:One of the factor that influences the achievement of a project success is the role of a project manager. A reliable project manager, who knows his duties as a project leader and has the necessary competency requirements is needed to achieve the success of the project. The competence of a project manager can be measured by three aspects: knowledge, skill and attitude.This research  aims to analyze the relationship between project manager competencies (that measured by three independent variables, i.e. Knowledge, skills and attitude) and the success of the building construction project. Data was collected through a questionnaire survey. The sample/ respondents were the expertise in the field of building construction services those acts as a project manager. Data was analyzed  in three stages:first, factor analysis to reduce the variables into several groups of factors, that called as independent variables; second, correlation test with Pearson Correlation method to determine the correlation between independent variables  and dependent variable; lastly, perform multivariate regression analysis The results of factor analysis showed that the variables are formed into eleven groups, and the result of Pearson Correlation test showed only six groups correlated to project success, those are: Communication and Scope Management, Human Resource Management, which is part of knowledge; Leadership and Project Management, Professionalism and Issues Management as part of skill; and attitude concerning Responsibility, Vision and Priorities. The sixth group of these factors will be the independent variables in multivariate regression analysis. Based on multiple correlation test results, six independent variables simultaneously have a significant influence to the project success, proved by the result of probability value is 0,032.

In reality, the construction of local roads for housing in Badung Regency has faced barriers, which causes delay to the projects. Therefore, the projects cannot run based on the schedule. Although the constructions has been done on different road and by different contractors, the delay is still repeatedly occurred in every stage of the construction, started from the tender, constructions and post constructions stage. This study purposed to identify factors and the main factors that influence the delay of the construction of local roads for housing area. The identification was determined based on three stages of constructions. Data collection was conducted using questionnaires, involved 54 respondents those are participated in the construction of local roads for housing area in Badung Regency in 2012 and 2013.  Data analysis covered factor analysis. The result shows that there are six factors that influence delay of the construction of local roads for housing in Badung Regency. This covers: one factor at the tender stage which is the unpreparedness of the contractor’s employees; four factors at the constructions stage, which are material and time schedule, alteration and controlling, lack of labour and equipment, and financial and weather; and one factor at the post construction stage, which is the penalty for the contractors. Among these six, the main factors that cause delays are: the unpreparedness of the contractor’s employees for submitting documents to the electronic procurement (at the tender stage); lack of paving block supply (at the construction stage); and the unclear penalty for the contractors (at the post construction stage).

Construction of the hotel development is carried out without cessation of the hotel operations have a bigger challenge because of many things such as: accesses to the hotel, material loading area, noise, safety of guests and hotel staff, working time, demonstrations, etc should be well managed in order to minimize the impacts to hotel operation. Risk is the chance of occurrence of adverse events, which is caused by the uncertainty. The research aims to identify, analyze and how the risks can be managed. The method in this research is Descriptive Qualitative Risk Analisis. Respondents determined by Purposive Sampling, from various stakeholders who are competent in this development. The research are identified 47 risks. Eleven risks are unacceptable risk includes  : noise, licensing, planning of MEP works, declining of contractor profit, the rising cost for build a new access roads, land slides, limited parking, hotel access interference,  discomfort of the hotel’s guests and staff, disruption in the project work time and delay of project completion due to interruption by the hotel operations. Nineteen risks are undesirable risk includes: public opinion, decreasing of green open land, insufficient capacity of the existing facilities, difficulties in the hotel's marketing, declining of the hotel room’s selling prices, the declining of satisfaction level of hotel guests, decreasing of hotel’s profits, lack of project scope, nappropriate strategy for supplying material and equipment and lack of competence of the project consultants and contractors, inappropriate standard of job’s handling, lack of quality control, inappropriate  project organizational, improper work methods, limited area for materials loading, decreasing of  cleanliness levels of the hotel, insufficient noise isolation blocks. Ten risks are acceptable risk and seven risks are negligible risk. Major risks are unacceptable and undesirable risk, which are need to be managed by determining their allocation, ownership and mitigation actions.

: One of the key success factors of a contractor company in achieving their vision and mission is good quality of human resources (HR). Based on ISO 9001 evaluation, the quality of HR at PT. Jaya Kusuma Sarana Bali (PT.JKS Bali) that measured by indicators of objectives and targets from each division concluded that the quality of HR still need to be improved. By knowing the profile of the current and preferred organizational culture, it can be identified the strategy required to achieve the vision and mission of the organization. This study aimed to analyze the culture profile of PT. JKS Bali based on their employees perception, in order to identify strategies  for improving their  HR performance. The method used is an OCAI (Organizational Culture Assessment Instrument) analysis method and a survey using the OCAI questionnaire. The analysis involved identification of the culture profiles that measured in 6 key dimensions (i.e.: Dominant Characteristics, Organizational Leadership, Management of Employees, Organization Glue, Strategic Emphases and Criteria of Success) which can represent the four culture types of an organization (i.e.: Clan, Adhocracy, Market dan Hierarchy). The result suggests that the profile of the current and preferred organizational culture at PT.JKS Bali does not require significant changes. The strategies that need to be implemented derived from six key dimensions, Applying more flexible organizational leadership but also against the rules, Managing the employees who prioritize teamwork, Reducing formalities working procedures, focusing on the company's internal, emphasizing human resource development and employment commitments.