kandungan - jkr.gov.my jkr bil 4(2016)_0.pdf · m. eng. internationales projekt management –...

KANDUNGAN

Sidang redaksi

1. Ir. Hurolaine binti Che Ab Aziz2. Nurul Haryani binti Razali

Perkara M/SPerutusan Ketua Pengarah Kerja Raya 2Kata Aluan Pengarah Cawangan Dasar dan Pengurusan Korporat 3Visi & Misi 4

1 West meets Islam in Contemporary World – Construction Project Leadership Perspective - Sr. Muhamad Rosdi bin Senam 7

2Empowering AEC Professionals Towards High Performance And Excellence via Communities of Practice and Knowledge Networks: Case Study of The Public Works Department of Malaysia- Khairil Hizar bin Md Khuzaimah

19

3 Design Consideration Of Drag Tilt Velocimeter For River Flow Studies- Ibnu Akil Maitar bin Muharram 29

4Evaluation of Rock Overstressing in the Excavation of Pahang-Selangor Raw Water Transfer Tunnel Project- Ir. Romziah binti Azit

37

5 Asset Modelling on Cost Replacement Towards Transparency of Building Replacement- Ir. Mohamad Adzizulrohim Bin Abd Malek 47

6 Effect of accelerated ageing process on the strength of moulded and pultruded GFRP gratings- Amir Izzuddin Hasani Bin Habib 59

7 Axial Strength of CFRP Strengthened Concrete Columns under Elevated Humid Environments- Mohd Zuwairi Bin Samsuddin 67

8 Building For The Future; A Global Dilemma – Refurbishing The Old, Transforming It Into Hipster- Annuryani binti Mohamed Raihan 77

9 A Review On Structural Response Of Hybrid Glulam-Cold Formed Steel Roof Trusses- Ir. Sarina Binti Ismail 87

10A Conceptual Review of Structural Performance of Mengkulang Laminated Veneer Lumber (LVL) Roof Trusses- Ir. Nor Azizah binti Muhammad

97

11 Developing An Assessment Criterion For Medium-Term Axle Load Bridge Capacity In Malaysia- Ir. Dr. Lim Char Ching 109

12 Implementation Framework of Green Building for Malaysian Government Building: KKR2 Study- Shiela binti Sharif 117

13 Subgrade Stabilizer For Rural Roads in Malaysia- Ir. Hamzah Hashim 127

Perutusan Ketua Pengarah Kerja Raya

Assalamualaikum Warahmatullahi Wabarakatuh dan Salam Sejahtera

Alhamdulillah, bersyukur kita ke hadrat Allah SWT kerana dengan limpah Kurnia, Taufik dan Hidayah serta InayahNya, Jurnal JKR Bil.4(2016) edisi keempat berjaya diterbitkan. Sekalung tahniah diucapkan kepada Cawangan Dasar dan Pengurusan Korporat serta Sidang Redaksi di atas usaha yang telah dilakukan untuk menerbitkan edisi jurnal kali ini.

Sejak ditubuhkan pada 1872, Jabatan Kerja Raya (JKR) yang kini berusia lebih 100 tahun telah sekian lama menjadi satu jabatan teknikal yang banyak menyumbang kepada pelaksanaan projek-projek infrastruktur di Malaysia selaras dengan visi dan misi jabatan ini. JKR juga sentiasa berusaha untuk memastikan perkhidmatan yang diberikan adalah pada tahap yang terbaik. Usaha ini banyak bergantung kepada tahap kemahiran dan kekompetenan warga jabatan ini. Oleh itu, JKR sentiasa menekankan kepada warganya supaya sentiasa meningkatkan ilmu pengetahuan dan memantapkan diri dengan kemahiran dalam teknologi yang terkini selain daripada berfikiran secara inovatif dan kreatif.

Selaras dengan usaha untuk memberi perkhidmatan terbaik yang menjadi penanda aras kepada kecemerlangan JKR, baru-baru ini Pusat Kecemerlangan Kejuruteraan dan Teknologi atau lebih dikenali sebagai CREaTE (Centre of Excellence for Technology and Engineering) telah memulakan operasinya pada 1 September 2016 di Alor Gajah, Melaka. Objektif penubuhan CREaTE adalah sebagai sebuah pusat kecemerlangan dalam latihan, penyelidikan dan inovasi bertaraf dunia serta melatih kakitangan profesional dan separa profesional JKR. Kolaborasi latihan dan penyelidikan yang akan dijalankan oleh CREaTE bersama badan-badan profesional dan institusi pengajian tinggi seharusnya dimanfaatkan sepenuhnya oleh kakitangan JKR. Besarlah harapan agar kewujudan CREaTE ini akan dapat melahirkan warga JKR yang lebih berkualiti dan mampu melaksanakan tugas masing-masing dengan cemerlang.

Begitulah juga dengan penerbitan jurnal ini. Usaha murni ini perlu diteruskan bagi memberi peluang kepada kakitangan JKR untuk berkongsi ilmu pengetahuan serta menajamkan fikiran dalam melahirkan idea-idea baru. Saya berharap agar proses pembelajaran berterusan seperti ini akhirnya akan membuahkan hasil yang diingini iaitu melahirkan warga JKR yang lebih dinamik dan cemerlang.

Sekian, terima kasih.

DATO’ SRI Ir. Dr. ROSLAN BIN MD TAHAKetua Pengarah Kerja Raya

2

“Objektif penubuhan CREaTE adalah sebagai sebuah pusat kecemerlangan dalam latihan, penyelidikan dan inovasi bertaraf dunia serta melatih kakitangan profesional dan separa profesional JKR.”

Kata Aluan Pengarah Cawangan Dasar dan Pengurusan Korporat

Assalamualaikum Warahmatullahi Wabarakatuh dan Salam Sejahtera

Alhamdullillah, bersyukur saya ke hadrat Ilahi kerana dengan limpah dan kurniaNya Jurnal JKR Bil.4(2016) telah berjaya diterbitkan. Tahniah dan ribuan terima kasih diucapkan kepada sidang redaksi kerana berjaya mengumpul artikel/kertas kerja yang telah dihasilkan oleh warga JKR untuk diterjemahkan di dalam satu penjilidan yang dinamakan Jurnal JKR ini.

Tahniah dan terima kasih juga diucapkan kepada warga JKR yang telah menyumbangkan artikel/kertas kerja untuk dimuatkan di dalam edisi kali ini. Saya berasa amat berbesar hati dan berbangga kerana edisi jurnal kali ini menyaksikan pertambahan bilangan artikel/kertas kerja yang telah dihantar oleh warga JKR. Ini jelas menunjukkan bahawa warga JKR semakin prihatin dengan kewujudan jurnal ini serta turut membuktikan bahawa budaya menulis artikel ilmiah semakin berkembang dan mendapat tempat di jabatan ini. Edisi jurnal kali ini telah berjaya menghimpunkan artikel/kertas kerja ilmiah dari pelbagai bidang yang menjadi teras kepada perkhidmatan JKR seperti pengurusan projek, kejuruteraan, pengurusan pengetahuan dan lain-lain lagi.

Saya amat berharap supaya semua warga JKR dapat mengambil manfaat dengan terhasilnya jurnal ini. Saya juga menyeru kepada warga JKR supaya dapat menyumbangkan lebih banyak artikel dan kertas kerja di masa akan datang supaya kita sama-sama dapat berkongsi ilmu pengetahuan demi menjadi sebuah organisasi yang cemerlang.

Sekian, terima kasih.

DATO’ Ir. Hj. MOHD JAMAL BIN SuLAIMANPengarah Cawangan Dasar dan Pengurusan Korporat

JURNAL JKR BIL. 4 (2016) 3

“Saya juga menyeru kepada warga JKR supaya dapat menyumbangkan lebih banyak artikel dan kertas kerja di masa akan datang supaya kita sama-sama dapat berkongsi ilmu pengetahuan demi menjadi sebuah organisasi yang cemerlang.”

VISI

Kami akan Menjadi Pemberi Perkhidmatan Bertaraf Dunia Dan Pusat Kecemerlangan Dalam Bidang Pengurusan Aset, Pengurusan Projek Dan Kejuruteraan untuk Pembangunan Infrastruktur Negara Berteraskan Modal Insan Yang Kreatif Dan Inovatif Serta Teknologi Terkini.

4

MISI

Misi JKR ialah untuk menyumbang kepada pembangunan negara dengan:

• Membantu pelanggan kami merealisasikan maklumat dasar dan menyampaikan perkhidma-tan melalui kerjasama sebagai rakan kongsi strategik.

• Mempiawai proses dan sistem kita untuk memberikan hasil perkhidmatan yang konsisten.

• Menyediakan perkhidmatan pengurusan aset dan projek yang efektif dan inovatif.

• Mengukuhkan kompetensi keju-ruteraan sedia ada.

• Membangunkan modal insan dan kompetensi baru.

• Mengutamakan integriti dalam memberikan perkhidmatan.

• Membina hubungan harmoni dengan masyarakat.

• Memelihara alam sekitar dalam penyampaian perkhidmatan.



West meets Islam in Contemporary World – Construction Project Leadership Perspective

This paper was published in the Journal of Islamic Studies and Culture (JISC) - June, 2015

Sr. Muhamad Rosdi bin SenamPenolong Pengarah Kanan (ukur Bahan)Cawangan Dasar dan Pengurusan Korporat

BSc(Hons) Quantity Surveying - Liverpool John Moores University, United KingdomM. Eng. Internationales Projekt Management – Hochschule fur Technik Stuttgart, GermanyCalon PhD - Universiti Islam Antarabangsa Malaysia (UIAM)

Khairuddin Abdul Rashid 1 & Azila Ahmad Sarkawi 21 Kuliyyah of Architecture and Environmental Design, International Islamic University Malaysia (IIUM)2 Faculty of Management, Multimedia University

AbstractProject management is a combination of both science and art as the merger of the terms of ‘project’ reflects to the technical knowledge, skills and competencies and ‘management’ refers to the human related components such interpersonal and leadership capabilities. Leadership is identified as central and core to successful business outcomes and prevails as crucial in any group or collective tasks. Project management is a business and an organisation, and the need to have an effective project leadership in place at all project phases is salient to ensure successful project outcomes, that fulfils project objectives as well as adhering to the objectives from the lense of Islam; to seek the pleasure of Allah (Mardhatillah) and His reward and eventually to achieve success in this world and in the Hereafter. With the increasing leadership challenges in leading construction projects nowadays, as complexity, stakeholders’ requirements and project failure grows, as well as continuous ethical issues and malpractices, project management awaits divine guidance that has its sources from and accord to the principles and values as prescribed in the Qur’an and the Sunnah. This paper aims to highlight, compare and discuss the Western modern perspective of project leadership with the one from the proposed Islamic perspective and also attempts to demonstrate some points on the merits of imbuting Islamic principles of leadership into projects.

Keywords: project management, conventional project leadership, Islamic leadership

8 West meets Islam in Contemporary World – Construction Project Leadership Perspective

DefinitionIt is essential to know the definition of leadership in both of project context and in Islamic perspective before attempting to integrate and imbute the Islamic leadership principles into project management. Firstly, leadership in project management is about guiding others towards the attainment of project objectives (Nixon et. al, 2011) and motivating and guiding people to realise their potential and achieve tougher and challenging organisational goals (Anantatmula, 2010). Leadership also guides people to grow together as professionals while simultenously completing their project responsibilities (Anantatmula, 2010).

Thamhain (1991) offers a definition that is more specific to project organisation; whereby he defines project leadership as a presence and a process carried out within an organisational role that assumes responsibility for the needs and rights of those people who choose to follow the leader in accomplishing project results.

Nixon et. al (2011) justifiy the significance of leadership role in project management as they say in the achievement of successful project outcomes, project management always involves effective leadership. Kloppenborg et. al. (2003) define that project leadership as the systematic application of leadership understanding and skills at each stage of a project duration and the essence of it pulling together or combining the science of proejct management with effective leadership as the art of project management. Cleland (1995, 1999) and Cleland and Ireland (2002) define project leadership as a presence and a process carried out within an organisational role that assumes responsibility for the needs and rights of those people who choose to follow the leader in accomplishing the project results.

Secondly, Islamic leadership principles are defined as ‘a group of leadership principles that were extracted primarily from the Qur’an and the biography of the Prophet Muhammad and his companions for the orientation of governmental affairs and the construction of good and ethical leadership to guide the Islamic leaders in running Islamic organizations appropriately and effectively. It draws upon the noblest Islamic traditions of science, worship, justice, and Ihsan (doing good), and seeks to inculcate these values in Muslims’ (Khaliq, 2009; Adalat, 2007; Khaliq, 2011).

Thus, an important feature of Islamic leadership that distinguishes it from the conventional modern theories of leadership that are Western origin is that it is based on divine sanctions.

Leadership in Islam centers on trust (Amaanah), Khaliq (2011). It represents a psychological contract between leaders and their followers that they wil try their best to guide, protect and treat their followers (Khaliq, 2007a). According to Al-Buraey (2006) states that Islamic leadership assists the individual in attaining happiness in both worlds. In Islam, every born person is the ‘shepherd’ of a

flock, and occupies a position of leadership (Beekun and Badawi, 1999). Therefore, the importance of leadership from Islamic view can be seen in these three (3) daily lifes scenarios when Muslim are required to appoint a leader during a trip, select a leader to lead a prayer and chose a leader for other group activities (Khaliq, 2007).

In terms of terminology, in the Islamic literature and Muslim scholar used such words such as ‘Wilayah’, ‘Imamah’ and ‘Khilafah’ to mean leadership (Ali, 2007). Whereas, Wan Kamal Mujani et. al (2012) say there are a number of terms used in Islam to represent or have meanings that are associated to leadership such as al-Khilafah, al-Imamah, al-Imarah or Amir and al-Wilayah. Khilafah means behind or to take the place of another person in leadership. It also means head of the Muslims to conduct affairs of the world or religion. Imamah comes from the word Amma or Amam which means in front. Imam leads a group or community which is exemplified in our daily prayers perfomed in a group of at least two(2) persons. Al-Imarah comes from the word of Amrun which means to command and Amir means the person who commands or has the power to command. Al-Wilayah has its origin from Wali means helper for example, a father is a Wali to his daughter because he protect and provide guidance. Wilayah in other context means to take care of, take charge of, protect such as in the case of a state under leadership or administration. Looking at the terminology alone, it is obvious that the concept of leadership in Islam is wide and leadership is indeed significant and plays a very important role in Muslim life.

Ismail (2002) has pointed out that leadership in Islam is central to the Islamic personality or character that has been greatly exemplified by the Prophet S.A.W. Himself in His whole prophethood period, and leading others (followers) to the straight path (Ihdinaas Sirat al-Mustaqim, that is mentioned at the ending of Surah al-Fatihah).

Leading to the straight path is by fully adhering to the Shari’ah means by doing everything that Allah has ordered and avoiding everything He has forbidden, based on the Qur’an and Sunnah.

Leadership in Islam is rooted in belief and submission to God and it centers on serving Him (Beekun and Badawi, 1999; Khaliq, 2007). This element of God-conscious is stated in the Qur’an as the basic principle of leadership in the following verse:


O mankind, indeed We have created you from male and female and made you peoples and tribes that you may know one another. Indeed, the most noble of you in the sight of Allah is the most righteous of you. Indeed, Allah is Knowing and Acquainted. (Al-Hujurat, 49:13 quoted in Khaliq and Fontaine, 2011).

This means that Islamic leadership does not seek organisational goals as its only main purpose and this distinguishes it from the western model of leadership. Ali (2007) also states that leadership in Islam is to serve the members of the organisation, the community and the society at large, that is, directing and guiding people to what is good in this world and the Hereafter.

Since there is no absolute definition of Islamic leadership that is found in the literature from the relevant Islamic studies references, however the fundamental principles that constitute to what Islamic leadership should be, is clearly provided in the literature. A comprehensive definition of Islamic leadership is thus proposed in this paper, synthesising all the important points from literature as follows:

‘Islamic leadership and leadership in Islam is a divine trust (amanah) from Allah, based on the Tauhidic paradigm of the Oneness of Allah, that is focusing to serve Him as His servant, while at the same time be the servant to followers, perform the roles of Khalifah(vicegerent) of Allah, fully adheres to the Shariah, centrals to Islamic personality, characteristics and akhlaq(Islamic moral and ethical) that was exemplified by the Prophet S.A.W., leading followers to the organisational’s goals and to the straight path of the success in the Hereafter’. (Ismail, 2002; Beekun and Badawi, 1999; Beekun, 2012; Khaliq and Fontaine, 2011; Saleh, 2007; Randeree, 2007; Toor, 2007; Toor, 2008b; Syed Fayyaz, 2007, Khaliq, 2007; Beekun, 2007; Ali, 2005; Randeree, 2009; Naji et. al, 2014).

Finally, considering the two foundations of definition in both project and Islam, this paper proposes a definition that encompasses the two, as a definition for Islamic perspective of project leadership as the followings:

‘A trust from Allah, to attain His pleasure (mardhatillah), to serve and guide followers to the straight path, to achieve success in this world of the project vision and objectives, and success in the Hereafter (Al-falah), by adhering to the divine guidance in the Qur’an and Sunnah, and emulating the leadership exemplified by the Prophet Muhammad S.A.W’.

Leadership in Project Management and IslamIslam regulates all facets of life not to exclude business and project management and Shari’ah principles provide all encompassing and comprehensive divine guidelines for all life affairs of Muslims (Saleh, 2007; Abdul Aziz, 2010; Bilal Khan et. al, 2010; Khaliq and Fontaine, 2011). Thus, Islam and its guidance are not limited only to ritual and religious matters but for Muslim it is a way of life and it is an obligation to ensure all affairs including works, business and economics are adhered to Islamic principles as laid down in the Qur’an and Sunnah. Allah clearly says in the Qur’an in the following verses that our whole life is devoted to (ibadah) and to remember Allah:

Who remember Allah while standing or sitting or [lying] on their sides and give thought to the creation of the heavens and the earth, [saying], “Our Lord, You did not create this aimlessly; exalted are You [above such a thing]; then protect us from the punishment of the Fire (Surah Ali.Imran 3.191 quoted in Zaini, 2007)

Say, Indeed, my prayer, my rites of sacrifice, my living and my dying are for Allah , Lord of the worlds (Surah Al-an’am, 6.162 quoted in Nazrin Shah, 2015)

Project management devotes attention to both the hard and soft, namely the formal technical rules and procedures, as well as the potential informal human system of motivation and leadership in order to maximise the probability of achieving successful projects (Liu and Zhaoyang, 2005). The role of leadership is crucial to overall project performance and success. Leadership concerns the ability to influence the behaviour of others (followers or subordinates) to accord with the desires of the leader (Fellows et. al, 2003), whom he or she is given the mandate or missions to achieve the desired goals of organisations.

However, modern conventional leadership theories of Western origin and framework, have been critised for lacking of self resilience from internal, ethicality, moral values (Beekun and Badawi, 1999; Kriger and Seng, 2005; Groves and La Rocca, 2011;Beekun, 2012; Muhamad Rosdi et. al, 2014a) and not


considering or disregarding spiritual values and religion (Syed Othman, 2007; Toor, 2008). This makes it prone to ethics and moral degradation, mismanagement, power abuse, corruption, fraudulence, corporate scandals etc. that is due to and that is rooted in the leadership crisis and ethical dilemma of leaders (George, 2003; Abbasi et. al, 2010).

This is understandable and not surprising because most of the prevalent leadership theories and the empirical evidence supporting them are disctinctly American or European in character (Moten, 2012). In addition, it is commonly viewed that leadership theories and the proof in the literature are distinctly written from the west (Naji et. al, 2014).This is also true because leadership as other aspects of life and private matters are all separated from religion in the western models and organisation (Toor, 2008a; Muhamad Rosdi et. al, 2014a; Muhamad Rosdi et. al, 2014b).

Islamic leadership has a great history of success from the era of the Prophet S.A.W. and the following caliphs that had conquered almost one third of the world territory during that time, as far Spain in the West and China in the East, and North Africa, as their leadership was paragon of excellence that adhered to the religious text, to the spirits and teachings of the Qur’an and the Sunnah (Syed Omar et. al, 2007; Ismail, 2000; Ismail, 2002).

Thus Islam, has outlined the success leadership model for all more than 1000 years ago, far earlier than before the Western modern civilisation took place, before the modern leadership theories came into the mainstream and even before project management was discovered as a branch of discipline and knowledge.

From the contemporary or modern perspective, the positive impact of Islamic leadership has also been proven empirically in previous research, that it is positively related to and it can increase organisational performance (Abbasi et. al, 2010; Majeed et. al, 2011; Nayal Rasyed, 2007; Gholamreza et. al, 2013a; Gholamreza et. al, 2013b; Hakim, 2012; Wan Norhayate et. al, 2014; Kriger and Seng, 2005), although not in construction organisation or project management settings, whereby to date there have been one empirical studies on Islamic leadership in this respective field (Muhamad Rosdi et. al, 2013a).

This paper suggests that construction project performance, can be enhanced by imbuting Islamic leadership principles and values as prescribed in the Qur’an and Sunnah of the Prophet S.A.W.. This paper proposes of imbuting Islamic guidance into project leadership. Furthermore, Allah says in the Qur’an that those who choose to follow the correct path of Islam will get assistance from Allah in their affairs. This is stated in following verse:

And those who no longer expect menstruation among your women - if you doubt, then their period is three months, and [also for] those who have not menstruated. And for those who are pregnant, their term is until they give birth. And whoever fears Allah (taqwa) - He will make for him of his matter ease. (Surah al-talaq, 65.4 quoted in Abdul Aziz, 2010).

This paper serves as an extention to the previous works by Muhamad Rosdi et. al (2014a), Muhamad Rosdi et. al (2014b) and Muhamad Rosdi et. al (2014c), to further discuss and elaborate the distinction charactersitics between Western based conventional project leadership and the one from the Islamic perspective.

Project manager is the key player or mastermind in a project organisation as main project leader and frontier, and he is the best person to imbute Islamic principles and values into projects, because only leaders through their effective leadership can induce, influence and inspire change in any organisation for betterment and improvement.

First and foremost, project organisation is formed with designated missions and objectives to attain. A typical would be to achieve project success of completing projects within the specified time, agreed budget, complying to the expected quality and satisfy project stakeholders ((Atkinson, 1999; De Wit A, 1988; Pinto, 2010; Wan Maimun and Ahmad Ramly, 2006; Anantatmula, 2010; Cooke-Davies, 2002). However, Islamic perspective offers a much different and wider project goals of the tauhidic spiritual goals and objectives for the project team or organisation as a whole which gives a clear difference between the two. From the Islamic perspective of leadership, leading projects and its people is a trust (Amanah), to serve Allah and thus seeking His pleasure or Mardhatillah, that is to achieve success in the world and seek reward from Allah in the Hereafter. The integration of world with the Hereafter dimensions distinguish the common project leadership with the one that is viewed from the Islamic perspective.

Since the goals are world and the Hereafter, the approach of project leadership in the Islamic perspective is always attached to spiritual and divine which then governs the inner and outer leadership contents and actions in project management, this is empowerment to the merely materialistic driven in typical project leadership. For example, leading projects are not only seen to


complete the physical structures and facilities, but the actions of project manager and his team accompanied by spiritual consciousness of performing good deeds as Islam promotes, to seek peace in heart, to promote benefits and to avoid harmness on the whatever outcomes resulting from the project.

Project leadership that is Islamically guided, has a comprehensive set of guidance and teachings from the divine sources of the Qur’an and Sunnah of the Prophet S.A.W. than merely the technical and mechanistic guide of project management.

The nature of conventional project leadership emphasises merely on humanistic that is the human resources and technical knowledge/process that is telling project managers to use and apply the right project management tools and techniques blend with human influencing and interpersonal skills. People, process and technology are always used to describe the core components that are needed in order to make construction and project management works. Since, the overall focus is to deliver tangible and touchable products or results, the human factor and role in conventional project leadership, is not to build sincere intention and relationship between leaders (project managers) and followers (for example subordinates), but human is seen as a mean to achieve those tangible and touchable products or results. In other words, human factor is seen as part of the whole mechanical and technical process to complete the process chain.

However, in the perspective of Islamic leadership, although it is also human oriented or humanistic (Adnan, 2006), but the approach and concept is different because it is attached to God and religion. For example the emphasis of servant and guardian role of leadership in Islam, leaders are servant to their followers shows, then to guide them to good deeds, protect their welfare, makes it is a process of interaction between leaders and followers that has inner values rather than only looking at the tangible benefits.The servant and guardian role of leadership in Islam that is another distinct characteristic of leadership in Islam in contradiction to the conventional model of leadership. In contrast, there is no such clear concept of this in conventional leadership. Although the recent leadership theories such as servant leadership in the West have started to incorporate that leaders are the servant to the people in which they are leading, it is not comprehensive as there is no God and religion dimension in it. The concept of servant and guardian role of leadership in Islam is stated in the following Hadith and verse in the Qur’an:

The Prophet S.A.W. has said: Behold! Each of you is a guardian and each of you will be asked about his guardianship (Al-Bukhari).

[Joseph] said, “Appoint me over the storehouses of the land. Indeed, I will be a knowing guardian.” (Surah Al-Yusuf, 12:55 quoted in Jabnoun, 2005).

In addition to humanistic, technical knowledge/process, there is another element of God-consciousness or the tauhid (believe in the Oneness of Allah). This fundamental element of God makes the Islamic model entirely different from the conventional modern project leadership. The root cause for this difference and the clear absence of God dimensions and Hereafter in modern leadership theories is because religion is a private matter and thus it is separated from leadership and other life and daily activities in the western models and organisation (eg. Toor, 2008a). In addition, the western world also largely overemphasise on ‘observable’, those that can be seen and touch (Kriger and Seng, 2005).

As stated before, leadership in Islamic perspective is a trust (amanah) from Allah and thus anyone on a leadership role is to serve Allah (Beekun and Badawi, 1999; Khaliq and Fontaine, 2011). The second role of trust on the concept of leadership in Islam is related to the khalifah role that Allah creates mankind as His vicegerent (khalifah) on earth, to take care of themselves, fellow human beings, other creatures and environment, thus live and coexist in a nice manner as have been ordered by Allah in the Qur’an. In this regard, Islam always emphasises on the collective interest and benefits and not individualistic.The following verse of the Qur’an clearly indicates that each and everyone of us is khalifah and thus we are entrusted with the leadership duties to serve Him, to do good deeds, take good care of other people and other creatures of Allah:

And if you are on a journey and cannot find a scribe, then a security deposit [should be] taken. And if one of you entrusts another, then let him who is entrusted discharge his trust [faithfully] and let him fear Allah, his Lord. And do not conceal testimony, for whoever conceals it - his heart is indeed sinful, and Allah is Knowing of what you do.(Al-Baqarah, 2:283)


A good motivator is one of characteristics of an effective project manager who leads projects (Pinto, 2010). Project manager to inspire his team involving a full spectrum of technical, functional and interpersonal skills and talents because leading projects is about people who need motivation and influencing skills to actively involve them to achieve goals and objectives (Kliem, 2004).

Typical sources of motivation in conventional project leadership are also common in an organisation such as pleasant workplace environment, promotion to higher rank, salary increases, bonus and other type of perks. These type of motivation are monetary and materialistic and these are are also external in nature. What is lacking in the typical project leadership model is clear that is spiritual sources of motivation. This loophole can be considered as one of the major contributors to the modern leadership crisis and ethical degradation in today’s business organisation (Abbasi et. al, 2010, Ismail, 2000; Ismail, 2002 and Syed Othman, 2007).

Islamic leadership offers extra and different dimension of motivation which is spiritual motivation Islam creates elements of inner motivation and self-direction within an individual (Khaliq and Fontaine, 2011).Greatest sources of motivation in Islam is the Islam itself and iman, works as ibadah, rewards for doing good and success in the Day of Judgement that is also known as al-falah and the Hereafter (Bilal Khan et. al, 2010; Jabnoun (2005). Iman is the most powerful motivating force because all actions of real Muslims are manifestation of iman (Khaliq and Fontaine, 2011). Thus, spiritual motivation in Islamic perspective is giving a very distinct and comprehensive dimension in comparison to the motivation in common project leadership practice. Example of verses from the Qur’an on how Islam promotes that Muslims to strive for success and achievements in both the world and the Herefafter are in the following verses:

But among them is he who says, “Our Lord, give us in this world [that which is] good and in the Hereafter [that which is] good and protect us from the punishment of the Fire.” (Surah Al Baqarah.2.201 quoted in Jabnoun (2005).)

West meets Islam in Contemporary World – Construction Project Leadership Perspective

And when the prayer has been concluded, disperse within the land and seek from the bounty of Allah , and remember Allah often that you may succeed. (Surah Al-Jumu`ah. 62.10quoted in Jabnoun (2005).

It is clear that one of the distinct features of Islamic leadership in comparison to the modern leadership is the divine guidance. The leadership in project management are multifaceted styles and theories, because it inherits the generic leadership theories that were derived from many different sources, from different reasonings that were also originated from different thinkers of different background and philosophies behind it. There is no single centred role model in those so varying leadership styles, models and theories. However, in Islamic perspective of leadership, the role model is the leadership that was exemplified by the Prophet S.A.W., and followed by His Caliphs and companions. It is also important to note that the success leadership model of the Prophet S.A.W. that transcends all periods and eras, borders and cultures, organisations and sectors has been recognised by the Western world whereby He is ranked Number One by Michael Hart in his book; ‘The 100 Most Influential Persons in History’ (quoted in Ismail, 2002).

Projects are unique, temporary, working on limited budget and resources, complex, it follows rapid life cycle from inception to completion, dynamic, and very oftenly the organisational roles change and conflicting line of reporting and authority such as in matrix organisational structure (Makilouku, 2004; Toor, 2008b; Pinto, 2010) and this highly complex and turbulent environment pose high leadership challenges to project manager in particular that there is no single leadership theory can be the only leadership for the whole project period(Clarke, 2012). To this end, Islamic perspective of project leadership will be greatly beneficial and applicable to projects, not only because its comprehensiveness, holistic and all encompassing nature, that can fill the gap in the lacking and loopholes of the modern leadership such as the spiritual and religiosity (Saleh, 2007; Toor, 2008a; Muhamad Rosdi et. al, 2014a; Syed Othman AlHabshi, 2007), but moreover it also encompasses the conventional theories as Amrozi (2014) found from his studies in analysing and comparing modern contemporary leaderships with the leadership of The Prophet SAW that almost all theories from the modern leadership were already practiced by The Prophet and revealed to mankind more than 1400 years ago.

Finally, in terms of leadership style, Islamic perspective of project leadership approach is a combination of task or production oriented with people or subordinates oriented (Ismail, 2000; Ismail, 2002; Beekun, 2007).


This is the leadership of the Prophet S.A.W. based on Seerah (life story and journey of the Prophet S.A.W.) as has been discussed widely in Islamic leadership literature, he engaged a lot in consultation, equality, teamwork, justice, servant leadership, tolerance, humbleness while He also when needed as the situation arose such as in battles, was firm and hold up to principles. As Adair (2010) says, the leadership of the Prophet S.A.W. was both tough and demanding but fair on the one hand, gentle, warm and kind on the other hand. Autocratic style of leadership has no place in Islam although it is part of the Western leadership style. The mixed mode of leadership between task and people participation is until today the best style of leadership (Ismail, 2002) and even now it is practiced in the modern Japanese management system and also in the West. In project context, the Islamic style of leadership can be adopted by the project manager and it can soften the adversarial nature of relationship and environment in a typical project environment that involved in a lot disputes, claims and conflicts.

The Principles of Trust (amanah), Justice (adl) and Consultation (shura) in the Context of ProjectsThe principles of amanah (trust), adl (justice) and shura (consultation) are fundamentals in Islamic system and so for Islamic management and leadership, since these three (3) elements or characteristics are oftenly and famously quoted, referred and stressed by the Qur’an, the Prophet S.A.W. and his companions (Zein et. al, 2008 in Handoko and Kayadibi, 2013, Norfazila, 2012).

From the Islamic perspective of leadership, as stated before, the whole and the very fundamental concept of leadership in Islam is amanah (trust) from Allah and it relates to the role of Khalifah of Allah (vicegerent) and servant role that every leader in Islam is to serve Allah as His servant and serve the people that they lead. The Prophet once said; On a journey, the leader of the people is their servant (quoted in Adair, 2012).

Thus, leading projects and its people is a trust (Amanah), to serve Allah and thus seeking His pleasure or Mardhatillah, that is to achieve success in the world and seek reward from Allah in the Hereafter.

Strongly upholding the principle of trust in project management, that a project is a trust and every actions are accountable to Allah, that will avoid the common issues plaguing the industry of mismanagement, corruption, low quality, fraudulence in project supervision of the works of contractors and consultants, false payments, bad contracts awards whereby projects are given to incompetent parties because of cronism or favoratism and many

others, since many of those falls under the authority of project leader or project manager. Thus, trust from the Islamic lense, is a powerful inner power to lead project in the most divinely guided way, to execute the trust from Allah and get His pleasure (mardhatillah).

Secondly, Justice (adl) is frequently repeated in the Qur’an and Hadith as Islamic teaching promotes and emphasises justice, helping each other and humanity (Muhammad et. al, 2013; Gusti et. al, 2014; Khairuddin and Preece, 2009), and justice is fundamental to leadership and many other concepts in Islam. Justice is giving or rendering of what is rightful to whom it is due (Khaliq and Fontaine, 2011). Many verses in the Qur’an are about justice and it is mentioned twenty eight (28) times in various surahs and it was also further reiterated by the Prophet Muhammad S.A.W. in His style of leadership and all matters. The Qur’an states the need for leaders to practice justice in their dealings and affairs with followers. For example, in the following verses:

Indeed, Allah orders justice and good conduct and giving to relatives and forbids immorality and bad conduct and oppression. He admonishes you that perhaps you will be reminded. (Surah Al.Nahl, 16.90, quoted in Jabnoun, 2005)

Infact, according to Al-Mawardi in his book; al-Ahkam al-Sultaniyah (in Amrozi, 2014) said that justice is a must and becomes the first condition for an individual Muslim to be appointed as a leader. The practical benefits of applying the principle of justice is numerous at all levels of organisation or community. Justice will promote and instill the feeling of equality, fair treatment, loving and caring among followers or people belonging to each organisation, community or state (Amrozi, 2014). Justice will help leader to foster unity and also strenghthen the ukhuwah (brotherhood) and solidarity (Syed Fayyaz, 2007).

In project leadership, it is important for a project manager to practice justice in his leadership according to Islam and doing it in the course of Allah, to avoid favouritism in treatment of his subordinates and other members of the project team under him, for example in giving assignment, tasks, instructions, performance evaluation, rewards, and all matters relating to the project. This will avoid dissatisfaction or grouses among the subordinates, and uphold their commitment and promotes the culture of respect and loving between project manager and subordinates and among subordinates, eventually they will give the best of their talents and


efforts for the project to succeed. In relation to this, Sayidina Ali ibn Abi Talib said: Do not nominate them (officers) on account of favoritism or egoism. These two attributes reflect injustice and treachery (quoted in Syed Omar et. al, 2007). In relation to justice leadership also, the Prophet S.A.W. said: The people whom Allah loves most on the Day of Resurrection (Kiamah) are justice leader, and people who Allah hates most and to be punished sevely are cruelled leader ( narrated by Tirmizi, quoted in Amrozi, 2014).

Shura (mutual consultation) is also a famous tradition of the Prophet S.A.W. (Khaliq and Fontaine, 2011) and also it is a fundamental construct of leadership from the Islamic perspective (Haddara and Ennany, 2009).There were too many examples and leadership stories from the period of the Prophet S.A.W. that resorted to consultation (shura) when resolving issues or involved in making important decisions during battles, in the community, in family, at state administration level and in many other occasions.The Prophet S.A.W. had accepted the view from Salman al-Farisi to dig trenches to defend Madinnah in the battle of Khandaq although it was not the original plan, and in the battle of Badr, the Prophet S.A.W. acted upon the opinion from Hubab al-Jamuh to stop the Muslim army troops at a well to ensure that they were supplied with enough water (Adair, 2010), were two great examples of the practice of shura in the leadership of the Prophet S.A.W.

This is so because Islam is a religion that promotes collectivism or emphasising the interest of the larger group and it is against individualism or protecting the interest of individual. That is why autocratic or dictatorship as one of the leadership styles of the West, has no place in Islamic model of leadership or administration (Sharifah Hayati et. al, 2008).Islam urges leaders to consult their followers in the running of their affairs and to translate this practiceinto the workplace (Syed Omar et. al, 2007).

In leadership, consultation gives many benefits to the overall leadership effectiveness and organisational outcomes as exemplified by the success of the leadership of the Prophet S.A.W. and His companions. Consultation (shura) is mentioned in the Qur’an for example in the following verse:

And those who have responded to their lord and established prayer and whose affair is [determined by] consultation among themselves, and from what We have provided them, they spend. (Al-Shura, 42:38, quoted in Khaliq and Fontaine, 2011)

For project manager, his leadership in projects will be driven to great effectiveness by the wisdom of consultation (shura) such

as in decision making, problem solving and conflict management in the context of projects. Project leadership is challenged by the uniqueness, high complexities, heterogenousness, dynamism and turbulent working environment (Makilouku, 2004; Toor, 2008; Camilleri, 2011 and Tyssen et. al, 2014), which offers many potentials for adopting consultation. A Project manager if he were to rely on his ability alone, will not get the best ideas, talents or solutions to lead his project. Islam always views collectivism rather than individualism, because the opinions of a group of people is much better than an individual leader (Abdul Aziz, 2010). Project leadership which is imbuted by the principle and spirit of consultation will open its doors to many opportunities to enhance its effectiveness and eventually to enhance project performance and to achieve project success.

ConclusionThis paper suggests that leadership as one of critical success factors for project should be imbued with principles and values from Islamic leadership to fill the gap of religious spirituality and divine guidance in the current project management practice in particular the leadership. Leadership models that originated from the West, are obviously do not contain principles and values that are derived from religion, in this paper, Islam, as many have pointed out, there is a clear dichotomy between religion and other life affairs as the example in this case, project leadership, in the their society (Western world).

The leadership from Islamic perspective is founded and anchored on the foundations that are derived from the Qur’an and leadership principles that were exemplified by the Prophet S.A.W. Among critical points that are highlighted in this paper are that Islam and Islamic leadership in broad view very much promotes and emphasises the principles of trust (amanah), justice (adl) and consultation (shura) that are mentioned in the Qur’an and were angaged in many occasions by the Prophet S.A.W. The Islamic leadership of the Prophet S.A.W., the four Caliphs and companions were great leadership models and paragon of excellence, that had achieved tremendous success in the past and marked one of the greatest history in the human civilisation. Those principles of leadership glory and successshoud be emulated and replicated into project leadership, to bring the success into project management.


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19JURNAL JKR BIL. 4 (2016)

Empowering AEC Professionals Towards High Performance And Excellence via Communities of Practice and Knowledge Networks: Case Study of The Public Works Department of Malaysia

Bsc (Hons) In Quantity Surveying – University Of Salford, Manchester, United Kingdom (UK)Msc In Technical Communications – Rensselaer Polytechnic Institute New York, United States Of America (USA)

Khairil Hizar bin Md KhuzaimahPenolong Pengarah Kanan (ukur Bahan)Cawangan Perancangan Aset Bersepadu

Sr. Roznita binti Othman1 & Padzil @ Fadzil bin Hassan21 Jabatan Kerja Raya Malaysia (JKR)2 Universiti Teknologi MARA (UiTM)

AbstractGiven the ever-increasing complexity of the construction industry, as a sector that relies heavily on knowledge for its day-to-day operations, the accuracy, relevancy and timing of knowledge are deemed imperative among the key stakeholders involved in various infrastructure projects. Nonetheless, due to the fragmentation nature of the industry, knowledge-related issues such as knowledge silos and inconsistent best practices have imposed significant barriers to architecture, engineering and construction (AEC) professionals in better managing their technical knowledge. Furthermore, with the advances in technology, in particular, digital communication, which in particular has revolutionized the way humans interact with knowledge, it has inadvertently inundated the AEC professionals with overwhelming tasks in sieving through the ocean of knowledge. This paper describes the continuous efforts undertaken by the Public Works Department of Malaysia to empower their technical professionals towards achieving high performance through the practice of communities of practice (CoP) and knowledge networks. In realizing the department’s vision in becoming a learning organization, five main CoP domains which include project management and technical & contract administration were introduced nationwide. This innovative knowledge management technique represents an ideal vehicle to facilitate the professionals to communicate and share their technical knowledge and experience with each other in a conducive environment.

Keywords: Knowledge, knowledge management, communities of practice, knowledge networks, construction industry.

This paper was presented at the 20th Pacific Association of Quantity Surveyors (PAQS) - 20 to 24 May 2016, Christchurch, New Zealand.

20Empowering AEC Professionals Towards High Performance And Excellence Via Communities Of Practice And Knowledge Networks: Case Study Of The Public Works Department Of Malaysia

IntroductionThe survival of organisations, both public and private sectors, in today’s complex environment is crucially dependent upon their abilities to swiftly adapt and anticipate future changes. Failure to respond coherently to the changes that are rapidly taking place will eventually run the risk of organisations becoming irrelevant and ineffective over time. Thus, the uncertainty of the current dynamic reality is forcing organisations worldwide to evolve and be more innovative to remain competitive. In accomplishing this goal, organisations must progressively acquire new knowledge and develop their capacities to learn in order to expand their existing knowledge base which subsequently would allow them to cope better with the new surroundings (Senge, 1994). The knowledge-based theory of the firm contends that knowledge is the most critical organisational resource that leads to sustainable competitive advantage. Hence, organisations that are better in managing their organisational knowledge will most likely find themselves to be ahead of the masses and in control of their own future (Chong, 2006). This is largely contributed to nature of knowledge itself, in particular, the tacit aspect of it that is often difficult to imitate and replicated by others. In recent years, scholars and practitioners alike have continuously highlighted the importance of tacit knowledge to organisations and suggest that greater efforts must be taken to leverage its value and potential (Beesley & Cooper, 2008; Coetzee, Beek, & Buys, 2012).

Against this background, this paper highlights a case study of a large multi-disciplinary construction-related public organisation, Public Works Department of Malaysia in their concerted efforts to empower their technical professionals towards achieving high performance through the use of Communities of Practice (CoP) and Knowledge Networks. The next section of the paper will discuss the aims and methodology of the research. The subsequent section describes the initiative taken by the case study organization in managing its organizational knowledge, in particular, tacit knowledge via CoP. This is then followed by discussions of the findings of a survey undertaken by the department to explore the role played by CoP as an innovative collaborative tool before the last section concludes the paper.

Aims and ObjectivesThe aims of the paper is to analyse and discuss the approach adopted by the Public Works Department of Malaysia by using Communities of Practice (CoP) and knowledge networks to empower their employees achieving high performance and technical excellence.

In line with the aims, research questions developed for the study were:

• How can CoP and knowledge networks facilitate technical professionals to improve their performance and competency?

• What are the issues and challenges faced by organisations in implementing CoP and knowledge networks?

• What are the key critical factors required to sustain the lon-gevity of CoP and knowledge networks?

Research MethodologyThis paper is part of a broader research project which investigates knowledge management in construction-related public project management organisations. A qualitative method was employed using document analysis and expert opinions.

Knowledge In The Construction IndustryAs one of the major industries which operate in an information-rich environment, the construction industry relies heavily on knowledge as one of its strategic resources to ensure the tasks associated with the domain can be performed effectively and efficiently (Abdul-Rahman & Wang, 2010; Egbu & Robinson, 2005). Therefore, it is crucial that project knowledge must be deliberately managed in a systematic manner to enable construction-related organisations to achieve improved performance, avoiding repetition of costly mistakes and reducing the time taken in problem solving activities (Borousan, Mehrdadi, Sahafzadeh, Sabet, & Saleki, 2012; Kamara, Augenbroe, Anumba, & Carrillo, 2002; Lin & Lin, 2006; Tan, Carrillo, Anumba, & Asce, 2012).

Nonetheless, the process of managing knowledge in the construction industry is not an easy and straightforward task. Due to the inherent characteristics of the industry that is highly fragmented and transient in nature, this has caused significant challenges for the industry to move forward in its attempt to effectively capturing and managing project knowledge (Tan et al., 2010). Eventually, this predicament has led to a somewhat minimal and merely satisfying success rate of managing project knowledge (Eliufoo, 2008; Zhang & Ng, 2012). To make the situation even more difficult, the construction industry is infamously known for having poor records of managing project knowledge and this has, in turn, caused a huge loss of opportunity for the industry to leverage the technical know-what, know-how and know-why (Abdul-Rahman & Wang, 2010; Borousan et al., 2012).

The distinctive complications in managing project knowledge is further compounded by the fact that most of the knowledge reside in people’s heads, in the form of tacit knowledge (Tan et al., 2010). Most of the initiatives thus far in managing project knowledge have


been focusing on capturing and managing explicit knowledge, the type of knowledge that can be easily articulated, transferred, shared and stored (Egbu, 2004). Explicit knowledge represents the most common type of knowledge found within organisations, usually exists in the form of databases, reports, patents, standard operating procedures and manuals.

However, as many may have observed, knowledge in the construction industry is mostly comprised of tacit knowledge, the type of knowledge that is highly personal and deeply rooted in values and beliefs (Polanyi, 1966). Hence, tacit knowledge is hard and almost impossible to be codified and formalized. Nevertheless, despite the difficulties involved in managing tacit knowledge, suitable solutions must be identified to capture and share this type of knowledge. Unless necessary actions are being taken promptly, valuable project knowledge stands a risk of being lost forever whenever a project team is disbanded at the end of a project and all the team members move on their separate ways to new projects (Anumba, Egbu, & Carrillo, 2005; Borousan et al., 2012). Along with the ongoing retirement of the baby boomers generation, it would be a tragic waste if all the knowledge that is accumulated in the mind of experienced surveyors, architects and engineers throughout their professionals life is not being transferred properly to the younger generations (Slagter, 2007).

Reflecting on the unique characteristics of tacit knowledge which is unwritten, unspoken and hidden, it cannot be extracted or shared through the normal process of learning and techniques commonly associated with explicit knowledge. The process of articulating tacit knowledge can only be achieved by means of social interaction between individuals (Nonaka & Takeuchi, 1995). The challenge, therefore, is to identify the right techniques and tools that are able to uncover the hidden knowledge and at the same time to facilitate the process of knowledge transfer to take place.

Managing Knowledge in Public Works Department of malaysiaAs the largest technical public organisation in the nation, Public Works Department of Malaysia (PWD Malaysia) which have been in existence for more than 140 years, is responsible for overseeing public-projects development and maintenance of infrastructure assets nationwide. As demand for complex and sophisticated projects continues to be on the rise, PWD Malaysia is aggressively pursuing new and innovative ways in meeting their stakeholders’ dynamic expectations. Notwithstanding, taken into consideration the current economic scenario, PWD Malaysia is faced with an uphill task of accomplishing their business objectives due to the increasing pressure exerted on the public organisations nationwide by the constraints of limited resources, in particular, financial resources. As such, in an effort to better optimizing their

less than ideal resources, the department has decided to focus on harnessing its intellectual capital and knowledge resources that are ubiquitously embedded in organizational culture, process, products and employees (PWD Malaysia, 2012).

For this purpose, various initiatives have been rolled out in the past including the introduction of a series of long-term strategic framework plans which among others place greater emphasis on organisational learning and growth. As a result, in 2009, a formal knowledge management initiative was introduced to ensure the organisational knowledge is systematically managed (PWD Malaysia, 2010). Better known as Enterprise Content and Knowledge Management, the initiative comprises of two main strategies namely codification and personalisation. The former places explicit knowledge at the centre of the strategy, making full use of technology such as web portals to connect their employees with content such as project reports, technical guidelines and manual. On the other hand, personalisation strategy is more concerned with connecting and developing knowledge networks among employees, focusing on the tacit knowledge that resides in individuals.

The journey of undertaken by PWD Malaysia to become a learning organisation is not without its own unique challenges (PWD Malaysia, 2010). Based on a study undertaken at the initial phase of the initiative, it was revealed that there were a number of key challenges that may serves as major hurdles to the imitative such as:

i) Knowledge silos Due to the hierarchical structure of public organisations that

are hierarchical and divided into various divisions and units, this has often resulted in the occurrence of knowledge silos which are found scattered across the organisations. As such, critical knowledge remains hidden to others within the depart-ment.

ii) Inaccessible Best Practices and Processes There was a lack of adequate support, process and tech-

nology-wise, that is required in sharing the best practices developed by various divisions and units. As a technical or-ganization, PWD Malaysia strives for consistency in decision making. Unless best practices are readily made available to others, inconsistency and inefficiency will creep in.

iii) Brain drain As a large group of baby boomers is beginning to leave the

department due to mandatory retirement, they will bring to-gether with them years of experience and extensive project knowledge. The loss of invaluable knowledge could seriously hamper the department’s effort to become the center of tech-nical excellence in the nation.


capabilities by building and exchanging knowledge in an enabling environment. Moreover, unlike the finite lifespan of a project team which is usually disbanded once the project is completed, the CoP community will continue to exist and remain active as long as the members see the interest and value in the topic and benefitted from the inherent rewards of knowledge sharing (M. du Plessis, 2008). CoP’s members are free to leave the community at any time if they so desire. Due to the dynamic and fluid objectives that exist in CoP, CoP helps to build relationships and instil the element of trust and mutual respect among members.

PWD Malaysia recognises CoP as an useful vehicle for knowledge exchange and transfer which in turn helps to support their technical professionals in developing a shared meaning and building professional relationships. By adopting a strategic definition of CoP as “peer networks of practitioners within PWD Malaysia who help each other to perform better by sharing knowledge and experience where through this collaborative environment, new knowledge is created and will help spark innovation”, the department envisages that CoP would help to break down the knowledge silos that exist in the department. This subsequently would enhance the interactions between their employees via its informal and welcoming social environment.

Based on two value propositions that the PWD’s CoP offer including a) in-depth relevant knowledge and experience and b) reliable knowledge support, in 2012, the department organised its first CoP awareness program to introduce CoP to its employees and explore its advantages of cultivating knowledge sharing initiatives. Following this, a dedicated CoP roadmap comprising of five key phases was developed to get the program under way (Figure 1). The roadmap was based on a knowledge management implementation framework model known as QUEST (Qualifying

As a technical department which comprises of thousands technical professionals and staff, the department is aware that much of its organisational knowledge is embedded in its employees, in the form of tacit knowledge. It is therefore critical that this type of knowledge is addressed appropriately by making them more visible and accessible to all. Hence, the department sought to identify the most effective tools in better managing technical and project knowledge which mostly resides in their technical professionals. Taken into consideration their employees’ diverse backgrounds and areas of expertise, the department decided to embark on cultivating CoP as a knowledge transfer technique in managing knowledge in particular to address the issues of knowledge silos and brain drain.

Communities of Practice (CoP) in PWD MalaysiaBy definition, Communities of Practice is a network of highly motivated and dedicated individuals with a common interest, beliefs and understandings of a particular topic that interact regularly for the purpose of sharing knowledge and fostering learning activities (Wenger & Snyder, 2000). This semi-formal and self-governing group is focused on joint collaboration and mutual sharing of knowledge and experience among members and is intended to complement existing structures in organisations (Hearn, 2009).

CoP is a unique entity as compared to a project team in the sense that it does not possess the formal structure of the latter and the membership is based on voluntary commitment rather than compulsory. A project team is formed to accomplish a specific task while on the contrary; CoP’s main purpose is to develop members’

Figure 1: PWD Malaysia’s Communities of Practice Roadmap (PWD, 2013)


Elements for Strategic Transformation in Organisations) and the processes involved the following elements (PWD Malaysia, 2015, p. 4):

i) Explore Study the ‘as is’ and envision the ‘to be’ scenarios to identify

the elements in cultivating a knowledge sharing and learning environment;

ii) Strategise Lay out the CoP implementation program using the communi-

ty feedbacks, strategic plans, tactics and activities were drawn out to;

iii) Enable Identify the domains, champions and task force to kick start

the program;

iv) Cultivate Building the CoP portal for online interaction, and

v) Evaluate Explore and identify critical success factors to develop the

CoP Sustenance Program

Figure 2: PWD Malaysia’s Communities of Practice

For a successful CoP implementation to achieve sustainability and lasting growth, the department realise that the initiative must be closely aligned to the organisation corporate goal and priorities. The CoP program cannot be run as an end in itself, but must be firmly linked to the strategic mission of PWD Malaysia. In the department’s Strategic Framework 2012 – 2015, CoP was aptly placed under Theme 5, (Innovative Organisation); item 5.4: Develop Innovative-centric Workforce. In line with the five strategic themes as outlined in the strategic framework, five CoP domains were introduced including Project Management, Asset and Facilities Management, Human Resource Management, Stakeholder Management and Technical and Contract Administration (Figure 2). Among the roles identified for each domain include to share collective knowledge, to facilitate networking among employees from various backgrounds, to create innovative strategies and to provide learning opportunities for competencies development (PWD, 2015, p. 9).

On the operational aspect of the initiative, a dedicated task force was set up to oversee and implement the overall action CoP plan while concurrently a number of experienced individuals and subject matter experts were roped in to spearhead the CoP as community leaders, coordinators and facilitators. To complement the physical face to face CoP, a virtual CoP known as JCoP was introduced to enable the technical professionals who are involved


Figure 3: CoP & JCoP Benefits (adopted from Othman et al., 2015)

in CoP to meet and interact with each others in an online forum, independent of time and space. The portal was designed to capture individuals’ experiences and opinions on various topics in relation to each of the domain. JCoP provides the users with an interactive platform for them to ask and discuss matters pertinent to their works. Meanwhile, in an effort to entice new users to join the CoP and JCoP portal and to keep the technical professionals aware of the initiatives, JCoP newsletter are published on quarterly basis and disseminated via email.

Lessons Learned From Cop Implementation In PWD Malaysia

What went well

On the onset, the active involvement of technical professionals and support staff from various background and positions demonstrates a promising future for CoP and JCoP within PWD Malaysia. Based on a study conducted on the virtual CoP users, JCoP portal, between October until December 2014 - a year and a half after the inception, an encouraging 84% of the respondents surveyed cited that JCoP are capable of building knowledge sharing and learning in work culture while 78% agreed that JCoP are useful in gathering best practices (Othman, Albert & Kwong, 2015). In addition, 75% suggested that JCoP would provide them with the much needed assistance in identifying the subject matter experts and referrals (Figure 3). Seminars and conferences such as PWD Project Management Seminar 2015 which was co-organised by the

Project Management CoP and well attended by the department’s surveyors, architects and engineers, provide the employees with engaging avenues to acquire new knowledge whilst concurrently build up the professional networks with others. Due to success of CoP in the department, plans are being developed to create three new CoP domains to complement the initial five, in line with the current trends in the construction industry including Green Technology CoP, Building Information Modelling CoP and Contract Administration CoP.

Moreover, due to the increased promotional and marketing exercises that are conducted on a regular basis, the number of technical professionals within the department joining the initiative, in particular, JCoP continues to rise. Programs such as one day road show, CoP and JCoP day and workshops were initiated to provide the awareness on the initiative including the benefits offered. During these events, the participants are encouraged to be part of the CoP and register themselves with the online JCoP portal. It was observed that these interactive programs significantly help to generate the euphoria and enthusiasm among the employees on CoP and JCoP. This is evident by the number of visits and online interactions in JCoP Portal which would increase dramatically after each event ended.

What have not gone well

Despite the encouraging interest received from the employees during the early phase of the initiative, as time passes by, there appears to be a lack to face to face meetings and activities organised by the CoP’s core teams. Much of this predicament


is attributed to the nature of works that the professionals are involved in on daily basis as there is a great likelihood that they would often spend their times out of the office, attending meetings and project site visits. As such, limited time is available for them to plan and initiate their CoP domains’ activities. This resulted in a lack of programs being organised which led to a less than ideal engagement interactions to take place between the CoP’s members. In order to ensure the sustenance of a CoP, continuous communication serves as a critical prerequisite. Traditional face to face activities must be conducted on a regular basis to facilitate the members to receive “first-hand” knowledge from the experts and build up professional relationships among colleagues.

In relation to the CoP champions, leaders and subject matter experts, as the majority of them are experienced professionals, there is a high tendency of them being transferred from one office to another within a short period of time and sometimes to different geographic locations. When this occurs, most of the time they will not be able to be part of the CoP and have to relinquish their roles in the CoP. In the process of filling up the void left by the experts, the task force is facing persistent challenges to identify the new CoP champions and experts who are willingly to lead the CoP on voluntary basis. Taken into consideration the responsibilities required of them such as to envision the services of CoP over time and energise the sharing process and provide continuous nourishment to the society, the tasks involved in appointing the CoP champions may be arduous and lengthy at times (PWD, 2013).

A closer observation on users’ participation reveals that the online JCoP portal is performing far better than the physical CoP when membership’s aspect is considered. Reasons for this may be explained by the advantage offered by JCoP in term of accessibility where members can log in into the portal at any time of the day. Moreover, with the advent of technologies and digital telecommunications, members can communicate with others who shared the same interest and passion using their smartphones and tablet without much difficulty. The element of gamification embedded in the online forum helps to create an engagement process, which allows users to obtain points for every online transaction made for example 20 points for asking questions, 40 points for posting an answer and 300 points if the answer provided by the member is chosen as the best answer. Nevertheless, there were some concerns raised up by the members and concurrently observed by the task force that some JCoP moderators or subject matter experts of certain CoP domains are not active either in answering the questions or participating with the online conversation. This is largely perhaps due their pressing workloads. Notwithstanding, it would adversely affect the performance of the CoP domains and subsequently causing members to lose interest.

DiscussionBased on the case study of CoP in PWD Malaysia, there are a number of key critical factors that can be identified that can be considered when an organisation plans to introduce their own CoP. First and foremost, a visible support and commitment from the top management of the department is crucial. Senior managers and top management must be directly involved in any of the knowledge-related activities organised by the CoP domains to demonstrate the importance and the benefits that the initiative bring to the department. For instance, during the official launching of the CoP initiative in 2013, the event was attended by the department’s Director General (DG) and accompanied by all the senior directors and directors from various offices. Moreover, in the subsequent CoP Seminar for PWD Malaysia’s Top Management organised in 2015, the-then DG even took on the podium to facilitate the questions and answers sessions. Such impromptu action as this helps to send a powerful message to all employees that CoP as a collaborative knowledge transfer initiative is central to the department’s growth and development.

It is crucial to ensure that the CoP initiative is well aligned with the organization’s vision and mission in order to add value to the organization (Coetzee et al., 2012). The strategic plan developed for CoP must be underpinned by the contextual needs of each individual organization (Conley & Wei, 2009). PWD Malaysia’s CoP roadmap was initiated with the department’s corporate goals in mind. This is evidently observed in the inclusion of CoP as part of the initiatives consisted in the department’s Strategic Framework 2012 – 2015. Furthermore, all of the five CoP domains were identified based on the five strategic themes outlined in the framework. This provides reciprocal links between the department’s corporate goals and the CoP domains.

Subject matter experts (SMEs) participation in CoP and virtual CoP must be constantly encouraged to provide support and guidance to the members. It is only through greater SMEs continuous interactions, that CoP and virtual CoP are able to function effectively. In addition, it is also important that the issues or matters being discussed in the domains are of high relevance and strategically links to the core business of the department. Community members will find the time they spend in the domains worthwhile if the topics being discussed are related to their job scope and help them to perform their tasks better.

Meanwhile, concerted efforts must be undertaken on a continuous basis to ensure all employees, including those from headquarters, states and districts are aware of the existence of CoP and JCoP. It would be such a waste if such useful initiative remains unknown to the majority of the employees. CoP thrives on collective community wisdom. The more members participate in the domains, it would help to create a knowledge enabling environment and strengthen the knowledge networks. Promotional and marketing exercises such as road shows, seminars and workshops must be organised


from time to time to create awareness and develop interest among as many employees as possible. Use of technology and digital channels, in particular social media, must be optimised to help the CoP’s task force and SMEs to engage actively with community members.

Rewards and recognition program must also be established to encourage continuous participation. In 2015, the top management recognised three of the JCoP members as the most active users in JCoP and they were awarded with certificates and souvenirs (books). For the future plan, as part of the CoP’s sustenance program, the task force is currently exploring possible ways to empirically monitor and assess the health of each CoP. By performing a health check on the individual community and the overall initiative as a whole, it would provide a good indicator of the status of each CoP and subsequently, how and when to exercise corrective measures when a CoP shows display signs to falter.

As highlighted in the JCoP survey, despite the positive feedback received by the respondents on the capabilities offered by initiative, many of the respondents singled out time limitation as one of the main reasons that prevent them from being actively involved (Othman et al., 2015). As technical professionals who are involved in various infrastructure projects nationwide, their daily workloads can at times be overwhelming. Thus, it would difficult for them to attend any face to face sessions organised by their respective CoP domains due to conflicting schedules and logistical constraints. It would be beneficial, therefore, if CoP activities which have been planned earlier to be advertised and promoted to all members months before the programs are going to take place. Furthermore, members must be encouraged to take advantage of the JCoP portal by posting questions that are of interest to them or answering other members’ questions.

SummaryThe importance of managing knowledge in a systematic manner in the era of globalization where only the fittest thrive cannot be taken lightly by any organisations regardless of their organizational type or size. This paper describes the continuous efforts undertaken by the Public Works Department of Malaysia to empower their technical professionals towards achieving high performance through the practice of communities of practice and knowledge networks. As part of concerted efforts to realise the department’s vision in becoming a learning organisation, PWD Malaysia have introduced CoP as an innovative knowledge sharing technique to enable their employees to get together in a conducive environment to discuss pertinent matters related to their works. Findings reveal that this collaborative knowledge transfer technique represents an ideal vehicle for individuals from various backgrounds to communicate and share their technical knowledge and experience with each other. By continuously interacting with each other in an informal environment, members help to create a knowledge friendly culture while the learning process takes place.

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