FACULTY OF ADMINISTRATIVE SCIENCE AND POLICY STUDIES

BACHELOR OF ADMINISTRATIVE SCIENCE (HONS)

PROJECT MANAGEMENT (ADS512)

ORGANIZATION NAME: ASSFA FIRM

TITLE OF PROPOSAL: RHU RAMPIN AQUACULTURE FESTIVAL

GROUP MEMBERS:

NO NAME STUDENT ID
1. NURUL ANISAH BINTI ABDUL MANAF 2018439438
2. NUR AZLIN BINTI ROSLI 2018261124
3. NOOR FATRAH WAHIDA BINTI BASIR 2018222988
4. SHARIFAH NOR FATIMAH BINTI SYED AHMAD LOAI 2018641728
5. SITI ZULFATUR REDHA BINTI HAIRUDDIN 2018676904

GROUP: AM2285E

SUBMITTED TO: DATIN NOR SYAMALIAH BINTI NGAH

SUBMISSION DATE: 18th JANUARY 2021

ACKNOWLEDGEMENT

Alhamdulillah with the blessing of grace and mercy, we have finally completed this

assignment right on time. Even facing some difficulties in completing the assignment, our

group still managed to complete it. The success of this writing is the result of the assistance

and cooperation provided by all parties.

First of all, we would like to express our sincere appreciation and thanks to our

Project Management lecturer, Datin Nor Syamaliah Binti Ngah, who has provided guidance

and encouragement and keep us on the right track throughout the completion of this

assignment. Without guidance, we cannot complete this assignment and do very well.

Special appreciation to Universiti Teknologi MARA (UiTM) authority and community

for giving us permission and great cooperation as long as we need them by letting us use

the information from E-Resources (UiTM Library) that provided to complete our assignment.

This appreciation also goes to our friends who have given us the help and

contribution of useful ideas either directly or indirectly, as well as our beloved families who

very understand, provide opportunities and encouragement to complete this assignment.

We wish all students who take this subject ADS 512 will be successful in the final

examination which is held on this January 2021 and also once again thanks to our beloved

lecturer for giving us support and teach until the end of this semester.

Thank you.

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 TABLE OF CONTENTS

ACKNOWLEDGEMENT......................................................................................................... I

TABLE OF CONTENTS.........................................................................................................II

1.0 INTRODUCTION......................................................................................................... 1

1.1. COMPANY BACKGROUND....................................................................................1

2.0 PROJECT WORK OBJECTIVES................................................................................3

2.1. PROJECT OBJECTIVES.........................................................................................3

2.2. MAIN ACTIVITIES OBJECTIVES.............................................................................3

3.0 MANAGEMENT SECTION..........................................................................................4

3.1. DESCRIPTION OF WORK TASK............................................................................4

3.2. DELIVERABLE.........................................................................................................6

3.3. PROJECT SCHEDULE............................................................................................7

3.4. PROJECT ORGANIZATION....................................................................................8

3.4.1. ORGANIZATION CHART.........................................................................................8

3.4.2. ROLE OF TEAM MEMBERS...................................................................................9

3.5. RELATED EXPERIENCES....................................................................................11

3.6. EQUIPMENT AND FACILITIES.............................................................................13

4.0 TECHNICAL SECTION.............................................................................................15

4.1. UNDERSTANDING OF THE PROBLEM................................................................15

4.2. PROPOSED PROBLEM OR SOLUTION...............................................................15

4.3. BENEFIT TO THE CUSTOMER.............................................................................16

5.0 COST SECTION........................................................................................................17

5.1 COST ESTIMATION MANAGEMENT.........................................................................18

II
 5.2. DEVELOPMENT COST.........................................................................................23

5.3. CONTINGENCY COST..........................................................................................24

6.0 RISK ANALYSIS.......................................................................................................26

6.1. RISK IDENTIFICATION.........................................................................................26

6.2. RISK ASSESSMENT.............................................................................................28

6.3. RISK RESPONSE PLANNING...............................................................................30

6.4. RISK MONITORING..............................................................................................31

7.0 CONTROL SYSTEM.................................................................................................33

7.1. PROJECT ESTIMATION........................................................................................33

7.2. PROJECT BUDGET..............................................................................................33

7.3. INCLUSION OF EARNED VALUE MANAGEMENT SYSTEM (EVPM)..................34

7.4. CONTROLLING COST..........................................................................................35

7.5. PROJECT SCHEDULING......................................................................................36

7.6. PERFORMANCE MEASUREMENT.......................................................................37

REFFERENCES...................................................................................................................... I

III
1.0 INTRODUCTION

1.1. COMPANY BACKGROUND

ASSFA Firm was established on 17th February 2015. Our type of business is Sole

proprietorship which is owned by Noor Fatrah Wahida Binti Basir. consulting firm in

Malaysia. ASSFA Firm is located in 15, Kampung Kolam, 26900 Rompin, Pahang.

Throughout these five years, ASSFA Firm has many years of experience in providing

solutions and services including branding, marketing, and business process management.

Our experienced team assists to help any organization across the private, public, and social

sectors in order to create the change that matters most to them. Our team partners with our

clients will collaborate to transform their organizations, embed technology into everything

they do, and build enduring capabilities. We combine global expertise and local insight to

help our client’s ambitious goals into reality. Mostly, our clients choose us because they

know we can help them to deliver productivity, increased efficiency, and competitiveness.

Besides, ASSFA FIRM always make our clients as our priority especially in terms to

provide solutions and services in branding and marketing industry. ASSFA FIRM is ready to

discuss new opportunities for collaboration. Moreover, ASSFA FIRM also offers international

network of clients or users from private and public sector. Our group works closely with

SMEs, industries, academic institutions, local authorities and governmental bodies. We are

proud of always thinking in terms of what best for our clients offering solutions that not only

1
theoretical but workable. In this corporation, we have brought together all ASSFA FIRM

individuals’ abilities into our corporate power.

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COMPANY VISION

 To be recognized as the best consulting firm for the development and execution of

growth strategies.

COMPANY MISSION

 To help customers achieve their business objectives by providing perfect consultancy

services.
 To enhance market access and building trust in society by addressing critical
problems.

ACHIEVEMENT AND AWARDS:

 Asia Responsible Entrepreneurship Awards 2019 - Green Leadership Category

 Sustainability & CSR Malaysia Awards - Company of the Year (2018)

 Graduates’ Choice Award 2017 - #3 in Accounting & Professional Services

 GradMalaysia - Malaysia’s Leading 100 Graduate Employers (2016)

LICENSING AND REGISTRATION:

ASSFA FIRM has been officially registered with the:

 Companies Commission of Malaysia (SSM/CCM)

 Corporate Bank Account (Malayan Banking Berhad)

 Department of Management Services

 Department of Environment Malaysia (DOE)

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2.0 PROJECT WORK OBJECTIVES

2.1. PROJECT OBJECTIVES

1. Introducing designing and marketing strategy solutions with specialization in

market research, strategy, and marketing communications.

2. To provide the client with satisfying market needs and quality services at an

affordable price.

3. To maintaining a progressive work environment and accomplish the project

business goals from what the customer wants.

2.2. MAIN ACTIVITIES OBJECTIVES

Rhu Rampin Aquaculture Festival is an event to promote tourism activity. This

place was chosen because, throughout five years of ASSFA Firm in Rompin, we had

identified that this place is suitable to become the next tourism destination to be

travel by Malaysian or tourist. After all, that it has potential activity such as agriculture

and aquaculture that shows the features of the ‘village' that many people would love

today to travel for especially those who are from the city. So, in this project, ASFFA

FIRM chooses to focus on the aquaculture sector to promote awareness and

knowledge to all people that this activity is fun and interesting to be joined. Therefore,

our team's interest in offering consultation, and our project objectives are discussed

below.

 Introduce and promote awareness of aquaculture activity, so people can start

to enjoy this activity and travel more to this kind of place (fishing charters).

 To instruct and improve the skills of fishing by providing exposure training and

skill development.

 To encourage people to enjoy and participate in many aquaculture activities

that are provided according to various age categories.

4
 To help people identify different types of fish in Rompin especially freshwater

fish.

5
3.0 MANAGEMENT SECTION

This proposal will explain further in the management section. We included the overview

of work responsibilities in this management section, the deliverables of our projects, the

project schedule, and the project organization.

3.1. DESCRIPTION OF WORK TASK

The job role description is categorized according to our team's specialization to

serve our customers.

RHU RAMPIN AQUACULTURE FESTIVAL

ID DESCRIPTION RESOURCE PERSON

1.0 Get To Know Aquaculture Sharifah

1.1. Digital Advises Marissa

1.2. Offline Promotion Maya

1.3. Pop-Up Workshop (Pre-Promotion) Yasmin

1.4. Virtual Event Akmal

1.5. Time For Hunting Yusof

2.0 Fishing Competition Anisah

2.1. Opening Ceremony Wafiy

2.2. Fishing Challenges Farid

2.3. Fishing Workshop Haikal

2.4. Fish Smart Apps Abdul

2.5. Fishing Trade Shows Sofea

2.6. Termination Review Azlin

3.0 Exhibition Sale Azlin

3.1. Food Expo Global Fatrah

3.2. Trade Shows Sharifah

3.3. Product Demonstration Anisah

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 3.4. Exhibition Stand Design Contest Siti

3.5. Aquaculture Awareness Talk Marissa

4.0 Aqua World Expo Fatrah

4.1. Aquaculture Seminar Yusof

4.2. Awareness Aquaculture Campaign Akmal

4.3. Aquaculture Friends Yasmin

4.4. Traditional Games Maya

4.5. Busker Festival sofea

5.0 Agrocook Fest Siti

5.1. Cooking Workshop Farid

5.2. Video Contest Haikal

5.3. MasterChef Malaysia Wafiy

5.4. Flipped Classroom Abdul

5.5. Aquaculture Farm Tour Fatrah

6.0 Rhu Rampin The End Fatrah

6.1. Arrival Siti

6.2. Visit From Ministry Tourism Anisah

6.3. Giving Prizes-Ceremony Sharifah

6.4. Closing Maya

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3.2. DELIVERABLE

Deliverable is any good, service, or outcome that must be accomplished in order to

complete a project (Simplilearn, 2013). Deliverables may be internal or external in project

management. An internal deliverable is a work performed within the organization, which

is not noticed by individuals outside the organization. While external deliverable is a job

performed for a customer, client, or stakeholder to generate income. Essentially, the

deliverable indicates that on a certain date the person expects the deliverable.

Generally, our team has identified certain deliverables in this project. The first

deliverable is the strategic event venue. The right venue means that the event is

performed out to all criteria and that audiences are satisfied with their experience. As a

result, the project will be performed well and the clients that we serve will be able to

receive a positive impression from other people.

Besides, the next deliverable in this project is the PA System. The PA system is an

essential tool in a project to delivering the message to audiences and increase the mood,

particularly in large venues and at events with large numbers of participants. PA System

basically an electronic system comprising microphones, amplifiers, loudspeakers, and

related equipment (ELV, 2018). Our team is responsible to pick out the best locations to

place speakers to deliver sound so that the project can be carrying out without a

problem.

Furthermore, there are also deliverable of transportation. Transportation is an

important aspect of a project team. Transportation helps the work process become more

efficient because the project preparation needs transportation to travel from one place to

another, organizing meetings, and assisting with any event-related information. Thus, the

work process becomes smoother.

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9
3.3. PROJECT SCHEDULE

This project is running for about two years which is from 1 March 2021 until 28

December 2023. With the full and comprehensive project plan, ASSFA FIRM has

prepared the project plan for the client to ensure our client has a better view of the

project execution process. We have prepared the client with Work Breakdown Structure

(WBS), Gant Chart, Milestone, and Network Diagram & Responsibility Matrix, and for our

client to be review. All the list of diagrams below will be attached to another file.

1. WORK BREAKDOWN STRUCTURE

2. PROJECT MILESTONE

3. GANT CHART.

4. NETWORK DIAGRAM & RESPONSIBILITY MATRIX

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 3.4. PROJECT ORGANIZATION

3.4.1. ORGANIZATION CHART

Project Manager
(Nur Fatrah)

Financial Manager Management Manager Performance Manager Marketing Manager

(Siti Zulfatur Redha ) (Nurul Anisah) (Nur Azlin) (Sharifah Nor Fatimah)

Clerk Crew Event Planner IT Professional Technician 2 Technician 3 Graphic Designer Photographer
(Yasmin) (Abdul) (Yusof) (Wafiy) (Marissa) (Akmal)
(Maya) (Haikal)

11
Crew Crew
(Farid) (Sofea)
3.4.2. ROLE OF TEAM MEMBERS

1. PROJECT MANAGER

A Project Manager lead by Noor Fatrah Wahida is a person who is

responsible for creating, planning, implementing, and integrating the strategic

direction of an organization. This includes responsibility for all components

and departments of a business. She is also responsible to ensure that the

organization's leadership maintains constant awareness in both the external

and internal competitive landscape. The project manager should also control

risk and minimize uncertainty. Every decision the project manager makes

must directly benefit their project.

2. FINANCIAL MANAGER

A Finance Manager lead by Siti Zulfatur Redha is responsible to

produce and analyze financial reports such as cash-flow statements and profit

projections to determine ways to improve financial performance and ensure

that their organizations meet all applicable standards, regulations, and laws.

She meets frequently with department heads to help with budgeting and tax

planning, and to offer ways to increase profits while cutting costs. Then, she

also examines economic trends and how competitors are doing to look for

ways to expand into new opportunities.

3. MANAGEMENT MANAGER

Management is the method of directing resource creation,

preservation, and distribution to accomplish organizational objectives.

Management work is categorized into planning, directing, coordinating, and

managing operations and both aspects are encompassed by the role of a

management manager. This role is managed by Nurul Anisah. Management

managers are the ones responsible for creating and carrying out this

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 management process in the organization. This role also enables early

execution and effective supervision of projects to recognize and incorporate

structured project management techniques.

4. PERFORMANCE MANAGER

Performance Managers that take place by Nur Azlin is more

concerned with the strategic view of performance. She is also responsible to

design policies that ensure efficient management of performance in an

organization and to define and act upon the core values relating to

performance. She plays a vital role in convincing the line managers that

performance management can be instrumental in the achievement of

business goals and thus ensure that they take this aspect seriously in their

work front for maximizing employee satisfaction and productivity.

5. MARKETING MANAGER

A Marketing Manager who takes place by Sharifah Nor Fatimah is

involved in developing marketing campaigns to promote a service, product,

event, or campaign. The role of marketing executive also includes planning,

organizing events, sponsorship, advertising, public relations, and research.

She is responsible to attract customers to buy from the company and to raise

brand awareness through the creation of marketing campaigns by using any

platform such as social media platform as a medium to promote products and

services.

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3.5. RELATED EXPERIENCES

ASSFA FIRM has been experienced to give strategic and marketing consultancy to

companies on a project-by-project, event, and exhibition to solve issues, improve the

business performance, and also sustain the growth of the company. It is our job to define

operational options and propose proposals for improvement, as well as to consult on

additional tools for the execution of solutions. With the 5 years’ experience, our team has

a lot of experience to offer the guidance and knowledge with our business and analytical

skills to support a company to improve any specialist skills that might be missing. Here is

our top successful project.

1. Project Name: New Attraction of Spritzer ECO Park Marketing and

Advertising

Client: Spritzer BHD

Location: Taiping, Perak, Malaysia

Completion date: 2018

Project value: RM1.5 Million

Services:

I. Plan and implement a marketing strategy that is aligned with the company

goals and budget.

II. Analyze the company profile and its practices to identify its marketing

needs and other problems.

III. Offer guidance on advertising, positioning, collaboration, and other

difficulties in marketing.

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2. Project Name: Calaqisya New Year Campaign

Client: Calaqisya Sdn Bhd

Location: i-City, Selangor, Ipoh, Johor Bharu

Completion date: 2019

Project value: RM500K

Services:

I. Create a detailed marketing plan, determine a business's marketing

message.

II. Identify the appropriate marketing mix to get the message out to the target

market.

III. Setup the marketing channel and consult on the campaign tactics.

15
3.6. EQUIPMENT AND FACILITIES

A resource is a required tool that primary function is to support a certain

project or activity to be carried out. A resource may be a human, a team, equipment,

facilities, funds, and time. Essentially, most projects require many different tools to

complete the project (Insight, 2020). Thus, our team has listed the equipment and

facilities that will be used in the completion of the project.

LIST OF EQUIPMENT AND FACILITIES

TECHNICAL EQUIPMENT AND FACILITY

 Mobile Phone  Power, Electricity

 Computer: Laptop, Tablet  Ceiling Fan, Stand Fan

 Portable WiFi  Lighting

 LCD Projector  Portable digital camera

 White screen projector  Laserjet printer

 PA System  Laserjet ink

VENUE EQUIPMENT AND FACILITY

 Tent  Stages

 Booth  Rack

 Desk / Table  Counter

 Chair  Life Jacket

 Workshop Classes

WRITING EQUIPMENT AND FACILITY

 Writing: Flip chart, Stationeries

 Cutters: Scissors, Stanley knife

 Paper carton

 Book

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 ESSENTIAL EQUIPMENT AND FACILITY

 Food & Mineral Water

 Dustbin

 Dustbin bag

 Staff T-Shirt

 Staff Badge

ACTIVITY EQUIPMENT AND FACILITY

 Kitchen Utensils: Stove, Gas, cutting board, spoons, fork, spatula, frying pan, tray,

plate

 Traditional games: Tossing the Stone, Top spinning, Kite Flying, Galah Panjang

INCENTIVES EQUIPMENT AND FACILITY

 Incentives: Winner prizes, goodies, gifts, freebies, sweets, keychain, VVIP souvenier

17
4.0 TECHNICAL SECTION

4.1. UNDERSTANDING OF THE PROBLEM

The department of Tourism has set dates and funds for investment for economic

development. As a consultant, we have already reviewed the recommendations made by

the department of tourism. So, we chose the Rompin district as an area to be introduced

in the aquaculture sector. Moreover, Rompin is an area located in the South of Pahang.

The area is about 5,735 km². In addition, Rompin is also famous for its agricultural

sectors such as oil palm and paddy. The population in this area is less exposed to the

aquaculture sector as they are more focused on agricultural activities. Besides, the

Rompin area is less well known and located in rural areas. as a consultant, we find that

marketing strategies in this area are given less attention. It has caused many tourists

who are unaware of the existence of this place to do tourism activities. Furthermore, this

area is also less focused and attention to develop the aquaculture sector. To improve the

local economy such as creating employment opportunities, the tourism department has

taken appropriate steps by introducing the aquaculture sector in Rompin.

4.2. PROPOSED PROBLEM OR SOLUTION

To solve the problems faced by customers, as a consultant, we recommend that

marketing strategies be improved from time to time. For example, to ensure that many

people know Rompin, we held the Rhu Rompin Festival which aims to help the

department of tourism to upgrade the image of aquaculture internally and externally of

the country. In addition, effective advertising is very important so that more people know

and understand what the organizers are trying to convey. therefore, we are of the opinion

that the assignment given by the department of tourism can be implemented well as it

has been our field of work for the past few years. further, to ensure this marketing

strategy is effective, consultants will use social media as the main platform to make

announcements about this project. therefore, to ensure that this marketing strategy runs

18
smoothly and as planned, ASSFA Firm will try to avoid doing a less productive work

culture which will adversely affect the project.

4.3. BENEFIT TO THE CUSTOMER

Based on the solution implemented, it benefits the department of tourism to drive

business growth in the aquaculture sector in Rompin, Pahang. In addition, it indirectly

opens up employment opportunities for locals which can improve their economic

structure. The living standards of the population will also indirectly increase with the

existence of this aquaculture sector. Next, Rompin will be better known not only in the

agricultural sector but also in the aquaculture sector as well. It can attract more visitors to

visit the area. This proves that areas located in rural areas can also be developed and

known by all communities in our country.

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5.0 COST SECTION

Project Cost Management includes the processes required to ensure that the project

is completed within the approved budget. In order to provides an overview of the following

major processes like Resource Planning in terms to determining what resources in terms of

people, equipment, materials and what quantities of each should be used to perform the

project activities. Then, Cost Estimating in terms to develop an approximation estimate of the

costs of the resources needed to complete the project activities. Next, cost Budgeting in

terms to allocating the overall cost estimate to individual work items and Cost Control in

terms to controlling changes to the project budget. These processes interact with each other

and with the processes in the other knowledge areas as well. Each process may involve

effort from one or more individuals or groups of individuals based on the needs of the

project. Each process generally, occurs at least once in every project phase. For this project

Rhu Rhampin Aquaculture Festival the budget had provided are RM 1 Million.

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 5.1 COST ESTIMATION MANAGEMENT

Project Food and Material Equipment / Facilities Travel Additional Cost

Budget Duration Beverages rental
s
Total Actual
Days Unit Cost Items / Cost Rent Cost Aim Cost Items Cost Budget Cost Balanc
(RM) Unit (RM) Cost (RM) e
Project Task (RM) (RM)
1.0 Get to 17,000 16,770 230
know
Aquaculture
1.1 Digital 24
Advises
1.2 Offline 25 Banner 6 x Newspaper 5000 6220
Promotion 160 960 Promotion
Flyers
(1000 260
units)

1.3 Pop-up 25 100 4500 Certificate 200 Community 5000 Honorariu 300 9800
Workshop 0x s Hall (25 days) m
(Pre- 4.50 (1000 fees
Promotion) units)
1.4 Virtual 21 Certificate 200 Honorariu 600 750
Event s m fees x 2
(1000
units)
1.5 Time for 27
Hunting

2.0 Fishing 58,000 57,533 467

Competition

21
2.1 Opening 5 Stages 2000 Opening 250 2250
Ceremony Chairs (1000 remarks
units x 1 day)
Rostrum
PA systems
2.2 Fishing 22 A4 paper 18.0 Fishponds 20,00 Prizes 20,868
Challenges (8.90 x 2) 0 (21 days) 0 First 400
Stationary Second 250
Referee 20.0 Third 150
items 0
30.0
0
2.3 Fishing 24 250 27,00 A4 paper 85.0 Community 4,800 31,915
Workshop x 24 0 (1 box) 0 Hall (24 days)
days Stationary
x 30.0
4.50 0
2.4 Fish 24 Attend 1,50 1,500
Smart Apps Fish 0
Smart
Apps
Cours
e
2.5 Fishing 24 Certificate 200 Community 200 Honorariu 600 1000
Trade Shows s Hall (1 day) m fees x 2
(1000
units)
2.6 24
Termination
Review

3.0 44,000 43,738 262

22
Exhibition
Sale
3.1 Food 24 Cooking 1000 Stranded 10,00 Prizes 23,200
Global Expo raw Land (24 0 Hamper
Material days) First
(18 days) Canopy 10,00 RM50 x 2 100
package 0
(20 units x 24 Second
days) RM30 x 2 60
Cooking
Equipment Third
(6days) 2000 RM20 x 2 40

3.2 Trade 24 Donation Community 4,800 Prizes 5000

Shows Tube (6 Hall (24 days) Hamper
days) First
RM50 x 2 100

Second
RM30 x 2 60

Third
RM20 x 2 40

3.3 Product 26 A4 paper Community 5,200 5238

Demonstratio (8.90 x 2) 18.0 Hall (26 days)
n Stationary 0
20.0
0
3.4 Exhibition 26 Donation Community 5,200 5,200
Stand Design Tube (9 Hall (26 days)
Contest days)
3.5 24 Community 4,800 Honorariu 300 5,100
Aquaculture Hall (24 days) m fees
Awareness
Talk

23
4.0 Aqua 35,000 34,826 174
World Expo
4.1 18 A4 paper Community 3,600 Prizes 50.0 3,688
Aquaculture (8.90 x 2) 18.0 Hall (18 days) 10 x 5 0
Seminar Stationary 0
20.0
0
4.2 22 Mineral Community 3,800 Prizes 11,000
Awareness Water Hall (19 days) 100 x 10 1000
Aquaculture 500ml x 300 Partition Wall Medals
Campaign 24 (10 (20 Unit) 5,000 (500 units) 500
Carton) Certificates
Bib 300 (500 Units) 100
number
4.3 28 Recycle 500 Fishponds 6000 Prizes 300 6,838
Aquaculture aquarium (28 days) 100 x 3
Friends (10 units)
A4 paper
(8.90 x 2) 18.0
Stationary 0
20.0
0
4.4 27 Traditional 500 Community 5,400 5900
Traditional games hall (27 days)
Games equipment
4.5 Busker 27 Community 5,400 Performers 2000 7,400
Festival Hall (27 days) fees
5.0 Agro 30,000 28,260 1740
Cook Fest
5.1 Cooking 25 Cooking 2000 Community 5000 Teaching 2000 14,120
Workshop Raw Hall (25 days) Staff fee
Material Kitchen
Apron 20 Equipment 5000
(10 units) (20 days)
Certificate 100

24
 s (500
units)
5.2 Video 17 Prizes 600 600
Contest First
RM 300
Second
RM 200
Third
RM 100
5.3 24 Cooking 2000 Community 4,800 Prizes 540
MasterChef Raw Hall (24 days) First x 3
Malaysia Material Kitchen RM 100 300
Equipment 5200 Second x 3
(24 days) RM 50 150
Third x 3
RM 30 90

5.4 Flipped 32 Teaching 3000 3000

Classroom Staffs Fee
(32 days)
5.5 25 Bus 10,00 10,000
Aquaculture Transportatio 0
Farm Tour n
(2 units)
6.0 Rhu 30,000 28,000 2000
Rhampin
The End
6.1 Arrival 5 Community 1000 1000
hall (5 days)
6.2 Visit from 42 500 4,000 Community 8000 12,000
Ministry x hall (40 days)
Tourism 8.00
6.3 Giving Community 6000 Prizes 3000 11,000
Prize- 32 hall (30 days) Lucky 2000
Ceremony Draw
6.4 Closing 41 4.00 4000 4000
25
 x
100
0
TOTAL 214,00 209,12 4873
0 7

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5.2. DEVELOPMENT COST

No. Name Position Task Duration / Estimation Balance CBC / Month Cumulative
Included Days Budget (RM) (RM) (RM) Actual Cost
(RM)
1 Fatrah Project All 730 60,000 2,500 60,000
Manager
2 Siti Financial 5.0 730 60,000 2,500 60,000
Manager
3 Anisah Management 2.0 730 60,000 2,500 60,000
Manager
4 Sharifah Marketing 1.0 730 60,000 2,500 60,000
Manager
5 Azlin Performance 3.0 730 60,000 2,500 60,000
Manager
6 Marissa Graphic 1.1 730 60,000 2,500 60,000
Designer
7 Maya Clerk 1.2 730 37,000 1000 1,500 36,000
8 Yasmin Event 1.3 730 48,000 2,000 48,000
Planner
9 Akmal Photographe 1.4 730 37,000 1000 1,500 36,000
r
10 Yusof Technician 2 1.5 730 48,000 2,000 48,000
11 Wafiy Technician 3 2.1 730 48,000 2,000 48,000
12 Abdul IT 2.4 730 60,000 2,500 60,000
Professional
13 Haikal Crew 5.2 730 25,000 1000 1,000 24,000
14 Farid Crew 5.1 730 25,000 1000 1,000 24,000
15 Sofea Crew 4.5 730 25,000 1000 1,000 24,000
TOTAL 713,000 5000 27,500 708,000

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 5.3. CONTINGENCY COST

There is often ambiguity as to the exact content of all products in the

calculation when calculating the cost for a project, product or other object or

expenditure, how work will be carried out, what working conditions will be like when

the project is performed, and so on. Such uncertainties are hazards to the project.

Some refer to these threats as "known-unknowns" because the estimator is aware of

them and can even predict their possible costs based on previous experience. The

approximate cost of the known unknowns is referred to as cost contingency by cost

estimators.

Contingency refers to expenses that are expected to arise based on previous

experience, but with some confusion about the number. The term is not used to

cover incompetence as a catchall. It is bad engineering and weak theory to make

second-rate calculations and then attempt to use a huge contingency account to

accommodate them. The contingency allowance is intended to cover items of

expense that are not clearly defined at the time of the calculation, but which are

statistically dependent. The cost contingency that is included in a cost estimate, bid,

or budget can be defined as what it is supposed to provide for its general purpose

(Rouse, 2019). For example, the construction cost estimate, typically necessary for a

bid estimate, may identify the contingency as a contingency of calculation and

contracting.

NO. ITEMS TOTAL BUDGET COST

(RM)
1. Cost Estimation Management 209,127
2. Development Cost 708,000
3 Contingency Cost 82,873
Total 1,000,000

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29
Cost Performance Index
The cost performance index (CPI) is a measure of the conformance of the
actual work completed (measured by its earned value) to the actual cost incurred:
CPI = EV / AC. In both above formulas, a value of 1.0 indicates that the project
performance is on target. When CPI are greater than 1.0, this indicates better-than-
planned project performance, while CPI less than 1.0 indicates poorer-than-planned
project performance. The formulas used to calculate the CPI indices are generally
based on cumulative costs (Warburton, 2008).
Example:
CPI = F (CEV, CAC)
= 1,000,000 (713,000,708,000)
=1007062.147

30
6.0 RISK ANALYSIS

Irina et al. (2017) define risk as the combination of unwanted event that might occur

and its potential consequences on the completion of the project. Risk can be considered as

an unpredictable event, where the best solution is to manage them as fast as possible. (Irina

Severin, 2017) Risk analysis refer to an analytical process in providing information regarding

undesirable events. In other word, it is the process in identifying possible risk and the

potential consequences that might affect the completion of the project.

6.1. Risk Identification

Okogbuo et al. (2015) state that risk identification involves capturing all

potentials risk that might occur within the project. (F. Okogbuo, 2015) It provides

next step of risk analysis in which allow ASSFA Firm to control and learn about

areas that exposed to the risk. The main objective of risk identification is to

understand what the risk is might occur within the context of the project’s explicit and

implicit objectives. This allow ASSFA Firm to generate thorough preparation based

on the threats or event that might affect the achievement of project’s objectives.

Hence, development of risk identification will act as a guideline for ASSFA Firm to

ensure that the firm manage risk effectively and efficiently.

Risk identification can be conducted efficiently by making sure that primary

project documentation is in place. In other word, project element like project charter,

scope statement and project management plan, for instance, Work Breakdown

Structure need to be available in order to list the possible risk within the project. This

is because without the elements might lead to difficulties in assess the risk.

According to Project Management Institution (2004), obtaining a list of potential risks

to be managed in a project is the purpose of identifying risks. (PMI, 2004) This is

because risk identification not only concerned with solving the current problem, but

being prepared for the possible problem in the future. Therefore, ASSFA Firm

31
should adopt a rigorous and on-going process of risk identification in order to identify

new and emerging risk timeously.

Potential risk can be identified using a few techniques. Generally, the

application of the method is well known by the project team and profitable to the

project itself so that the identification of the risk can be done efficiently. The first

technique is brainstorming in which this technique are commonly used. Often, this

technique performed with a multidisciplinary set of experts, not with the team. In this

technique, all relevant persons related with the project will gather at one place and

list out the possible risk that might affect the whole project. This technique to be said

as a well-organized risk identification as it is an open discussion, where individuals

convey ideas and exchanges knowledge. Hence, it creates an opportunity to identify

the existence of risk and its aftereffect. Secondly, interview or expert opinion

techniques. Interviewing individual that experienced in handling a project can be a

great help in avoiding or solving similar problems numerous times. Thirdly,

questionnaires techniques, where a well-structured question being handed out to

project team members by the project manager. This technique allow for consistency

and short response period being achieved. Hence, the risk identification

questionnaire technique able to detect potential risks in a project.

Examples of ASSFA Firm risk identification:

Risk Potential consequences

Project schedule is not clearly defined or Reduce the achievement of goals

understood

Lack of communication Limited dedication in project and

increase disputes

Estimating/or scheduling errors Delay in project completion

32
 Thus, potential risk that affects the project can be identified using all three

techniques above so that early corrective action can be taken. Past research shows

that the issue with possible threat predicted in the project can become opportunities,

not only means to reduce losses within the project in, for instances, economic

profitability, environmental and other advantages (Lester, 2007).

6.2. Risk Assessment

The process of evaluating the risk and action undertaken to deals with events that

likelihood will occur and the degree of impact the event will have on project

objective. (Costard, 2008) The risk that occurred might be impossible to eliminate,

as it is unpredictable event, otherwise to avoid it. Therefore, the risk can be

organized by using risk assessment matrix that assign rating to the risk based on

combining probability and impact scales.

ASSFA Firm common project risks:

Bil. Risk Likelihood of Impact if the

the risk risk occurs

occurring

1. Project schedule is not clearly Low Medium

defined or understood

2. Lack of communication Medium Medium

3. Estimating/or scheduling Medium High

errors

33
 Risk assessment matrix:

Impact

Risk Minor Moderate Major Critical

Likelihood Matrix

76 – 100% 0 0 0 1

51 – 75% 1 0 2 0

26 – 50% 0 1 0 0

0 – 25% 0 0 0 0

Based on the matrix table, risk likelihood can be split into four ranges of

percentage; 0 – 25 per cent (rarely to occur), 26 – 50 per cent (once a while), 51 – 75

per cent (likely to occur) and 76 – 100 per cent (likely to cause serious problem).

Meanwhile, the color inside the matrix represent three major zones. The first zone is

yellow (low-risk zone), where the risk is not of great importance, but it does not

indicate that it is of little significance. Secondly, green, where it is a mid-level risk

(moderate risk zone). This level is not a high priority risk in which project managers

helped to work through time constraints and increase project efficiency. Lastly, red

(high-risk zone). This zone are considered dangerous and unacceptable compared

to others zone as it is an extreme designated in the probability and severity risk

matrix in which can harm the project.

Thus, risk assessment matrix help in tracking the status of the project risk as

it being prioritized at different level. By applying risk assessment matrix in project

resulted to more transparent by giving out a clear future action need to be taken in

handling the potential risk that affect the completion of the project.

34
6.3. Risk Response Planning

Kamalesh et al. (2007) define risk response as the process of create an

action and determining the action that can be taken to enhance opportunities and

reduce risk to the project objectives. This process able in ensuring the potential risk

are properly addressed. (Kamalesh Panthi) The occurrence of risks are likely will

affect the completion of the project. ASSFA Firm should work to ensure that

opportunities occur and reduce the probability and impact of unwanted events.

Therefore, there are two risk response planning strategies, which are strategies for

negative risks (THREATS) and strategies for positive risks (OPPORTUNITIES).

Risk response planning for negative risk can be divided into four. Firstly, risk

avoidance in which eliminating the risk or situation that causes the risk by changing

the project plan. This is to ensure that the project objective are being protected from

risk impact. For an example, changing the scope of the project so that the risky item

are no longer undertaken. However, not all risk can be avoided, but some may.

Secondly, risk transfer, where the risk will be transfer to the third party. For

instance, financial risk exposure likes insurance usually been handled by this

strategies as it is the most effective way. This is because risk transfer usually

requires payment to the party receiving the risk of a risk premium. Thirdly, risk

mitigation. Mitigation seeks to reduce a risk's likelihood and/or effect to within a

reasonable threshold. For an example, new course of action can be implemented in

which will lead to reduce the problem. The last risk response planning for negative

risk is acceptance, where there is no suitable action can be taken to handle the risk,

therefore project manager decided to accept it. There are two types of acceptance;

active acceptance, where contingency plan to execute the risk occur are being

developed and passive acceptance, where no action is requires when the risks

occurs.

35
 Next, risk response planning for positive risks can be divided into three. The

first strategies is exploit the opportunity. This can be done through eliminating the

uncertainty during the risk event happen, for instance, select qualified personnel.

Hence, this will turn the risk into opportunities that might enhance the quality of the

project. Secondly, share the risk. This can be done by allocating ownership towards

third party who had the greater chance of achieving positive outcomes. For an

example, joint ventures, partnerships and rewards. The third positive risk is

enhance in which increasing the probability of occurrence or the effect of the event.

By enhancing can lead to better chances for the event to happen, where the

opportunity becomes more certain.

Thus, risk response planning is an important step for ASSFA Firm as the

whole risk project process is futile.

6.4. Risk Monitoring

Irina et. al (2017) define risk monitoring as the process of identifying,

analyzing and planning for future potential risks. (Irina Severin, 2017) Once the

risks are identified, organization is responsible to monitor the risk in order to see

what had changed and how it affects the organization. Risk monitoring purpose is to

address how the risk will be monitored. There are a few activities of risk monitoring,

for instances, choosing alternative strategies, develop contingency plan, taking

corrective action and modifying the project management plan.

Risk monitoring should be a standard part program reviews, where risk

response should be reported periodically to the project manager for the

effectiveness of the project plan. By managing risk continuously able to reduce

probability of unanticipated effects and also an early corrective action can be taken

appropriately. Besides, project progress can be monitor by reviewing and tracking

risk mitigation actions. This can be done through routinely reassess the program’s

36
risk exposure. Hence, the current environment for new risks or modification to

existing risk can be evaluated.

Thus, risk might be seen as an unimportant problem, however it might affect

the project as a whole. It is needed for the ASSFA Firm to monitored the risk so that

an action can be taken, where the nature, potential impact or likelihood of the risk

will goes beyond expectation and unacceptable. It is really recommended to handle

the risk that need monitoring, for instance, consume high likelihood of change the

objectives of the project rather that less monitoring, for an example, consume lower

likely to change the objectives of the project.

37
7.0 CONTROL SYSTEM

Control systems refer as a process to measure project performance against the

project plan so that an early corrective action can be taken, where the objectives of the

project can be achieved. (McGraw-Hill, 2005)

7.1. Project Estimation

Rhu Rampin Aquaculture Festival project by ASSFA Firm will took place

within the time that have been given by Department of Tourism, partnership with

Skypark Global. The project will be carried out for 2 years in which began on 1

March 2021 until 28 February 2023. Time is one of the major attributes of a project.

This is because estimating the duration of a future activity is a balance between

setting a goal for encouraging team success and having ample time to accomplish

the scope of work prepared. (Mosaic, 2006) For the successful of this project,

ASSFA Firm will provide project timeline as the guideline, as failing to stay on

schedule could result in the failure of the project as a whole. For instance, a project

always face poor time management either problem with the team or the number of

hours allocated to complete the project itself. This problem can be control through

time dedication to planning upfront in order minimize the number of adjustments

needed and amount of time spending on unnecessary activities could be reduce.

7.2. Project Budget

ASSFA Firm will be provided with budget worth a total of RM1,000,000.000 in

order to successfully implement the Rhu Rampin Aquaculture Festival project.

Project budgets refer to funds estimated during planning phase of what is expected

to be the cost of the project. (Kang, 2018) Completing projects within given budget is

one of the challenges faces by project managers. This is because budget estimation

often conducted during the planning phase, which is at early stage of project life

cycle, where there is a lack of data and information. Therefore, project budget can

be developed by creating a work breakdown structure (WBS). Through WBS,

38
 ASSFA Firm able to identify the related cost factors associated with project work

packages, where it consists of the labor, materials, and overhead costs (if any).

Hence, an early correction can be done if any mistakes occur.

7.3. Inclusion of Earned Value Management System (EVPM)

Earned Value Management (EVM) or Earned Value Project/Performance

Management (EVPM) refer to a project management technique that evaluates the

progress and performance of projects in an objective manner and precise prediction

of the project performance problem. (Marshall, 2006) Besides, it is a well-known

management system that incorporates cost, schedule and technical performance.

This system allows the calculation of the cost and schedule variance in which able to

predict project cost and schedule duration. An early corrective action could be

provided through this system as it alert an early indication of project performance.

(Vanhoucke, 2006) Therefore, it is a powerful method of project management in

handling the cost, time and scope of project.

The implementation of this system will provide ASSFA Firm a clear view of

the project as well as provide strong insight into the project progress. The EVPM is

typically use for projects, where cost and time to completion estimates are needed.

This EVPM will allow ASSFA Firm to predict and monitor the cost of each activity

and to compare it to the actual planned. (Haghighi, 2013) In addition, EVPM able to

deliver early warning of any decline and unexpected problem. This will allow ASSFA

Firm taken an early action that might affect the completion of the project. Hence,

EVPM act as a vital tool for ASSFA Firm to in monitoring project performance at any

stage of the project. This is because this system giving a chance for ASSFA Firm to

detect cost and schedule overruns at early stage, where an early corrective action,

for instance, modify project progress can be taken so that project can be complete

on time and achieve project’s objectives successfully.

39
7.4. Controlling Cost

Control cost refer to the task of supervise and monitor project cost as well as

preparing for future financial risk. Controlling cost is important for ASSFA Firm as it

is not managing the budget, but also planning and preparing for unpredictable

events.

ASSFA Firm divided budget expenses into 3 different cost for the Rhu

Rampin Aquaculture Festival Project. Firstly, Cost Estimation Management with a

total of RM209,127. This section included food and beverages, materials, equipment

and facilities rental, travel and additional cost, where it is the cost allocated

throughout the project activities. Secondly, RM708,000 will be used for

Development Cost in which the expenses for workforces. Workforces are important

person that will handling the project according to the schedule so that the project

able to complete within the time. Lastly, Contingency Cost in which amounted a

worth total of RM82,873. This cost will be used for cost control in which the budget

will be used on for emergency or unexpected matter. Hence, this contingency cost

help ASSFA Firm to be prepare for any potential risks, for instance, unexpected

need for extra raw material in MasterChef program in which can save time and

potentially, money.

The usage of budget by ASSFA Firm for this project had been allocated

effectively and efficiently only for the purposes of marketing the Aquaculture Industry

in Rompin, Pahang. The budget provided by Department of Tourism is RM1 million,

where the budget allocation is adequate, not more or less. Hence, the controlling

control of the budget allocation according to the resources and activities will be

carried out by ASSFA Firm periodically in ensuring the completion of the project are

within the schedule planned.

40
7.5. Project Scheduling

ASSFA Firm generated schedule in two different techniques, which are “Work

Breakdown Structure” (WBS) and Gantt chart. A schedule contains of a listing of

project’s milestones, activities, and deliverables in which often had start and finish

dates. WBS help in estimate the dates for each task and a resource list with

availability for each resource. However, if those dates not being carried out properly,

the schedule will be inaccurate. Meanwhile, Gantt chart commonly used for tracking

project schedules as it illustrates the start and finish dates of the terminal elements

and summary elements of a project. (Ronald, 2013) For an example, this chart will

show additional information about the various tasks or phases of the project like how

the task relate each other, show the project progress and resources allocation for

each task.

There are four approaches to schedule control, where the first step is analyze

the schedule. It is important to analyze the schedule in order to determine whether

the implementation of the new changes can lead to the completion of project on time

or not. This can be done through the numbers of slack, where can be adjust on the

positive slack. Hence, by analyzing the schedule able to determine the project can

be complete within the time given. Secondly, decide what corrective actions

should be taken (if any). Determine what type of corrective action is needed, for

instance, should the number of slack being reduced or should the invest number of

resources being reduced. Corrective action should be decided first before the

implementation of new schedule, as the decision will affect the whole project. The

third step is revise the plan. Revising the plan will help in determining the best

choices need to be taken for the achievement of the project, where could result to

the completion of the project according to the schedule. The last step is recalculate

the schedule. Any unnecessary activities can be execute according to the plan and

measure the progress. Thus, proposed approaches can help project manager to

allocate resources to completing task on time and successfully.

41
7.6. Performance Measurement

Performance measurement help ASSFA Firm to assess the current progress

of the project in which help to create and implement a better strategy. This is

because it is the key in ensuring that project’s objectives are successfully

implemented. ASSFA Firm able evaluate the effectiveness of project plan in term of

cost, quality, flexibility, value and other dimensions. Hence, it is important to have a

performance measurement system that allows a business to effectively meet

customer demands, at both strategic and operational levels in which it helps in

ensuring well informed and more productive decision-making.

ASSFA Firm using Balanced Scorecard model in measure project

performance. According to Kaplan and Norton, balanced scorecard model can

measure competitive advantage. (David, 1996) The Balanced Scorecard converts

the purpose and plan of the project into a series of performance metrics that provide

a blueprint for the method of performance assessment. Project performances can be

measure through four perspectives: financial, customers, learning and growth and

internal process. It is important to have a knowledge regarding customers

perspective or want in term of quality, costs and distribution. This to ensure that the

project plan is according to the customers need and want. Besides, customer

perspective will become a set of objectives that need to be achieved successfully.

Secondly, financial perspective, where successful of project depends on financial

resources. It is important to locate resources according to the task and invest them

as good as possible. Then, knowing how internal processes operate will help to

accomplish the project goals. Hence, by improving the internal processes will help

ASSFA Firm to improve its all-around performance. Lastly, learning and growth

perspectives. For instance, training and growth are cut first in a shrinking budget

meanwhile, organizational skills are frequently sacrificed during a crisis. This

perspective is importance as it might affect all other perspective (Avasilcai, 2019).

42
Thus, Balanced Scorecard model can be used to measure performance of the

project, where could lead to completion of project on time.

43
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