GROUP PROJECT

TOPIC: CONSTRUCTION OF PRIVATE COLLEGE AT TAMAN BERLIAN,

KOTA SAMARAHAN, SARAWAK

COURSE CODE : BFC 44602

COURSE NAME : ECONOMY ENGINEERING

FACULTY: FACULTY OF CIVIL ENGINEERING AND BUILT ENVIRONMENT

GROUP MEMBERS:
1. ADELA ANAK JOSEKTAU (CF180119)
2. IMRAN SYAZWAN BIN ABD RAHMAN (AF180059)
3. FATIN NURSYAHIRA BINTI BANI (CF180067)
4. NUR AININ NABIHAH BINTI JAPARI (AF180172)
5. NUR SYAFIQAH BINTI OTHMAN (CF180048)

SECTION : 1

GROUP : GROUP 9

LECTURER NAME: DR. HANNIFAH BINTI TAMI

COURSE MARK
 Table of Contents
CHAPTER 1 .............................................................................................................................. 2

INTRODUCTION .................................................................................................................. 2

ORGANIZATION CHART ................................................................................................... 3

CHAPTER 2 .............................................................................................................................. 4

2.0 Financial Management. .................................................................................................... 4

2.1 Company Background ...................................................................................................... 4

2.2 Company Performance ..................................................................................................... 6

2.3 Problem Solving ............................................................................................................... 7

CHAPTER 3 ............................................................................................................................ 10

3.0 Project Management ....................................................................................................... 10

3.1 Project Background ........................................................................................................ 10

3.1.1 Project Title ............................................................................................................. 11

3.1.2 Location of Project .................................................................................................. 11

3.1.3 Parties Involved in Private Educational College Project ......................................... 12

3.2 Life Cycle Cost (LCC) ................................................................................................... 13

3.3 Work Breakdown Structure (WBS) .......................................................................... 14

3.4 Cost Estimation ......................................................................................................... 18

3.5 Benefit-Cost (B-C) Ratio ............................................................................................... 20

CHAPTER 4 ............................................................................................................................ 23

CONCLUSION .................................................................................................................... 23

REFERENCES ........................................................................................................................ 24

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 CHAPTER 1

INTRODUCTION

Engineers put a high priority on engineering economics, so this course helps to realize the
need of economic information in order to be an effective manager and decision maker.
Engineering economics is the study of numerous financial and economic difficulties that
engineers face in a number of businesses. Economic theories examine themes such as demand,
price, expense, production competitiveness, trade cycles, national income, and so on. As the
process of design and manufacturing gets more intricate, the engineer must make more
financial considerations than ever before. Moreover, for those who have taken this courses in
the relevant discipline have adopted a range of strategies that have been demonstrated, both
experientially and scientifically, to allow for higher order learning and critical thinking. The
competent and successful engineer at present must have better understanding of economics
principles. The engineering economics is concerned the systematic assessment of the
advantages and costs of projects involving engineering design and analysis. Besides, the
benefits and costs associated with engineering projects are quantified by engineering
economics to evaluate if they save enough money to justify their capital investments.

Students in the engineering economy course at the University Tun Hussein Onn Malaysia
are given the task which a proposal about analysis whether the project of private college
development may be proceeding or not. The project involves the development of a new private
college costing RM100 million for a five-year period, and were assigned as project engineers
in Imcenzo Corporation Bhd, the construction company that located in Kuala Lumpur.

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 IMCENZO CORPORATION BERHAD
ENGINEERING & PROJECT MANAGEMENT
ORGANIZATION CHART

PROJECT DIRECTOR
ADELA ANAK
JOSEKTAU

PROJECT MANAGER
FATIN NURSYAHIRA
BT BANI

QUANTITY SITE
CONSULTANT
SURVEYOR ENGINEER
ENGINEER
NUR AININ IMRAN
NUR SYAFIQAH
NABIHAH BT SYAZWAN BIN
BT OTHMAN JAPARI ABD RAHMAN

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 CHAPTER 2

2.0 Financial Management.

This section will explore the background of Malaysia's chosen construction business and
its performance in accordance with the most recent yearly report. There will also be analyses
of kind of project funding, including budget, cash flow and income statement. This portion will
address the problems caused by the Covid-19 epidemic, which hampered the performance of
the firm and the remedy employing the decision-maker.

2.1 Company Background

As an investment holding company, the Imcenzo Engineering & Construction Sdn.Bhd..

The company provides management services. It operates in numerous categories such as
construction, development of properties, trade and services, investment property and holdings
of investments. The firm is based in Kuala Lumpur, Malaysia, founded by Datuk Sakir
Samsuddin in 1967. Level 18, Wisma Mont Kiara, no 1, Jalan Kiara, Kuala Lumpur Mont
Kiara, was located at Imcenzo Corporation Berhad. The firm was listed on Bursa Malaysia's
Second Board on 12 July 1991, then moved on 13 June 2003 to the Main Board of Directors.
The vision of the company is to be a progressive and globally - focused corporation which
prides itself on proven track record in performance, reliability, excellence in quality and
creativity in all products and services offered.

In the building of general earthwork and road works, Datuk Sakir established his firm as
the single owner. It was one of the major local land work company in Malaysia in the 1980s.
It built some of the most remarkable infrastructure projects in the country, including civil
engineering, building and development of public utilities, during the 1990s and early 2000s.
Imcenzo Engineering & Construction Sdn. Bhd. is also represented in the Group's
infrastructure industry in Malaysia, and in the Imcenzo Engineering and Construction Vietnam
Company which is limited in Vietnam. Within its Real Estate sector, Imcenzo initiated the
listing of the property firm known as Aseana Properties Limited (‘Aseana’) on the London
Stock Exchange on 5 April 2007 to carry out property development activities in Malaysia and
Vietnam. On top of that, Imcenzo Development Management Sdn. Bhd. which is Imcenzo’s
wholly – owned subsidiary has been chosen to handle the development portfolio of Aseana in
Malaysia and Vietnam as the exclusive Development Manager. Imcenzo expanded into

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Technologies in 2003, founding i-Tech Network Solutions Sdn. Bhd which is the primary
networking and systems integration company. It provides customized IT infrastructure
solutions and co-location services in Malaysia and Vietnam.

Figure 2.0: Company logo

Figure 2.1: Headquarter building of company

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2.2 Company Performance

Imcenzo Corporation Berhad reported total sales in the financial year2020 of RM 157,1
million, down by 21,5% compared to the financial year2019. In the FY2020 the worse
performance was mainly attributable to a decreased construction division contribution.
Because fewer new contracts guaranteed the lower order book. The increasing revenue from
the BDD, investment and trading & service divisions, and the BDD provide about52,6 percent
of the company's entire income, was somewhat offset for this. The Construction Division
contributed for approximately 43.3 percent of the company's overall revenues. Besides, the
company reported that pre-tax losses in FY2020 is RM36.2 million compared to pre-tax losses
in FY2019 which is RM28.7 million. This rise in losses was mainly due to the decrease in
revenue of the Construction Division, although overhead and operating costs remained high
during the year.

However, the Covid-19 pandemic which led to the regional and global lockdown of business
activities and the imposition of movement restriction in Malaysia and Vietnam has seriously
affected the four operational assets of Aseana. On top of that, Malaysia's tourism industry has
been badly affected since the end of 2019 due to imposition of movement control to curb the
spread of the virus. This has subsequently led to permanent closure of Four Points by Sheraton
Sandakan Hotel with effect from 31 May 2020. Total assets of the Company raised in FY2020
by RM22.5 million to RM507.7 million which is 4.6 percent higher than in the previous
financial year. Then, the company’s total liabilities rise 16 percent to RM394.8 million in
FY2020 compared to RM340.4 million in FY2019 which translating to a lower net asset per
share of RM0.62 where RM0.80 in FY2019. On a consolidated basis, the equity of the
company's shareholders decreased from RM117.6 million in FY2019 to RM77.4 million in
FY2020 due to losses reported during the year. However, will not be categorized as PN17 and
will not be required to abide with the obligations, in line with the PN17 relief measures
implemented by Bursa from 17 April 2020 until 30 June 2021. Lastly, the company will
continue to establish its four cores business of Construction, Property Development,
Technologies and Urban Transportation on a more cautious and prudence approach as the
macro and micro business environment remain challenging ahead.

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2.3 Problem Solving

No General Steps Decision Making Process

1 Define Objective  Delay in project completion.

(Understand the Problem)
2 Investigate the issue (Collect  Lack of supply of building materials to be
relevant information)
available during the Movement Control Order
(MCO) made due to Covid-19 Pandemic which
subsequently affected the construction industry.
 Limited material resources.
 The project had to postpone construction as
many suppliers were unable to operate during
the movement control order (MCO) period.
 Many workers and consultants are unable to
carry out the work that has been assigned.
3 List the potential solution i. Carry out work unrelated to the source of the
(Define a set of feasible material first.
alternatives)
ii. Established policy and procedures in the
selection of consultants to ensure only qualified
and competent contractors and consultants are
selected purpose of saving costs.
iii. Change the agreements.
iv. Reschedule the project.
4 Discuss criteria and i. Cost and finding more supplier resources.
requirement for each ii. Reschedule the project. Ensure that building
alternative (Identify the
criteria for decision making) materials can be prepared more easily and on
time.
iii. Delaying the time to complete the project from
six months to a year can help alleviate the
problems faced and can help the project team
prepare to be able to think better and be prepared
and able to solve all problems that occur at any
time.

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5 Conduct Analysis i. Have in place project management plan/tool and
(Evaluate the alternatives) quality management system to meet the criteria of
ease of implementation.
ii. Established policy and procedures in selection of
consultants to ensure only qualified and competent
contractors and consultants are selected to meet the
criteria of increase in sale or market share and
increase in customer satisfaction.
iii. Close monitoring of work progress on site and of
contractor performance to meet all the criteria of
ease of implementation.
iv. Change the agreement. In construction are relevant
to each building contract and require the parties to
agree in advance before making renovations to the
work and a mutually agreed price. All major
standard type agreements, usually as part of
general terms, discuss job adjustment.
6 Choose and decide i. Close monitoring of work progress on site and
(Select the best alternatives) of contractor performance.
ii. Rescheduling must rearrange unfinished work
and resources on the basis of plan updating
outcomes while generating a realistic schedule
that meets the goal of the project.
iii. Investigation to extend the principle of
manufacturing rescheduling to the construction
sector.
7 Action and monitor Project manager must carry out his responsibilities
(Implement, monitor and properly. Recognize project changes. For the following
evaluate the result)
four operating forms, the table can be updated:
i. Finished Activity-Preserves details on current
progress and expenditures. It is important to
correct the details for finished operations.

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ii. In-progress Activity-Planners may postpone
some incomplete activities to release resources
for urgent progress activities such as delayed
activities on a critical path.
iii. Being-scheduled activity.
iv. New activity- New activities can be applied to
building projects through modified orders.
Represents the specific circumstances and needs
for the resource

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 CHAPTER 3

3.0 Project Management

For project management part, it will be discussed about the background of the project.
The life cycle cost was analysed according to 2 phase of construction project. Besides, work
breakdown structure also has been developed using Microsoft Project and the project has
been analysed using benefit cost ratio for economic evaluation.

3.1 Project Background

Project to be establish is a new private educational college located in area Taman
Berlian, Kota Samarahan Sarawak. Document study as well as knowledge gathered by field
observations indicates that the area is suitable for developmental purposes because of the flat
surface of the earth which is about 0-50 meters above sea level in addition to providing a type
of economic soil and stable rock geology. This area is said to be strategic because it is located
in an area close to the city of Kuching, Sarawak, which is only 20 km from Kuching city.

It is expected to be worth RM100 Million with a construction time of five years to be

finished. Besides that, the cost of buying a site in our planning area is RM10 million, for an
area of 100 hectares. This project is estimated to hire 100 people in all fields of operation.

To address this issue, the project strongly advocated for the use of the prefabrication
process, which provides significant benefits such as reduced construction time, increased
efficiency, improved workplace health and safety, reduced pollution from construction sites,
and reduced energy and water consumption. It is a system in which the entire room is processed
in a prefabricated factory to finish the frame and decoration, including the floor, wall, ceiling,
and other parts, and to form a separate module that is delivered for lifting to the site because of
its modular nature, prefabrication allows for simultaneous construction and will significantly
reduce the construction schedule, resulting in a dramatic increase in building efficiency. On the
other hand, environmental emissions will be reduced, as will noise and dust pollution during
the construction period. When the manufacturing site is relocated from on-site to the
warehouse, output is guaranteed, and the construction site for the workers is safer and more
secure.

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3.1.1 Project Title

“Proposed to Build and Construct Private Educational College at Taman Berlian, Kota
Samarahan, Sarawak.”

3.1.2 Location of Project

The location of Project of Private Educational College is at Taman Berlian, Kota
Samarahan, Sarawak. Figure 3. a show the location of Taman Berlian, Kota Samarahan while
Figure 3.b shows the exact location for construction of Private College which this area near
residential areas and super sport arena Samarahan.

Figure 3. a Location of Taman Berlian, Kota Samarahan

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 Location for
Construction of
Private
Educational
College

Figure 3.b Location for Construction of Private Educational College

3.1.3 Parties Involved in Private Educational College Project

Table below shows the parties involved in Private College at Taman Berlian, Kota
Samarahan project.

No. Parties Company

1. Main Contractor Imcenzo Engineering &
Construction Sdn.Bhd.
2. Architecture Firm Jurubina Unireka
3. Design Structural Consultant KTA Sarawak Sd. Bhd.
4. Quantity Surveyor JNK Quantity Surveyors
5. Civil & Structural Engineer Jurutera Jasa (Sarawak) Sd.
Bhd.
6. Mechanical & Electrical Engineer Jurutera M&E Konsult Sdn.
Bhd.
Table 3.1 Parties involved in Private College at Taman Berlian, Kota Samarahan project

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3.2 Life Cycle Cost (LCC)
Life cycle cost is an approach used to assess the total cost owning a facility or running
a project. The purpose of life cycle cost is to estimate the overall costs of project alternatives
as well as to achieve efficient and effective support to operations. Moreover, LCC needs to
performed during the initial stages of the design process as there is room to make changes and
refinements that will ensure the life cycle cost is reduced.
The suitable approach for LCC in construction industry is the NPV (net present value)
method. The life cycle cost for this project will be analysed in two phases which are acquisition
phase and operation phase while the total life cycle cost is summation of acquisition cost and
operational cost.
Based on table below shows, the life cycle cost analysis for 5 years of Private
Educational College Project at Taman Berlian, Kota Samarahan, Sarawak in acquisition phase
is RM 47,391,580.00 while operational phase is RM50,363,950.00. Therefore, the total life
cycle cost for this project is RM97,755,530.00.
Phase Resources Cost (RM)
Acquisition Conceptual Drawing 607,000
Feasibility and Procurement 859,300
Project Design 725,280
Working Capital 45,200,000
Total Cost 47,391,580.00
Operational Machines & equipment 13,460,000
Material 14,128,450
Energy 1,981,000
People 19,260,000
Information 1,534,500
Total Cost 50,363,950
Total Life Cycle Cost 97,755,530.00
Table 3.2: Life Cycle Cost for Private Educational College Project

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3.3 Work Breakdown Structure (WBS)
Based on Table 3.3, shows the WBS for “Proposed to Build and Construct Private
Educational College at Taman Berlian, Kota Samarahan, Sarawak”. The WBS is divided
into 4 stages which are level 1, level2, level 3, and level 4. Every level shows the proposed
works needed and it acts as a guideline to make sure all the work is done.

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4

Proposed to Build Preliminaries Site Possession
and Construct Works Received LOA
Private
Educational Preliminaries Initial Cost S.I
College at Taman
Berlian, Kota Insurance
Samarahan, Levi
Sarawak
Performance Bond

Setting Out
Hoarding
Signboard
Work Program
First Aid Kit
Office For SD
Equipment For SD
Pre-Construction Design & Engineering Preliminary Study
Stage Process Data Collection
Conceptual Design
Conceptual Design
Review
Detail Design
Detail Design Review
Finalization Design
Plan Submission & To Client
Approval To Authority
Shop Drawing Roof

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 Design Process by Mechanical System
Contractor Electrical System
Plan Submission & To Consultant
Approval To S.O (JKR M&E)
Construction Earthwork & Site Demolition Work
Stage Clearance Site Clearance

Piling Work Piling Setting Out

Mobilization
Preliminaries Piling
Load Test
PDA Test
Demobilization
Building Works Sub Structure
Super Structure
Upper Floor
Construction
Roofing
External Wall
Internal Wall
Staircase & Entrance
Steps
Doors
Windows
Internal Wall Finishes
Internal Ceiling
Finishes
Internal Floor Finishes
External Wall
Finishes
External Ceiling
Finishes

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 Sanitary Fitting
Painting
Sundries
Signage
Mechanical & Electrical Mechanical
Electrical Works
Light Protection
Public Address
System
External Works Drainage
Water Reticulation
Sewerage
Road Work &
Carparks
Fencing, Gates &
Signage
Landscape
Work Outside
Boundary
Handover Target Physical to
Complete Assembly Hall
Target Physical to
complete Staff and
Lecture Building

Target Physical to
Laboratory Building
Testing & CCC Inspection
Commissioning Certificate of Statutory
Completion (CSC)
Table 3.1: WBS for “Proposed to Build and Construct Private Educational College at
Taman Berlian, Kota Samarahan, Sarawak”

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 PROPOSED
PRIVATE COLLEGE

Construction Mechanical & Testing &

Planning Earthwork Excavation
Work Electrical Work Commissioning

Structural Design Site Clearing Substructure Super Structure Electrical system RI Inspection

Architectural Certification of
Footing Ground Beam Water supply
Design statutory (CSC)

Formwork Slab Air conditioning

Foundation Column Ventilation

Roof Beam Fire Protection

Wall

Window & Door

Finishes

Landscape

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3.4 Cost Estimation
Overall contract cost estimation is RM10,000,000.00. The table below shows the total
costs involved in the specific work related to this project;

No. Title of Works Amount

1. Preliminaries RM 416,160
• S.I RM 260,000.00
• Insurance RM 17,800.00
• Levi RM 15,000.00
• Performance Bond RM 15,000.00
• Setting Out RM 21,000.00
• Hoarding RM 36,000.00
• Signboard RM 5,000.00
• Work Program RM 4,800.00
• First Aid Kit RM 1,560.00
• Office for SD RM 24,000.00
• Equipment for SD RM 6,000.00
2. Pre-construction Stage RM 404,500.00
• Design & Engineering Process RM 682,000.00
 Preliminary Study RM 19,900.00
 Data Collection RM 17,500.00
 Conceptual Design RM 67,000.00
 Conceptual Design Review RM 135,000.00
 Detail Design RM 310,000.00
 Detail Design Review RM 128,600.00
 Finalization RM 80,000.00
• Plan Submission & Approval RM 60,000.00
 To Client RM 30,000.00
 To Authority RM 30,000.00
3. Shop Drawing RM 7,740.00
• Design Process by Contractor RM 7,740.00
 Roof RM 3,680.00
 Mechanical System RM 1,120.00

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  Electrical System RM 2,940.00
4. Construction Stage RM 4,501,890.00
• Earthwork & Site Clearance RM 81,180.00
 Demolition Work RM 35,140.00
 Site Clearance RM 16,040.00
• Piling Work RM 116,860.00
 Piling Setting Out RM 14,860.00
 Mobilization RM 22,000.00
 Preliminaries Piling RM 50,000.00
 Load Test RM 30,000.00
 Piling RM 34,000.00
▪ PDA Test RM 20,000.00
▪ Demonization RM 14,000.00
• Building Works RM 2,134,925.00
 Sub Structure RM 314,570.00
 Super Structure RM 445,000.00
 Upper Floor Construction RM 61,200.00
 Roofing RM 415,780.00
 External Wall RM 86,400.00
 Internal Wall RM 60,030.00
 Staircase & Entrance RM 25,000.00
 Doors RM 65,090.00
 Windows RM 60,300.00
 Internal Wall Finishes RM 100,200.00
 Internal Ceiling Finishes RM 125,010.00
 Internal Floor Finishes RM 267,020.00
 External Wall Finishes RM 27,090.00
 Sanitary Fitting RM 27,090.00
 Painting RM 39,070.00
 Sundries RM 15,100.00
 Signage RM 975.00
5. Mechanical and Electrical RM 738,555.00
• Mechanical RM 200,000.00

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 • Electrical Work RM 450,000.00
• Lighting Protection RM 16,000.00
• Public Address System RM 72,555.00

6. External Works RM 858,630.00

• Drainage RM 194,030.00
• Water Reticulation RM 76,000.00
• Sewerage RM 190,000.00
• Road Work & Carpark RM 312,600.00
• Fencing, Gates & Signage RM 32,000.00
• Landscape RM 24,000.00
• Work Outside Boundary RM 30,000.00
7. Testing and Commissioning RM 37,000.00
• CCC Inspection RM 31,000.00
• Certification of Statutory Completion (CSC) RM 6,000.00
8. Total Estimation Cost RM 10,000,000.00
Table 3.2: Cost estimation

3.5 Benefit-Cost (B-C) Ratio

A benefit-cost ratio (BCR) is an indicator showing the relationship between the relative
costs and benefits of a proposed project, expressed in monetary or qualitative terms. If a project
has a BCR greater than 1.0, the project is expected to deliver a positive net present value to a
firm and its investors. If a project's BCR is less than 1.0, the project's costs outweigh the
benefits, and it should not be considered.

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Annual benefits of the Proposed to Build and Construct Private Educational College at Taman
Berlian, Kota Samarahan, Sarawak:
ITEM COST
Facilities Rental RM800,000
Local student fee RM8,000,000
International student fee RM2,000,000
Convenience benefit to the local community RM100,000
Consulting and technical services RM60,000
Sales of university publications RM540,000
TOTAL RM11,500,000

The consideration of the time value of money means this is really a ratio of discounted benefits
to discounted costs. B-C ratio is the ratio of the equivalent worth of benefits to the equivalent
worth of costs.
• Conventional BC Ratio with PW
• Modified BC Ratio with PW
• Conventional BC Ratio with AW
• Modified BC Ratio with AW

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B-C RATIOS FOR PRESENT WORTH
(PW)
i= 10%
n=5
• Conventional B-C ratio with PW • Modified B-C ratio with PW
𝐵−𝐶 𝑃𝑊(𝐵) − 𝑃𝑊(𝑂&𝑀)
𝐵−𝐶 =
𝑃𝑊(𝑏𝑒𝑛𝑒𝑓𝑖𝑡𝑠 𝑜𝑓 𝑡ℎ𝑒 𝑝𝑟𝑜𝑝𝑜𝑠𝑒𝑑 𝑝𝑟𝑜𝑗𝑒𝑐𝑡) 𝐼 − 𝑃𝑊 (𝑀𝑉)
=
𝑃𝑊 (𝑡𝑜𝑡𝑎𝑙 𝑐𝑜𝑠𝑡 𝑜𝑓 𝑡ℎ𝑒 𝑝𝑟𝑜𝑝𝑜𝑠𝑒𝑑 𝑝𝑟𝑜𝑗𝑒𝑐𝑡) =
𝑃𝑊 𝑃 𝑃
[𝑅𝑀11,5000,000.00 ( ,10%,5)−443,160.00( ,10%,5)]
= 𝐼−𝑃𝑊(𝑀𝑉)+𝑃𝑊(𝑂&𝑀) 𝐴 𝐴
9,556,840.00
𝑃
𝑅𝑀11,5000,000.00 ( ,10%,5) 𝑅𝑀11,500,000.00(3.708)−443,160.00(3.708)
= 𝐴
𝑃
=
[9,556,840.00+443,160.00( ,10%.5)] 9,556840.00
𝐴

𝑅𝑀11,500,000.00(3.708) B – C = 4.290 > 1; Accept Project

= [9,556840.00+443,160.00 (3.708)]

B – C = 1.643 > 1; Accept Project

B–C RATIOS FOR ANNUAL WORTH

(AW)

• Conventional B-C ratio with AW • Modified B-C ratio with AW

𝐴𝑊(𝐵) 𝐴𝑊(𝐵) − 𝐴𝑊(𝑂&𝑀)
𝐵−𝐶 = 𝐵−𝐶 =
𝐶𝑅 + 𝐴𝑊 (𝑂&𝑀) 𝐶𝑅
𝑅𝑀11,5000,000.00 [𝑅𝑀11,5000,000.00 −443,160.00]
= 𝑃 = 𝑃
[9,556,840.00( ,10%.5)+443,160.00] 9,556,840.00( ,10%,5)
𝐴 𝐴

𝑅𝑀11,500,000.00 𝑅𝑀11,500,000.00−443,160.00
= [9,556840.00(0.2638)+443,160.00] = 9,556840.00(0.2638)

B – C = 3.880 > 1; Accept Project B – C = 4.386 > 1; Accept Project

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 CHAPTER 4

CONCLUSION

In conclusion, all of the project's objectives and demands have been accomplished successfully.
Despite the fact that the construction project's progress has been disrupted by the COVID-19
pandemic, which has resulted in the Malaysian government issuing a Movement Control Order
(MCO), the problem and alternative approach have been documented, reviewed, and evaluated
through the Decision-Making Process. Because this building project was expected to be
completed in 5 years with a budget of RM100,000,000.00, a Work Breakdown Structure
(WBS) was created to efficiently manage all work stage by stage. The Benefit-Cost (B-C) Ratio
technique may be used to analyse the building project of Private Collage in Taman Berlian,
Kota Samarahan, Sarawak. Using n = 5, the project's Minimum Acceptable Rate of Return
(MARR) is 10%, the initial investment cost is RM9,556840.00, and the benefit cost is
RM11,5000,000.00. The used technique of calculating the B-C ratio yields a value of 1.643 for
the traditional B-C ratio with present worth (PW), while the modified B-C ratio with present
worth (PW) is 4.290, and modified B-C ratio with annual worth (AW) yield a value of 3.880.
These values of which are larger than 1.0, so, this considerably show that the project can be
completed throughout the remaining of the construction project's duration. Last but not least,
below is the work distribution for each member in our group:

NAME JOB DESCRIPTION

Adela Project Background & Life Cycle Cost
Imran Company Background & Company
Performance
Syahira Work Breakdown Structure, Benefit Cost
Ration & Compile video
Syafiqah Problem Solving
Ainin Introduction, Conclusion & Compile Report

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REFERENCES

1. A.P. Construction Completes $100 Million in Healthcare Construction Projects.

https://apconst.com/a-p-construction-completes-100-million-in-healthcare-projects/
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Heralova Czech Technical University in Prague, Czech Republic
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Aaron Upright. https://thenewstack.io/project-management-for-the-next-50-million-
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Discussion

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