FACULTY OF CIVIL ENGINEERING

UNIVERSITI TEKNOLOGI MARA (UiTM)

ECD 732: RISK MANAGEMENT

FINAL PROJECT : RISK MANAGEMENT REPORT OF MY RAPID TRANSIT (MRT) ON

SUNGAI BULOH KAJANG LINE (SBK LINE)
LINE SEGMENT 2 (SEMANTAN STATION TO MALURI STATION)

STUDENTS NAME : NUR AZFAR BINTI MOHAMAD ROSLI 2016437442

MUHAMAD HAFIZ BIN AHMAD 2015431352
AHMAD HADI DZAINUDDIN 2016765303
WIRA JAYA JAIDIR 2016426568
GROUP : EC732
LECTURER NAMES : DR JANMAIZATULRIAH JANI
DATE SUBMISSION : 18 JUNE 2017

TABLE OF CONTENT

NO. TITTLE PAGE

1
 1.0 INTRODUCTION 3
2.0 PROJECT OBJECTIVE 3
3.0 PROJECT PARTICULARS 3
4.0 PROJECT LOCATION 5
5.0 CONSTRUCTION PHASE 6
6.0 RISK MANAGEMENT PROCESS 8
7.0 RISK IDENTIFICATION 10
8.0 RISK IDENTIFICATION OF MRT SBK LINE 12
9.0 RISK ASSESMENT 15
10.0 RISK RESPONSE AND ACTION (MITIGATION) 20
11.0 RISK MONITORING & CONTROL (CONTIGENCIES) 25
12.0 RISK RESPONSIBILITIES 26
13.0 RISK LESSON LEARNT AND CLOSEOUT 27
APPENDIX 29

1.0 INTRODUCTION

The MRT is the countrys biggest infrastructure project and is an entry point project under
the Economic Transformation Programmes Greater Kuala Lumpur/ Klang Valley National
Key Economic Area (Greater KL/KV NKEA).

With the MRT as well as other initiatives to improve public transport it is hoped that the
inhabitants of the Greater Kuala Lumpur/ Klang Valley area will no longer suffer any
problems with mobility.

Target to achieve of 50% of all trips to be done by public transport by 2020 and the MRT
will be critical towards achieving this target.

2.0 PROJECT OBJECTIVE

The purpose of risk management plan is to gain an understanding of the project risk
management. The objective of this report is to provide information below:

Identify all the related risks perceived in an MRT project.

Perform risk assessment for the MRT project.

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 Proposed risk response plan for the identified risks.
Proposed risk management plan for the MRT project.

3.0 PROJECT PARTICULARS

The MRT Sungai Buloh-Kajang Line is the first line that is being planned for the MY Rapid
Transit (MRT) network and was launched on 8 July 2011 by by YAB Prime Dato Sri Mohd
Najib Tun Abdul Razak on 8 July 2011.

The line will run from Sungai Buloh cutting through the Kuala Lumpur City Center to
Kajang, a distance of 51 kilometers. The SBK Line will pass through the KL city centre and
be integrated with the existing KTM Komuter, Ampang LRT Line and Kelana Jaya LRT Line.
About 9.5 km of the SBK Line will be underground while 41.5 km will be elevated. The SBK
Line will have 35 stations and 2 depots. The approved final alignment and locations for the
34 (inclusive of 3 provisional) stations were announced on the launch date.
Work on the Klang Valley MRT Sungai Buloh Kajang line startedin July 2011 and is
expected to be completed in 2016. Financing for the project will come entirely from
government funds.

After 6 years of construction, the Sg.Buloh-Kajang (SBK) line are now already opened to
public with partial 12 stations only ready to be used, covering from Sg Buloh station to
Semantan station.

Contract Title : My Rapid Transit Sungai Buloh Kajang Line (SBK Line)
Client : Syarikat Prasarana Negara Bhd
Supervising Authority : Suruhanjaya Pengangkutan Awam Darat
Contractor : MMC-Gamuda Joint Venture Sdn Bhd (Project Delivery Partner)
Commencement Date : July 2011
Completion Date : December 2016
Contract Period : 54 months
Contract Value : Estimated to reach RM50billion by end 2017
(From estimated RM36.6billion in 2011)

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 Figure 1: Planned MRT Sungai Buloh Kajang Line
4.0 PROJECT LOCATION

The project area is located in the Klang Valley area. About 9.5 km of the SBK Line will be
underground while 41.5 km will be elevated. The SBK Line will have 31 stations and 2
depots. Of these, 7 will be underground stations while the remaining 24 are elevated
stations. However, after 6 years of construction, only 12 stations manage to be completed
and ready for usage. The SBK Line traverses along highway and highly built up areas in
Kuala Lumpur and Selangor. The Project traverses areas under the jurisdiction of the 5
local authorities namely:

Dewan Bandaraya Kuala Lumpur (DBKL)

Majlis Perbandaran Kajang (MPKj)
Majlis Bandaraya Shah Alam (MBSA)
Majlis Perbandaran Selayang (MPS)

MRT stations are designed to give commuters an aesthetically pleasing experience and a
convenient and safe journey while providing functional efficiency.

4
 Figure 3: SBK Line Location

5.0 CONSTRUCTION PHASE AND SCOPE OF WORK

The Project scope of work involves the construction of a 51-km mass rapid transit line
connecting Sg Buloh to Kajang. The SBK Line will pass through the KL city centre and be
integrated with the existing KTM Komuter, Ampang LRT Line and Kelana Jaya LRT Line. About
9.5 km of the SBK Line will be underground while 41.5 km will be elevated. The SBK Line will
have 31 stations and 2 depots.

Before the construction proper begins, utilities (water and sewer mains, electrical cables,
gas pipes, etc) along the SBK Line will be relocated. In some cases, there may be a
temporary loss of parking spaces or temporary closure of road lanes. Tunnel launch shafts
will be constructed at Semantan and Cochrane. Retrieval shafts will be located near the
Merdeka Station and Maluri Station. The underground stations will be constructed using the
"cut and cover" method. Diaphragm wall will be constructed along the perimeter of the
station by excavating deep contiguous trenches using the slurry trench method. The bottom-
up method is the normal construction sequence for most of the underground station.

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 The Project was commenced in July 2011 after all regulatory approvals are obtained. It is
scheduled for completion in December 2016 with a construction period of 54 months.

Three segments of SBK Line are to be constructed as shown below:

1. SBK Line Segment 1: Sg Buloh to Semantan station (22 km) Completed Dec 2016
2. SBK Line Segment 2: Semantan to Maluri station (8.6 km) Target completion July 2017
3. SBK Line Segment 3: Maluri station to Kajang station (20.4 km) To be announced

Risk Management Steps

1.Risk management Risk Management Planning is the systematic process of deciding

Planning how to approach, plan, and execute risk management activities
throughout the life of a project.

It is intended to maximize the beneficial outcome of the

opportunities and minimize or eliminate the consequences of
adverse risk events.
2.Identify Risk Events Risk identification involves determining which risk might affect the
project and documenting their characteristics. It may be a simple risk
assessment organized by the project team, or an outcome of a
workshop.

3.Qualitative Risk Qualitative risk analysis assesses the impact and likelihood of the
Analysis identified risks and develops prioritized lists of these risks for further
analysis or direct mitigation. The team assesses each identified risk
for its probability of occurrence and its impact on project objectives.

6
 Projects teams may elicit assistance from subject matter experts or
functional units to assess the risks in their respective fields.

4.Quantitative Risk Quantitative risk analysis is a way of numerically estimating the

Analysis probability that a project will meet its cost and time objectives.
Quantitative analysis is based on a simultaneous evaluation of the
impact of all identified and quantified risks.
5.Risk Response Risk response strategy is the process of developing options and
Planning determining actions to enhance opportunities and reduce threats to
the projects objectives. It identifies and assigns parties to take
responsibility for each risk response has an owner. The Project
Manager and the project team identify which strategy is best for
each risk, and then selects specific actions to implement that
strategy.
6.Risk Monitoring & Risk Monitoring and Control tracks identified risks, monitors residual
Control risks, and identifies new risks-ensuring the execution of risk plans,
and evaluating their effectiveness in reducing risk. Risk Monitoring
and Control is an ongoing process for the life of the project.

6.0 RISK MANAGEMENT PROCESS

The construction risk management process will include planning the process examining
and evaluating information, communicating results and following up.
Risk Management Process is a method by which risk to the project (e.g to the scope,
deliverables, timescales or resources) are formally identified, quantified and managed
during the execution of the project. The process entails completing a number of actions to
reduce the likelihood of occurrence and the severity of impact of each risk.

A Risk Management Process is used to ensure that every risk is formally

Identified
Quantified
Monitored
Avoided, transferred or mitigated.

Although the Risk Management Process is undertaken during the Execution phase of the
project risks may be identified at any stage of the project lifecycle. In theory, any risk
identified during the life of the project will need to be formally managed as part of the Risk

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 Management Process. Without a formal Risk Management Process in place the objective of
delivering a solution within time, cost and quality may be compromised.

The Risk Management Process is terminated only when the Execution phase of the project
completed (i.e. just prior to Project Closure).

The Construction Risk Management will be undertaken on this project through the
implementation of five key processes:

The identification of project risks.

The logging and prioritizing of project risks.
The identification of risk mitigating actions.
The closure of project risks.

The following diagram provides an overview of the risk processes and procedures to be
undertaken to effectively manage project-related risks. Risk Roles have also been identified.

Risk Management Process

Risk originator
Risk Identified
RAISE RISK
Risk Form
Submitted
Project Manager
Risk Form
Reviewed

No REGISTER RISK
Is Risk Valid
Yes
Risk Register
Updated
Project Review Group
Risk Register
Reviewed

8
 Is Risk Close Risk &
Mitigated Update Register

Is a Change
Needed
Issue

Actions Assigned To
Mitigate Risk

Project Team
Actions Taken To
Mitigate Risk

7.0 RISK IDENTIFICATION

Risk Documents
These are documentation used to identify, track and control risks to the project.

Risk Register
The Risk Register is the log / database where all risks are registered and tracked through to
closure.

Risk Form
The Risk Form is used to identify and describe a risk to the project.

A Risk Form is a document which is completed by a member of a project to raise with

management a new project risk. Risk Forms may be used to formally log any type of risk;
however, the most frequent types of risks identified relate to the project:
Scope
Deliverables
Timescale
Resources

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Risk Forms typically include:
Summary project information
A description of the risk identified
A rating of the likelihood and impact to the project should the risk occur
An approval section

Risk Forms are used during the Execution phase of the project (i.e. the phase within which the
deliverables are produced) as part of the Risk Management Process. The risk Form should be
completed by the Risk Identifier and formally distributed to the Project Manager for review. The
Project Manager will determine whether or not the form provides adequate information in
order to submit it to the Risk Review Group for approval. The Project Manager may request
either that more information be provided, or that a formal feasibility study (to assess the
options for mitigating actions) be conducted. Following the completion for either of these
activities, the Risk Form will be presented to the Risk Review Group for approval. The Project
Manager will monitor the status of the risk and communicate the final decision of the Risk
Approval Group to the Risk Identifier.

Risk Identification Inputs

The first and most important input is a defined project. In order to fully understand and assess
the risk that a project is exposed to the Project Team must first ensure that there is a mutual
understanding of the project under evaluation. This means that when the Team embark to
meaningfully and deliberately focus on the risks and certainties the project will face, the Team
must first be able to define the project in terms of scope, schedule and estimate-commensurate
with the level of the project development at the time of risk analysis.

Raise Risk
This process provides the ability for any member of the project team to raise a project-related
risk. The following procedures are undertaken:
Risk Originator identifies a risk applicable to a particular aspect of the project (e.g.
scope, deliverables, timescales or resources)
Risk Originator completes a Risk Form and distributes the form to the Project Manager.

Register Risk
The Project Manager reviews all risks raised and determines whether or not each risk identified
is applicable to the project. This decision will be primarily based upon whether or not the risk
impacts on the:
Deliverable specified in the Deliverables Register

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 Quality targets specified in the Quality Plan
Delivery targets specified in the Project Plan
Resource targets specified in the Resource Plan
Financial targets specified in the Financial Plan

If the risk is considered by the Project Manager to be related to the project, then a formal risk
is raised in the Risk Register and a Risk ID assigned. The project Manager will assign the level of
impact and likelihood based upon the risks severity.

8.0 RISK IDENTIFICATION FOR MRT SUNGAI BULOH KAJANG LINE (SBK)

The major construction work elements are:

a. Site clearance
b. Excavation for substructures
c. Piling Works (Sheet Pile)
d. Substructure work.
e. Superstructure and building work.
f. M&E works including piping.
g. Site infrastructure works.

The first round of risk identification has pinpointed the following areas of concern during the
construction.

ID DESCRIPTION OF RISK POTENTIAL ACCIDENT

MRT-01 Machine Failure Skylift crane Handling Failure
MRT-02 Public road/infra damage/accidents Track Topple
MRT-03 Public entry/accidents Tunneling Challenges
MRT-04 Project Cost Cost Overrun

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 MRT-05 Noise, dust and water pollution Noise Pollution

These are the initial risks identified above are listed in the RISK FORMS attached under
APPENDIX A.

Risk identification based on the worst case scenario that had occurred recently during MRT SBK
Line Segment 1 during Construction Phase.

EXISTING IMPACT MAIN CAUSE/ROOT MITIGATED MEASURES

RISK/ACCIDENT CAUSE
THAT HAD
OCCURRED

Track Viaduct Deck Hazard to Lack of shims Removing individuals

Toppled Construction Parapets were found to have been
workers. installed on the responsible for the
3 site workers died one side of the incident.
in the scene. viaduct. Blacklisting contractors
The viaduct had and consultants found
not been responsible, from future
installed with projects.
the permanent Other measures include
bearings. reviewing method
statements and work
process flows, as well as
review effectiveness on
the Safety, Health and
Environment Enforcement
Unit.

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 Tunnelling Community Karstic Feature Proper TBM machine is
Challenges Structures, Cavern Feature chosen.
Buildings, KL- Variable Density(VD) TBM
Land surrounded, Limestone Machine.
sinkholes Formation Sophisticated Slurry Shield
TBM.

EXISTING IMPACT MAIN CAUSE/ROOT MITIGATED MEASURES

RISK/ACCIDENT CAUSE
THAT HAD
OCCURRED

Sky Lift Crane New site worker Dont have enough Transfer the risk (example:
Handling Failure pinned down by manpower that is compensate the victims
iron frame when expert in maneuver families). Give an honor to
installing the iron the skylift crane or the victims family.
frame ceiling in heavy machinery.
MRT Kwasa The skylift crane
Damansara station was believed to
construction site have suffered
causing him dead. damage at the
hydraulic system.

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 Nearby residential Piling works Use of bored piles,
Noise level concerns occupants. Use of high noise injection piles or other low
& Vibration The existing generating noise impact piling
structures or the machineries methods
buildings (i.e., excavation and Install noise barrier or full
cracked wall) demolition works hoarding (where relevant)
(from tractors, jack No piling works after 7pm.
hammers, etc), Continuous Welded Tracks
mobile generator Alignment Selection
sets and piling Maintenance of Wheels
works. and Track
Noise Barrier
Acoustic Absoprtion

Project Delivery Unexpected cash Put a cap for cost overrun so

Cost overrun / Partners(MMC- outflows (bribery, that they can ensure the
Budget deficiency GAMUDA) illegal deal). cash flows of the project
Organisations Every construction flows in correct manner.
involved projects have cost They put an expectation
Project Dateline overrun. limititation line of 15% cost
overrun.

9.0 RISK ASSESSMENT

Documentation Reviews

Peer level reviews of project documentation, studies, reports, preliminary plans, estimates and
schedules are a common and early method to help identify risks that may affect project
objectives.

Information Gathering

Brainstorming. Formal and informal brainstorming sessions with project team members
such as specialty groups, stakeholders and regulatory agency representatives is a
technique for risk identification. This technique can also be tailored to specific areas of
interest for the project risk, for example if a project manager is most concerned about
soil conditions a brainstorming session on geotechnical can be convened and so forth.

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 Lesions Learned Database. Searching for lesson learned databases that are relevant to
the project can provide an abundance of information on project that may have faced
similar risks.

Other methods there are many techniques, some common techniques include :
questionnaires and surveys, interviewing, checklists, and examination of the Work
Breakdown Structure for the project with appropriate specialty groups, asking what-if
questions, for example what-if there is a flooding event in Kajang town? or what-if
our temporary treatment plant does not meet the DOE EIA approval conditions? etc.

Qualitative Risk

Qualitative Risk Analysis assesses the impact and likelihood of the identified risks and
develops prioritized lists of these risks for further analysis or direct mitigation.

The team assesses each identified risk for its probability of occurrence and its impact on
project objectives. Project teams may elicit assistance from subject matter experts or
functional units to assess the risks in their respective fields.

The team assesses each identified risk for its probability of occurrence and its impact on
project objectives. Project teams may elicit assistance from subject matter experts or
functional units to assess the risks in their respective fields.

Qualitative analysis is often used as:

An initial screening or review of project risks

When a quick assessment is desired

The preferred approach for non-complicated and less risk projects where
robust and/or lengthy quantitative analysis is not necessary.

A thoroughly developed register of risks, that may affect project objectives, is helpful. The
Project Team sometimes find themselves in situations where moving forward is difficult
because of indecision. Identifying, describing, and assessing project risks allow the Team to

15
 prioritize risk. Prioritization can free the Project Team from indecision by providing specific,
document risk events that they can act on to shift the odds in favor of project success.
Prioritizing risks, which present the highest potential for significantly affecting project
objectives, gives project manager the information necessary to focus project resources.
Prioritization helps the Project Team make decisions in an uncertain environment and
address project risk in a direct and deliberate manner.

Qualitative analysis utilizes relative degrees of probability and consequence of each

identified project risk event in descriptive non-numeric terms. Qualitative analysis can
provide a prioritized list of risks to work on.

Risk Analysis

Once a risk is identified the next step is to assess the severity of the risk to project objective if
not mitigated or resolved. The table below shows the various categories of construction risk
those are relevant for this project. Each identified risk is then categorized following the table
below.

CATEGORY OF CONSTRUCTION RISK

CATEGORY OF CONSTRUCTION RISK

1 CONSTRUCTION DELAY
2 FINANCIAL
3 HEALTH AND SAFETY OF PUBLIC AND WORKERS
4 ENVIRONMENTAL
5 CONTRACTUAL ISSUES
6 QUALITY ISSUES
7 PROPERTY/STRUCTURE DAMAGE

RISK MATRIX TABLE

SEVERITY LIKELIHOOD
Very
Unlikely Likely Very Likely
Unlikely
1 2 3 4
Minor 1 1 2 3 4

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 Moderate 2 2 4 6 8
Major 3 3 6 9 12
Fatality 4 4 8 12 16

Probability Description

1 Very Unlikely (never occurred after many years)

2 Unlikely (Might occur at some time in the future)
3 Likely (Has a good chance of occurring at some time in the future)
4 Very Likely (The most likely result of the hazard/ event being realized)

Severity Description

1 Minor/ Negligible Injury (Near Miss, First Aid Treatment)

2 Moderate Injury
3 Major Injury / Permanent Disability
4 Fatality, Major property damage if hazard is realized

Each identified risk is then ranked depending on the severity of the risk impact. The table below
shows the risk severity classifications and the potential impact on the project.

RISK SEVERITY TABLE

RISK LEVEL RISK DESCRIPTION ACTION PLAN

LOW RISK (Need to be monitored) Supervision needed to ensure risk level
1~4
is low
MEDIUM RISK (Will have time, cost Require action and attention after High
5~8
or quality impact if not damaged) Risk has been resolved
HIGH RISK (Will severely impact The most critical issue. Need immediate
9 ~ 16
project if not managed) action and attention to control the risk

After analysis of each, the Project Team then formulates a response or mitigation action to
either close/eliminate or minimize the identified risk. The risk analysis is tabulated in a risk
analysis table as shown below and entered into the project risk register which has to be
maintained and updated monthly through the life of the project.

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RISK ANALYSIS TABLE

The risks have been ranked as Low, Medium and High Severity Risks using the criteria explained
previously.

Severit
Description Consequence Existing Control Measures Likelihood Risk Rating
y
s
Sky Lift Crane Fatality Competent driver, ground
Handling to be compacted and
Failure levelled, operators to wear
a fall restraint lanyard,
identification of overhead
16
obstacles must be included, 4 4
(High)
sky lift crane is provided
with guard rails and toe
boards or other suitable
barriers, cordon off working
area if necessary
Severit
Description Consequence Existing Control Measures Likelihood Risk Rating
y
s
Track Viaduct Fatality Safe operating procedures,
16
Deck Toppled carried out under a permit 4 4
(High)
to work, close supervision
Tunneling Project delay Use of the Earth Pressure
Challenges Balance (EPB) machines.
EPB machine provides
support to the tunnel face
6
which prevents the soft 2 3
(Medium)
ground from collapsing,
causing surface settlement
during the tunnelling
process.
Cost Overrun Budget Good project planning,
increase vendor's capability, stay
within scope planned, good
scheduling tools and charts, 8
2 4
stakeholders in the project (Medium)
are on the same page,
constantly track and
measure the progress
Noise and Hearing Noise barriers, noise 2 3 6
Vibration problem, enclosures, vibration (Medium)

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 hearing loss isolation mountings,
laggings, mufflers and
silencers, personal
protective equipments

10.0 RISK RESPONSE & ACTION (MITIGATION)

Assign Risk Actions

The Project Review Group then complete a formal review of each risk listed in the Risk Register
and decide (based upon the risk impact and likelihood) whether or not to:
Close the risk in the Risk Register if there are no outstanding risk actions and the risk is
no longer likely to impact on the project
Raise a change request if a change to the project is required to mitigate the risk
Assign risk actions to mitigate the risk

Implement Risk Actions

The risk mitigating actions assigned by the Project Review Group are then implemented. These
may include:
Scheduling each action for implementation
Implementing each action scheduled
Reviewing the success of each action implemented
Communicating the success of each action implemented

Risk Mitigation

Mitigation is probably the most common risk response strategy and is certainly the one that
used the most in this project. It is where The Contractors Project Team come up with actions to
make the risk less of a problem if it does happen. The Contractors Project Team needs to
develop specific mitigation measures to overcome or minimize each risk from happening. These

19
are the preventative measures to be taken to eliminate or minimize the risk. The Contractors
Project Team mitigates risks in the following ways:

Risk avoidance

Risk sharing

Risk reduction

Risk transfer
Risk avoidance usually involves developing an alternative strategy that has a higher probability
of success but usually at a higher cost associated with accomplishing a project task. A common
risk avoidance technique is to use proven and existing technologies rather than adopt new
techniques, even though the new techniques may show promise of better performance or lower
costs. A project team may choose a vendor with a proven track record over a new vendor that is
providing significant price incentives to avoid the risk of working with a new vendor. The project
team that requires drug testing for team members is practicing risk avoidance by avoiding
damage done by someone under the influence of drugs.

Risk sharing involves partnering with others to share responsibility for the risk activities. Many
organizations that work on international projects will reduce political, legal, labor, and others
risk types associated with international projects by developing a joint venture with a company
located in that country. Partnering with another company to share the risk associated with a
portion of the project is advantageous when the other company has expertise and experience
the project team does not have. If the risk event does occur, then the partnering company
absorbs some or all of the negative impact of the event. The company will also derive some of
the profit or benefit gained by a successful project.

Risk reduction is an investment of funds to reduce the risk on a project. On international

projects, companies will often purchase the guarantee of a currency rate to reduce the risk
associated with fluctuations in the currency exchange rate. A project manager may hire an
expert to review the technical plans or the cost estimate on a project to increase the confidence
in that plan and reduce the project risk. Assigning highly skilled project personnel to manage
the high-risk activities is another risk reduction method. Experts managing a high-risk activity
can often predict problems and find solutions that prevent the activities from having a negative
impact on the project. Some companies reduce risk by forbidding key executives or technology
experts to ride on the same airplane.

Risk transfer is a risk reduction method that shifts the risk from the project to another party.
The purchase of insurance on certain items is a risk transfer method. The risk is transferred from
the project to the insurance company. A construction project in the Caribbean may purchase

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hurricane insurance that would cover the cost of a hurricane damaging the construction site.
The purchase of insurance is usually in areas outside the control of the project team. Weather,
political unrest, and labor strikes are examples of events that can significantly impact the project
and that are outside the control of the project team.

If this risk still happens then contingency measures must be in place to minimize the impact
caused and to remediate the impact. The preventative measures and contingency measures will
be in the detailed construction method statements, Project Quality Plans, Health and Safety
Plans, Emergency Response Plans, Communication Plans, shop drawing, training programmed
for workers and sub-contractors, etc. which the Contractor and the Project Team prepare for the
project before work commences.

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Table below show the risk response to the risks described.

No. Risk Description Risk Response Action

Preventative Detail
Machine/Excavation/Trenching Shoring design and construction Detailed method statements and
1. Failure Mitigate methodology to be studied and work process flows, as well as
Potential Accident: Skylift reviewed in detail. Soil conditions to review effectiveness on the Safety,
crane Handling Failure/TBM be checked during excavation against
Health and Environment
Failure design assumptions. Shoring
construction to be done using good Enforcement Unit are prepared
engineering practice and installation and approved before construction
to be checked and monitored. commences.
Adjoining structures and ground to Only trained worker are allowed
be monitored for potential to operate heavy machine with
movement. supervision during construction.
Every workers are strictly enforced to
be properly trained in handling
machine for excavation process.
Project Health and Safety team
required to conduct a training and
monitor them for a period of time.

Public road/infra damage/accidents The construction area will be Communication plan and
2. Mitigate hoarded up and no entry for emergency response plan to be
unauthorized persons will be prepared to address potential
Potential Accidents: Track Topple allowed. Increase public awareness
incidents.
on road traffic and safety at

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 construction area which informed
through media release. Contractor Updates on traffic management
and consultant reviewing work plan to public through media
process flows and reviewing the release on every road traffic during
effectiveness of the safety based
construction.
previous accident. Deploying more
safety superintendents providing
By deploying more safety
detailed method statements and
work process flows, as well as review superintendents to increase
effectiveness on the Safety, Health supervision at the site and applying
and Environment Enforcement Unit. mitigation measures.

Public entry/accidents Sheet piling methodology need to be Public to be informed through

3. Mitigate reviewed & approval before briefings and flyers.
Potential Accident: Tunneling construction. Using suitable TBM for Dilapidation survey to map out
Challenges existing cracks.
every type of soil and geological
Using noise and vibration
formation. Also using modern
monitoring system near buildings
equipment to ensure less noise are during piling activity.
generated. Using proper TBM which is variable
Density (VD) TBM Machine and
Sophisticated Slurry Shield TBM.
Project Cost Project Health and Safety Plan to be Emergency response plan to be in
4. Mitigate strictly enforced and workers to be place before work commences.
Potential Accident: Cost properly trained and tool Box talks
Overrun and safety meetings to be
undertaken regularly. Construction
activities to be well thought of and all
heavy equipment to be regularly
inspected. Safety measures at work
site to be provided to prevent all

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 accident eventualities.
Noise, dust, water and air Project Health and Safety Plan ensure Project Health and Safety Plan to
5. pollution Mitigate implementation of environmental conduct regular surveillance on
mitigating measures as specified in Noise and Vibration Monitoring,
Potential Accident: Noise and the EIA, EMP and others deemed Water Quality Monitoring and Air
Vibration relevant. Quality Monitoring at a minimum
level during construction.

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11.0 RISK MONITOR & CONTROL (CONTIGENCIES)

The Contractors Project Team needs to develop specific mitigation measures to overcome or
minimize each risk from happening. These are the preventative measures to be taken to
eliminate or minimize the risk.

If this risk still happens then contingency measures must be in place to minimize the impact
caused and to remediate the impact.
The preventative measures and contingency measures will be in the detailed construction
method statements, Project Quality Plans, Health and Safety Plans, Emergency Respond Plans,
Communication Plans, shop drawing, training programmed for workers and sub-contractors, etc.
which the Contractor and the Project Team prepare for the project before work commences.

These have to be reviewed by the person in-charge of that particular risk to ensure that risk can
be controlled and managed with the action plan proposed and that all the action plans
proposed and that all the action plans proposed are implemented to overcome and minimize
risk. The Project Team is also responsible to ensure that the risks are adequately monitored so
that its effectiveness can be checked and evasive action can be taken as and when required.
The Contractor could have a specific Risk Management Team to manage and monitor the risks
identified or the Contractors Project Team itself can be made responsible to undertake this task
as part of their overall responsibility.

New risks can be raised by any party (Client, Consultant, Contractor, local authorities or public)
and these must be entered into the risk register and a new risk form created.

The risk register must be incorporated into the monthly progress meeting agenda and high risk
item must be brought up and discussed. The risk register must be updated on a monthly basis
and the Contractor has to submit the completed new risk forms to the Consultant with the
preventative measures and contingency measures attached for the Consultants review and
comments.

If a risk has been mitigated or the risk is more relevant, then the risk item can be closed and
need not be monitored any more. The item can be crossed out from the risk register.

12.0 RISK RESPONSIBILITIES

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Below are the position title and their responsibilities in managing risk management plan.

Risk Roles
Define the roles and responsibilities for all human resources (both internal and external to the
project) involved with the identification, review and mitigation of risks within the project. An
example follows:

Risk Originator
The Risk Originator identifies the risk and formally communicates the risk to the Project
Manager. The Risk Originator is responsible for:
Identifying the risk within the project
Documenting the risk (by completing a Risk Form)
Submitting the Risk Form to the Project Manager for review

Project Manager
The Project Manager receives each Risk Form and records and monitors the progress of
all risks within the project. The Project Manager is responsible for:
Receiving all Risk Forms and identifying whether the risk is appropriate to the
project
Recording all risks in the Risk Register
Presenting all risks to the Project Review Group
Communicating all decisions made by the Project Review Group
Monitoring the progress of all risk mitigating actions assigned

Project Review Group

The Project Review Group confirm the Risk likelihood and impact and assign risk mitigating
actions where appropriate. The Project Review Group is responsible for:
The regular review of all risks recorded in the Risk Register
Identifying change requests required to mitigate risks raised
Allocating risk mitigating actions
Closing risks which are no longer likely to impact on the project

Project Team
The Project Team undertakes all risk mitigating actions delegated by the Project Review Group.

13.0 RISK LESSON LEARNT AND RISK CLOSEOUT

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 From the completed MRT SBK Line Segment 1, it is learnt that the challenges listed
below has impacted the project quality, cost and schedule. In the early 2011 estimated
project cost of RM36.6billion was mentioned does not include the rolling stock, land
acquisitions and other provisions. To the completion of 12 stations in the end 2016, it
was estimated that the project total cost can reach up to RM50billion. The contract
duration of 54 months also not able to complete the whole project which only 12
stations from 34 stations have been completed.

The major challenges of the project as listed below:

1. Land acquisition

There are 473 lots are likely to be acquired for the SBK Line. Out of this, 103 located
within the Sg Buloh Semantan stretch, 163 over the underground section and 207
along the Maluri Kajang segment. Some of the impacts include:
Loss of social cohesion, sense of community and current lifestyle for long standing
communities
Value of property may decline if only part of the lot is acquired.
In the case of businesses, there will be potential loss of customers particularly
businesses that rely on the local neighbourhoods.

Figure 6: Ampang Park Shopping Mall to be demolished as part of land acquisition

2. Tunneling the underground railway

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The geological condition of the Klang Valley makes tunneling beneath Kuala Lumpur
extremely challenging. The MRT Sungai Buloh-Kajang Line's underground alignment will
cut through 2 different geological formations, namely the Kenny Hill Formation which
consists sedimentary rocks such as mudstone, shale, phylite and sandstone. Because of
the erratic Karstic feature, the Kuala Lumpur Limestone formation is extremely
challenging to tunnel through. Erosion of the limestone mass has created deep cavities
and underground caverns, which, if not discovered beforehand, can pose considerable
danger when tunneling activities are carried out.

Figure 4: MRT SBK Line Tunneling Area

Figure 5: Tunneling Activity

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 APPENDIX A (FORM RISK)

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 PROJECT DETAILS
Project Name : SBK SEGMENT LINE 2: SEMANTAN STATION TO MALURI STATION (8.6 KM)
Project Manager : MOHD HAFIZ
PROJECT DETAILS
Risk ID :
Raised By :
Date Raised :
Risk Description: Risk Owner: Risk Trigger:
Add a brief description of the risk identified and its
likely impact on the project (e.g. scope, resources,
deliverables, timescales and/or budgets)

Risk Likelihood: Risk Impact :

RISK SEVERITY
RISK MITIGATION
Recommended Preventative Actions:
Add a brief description of any actions that should be taken to prevent the risk from eventuating

Recommended Contingent Action :

Add a brief description of any actions that should be taken, in the event that the risk happens, to minimize its impact on the
project

APPROVAL DETAILS
Supporting Documentation:
Reference any supporting documentation used to substantiate this risk
Signature : Date:
______________________________ ____________________________
PLEASED FORWARD THIS FORM TO THE PROJECT MANAGER
Risk Form