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"The lack of standardised guidelines for the preparation and submission of work schedule has contributed to several problems in construction project especially the extra efforts that have to be put in before parties involved in the project accept the work plan. This paper explores the current practice in project scheduling in the Malaysian construction industry and proposes guidelines that will alleviate the current problems in project scheduling. The methodology adopted was through interviews and questionnaire survey. The findings of the survey form a basis for the formulation of the guidelines. It consists of four main aspects of project scheduling which are process of acceptance of work schedule, responsibilities of the contracting parties, application of work schedule, and implications of work schedule. With the establishment of these guidelines a standardised approach for the preparation and submission of work schedule can be achieved thus will be able to minimise some of the problems that are currently hinder the full application of project scheduling in various construction projects. The proposed guidelines will pave the way for the inclusion of work schedule as part of the contract document."

"ABSTRACTIn a software development project, the project manager has a strong role inmanaging the team to achieve project success. Managing a project team isdifferent from managing team in usual business activity because sometimes itneeds different approach to match the project?s characteristic. According to PMI(2008), a project has a limited timeline (temporary) and unique requirements.Project manager?s leadership style was the main focus in this research that hadinfluences on leadership outcome (effectiveness, extra effort, and satisfaction).There was also a finding about team?s work environment captured while theywere in a software development project. Based on personal interview with 14employees in PT Quadra Solution, they perceived that there were some problemstoward their project managers. This research was addressed to examine theleadership styles of project managers and the outcome related to their leadershipstyles in this company and also to see the characteristic of the team?s current workenvironment while they were in the software development project. The data werecollected using questionnaires, Multifactor Leadership Questionnaire (MLQ) andWork Environment Scale (WES). The result of leadership style was the projectmanager implemented idealized behavior, idealized attribute and management byexception active as perceived by the team members. The leadership trait that wasthe most significant in influencing the outcome, effectiveness, was laissez-faire(negative). The most significant in influencing the outcome, extra effort, wasindividualized consideration. The most significant in influencing the outcome,satisfaction, was idealized behavior. The work environment perceived by the teammembers was characterized by relationship dimensions (involvement, peercohesion, and supervisor support) and some personal growth dimensions(autonomy and work pressure)."