 Mohd Reeza Yusof 1, Mohammad Fadhil Mohammad 2, Muhamad Faiz Musa 3 Construction Economics and Procurement Research Group, Faculty of Architecture Planning & Surveying 1,2,3 Universiti Teknologi MARA (UiTM) Malaysia, Shah Alam, Selangor, Malaysia 1 Seminar & Exhibition on The IBS Technology and Innovation Through Academia – Industry Collaboration 2015 (AIC 2015)

 WHAT IS PROJECT LIFE CYCLE?  THE IMPORTANCE OF PROJECT LIFE CYCLE  PROBLEMS & ISSUES  LITERATURE REVIEW  CONCLUSION

 The project life cycle is a project independent series of activities from the starting point until the moment it was successfully delivered.  Starting the project (concept, authorization, initiation, identification, selection, project charter and business case, planning, scheduling.)  Organizing and Preparing (definition, feasibility confirmation, development, demonstration, design prototype, quantification.)  Carrying out the work (execution, implementation, realization, production and deployment, design/construct/ commission, installation and test.)  Closing the project (handover of the project results to the user, project termination, sometimes including post-completion evaluation.) 3 Typical current “standard” top level project life cycle model. (PMI 2008, p 16)

The purposes of designing and documenting the overall project life cycle process for any project or project category (Archibald 2007) are to:  Enable all persons concerned with creating, planning and executing projects to understand the processes to be followed throughout the life of the project.  Capture and document the best experiences within the organization so that the processes within each project phase can be improved continually and applied on future similar projects.  Enable all the project roles and responsibilities and the project planning, estimating, scheduling, monitoring and control methods and tools to be appropriately related to the overall project life cycle management process.  Enable the effective application of project management software application packages that are integrated with all appropriate corporate information systems. 4

 There are consensuses of opinions that IBS best handled as a holistic process rather than just a collection of technological solutions. The approach requires total synchronization on construction, manufacturing and design processes. It needs emphasis on rationalization, standardization, repetition, collaboration, supply chain partnering and more effective planning and project management (Kamar, 2010).  Abd Shukor et al., (2009) stated that the establishment of the IBS provision in the integration among construction supply chains must take place and IBS chain players need to find integration success factors in IBS project management in order to improve a close working relationship among them to overcome the problems encountered.  According to previous studies (CIDB, 2009; Nawi et al., 2009), many IBS project developments in Malaysia are still based on the traditional design approach. 5

 According to Blismass and Wakefield (2008), the traditional design process is unsuitable to Offsite Manufacturing (or IBS construction) and poses a substantial barrier to its adoption. In addition, this type of method also has been heavily criticized as one of the main obstruction towards an effective communication and integration between the design and construction team in IBS projects. (Kamar et. al, 2009; Hamid et. al, 2008; CIMP, 2007; Nawi et. al, 2007; Che Mat, 2006, Love et. al., 1998). 6

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9 Kelly Model of Project Life Cycle

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11 By Hickory Group from Australia

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 Therefore, there is an urgent need for a paradigm shift within the IBS traditional approach.  There is a need to develop IBS project life cycle or plan of works based on Malaysian Construction Industry and lastly,  the IBS construction life cycle process should involve the adoption of new strategies with the aim of integrating the functional disciplines at the early stages of project. 14

 Please contact the author for references. Thank You. 15

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