A guideline in preparing the landscape maintenance activities and schedule has

been published by the National Landscape Department entitles ‘Manual
Penyelenggaraan Aset Landskap Taman Awam (MaPAL)’ beside few other manuals
and guidelines regarding landscape maintenance. All these manuals and guidelines
serve as a guidance to help and guide the local authorities, landscape managers,
contractors and all the industries players in developing a more effective and efficient
landscape maintenance manual, schedule and specification for the landscape area
under their control.

Module D: Project and Landscape Management KAIAL 68

 Figure 10 Landscape Maintenance Manual (National Landscape Department, 2010)

3.8 Landscape maintenance productivity

In ensuring the landscape maintenance activities equivalence with other activities,

standard landscape maintenance productivity should be established. This
productivity standard will ensure that the landscape maintenance activities done
according to the quality, sustainable, cost effective and safe. A productivity
standard for landscape maintenance has been developed by the National
Landscape Department to guide the local authority and the industries. It is based on
the study and observation done by several local authorities in Malaysia.

The productivity standard consist of two section which focuses on the soft
landscape maintenance work ie measuring the landscape maintenance productivity
rate and also setting the maintenance quality according to maintenance mode.
Example for calculating landscape maintenance productivity is also being discussed
in the booklet.

Module D: Project and Landscape Management KAIAL 69

 Figure 11 Landscape
Maintenance Productivity Standard (National Landscape Department)

At the same time there are also other activities in other part of the world such as the
National Parks Board (NParks) Singapore formulating a dedicated Landscape
Industry Productivity Roadmap aimed at transforming the landscape industry, with
the goal of improving productivity by 2.5% per annum over the next 10 years. The
target are the two major sector of the industry ie Landscape Maintenance and
Construction, and Nursery – and focus its measures on raising the skills level of the
workforce and restructuring industry operations. Eight key thrust has been outlined
which include apprenticeship scheme, facilitate training of workers, improve
management know-how, improve work process, strengthening partnership, nursery
accreditation scheme and productivity leadership.

3.9 Conclusion

The quality of landscape may be judged by its ability to meet the needs of its users.
To have quality means it should have all of those characteristics and features that
satisfy the customers’ perceived desires. Quality landscape requires those
responsible for planning, management and maintenance of such areas to
understand the users’ wishes, and translate them into characteristics and features
providing a total service.

Module D: Project and Landscape Management KAIAL 70

Nowadays people are more concerned about their quality of life and their
surrounding environment. The awareness of a quality living environment has
increased. Landscape has become a very significant resource for the country, and
has contributed much to improving the environment and quality of life. They have
also become a matter of country pride, acting as a source of local continuity and
sense of place in the rapidly changing environment. Consequently, landscape
development and landscape management should also change to keep up with the
changing functions and roles that landscape plays.

Appropriate landscape management and maintenance is crucial with regards to the

increased awareness of people about the importance of their environment and living
conditions in every aspect of their life. Landscape management and maintenance,
and its quality will, directly or indirectly, depend upon the good stewardship of the
planners, implementers and managers, and the other professionals involved. It is
essential to look at the existing development and management of landscape so that
it functions according to the changing needs of the users. As time goes by,
landscape development and management also need changes and new perspectives
are required. Hence a precise management plan is needed. Therefore the
successful management of landscape requires a balance to be struck based upon
an understanding of the important interrelationships between each role or function
and should gear towards sustainability.

Module D: Project and Landscape Management KAIAL 71

References

Antrop, M. (2005). "Why landscapes of the past are important for the future." Landscape
and Urban Planning(70): 21-34.

Barber, A. (1996). A Guide to Management Plans for Parks and Open Spaces, The
Institute of Leisure and Amenity Management, UK.

Barber, A. (2002). Planning: Past, present and future. Berkshire, Urban Park Forum.
2004.

Benson, J. F. and M. Roe, Eds. (2000). Landscape and Sustainability, Spon Press,
London.

Bruntland, G. H. (1987). Our Common Future, World Commission on Environment and

Development ,Oxford.

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